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The proud SAIC Motors could not wait to describe the future development profile: 30 models will be launched within three years, and the annual production capacity of 300,000 vehicles and 400,000 engines will be achieved by 2010, and the total vehicle sales target will exceed 200,000. This blueprint for the development of a digital architecture sounds exciting and realistic. Geely Automobile is a privately-owned company with a poor foundation, and it took only 9 years to reach an annual output of 300,000 and sell 200,000 cars. The subsidiary of SAIC Motors, using the advantages of time and space, and the global advantages, can not overachieve such goals with half the time of Geely Automobile.
The time when Geely’s automobiles were starting from scratch was gone. If there are still many opportunities at that time, there will be fewer and fewer opportunities in the future. SAIC Motor is faced with a fast-growing and mature automobile market. The competition is extremely cruel and the masters are like clouds. Apart from the advantages of talent, capital, technology and production, SAIC Motor also needs to have the courage and tactics of the five leaders of the five countries and the strategy. In the midst of winning a strategy that is more than a thousand miles away, a bloody road is struggling in the fierce market competition, and the final result is achieved. Under such circumstances, SAIC Motor’s imaginary enemies can be quite a few.
SAIC has its own brand, people often compare it with Chery, Geely and other independent brand pioneers for comparison. So is Chery and Geely a stumbling block on the way forward of SAIC Motor? Although the existence of Chery and Geely caused great psychological pressure on SAIC, there is no need to bother. First of all, the first two are worth learning. From the aspects of enterprise management, marketing, overseas distribution, and even R&D and production, Chery and Geely have accumulated a wealth of lessons. It is worthwhile to learn from both lessons and experience. In two different domestic and foreign markets, it is also impossible for SAIC Motors, which holds its own flag, to repeat the steps of its predecessors. Secondly, considering the overall effect of self-owned brands, SAIC must admit that it is one of them, so that it can not only rely on the unstoppable advancement of its own brand, but also increase its own reputation. Especially when it comes to foreign markets, the self-owned brands have just started and are often prosperous and glorious. If one loses one, it will not benefit anyone. Finally, in terms of product and market positioning, there is no fundamental conflict between SAIC Motor and the former. SAIC Motor’s products are positioned in mid-to-high end, while Chery is mid-to-low end, Geely is low end, and the three product lines will extend toward the less lean end to seek a more suitable position for themselves, but will remain relatively stable for the time being. Even if there is product overlap, it is only tentative and cannot play a decisive role. Therefore, the three are people with different personalities in a circle. SAIC Motors should enter without breaking the circle, and then quickly expand to gain a more important position, so that the attention of the country and the people can be drawn to its own side. Come to win policy, funding and public opinion support. And Chery and Geely will not look for headaches, taking advantage of the fact that SAIC Motor has not yet completed its own, trying its best to strengthen its own strength and maintain its previous advantages. Chery and Geely have little threat to SAIC Motor.
The development of self-owned brands has become an industry-recognized revitalization road. The country is also formulating relevant guidelines and policies to encourage self-owned brands. Not only SAIC, but also FAW, Dongfeng also engages. In addition to the competition in joint ventures and cooperation, the independent brands will also become the arena for the “three majorsâ€. SAIC Motor has already made a lot of moves and the other two are slow. Although FAW's new red flag brand is ready to go, but the brand is relatively thin, from the production capacity to marketing channels, the prospect of red flag is worrying. At present, the situation of the "big three" is different from each other in terms of distance. Every family has this classic. In terms of funding, all were trapped in insufficient funds. In terms of products, they all tend to be high-end and high-end, and they have some high-spirited meanings. Since the future is uncertain and full of variables, the author believes that the "big three" independent brands may not be able to support them. As SAIC Motor at the head of the car, there is no need to fear that FAW and Dongfeng will catch up. After five years of battle, SAIC Motor’s rapid response is correct.
In the martial arts novels, the five governors can walk in their own way and have no problems. Once new factions and help are taught on the rivers and lakes, development forces threaten their own consolidated position. The same is true of cars and lakes. SAIC Motor, as a self-owned brand enterprise that SAIC Motor Co., Ltd. energetically built, was ranked as an important force with Shanghai GM and Shanghai Dazhong Tongtang as their ministers. This open status challenge made SAIC Motor’s increase in hostility. The biggest obstacle for SAIC Motor in the future is the cofferdam from the joint venture brand. The practice of SAIC Motors taking the high-end route coincides with the development path of joint-venture brand companies, and competition is inevitable. At present, the joint venture is booming, and foreign brands have increased their investment in and emphasis on the Chinese auto market, increased the pace of their occupation of the market, and even had pre-shared the market share in the future. The addition of SAIC Motors undoubtedly scrapes off a few percentage points from each joint venture. How can the joint ventures stop? From the product point of view, although SAIC Motor is using international resources, Rover and Ssangyong are relatively well-known automobile brands, but it is not as famous as Toyota, General Motors, and Volkswagen, and people's awareness is also poor. After all, both are desolate. s brand. From the market point of view, the joint venture brand has been entrenched for so many years, the market share is relatively stable, the influence is ingrained, and SAIC cars are like water that cannot splash in, and it is difficult to break through. In addition, SAIC Motor’s talents and funds come from two SAIC joint ventures and it is difficult to guarantee that they will turn their backs on their faces. Once the interests of self-owned brands are placed on top of GM and the general public, without waiting for the SAIC Motor to grow up, GM and the general public may be forced to SAIC SAIC Motor and withdraw aid, which is equal to giving SAIC Motors a lot of money.
SAIC Motor’s plan to enter the international market is also not optimistic. If the domestic market cannot be opened, it is hard for foreign countries to gain a firm foothold. Into the mainstream car market in Europe and America, there is no channel to rely on, and there is no strong brand and price advantage, I am afraid that even Geely is not as good. Unlike in China, international brands have even greater attacks on the international market. SAIC Motor’s international strategy is equal to their competition on the same stage, and it is more devastating. Therefore, the biggest resistance of SAIC Motor comes from foreign brands.
The author believes that in the strategic layout of the market, SAIC Motor should first take the domestic market, and then make him think. The Chinese market is the focus of international brand competition. The competitive situation in the domestic market is the epitome of the international market. When there is a certain market share in the country, it becomes an important pole to compete with the joint venture brand, and it will not be long before the time of taking the rice bowl to foreign countries. In the product and marketing segment, SAIC Motor should look at other independent brand enterprises. The author has two points to warn: First, on the quality of products, we must learn the lessons of China Motors; second, on the marketing strategy, to avoid repeating the Lifan rollover incident. .
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