What is the psychology of the whole thing?
Photo: Zhang Da
Edit: Mei Mei
In the past two years, more and more people have bought new energy vehicles around, and more and more peers have jumped to the field of new energy. People often talk about the difference between fuel vehicles and electric vehicles, not limited to the product experience, but also the purchase service experience. It is undeniable that when buying fuel vehicles in traditional 4S stores and buying new energy vehicles in new direct-operated stores, customer perceptions are completely different - in the final analysis, it is the difference in "trust".
The author grew up in an era when the sales and profits of fuel vehicles were barbaric and then gradually declined, and witnessed the strong emergence of new car-making forces, and the traditional 4S shop model can be described as "watching him rise from Zhu Lou, watching him feast on guests", so I try to say a word or two about these problems.
1
4S stores play routines, consumers counter routines
In the early years, the Internet and mobile Internet were not as popular as they are today, and shop consultation and comparison became almost the only way to get relevant information about cars. Coupled with the relatively small number of stores of various brands, it is difficult for customers to form a comparison, which makes a huge information gap between customers and 4S stores. It can be said that no car dealer owner who opens his door to do business will reject the huge return brought about by this information difference.
Friends after 70 and 80 can still remember thousands of yuan of navigation, leather seats of more than 10,000 yuan, thousands of household agency fees, the first guarantee to change brake pads... And all this, not only has not been stopped, but will get a high commission reward, 4S stores have also obtained a huge profit return. In the years when cars were not worried about selling, this mechanism provided the growth soil for "greed and wildness" to some extent, and gradually formed a sales culture of "can slaughter one is one". Therefore, netizens gave the 4S store an extremely ugly nickname: "4 sons". There is a wall between traditional 4S stores and the trusting relationship between customers.
Later, there were more stores, more information channels, and customers learned to be smart. They began to compare multiple stores or online, mediating with multiple stores, prompting them to compete with each other and finally get a satisfactory price. So the buyer and seller are on their own guard: the customer is worried about the 4S store routine himself, determining that the salesman's first few quotations are not sincere, and he can definitely cut it again; the sales feel that the customer will definitely have multiple comparisons, and can only find the manager to apply for preferential permissions, while looking for customers to force orders, and finally it is likely to be the same door "cannibalism".
2
Who laid this trick?
The war of words without mutual trust allows the two sides to play back and forth between routines and anti-routines, forming a vicious circle. In the end, the 4S store can take less and less advantage, and the customer's perception is getting worse and worse - which is one of the reasons why many sales consultants need to give away additional products in the hope that customers will answer "very satisfied" when the manufacturer returns.
Since then, customers and 4S stores have opened a path of inner opposition. So, is the dealer the initiator of the routine? It would be unfair to say so.
On the one hand, the rapid expansion of the team, the update of corporate values and management methods is not timely; in addition, limited by self-awareness, coupled with eye-catching performance, giving people the illusion that only need to pay attention to sales can stabilize the situation, ignoring market factors, but also ignoring the urgency of cultivating the core competitiveness of enterprises. Few people are willing to break the unspoken rules or even pay the price of possible stagnation in performance to "correct the chaos". (This also explains that under the means of the new car-making forces to clearly mark the price, the previous moves are suddenly useless, many traditional practitioners are at a loss, the inherent cognition is overturned, but it is difficult to find new working methods.) ）
On the other hand, manufacturers hope that the vast majority of 4S stores are profitable (50%-80% of stores), because most of their profits eventually flow to car companies, but also to ensure the long-term stable development of the brand; on the other hand, car companies pressure warehouse and other behaviors pile up dealer costs, dilute the profits of 4S stores, 4S stores under huge indicator pressure and financial pressure, forced to embark on the road of routine profits.
Therefore, many problems can be traced back to deeper reasons. Fortunately, fierce market competition is the best campus to force manufacturers to progress. Nowadays, many traditional manufacturers have also adjusted their management ideas and sought a sustainable co-creation model, but they only say that this transformation will take time.
03
PUA out of the wolf culture
The author has personally experienced the two roles of manufacturers and 4S store sales, and found that everyone once believed in wolf culture - but there are also contradictions: manufacturers hope that they are "hounds" when managing dealers at headquarters, and they are "wolves" when they engage in regional sales, which has also become a sinking management culture.
