Party A said that dealers often fail to implement business policies and marketing plans; Internal fighting, chaotic prices, and their own ways; Channel conflicts frequently appear.

party b said: manufacturers don't understand the market, and the products are slow to adapt to the market and the price support is not in place; Poor service, failure to cash rebate and sales reward, untimely delivery, long delivery cycle, unfair and unfair treatment to channel merchants.

the status of large dealers in the industrial chain is increasingly prominent, which requires more services and support from automobile manufacturers. At the same time, the self-awareness and instability of merchants have a certain impact on channel management. In addition, the current dealers' relatively weak strength, corporate culture, divergent interests, information occlusion and other reasons have led to the implementation of marketing plans and policies of automobile manufacturers.

If the effective information can't be obtained in the market feedback, away from customers and the front line, the ability of automobile manufacturers to grasp the market pulse will often deteriorate, and the pragmatism of marketing decisions will be difficult to be guaranteed. In daily channel management, channel conflicts are inevitable. The key lies not only in how to resolve conflicts, but also in how to manage and prevent risks. Through customer-oriented channel planning, we can clearly define our respective business areas in the channels, which will also help reduce the friction between channels at the same level.

The main reason

The main reason is that as independent economic entities, their respective interests are different, and it is difficult to truly form and carry out the * * * identity consciousness between factories and businesses. However, real customers (end-users) are not really valued in time, and dealers are important channels for manufacturers to meet customers. Automobile manufacturers should increase close cooperation with channels and strive to meet market demand. A simple truth is that satisfied dealers will have the motivation to pursue self-improvement and self-development and actively meet various consumer needs, but this is based on an open, fair and just channel environment (including reasonable business policies and efficient operating mechanisms). Taking "trust" as the core and adhering to the win-win principle, dealers will be included in the training system, distribution system, sales system, service system, information construction system and management system of automobile manufacturers. According to a complete set of scientific processes and organizations, it is beneficial to understand customer needs and is suitable for rapid transmission to the corresponding research and decision-making departments of manufacturers.

Based on the change of market environment and the development of competitive situation, FAW-Volkswagen started the reform of channel management mode through the multi-level and all-round transformation of marketing ideas and marketing models, and established a brand-new and efficient sales platform, so as to achieve the purpose of comprehensively improving the system operation ability and overall competitiveness.

solution

firstly, the method of dividing administrative regions into markets is eliminated, and the wholesale management mode is transformed. The enterprise internally adjusts the organizational structure and regional organizational structure, and sets up four deputy general-level management posts in charge of regional sales, strategic planning, business support and after-sales service, and divides the whole sales region into five strategic business units (SBU), including Beijing-Tianjin, Shandong-Hebei, North China, Central China and South China, which have converged. Its top management is selected by the top leaders of the factory, and the power is directly issued. All of them can have a direct dialogue with the top leaders of the company, which is beneficial to the feedback of the whole market and users more directly and quickly, while the other 2% plays a relatively minor role in business development and is under the unified management of the headquarters. As a "cost center" and a "profit center", SBU integrates the functions of sales management, marketing, after-sales service, financial control and training support, and further promotes the order-based management system, trying its best to arrange production, sales and logistics according to the actual orders of users.

Secondly, study consumer orientation and attach importance to product concept design, so as to provide consumers with more suitable choices. Regarding the marketing model, we should focus on controlling chaos and try our best to avoid internal price wars, so we must control and manage it. As for how to manage it, each region will have its own timely management model according to the actual situation. In order to improve the channel health and create a good consumption environment, the original market guidance price system is adjusted to a unified terminal retail price according to the principle of unity and transparency. This price adjustment is a change at the system level. The "terminal retail price" is a relatively rigid indicator. The manufacturer clearly stipulates that the terminal retail price will be sold as the transaction price. As for others, SBU can adjust and formulate other local non-price factors' marketing strategies and promotional activities according to the actual situation, such as advertising, public relations and other cost support. This measure is convenient for consumers to choose and buy FAW-Volkswagen products, and to some extent, it reduces all kinds of distress brought to consumers by the inconsistency between the guide price and the retail price, so that consumers have more time to know the information of product performance, safety and technology, reduce energy and time costs, and reduce the probability of regret in purchasing. Meanwhile, dealers also have a fair, transparent and orderly internal environment, which is conducive to strengthening the centripetal force of channels, improving the overall combat capability, establishing a unified brand image and establishing a good channel reputation. Next, FAW-Volkswagen will start the channel optimization project of the distribution network, completely eliminate the substandard dealers, and make every effort to improve the channel quality and system marketing ability. Customer satisfaction is the most important basis for FAW-Volkswagen to evaluate dealers. Therefore, it will increase support for dealers with high customer satisfaction, high integrated marketing ability and good sales performance; On the contrary, dealers with low customer satisfaction and unable to continuously and effectively implement the manufacturer's sales and service standards and processes are bound to face the danger of being eliminated. They will remove the weak first-class dealers and attract and promote the second-class or other powerful dealers to join.

