In the era of Industry 4.0, the difference in the quality performance of various products is not as great as imagined. There are only four important factors that affect the quality of a car, one is the initial product design, one is the quality of parts, one is the assembly and assembly process of the enterprise, and finally the quality of the workers. In fact, many enterprises can now manage the quality of parts, manage the quality of workers, and the gap with first-class quality enterprises, only the initial gap in product design and assembly technology.
Lexus' factory in India shows that even in India, where the automotive industry is not very developed, it is possible to use crappy labor skills to make first-class Lexus. It means that the difference in the quality of workers and products is not as large as imagined. The quality of parts and the level of workers can determine the quality of medium-term products, but it is the design factors and final assembly factors that determine the ultimate quality. The average life of domestic cars is actually less than 10 years, the replacement is too fast, the speed of vehicle replacement is too fast, for many consumers, the 2011 car is still an old car, has entered the replacement state.
Therefore, domestic consumers do not consider marginal integrity at all, as long as general integrity works. According to the data obtained by various quality evaluation systems, the Japanese brand advantage is still sufficient, but the leading ability has declined, and the Japanese have also entered the technological highland, new technology and new frameworks have emerged, and the products are unstable, such as the emergence of turbocharging, which has brought carbon accumulation problems to Honda. At the same time, in order to increase production and sales, the concept of excellence of Japanese cars is also changing to marketization, and we are compromising for share and profit.
On the other hand, the quality management technology of other brands has advanced by leaps and bounds, especially the core quality of Chinese brands has improved very quickly in recent years. In short, the quality of the new car is almost the same, and at least the good performance of the 5 to 7 years of service life can be guaranteed. The reliability of the longer term is indeed better for Japanese cars, and in terms of old car culture, Japanese cars are difficult to shake. But the strange thing is that the quality park of Japanese cars cannot actually be done, but why is it still an industry myth?
Because marketing, half of the success is the product, the other half of the success is marketing, Japanese cars must always know the importance of marketing than other car series. Marketing is not hunger marketing. There are no pressing sales targets for Japanese cars. On this basis, the mass production rhythm of Japanese cars is in the balance of supply and demand. However, many production vehicles reduce terminal prices that other promotional brands cannot do. The premise is to ensure the reliability and stability of each vehicle as much as possible. As a result, we found that even Japanese cars with less obvious core quality advantages are very strong at dealerships. Because the number of Japanese cars is very small, whether it is a warehouse or a transport vehicle, the demand for the current period and the current month can only be guaranteed, so dealers do not discount and do not allocate vehicles to the secondary market. This is the core strength.
As for why the early generics collapsed, on the one hand, it was related to quality, and on the other hand, it was indeed related to the way of doing business. Mass production of new cars, mass pulling into stores for sale, and a lot of discounts and pressures on dealers to sell cars. Good capitalists will not sell milk even if they pour it into the river. Obviously, Japanese cars are this strategy, the first is to ensure the quality of milk, the second is not to appear excess milk, supply and demand to ensure the heat of the market. That's what other companies should learn.