Compared with previous years, automobile exports in 2015, especially for passenger cars, encountered a lot of trouble, and sales have fallen significantly. The reasons for this are both the changes in the local business environment and the competition of other brands. However, it cannot be overlooked that the sales channels restrict the export of domestic automobiles, especially when the local operating environment changes, and healthy sales channels are particularly important.
At present, in terms of sales channels, there are mainly three forms of domestic automobile exports: one is to establish sales channels on their own, and although the investment is relatively large, it is beneficial to long-term development and the training of management talents; the second is the general agent, that is, choosing a company in a certain area. The company is solely responsible for sales. Compared with the former model, this method has less investment and less risk, but car companies do not have control over sales channels; the third is the joint venture and cooperation model, that is, the search for local dealers, in a cooperative manner. Selling cars. In fact, it is not difficult to see that for domestic car manufacturers, if they want to make a difference in exports, the first method should be the best policy. Japanese and South Korean car companies use this method more, and they have also achieved good results. Of course, this aspect stems from the assurance of its products and on the other hand, it has detailed planning and deployment before it enters a regional market. In contrast, the domestic automobile enterprises in these two aspects are all missing; at the same time, the lack of management personnel also makes it difficult for domestic car companies to go out.
Going global is the only way for domestic auto companies to grow and expand. In particular, huge production capacity needs to be released. Exports can relieve the pressure of overcapacity to some extent. Under the premise that product forces, planning and management personnel are unable to meet, on the one hand, domestic auto makers must reinforce weaknesses on the one hand, and on the other hand, they can consider attempting joint roads to jointly develop markets and resist risks. Just like the hypermarkets of the Asian cities many years ago, many brands sold in the same store; for a regional market, the same reasoning applies. Many car companies work together to share results. If there is a stable sales network in a certain area, sales volume should have a certain increase under the premise of unchanged external environment. This will not only increase sales volume, but also be closer to the market, providing possibilities for long-term development.
Of course, there are numerous fences among car companies, and the road to unity in exports is not to say so simple. It requires both joint courage and an inclusive attitude. In fact, in 2015, the difficulties of automobile exports have given each car company a lesson. Currently, there are still many deficiencies in opening up overseas markets with the strength of each car company. On the one hand, the alliance is a combination of entities, and more importantly, a combination of wisdom. It brings together operations, resources, contacts, etc. It is believed that 11 is greater than 2 and in the long run it is a mutually reinforcing role.
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