In recent years, under the high-end strategy of independent brands, the heavyweight mid-to-high-end models that have been listed in succession are almost on the edge of the market. In this context, some car companies have adjusted their plans to avoid the risk of blind high-end, but this does not hinder the confidence of other independent brands to continue to break through to the high-end market.
These independent high-end new cars have the following characteristics: 1. Positioning high-end, flagship; 2. Fine workmanship, material use; 3. New high-end technology equipped with independent research and development; 4. Pricing is high in the brand. Let's take a look at some of the representatives below.
Haval H8/H9
On July 15, Great Wall Motor announced the "Harvard Quality Blue Book" and commissioned a third-party organization to conduct a more in-depth analysis of the quality of Haval H8 and H9. This is also the Great Wall Motor's attempt to hit the high-end models, and compete directly with the joint venture models.
Great Wall Motor's June production and sales report showed that Haval's H9 monthly sales were only 786 units, and the H8 was 1,373 units. The sales of Haval's high-end models were bleak. Wei Jianjun, chairman of Great Wall Motor, told Sina reporter that H8 and H9 pay more attention to price/performance ratio in the same price model. "There is confidence in sales in the second half of the year." Meanwhile, Wei Jianjun also revealed that in the second half of the year, Great Wall Motor will be in strategy and New initiatives in the promotion strategy will also help Harvard move forward in the high-end model breakout.
As the first model after the strategic transformation of Geely Automobile, Geely Borui has built a global wisdom. To this end, Geely Automobile hired Volvo former design director Peter Hobri to personally design. In addition, Borui has integrated the resources of 113 top parts suppliers worldwide, including 69 joint-venture supply suppliers, accounting for 61% of the total suppliers. In the security field, Borui received a lot of technical support from Volvo, and some active safety configurations were transplanted from Volvo models.
In May 2015, Geely Borui, which was hailed as “the most beautiful Chinese car†by netizens, sold 2,000 units, up from 1031 units in April, up nearly 100% year-on-year! At the same time, it also successfully broke the ceiling of 1,500 monthly sales of China's own brand B-class cars. Geely Borui sold 2,750 vehicles in June, an increase of 37.5% from the previous month. It has already become the monthly sales champion of China's own brand B-class cars, and also broke through the ceiling of China's independent B-class cars. Driven by Borui, Geely Automobile's sales in January-June exceeded 252,000 units, an increase of more than 35% year-on-year, and completed 56% of the annual sales target of 450,000 units.
In view of the company's observations in 2014, a total of 6,686 vehicles were sold, with a loss of more than 2 billion. However, independent brands face collective shrinkage. In the first four months of this year, the sales of self-owned brand cars totaled 900,000 units, down 6.6% from the same period of last year, and the market share dropped by 0.8 percentage points to 22.3%. According to the latest data, in May, Qoros sold a total of 1,681 vehicles, an increase of 79% from April. However, sales in June fell by 200 units.
In fact, in order to successfully complete this year's goal, the change of Guanzhi is not only reflected in the “channel warfareâ€, Sun Xiaodong said: “In the first half of the year, a series of strategic layouts such as combing, research, forming a new brand positioning and channel development new policy were completed. After that, in the second half of the year, Guanzhi will continue to carry out a series of new tactics such as new brand positioning release, sales model exploration, and business policy."
Last year, Tang was the only autonomous car to enter the top ten. This year, it fell out of the top ten, and sales fell 25%. In June, the sales of new energy vehicles increased sharply. The sales volume of new energy passenger vehicles was 12,300 units, a year-on-year growth rate of 2.3 times and a quarter-on-quarter increase of 14%. Among them, plug-in hybrids continued to explode and sales reached 5,301 units. BYD is still a standout, and the launch of BYD Tang also gives BYD a new growth engine. Plug-in hybrid is mainly based on A-class cars, BYD Qin and Roewe 550 are the absolute main force. This month's Don joined the hybrid, and the hybridization of SUVs is also a trend.
These self-contained high-end models, from the fineness of interior and exterior decoration to the rich and diversified configuration, make us feel that our own brands are moving forward. In recent years, with the collective exploration of joint-venture brand products, the self-owned brands have to use their own cost advantages to attack and defend themselves, and to the joint venture brand's base camp – high-end The market launched an impact. The launch of these mid- to high-end models is conducive to the development of China's own brand car companies, in order to enhance their brand image and achieve the effect of the joint venture brand.
However, there are also views that the sales contribution of China's independent auto products has mainly come from the low-end market over the years. There is still an insurmountable gap between independent auto companies in terms of quality and technology. Therefore, although the development of high-end brands by independent enterprises is in line with the domestic development situation, the core competitiveness of high-end brands is still technology, which is an urgent problem for independent brands. The development of independent high-end brands needs to go through the first direction, then to improve the technical level, then to the production process, and finally form their own core competitiveness and create their own value. In the process of development, do not rush for quick success, blindly pursue sales, and copy the code of the previous "plagiarism" of the independent brand, not only did not let the brand image improve, but instead lifted the stone to lick their own feet.
In the long run, whether it is to enhance the brand image or the pressure of survival, the high-end of independent brands is a step that must be taken. However, from the current point of view, more high-end self-owned brands still have to take the cost-effective route. Use a differentiation strategy to gain a competitive advantage. The product is the key to this. The essence of the brand image is always the product. The independent brand only masters the core technology, launches high-quality products that meet the market demand, and takes good scales in product pricing and market segmentation. The market is firmly established.
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