Wolf culture has its value, and wolf nature is also: wild, cruel, greedy, violent, and cooperative. In contrast, in the years when the wolf nature culture was popular in traditional 4S stores, everyone surprisingly unanimously overexstood and applied the greed in the wolf nature, and the reason was surprisingly consistent: wolves walked thousands of miles to eat meat, and dogs traveled thousands of miles to eat. Those deliberate performance programs, like fresh raw meat, always remind everyone to release wolf nature.
However, in the internal governance of the team, the words repeatedly emphasized by management are: obedience and execution. The idea of obedience is deeply rooted. Those punishment lists that are arbitrarily issued always remind leaders that they have supreme authority and must obey. As a result, the front-line employees repeatedly jumped between this "wolf" and "dog", and finally learned a four-different. There are two distinct personalities in the face of customers and superiors: one is bloodthirsty greed, and the other is obedience. Since then, they have lost their independent personality in the workplace and distorted the correct values.
Someone once commented on some of today's car salespeople: "greasy." Meaning: unseemly, uneffable, not elegant, not sincere... In the face of these people, they do not feel their sincere sincerity, and what runs through them is the standard actions of machinery, the use of language, and some self-made clever "routines". This reminds me of the crying and laughing images on Douyin - a salesman holding down seven or eight mobile phones at the same time sending a voice "I only told you about this offer!" - Self-made clever bridges such as this are still not good to shoot.
04
How sincere is the new car-making force?
Back to the beginning of the topic of the trust established by the new car-making forces through directly operated stores. Compared with the traditional 4S shop, the experience consultant of the new car-making force conveys a different temperament: there is no deliberate pandering, there is no artificial self-degrading identity, and there is no pretentious posture of superiority - the whole process seems natural, calm and sincere. In the industry, there are actually many theoretical analysis insights, in short, it is that the new forces of car manufacturing have firmly grasped the hearts of consumers through a series of places that are most easily perceived by consumers, such as value-added services, circle construction, and cultural services.
First of all, the online booking method of clearly marked prices minimizes the information gap as much as possible, maintaining a basic state of mutual trust, consumers do not have to shop around, and sales consultants do not have to kill each other. Secondly, the direct operation model eliminates the middleman link, which greatly reduces the communication cost, such as how long it takes to pick up the car, such as how long it takes to pick up the car, there are prompts online, the operation space is very small, relatively fair; moreover, the free and flexible customization link greatly satisfies the customer's sense of autonomy, and the additional consumption induction is much more restrained than the traditional 4S store.
There is always a "but" in everything. The author believes that all of the above is based on the premise of the current "supply exceeds demand". When new energy vehicles are also full of "inner rolls"; when new energy vehicles also enter the price war mode. Will it still be possible to maintain the above status? This is something to be wary of.
Of course, at present, these seem to be not quite appropriate, we all know that the recent new energy brands have poured into the tide of price increases, and several brands are late at night to release news, said to rise, as for the relationship between the raw material situation and the increase, of course, all depends on the manufacturer to determine; due to the lack of core, the hot selling electric vehicle a car is difficult to find the state has lasted for a long time. But even so, everyone's mentality of raising the price of new energy vehicles is still more inclusive than the mentality of facing the price increase of fuel vehicles. Let's think about it, has our Chinese auto market entered a new round of seller's market? However, according to the law of supply and demand, no one can guarantee that these brands can always be tough.
Therefore, soberly, as long as it is sales, it will not be able to achieve information parity after all. In fact, some savvy consumers have seen through the routines of the new forces.
Write at the end
The author spent a lot of time to analyze the "routine" problem of traditional 4S stores this time, not to say that this model is useless. No matter what kind of car is sold and how it is sold, as long as it is an enterprise, its operation will eventually return to the origin of corporate governance, rather than only marketing or after-sales service. Yi Tian and Slayer Dragon were smelted and reforged for the Gentetsu Epee, and the Gentetsu Epee was exquisite: the epee had no edge, and the great coincidence did not work. The author is happy to foresee that the mutual integration and absorption of these two models may be an inevitable trend in the future, and eventually form the Xuan iron epee of the Chinese auto market.
Not broken, not standing, breaking and then standing, Xiao Yu new life!
(Image from the Internet)