In the process of digital transformation, dealers are facing a series of pain points and difficulties such as the change of thinking mode and the shortage of talents.
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With the continuous improvement of the proportion of new energy vehicles and the emergence of diversified sales models such as direct operation and agency, traditional automobile dealers are experiencing the "pain" before the transformation.
On the one hand, China's auto market has shifted from an incremental market to a stock market, and the traditional model of driving sales growth solely through online advertising and telephone invitations is becoming weak, and car companies need to find new brand growth engines.
On the other hand, the channels for new car consumption and after-sales service have changed. Especially in the field of new energy vehicles, with the rise of new car-making forces, the traditional authorized distribution model has gradually changed to the coexistence of the two modes of agency system and main engine factory direct operation, by the manufacturer directly sell the car to consumers, consumers through the online APP to place orders, and the manufacturer signed a purchase and sale contract, "no middleman to earn the difference", the main engine factory directly grasps the user resources.
The changes in new consumer trends also put forward a soul torture on the traditional operating model of dealers - in the face of serious user loss, 4S stores do not know where users are, what needs they have, and how to provide services to users.
Of course, more and more auto dealers also realize that with the continuous increase in the proportion of new energy vehicles, with the change of channel model, with the increasing diversification of consumer demand, only by accelerating the process of digital transformation and grasping the real core assets and core competitiveness - customer resources can we survive in the market environment of the big wave.
"Traditional car sales only focus on providing services for cars, and future sales should grasp the huge consumer group behind the car itself, grasp the needs of car owners, extend various people-based services such as modification, organizing events, and self-driving tours, so that dealers have the ability to participate in future travel and digital business, which is an attitude and preparation for dealers to actively embrace change and meet challenges." A few days ago, Lang Xuehong, deputy secretary-general of the China Automobile Dealers Association, said at the 2021 China Automobile Circulation Industry Annual Conference.
However, in the process of digital transformation, dealers face a series of pain points and difficulties such as the change of thinking mode and the shortage of talents.
More than 90% of dealers start digital transformation
Recently, the China Automobile Dealers Association released the "2021 China Auto Dealers Digital Transformation Survey Report" (hereinafter referred to as the "Report").
According to the report, more than 90% of enterprises have begun to undergo digital transformation, but only 13.6% of enterprises have elevated their digital strategy to the core of their overall strategy, and most of them' digital transformation is still used as an auxiliary tool to serve other strategies of enterprises. From the perspective of the enterprise, the strategic goal of the dealer group is often to focus on reducing costs and increasing efficiency and improving operational efficiency.
In terms of digital transformation, only 46% of enterprises are personally promoted by the person in charge of the digital strategy, and some of the heads of enterprises are still in the wait-and-see stage. The information department plays a key role in the implementation of digital transformation, 35% of the groups are led by departments and have established exclusive teams, and 15% of the dealer groups have set up independent digital subsidiaries, reflecting the new ideas and new methods of digital transformation organization construction in the future.
In terms of technology, at present, 3% of enterprises have reached the level of low-level office automation, most of the dealers' basic information construction has not yet been completed, only 10% of enterprises can achieve information exchange, 39% of enterprises have basically completed the integration of industry and finance, and nearly 30% of enterprises have built a business middle office. From the perspective of the information capabilities of dealers, it mainly focuses on the ERP internal operation management system, and less than 20% of the group has a relatively complete user data platform and a market-oriented social user interaction platform. In addition, 14% of the groups have complete information independent research and development capabilities, and such groups have obvious advantages in the process of digital transformation.
Although most enterprises can realize that basic data governance is the cornerstone of future digital transformation, the average digital transformation investment of dealer groups in the past five years is 1 million to 5 million yuan, nearly 1/3 of the dealer groups have invested less than 3 million yuan per year, and the average investment in the collective digital transformation of dealers is only 1/‰ of the revenue scale.
At the same time, the previous dealer information system is mainly to solve the internal business information management problems, phased completion of information construction, and then on each system independently, in today's digital transformation, enterprises do not lack the ability of basic information construction, most dealers lack is to stand in the overall overall view of the digital construction of the planning and ability.
"At present, the strategic goals of dealer groups are focused on the current cost reduction and efficiency improvement, improve operational efficiency, and as a whole, it is a passive perspective from the inside out." Wen Sijing, director of the membership department of the China Automobile Dealers Association, said that the ultimate goal of digital transformation is to reshape the business model, and the core of digital transformation is customer thinking - adjusting their business processes from the user's point of view, adjusting the management model through information means, and ultimately realizing digital transformation. This should be an outside-in perspective.
In addition, the lack of professional digital talents is one of the key crux of the digital transformation of dealer groups, which is particularly manifested in the digital project management, customer operation and market operation of dealers.
Create a user-centric business model
"Before digitization, salespeople often communicated with customers on the premise of not understanding customer needs through telephone calls or text messages on insurance sales or replacement of new cars, which often did not achieve the expected effect and even triggered customer resentment." On December 28, Han Song, general manager of the sales easy automobile division, said in an interview with Xiang Jun.
Therefore, in the digital era, how to efficiently dock consumers and enable goods and services to accurately intervene in consumer needs has become a problem that car dealers must face at present.
With the gradual popularization of new Internet technologies such as mobile, social, big data, AI, and IoT, digitalization has gradually become the best solution to this enduring problem.
"Through the onlineization of data, the marketing team can collect the activity behavior and conversation content of the customer after arriving at the store, and intelligently analyze the customer's intention preferences, and then automatically match the recommendation plan, thereby improving the success rate of the service." Han Song pointed out.
However, although digital marketing can bring better sales performance to enterprises, but as the infrastructure of enterprise transformation, the construction of digital technology is not simple, how to effectively connect enterprises, connect customers, connect IoT devices, and form data-driven intelligent capabilities based on real-time data generated, which is a challenge for traditional dealers.
In this regard, the solution for most dealers is to cooperate with professional companies such as Sales Easy and KaiLi Cheng to jointly explore the overall digital transformation plan of dealers.
A few days ago, Sales Easy launched a solution for the field of automobile consumption, "Easy Line", from customer drainage, marketing, sales to after-sales service, to provide auto dealers with a complete set of private domain operation system based on WeChat ecology.
According to reports, Yixing can use the enterprise WeChat to help car dealers build a private domain traffic pool. Using fragmented time, sales can send product calls and promotions managed by enterprises to customers with one click, and maximize marketing effects through multi-band reach.
In addition, "Easy Line" can also help 4S stores analyze and gain insights on global customer data, form customer portraits, and achieve precision marketing.
However, in addition to the business model, Gao Jianbin, senior vice president of Sales Easy, believes that what is more critical for dealers is to form a customer-centric way of thinking in the process of digital transformation.
"Customer-centric" is not only a service attitude in the digital marketing of modern car companies, but a "customer-centric digital scene" created based on the underlying platform of the Internet, establishing a "fast digital channel" between customers, retaining digital data for interaction with customers, and forming a private domain database of enterprise customers.
"The idea of customer-centric operation will definitely lead to some adjustments in the organization; customer-centricity is not only an improvement in efficiency, but also a change in business model." For auto dealers, the digitization of customer operations will be the most core part of the entire digital transformation of enterprises, and new business models and new development paths can be explored through the digitization of customer operations. Gao Jianbin told Xiang Jun.
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