If the density of dealers at the same level is too high, it will easily lead to vicious competition. For this reason, FAW-Volkswagen began to reorganize the network, integrate the primary and secondary networks, strive to improve the coverage of dealers, encourage the primary dealers to build their own secondary outlets, stimulate the expansion of the external market, standardize the internal management between networks through capital margin, and manufacturers will give support to the secondary outlets in terms of activities and advertisements, and provide basic services according to the different characteristics and costs of each region. When the new car came on the market, it was an opportunity for reform. Some time ago, FAW-Volkswagen used the launch of the new car Sagitar to inspect the market research, marketing concepts and ideas, and planning and execution capabilities of dealers, which was also a good opportunity for primary assessment. At the same time, SBU staff will also actively contact the first-line market, control the local consumption characteristics, organize a "joint chamber of commerce" to increase opportunities for regional cooperation, undertake market activities in this area, and adjust the main sales efforts of different dealers, but all of them are non-price promotions, focusing on highlighting the company and brand image, which will increase the effectiveness of promotion more specifically.

learn from the mature foreign automobile industry. When the market is more mature, many products are managed in the form of sales centers. However, the differences between domestic and foreign markets can't be ignored. Market recognition, flexibility, accessories, logistics system, and profitability of merchants can't be achieved overnight. The key lies in how manufacturers promote, adjust, balance, integrate and upgrade ...! The delineation of exclusive distribution rights in Kaidi, golf area or city shows that manufacturers weigh the profits of merchants, avoid polarization and strive for progress under the premise of standardization and stability. Regrettably, some mistakes in the evaluation process of distribution rights have hit the enthusiasm of some high-quality dealers to some extent. The unified terminal price, in the case that products (especially new products) are not fully recognized and understood by some consumers, is easy to get lost in the seemingly attractive information such as new cars, price reduction or disguised price promotion for some customers with low brand loyalty. In the face of various pressures, the relative rigidity of FAW-Volkswagen prices is slightly rigid, and businesses suffer. How to reverse the disadvantages and dial? For automobile enterprises to maintain the environment and develop in harmony with the environment, the first thing is to advocate the production and use of cleaner and more environmentally friendly cars. However, the true meaning of environmental protection does not stop there. In the end, automobile enterprises need to pay attention to the overall social environment, devote themselves to social environmental public welfare undertakings, promote the harmonious development of enterprises and the environment, build an environmentally friendly enterprise, and at the same time, transmit a green and environmentally friendly lifestyle and concept to the public and car owners. Participate in social welfare and environmental protection

As of August 26, FAW-Volkswagen has donated 216 million RMB over the years since its establishment. The scope of donation includes social undertakings, medical care, cultural undertakings, sports undertakings, education undertakings, care for the disadvantaged groups, environmental protection and social safety undertakings.

especially in environmental protection, in addition to the above-mentioned related donations and inputs, FAW-Volkswagen also launched an environmental protection action plan jointly formulated with German Volkswagen in 25, which was the first time to summarize and finalize the idea of "whole process pollution prevention" formed by FAW-Volkswagen in a systematic and professional way over the past 2 years. This plan clearly brings the energy consumption and pollution problems in the whole process of automobile manufacturing into the control scope, which has a very positive model significance for comprehensively discussing the control of the consumption and impact of automobiles and related industries on the environment and energy in other links, and how to further optimize the environmental protection operation expenditure of the system.

28 Beijing Olympic Games automobile partner member enterprises

As a member enterprise of Beijing 28 Olympic Games automobile partner, FAW-Volkswagen has launched a series of actions related to green Olympics. In March, 27, Shanghai Volkswagen launched the "Olympic Heart Forest" plan and set up a special fund for the Green Olympics with the same name, which indicated that FAW-Volkswagen began to fully implement the green Olympics strategy. The launch of the plan not only linked the participation of car owners and the public, but also expanded the concept of environmental protection from the level of product and enterprise production to the deeper level of social welfare and long-term harmonious development with the environment. Powertrain:

turbocharged gasoline direct injection engine (TSI): The turbocharged gasoline direct injection engine (TSI) represents Volkswagen's four-stroke engine with direct injection technology and supercharging technology. It combines the advantages of direct injection diesel engine and four-stroke engine, which can meet higher performance requirements and maximize driving pleasure. All TSI engines have the advantages of low fuel consumption, strong traction and high torque (even at low engine speed).

