After the exit from TBC, many auto parts professionals discussed and reflected on the current development of the auto parts industry, and put forward new views and suggestions on the development model of auto parts companies and the internal environment of the industry.
According to Wang Yuyang, president of the China Automotive Aftermarket Association, it is not easy for foreign-owned enterprises in the distribution service industry to implement localization strategies either in consumer products or in the after-sales distribution of auto parts and components. The cultural differences, the specific circumstances of the Chinese market, and the resource constraints of foreign industry investors have all contributed to their smooth investment in the Chinese market. These foreign companies are often faced with a dilemma: 100% of the model copy is almost impossible to succeed, and completely letting go and doing localization may lose its established strategy and goals, and then lose its fundamental foundation for success. Under the circumstances of high-cost operations, disorderly market competition, systematic management of systemized management settings, and flexible market conditions, overseas investors cannot see their expected output in the short term and follow the mature market. If the adjusted tactics do not work, they will take divestment and change their input methods. This is a very normal practice. In terms of Treasury, the key is to see how the retained brand and Treasurer who became a domestic company can not only adhere to their long-term strategy but also solve these dilemmas.
From the point of view of Chinese and foreign market differences, the experience and standards accumulated by International Auto Parts Company originate from a more mature market than China, and its main common points are: relatively independent competitive aftermarket and OES market; basic elimination of information is not Symmetrical models, accessories, channels and systems for access to maintenance information; high-quality well-known auto parts suppliers are relatively concentrated with large market share and strong service capabilities; parts and components distribution auto parts companies have large scale and strong bargaining power; independent maintenance companies Relatively mature, centralized, and business norms. This market environment does not exist or is not mature in the current independent aftermarket in China. Therefore, the international auto parts distribution company operating in China conducts market development in a completely standardized and standardized way. Although the model and objectives are correct, the basis and conditions for the implementation of standardization and standardization do not exist, and it is impossible or impossible to make active strategic adjustments. Naturally, there will be heavy market resistance.
At present, the practitioners of the Chinese auto parts market are not lacking in the idea of ​​standardized management and their awareness of improvement. After years of exploration, auto parts suppliers have fully realized the importance of the flattening of brands and channels, and realized the importance of terminal services, improving operational efficiency, and the necessity of establishing standard parts information systems. Independent maintenance companies also understand the importance of quality, service, brand, word of mouth and talent. The market is the only effective means of allocating resources. Market practitioners do not lack the idea of ​​standardized management, but the spontaneous evolution of the market seems to be slow in the process of guiding market practitioners to standardize.
To truly realize the standardized operation of China's auto parts market requires multiple levers to create the necessary soil and environment. In terms of policies, a fairly fair independent competitive market system for independent aftermarket services and a fair competition environment for vehicle sales and service systems will be established to gradually break down parts resources and information monopolies. In terms of market operations, it encourages the distribution of multi-channel parts and components, and supports and encourages the implementation of an Internet distribution model in addition to the original licensing system to minimize the cost of social transactions and give the final owner more reasonable choices. Encourage, support, supervise and supervise the establishment and development of independent maintenance companies in the market, and change the current status of approval and non-management. Establish excellent models, encourage their development, and effectively supervise and manage maintenance companies that do not perform well. Only when the maintenance enterprise develops and progresses can it promote the healthy development of the entire industrial chain.
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