turbocharged diesel direct injection engine (TDI): A turbocharged diesel direct injection engine (TDI) refers to a diesel vehicle owned by Volkswagen that adopts direct injection technology and turbocharged technology. The advantages of TDI are saving fuel consumption, reducing exhaust pollution, high traction (large torque) and high efficiency. TDI has become a registered trademark of audi ag in many countries. Working principle: An exhaust gas turbocharger provides fresh air for the engine, ensuring sufficient air intake for the cylinder. After the intake pressure increases, the fuel injector directly injects the fuel into the cylinder with extremely high pressure. Efficient engine sound insulation technology can reduce engine noise. In-cylinder treatment combined with tail gas purification measures can always keep TDI clean.

direct injection gasoline engine (FSI): FSI is short for direct injection gasoline engine. The biggest difference between it and TSI engine is that it does not use turbocharger or compressor to boost the intake air. Spontaneous combustion event

Because the Jetta car purchased spontaneously ignited at the exit of the parking lot, the vehicle owner and property insurance company limited sued the vehicle manufacturer FAW-Volkswagen Automobile Co., Ltd. to the court, claiming economic losses of more than 118, yuan. After hearing the case, Beijing Chaoyang People's Court decided to support all the claims.

Anti-monopoly case

On September 11th, 214, the Hubei Provincial Price Bureau issued a message, and after investigation, it was determined that FAW-Volkswagen Sales Co., Ltd. and some Audi dealers carried out price monopoly in Hubei Province. Under the guidance of the Price Supervision Bureau of the National Development and Reform Commission, FAW-Volkswagen Sales Co., Ltd. was fined 248.58 million yuan.

It has been found that since 212, the Audi Sales Division under FAW-Volkswagen Sales Co., Ltd. has repeatedly organized 1 Audi dealers in Hubei Province, including Hubei Dingjie, Huaxing Handi, Hubei Zhongji, Hubei Aoze, Wuhan Aolong, Wuhan Ouka, Xiangyang Dongfu, Yichang Aolong, Huangshi Aolong and Shiyan Aolong, to reach and implement monopoly agreements on vehicle sales and service maintenance prices. Organize dealers to reach and implement a monopoly agreement on vehicle sales and service maintenance prices in the form of convening dealers to sign the Audi Price Limit Table in Wuhan and the Guarantee of Price Scheme in Central China Community; By directly issuing the Notice of Strict Implementation of Audi Standard Price System in Hubei Province in Central China, the Regulations on Service Marketing Management in Hubei Province, and establishing a competition order standardization group, the dealers are urged to implement the price management measures of FAW-Volkswagen Sales Co., Ltd.

It is also found that since 213, some Audi dealers in Wuhan, Hubei Province have not only participated in the above-mentioned price monopoly agreement on vehicle sales and service maintenance organized by FAW-Volkswagen Sales Co., Ltd., but also reached and implemented the price monopoly agreement on vehicle sales by signing the Wuhan Dealer Alliance Price List and meeting minutes.

recall event

faw-Volkswagen recalled more than 56, new sagitars due to the broken rear axle. On October 15th, 214, FAW-Volkswagen Automobile Co., Ltd. and Volkswagen (China) Sales Co., Ltd. filed a recall plan with AQSIQ according to the Regulations on the Management of Defective Automobile Product Recall, and announced that the new sagitar cars produced from May 211 to May 214 and the Beetle cars produced from April 24th, 212 to July 17th, 213 will be recalled in China from February 2nd, 215. Volkswagen said that this recall will involve other markets around the world. The suspension fracture problem has not been solved in the end, and it may continue to fracture in the future.

faw-Volkswagen automobile co., ltd. decided to recall some imported Audi A4 and domestic Audi A4L cars from October 29th, 214 according to the requirements of the regulations on the management of defective automobile product recall. This time, the company recalled 4,692 imported Audi A4 allroad cars and 265,943 domestic Audi A4L cars produced between May 25, 212 and October 22, 214, accounting for 27,635 vehicles.

due to the software parameter setting problem of the airbag control unit in some vehicles within the scope of this recall, the front airbag may not be opened correctly in the case of a collision with a special angle on a few sides, which may pose a safety hazard.

A few days ago, FAW-Volkswagen Automobile Co., Ltd., Volkswagen (China) Sales Co., Ltd. and Porsche (China) Automobile Sales Co., Ltd. filed a recall plan with the AQSIQ according to the requirements of the Regulations on the Management of Defective Automobile Product Recall, and decided to recall the following cars from March 2, 215. * * * 61,46 vehicles:

(1) 32,371 Audi A5, A5 Cabriolet, A7, Q7 and A8L vehicles with 3.TFSI engines imported by FAW-Volkswagen Automobile Co., Ltd. from April 211 to February 212;

(2) Audi A4L and A equipped with 3.TFSI engines produced by FAW-Volkswagen Automobile Co., Ltd. from July 211 to June 212.