BYD Co., Ltd.'s English abbreviation is "BYD". This phrase is somewhat garrulous in Chinese names. It actually has a very poetic meaning: Build Your Dreams. Translation is the "achievement dream." From more than ten years ago, when Wang Chuanfu found out that his battery business was promising, he resigned and took a loan of 2.5 million yuan to start his career in the battery industry and started BYD with 20 employees. His legendary history of entrepreneurship is undeniably achievable and worthy of admiration!
One of the dreams of Wang Chuanfu after the battery was successful was electric. We know that the changes in supply will inevitably be accompanied by changes in energy consumption, and changes in energy consumption will often lead the supply of energy. In the field of energy consumption, only cars consume 40% of the world, so the change in energy consumption cannot leave the revolution in the auto industry. This fundamentally determines the trend of replacing electric vehicles with fuel vehicles and points out the direction of change in the automobile industry.
As a leader in the global rechargeable battery industry, BYD successfully developed a large-scale power battery “iron batteryâ€, such as BYD’s pure electric bus K9 and pure electric vehicle e6. Recently, a traffic accident occurred on the Binhe Avenue in Shenzhen. A BYD e6 pure electric taxi caught fire after the rear-end collision. A driver and two passengers on the e6 car died on the spot. When the incident occurred, BYD was immediately pushed to the cusp of public opinion. Although BYD specifically issued an announcement on May 29 for this issue, stating that "the cause of the vehicle's fire has not yet been confirmed, the e6 electric vehicle is equipped with a battery that meets the national standards," but this obviously cannot completely quell the ongoing impact BYD has suffered recently. In particular, BYD, which hopes to place its hopes on electric vehicles in the area of ​​traditional energy vehicles, may not be clear about its development prospects.
BYD, which created the domestic brand automobile myth, was able to enjoy a smooth and unparalleled landscape during 2006-2009. First, the first self-developed mid-level model F3 won the title of “Production increase firstâ€, “Sales increase first†and “Single product sales first†in 2007, becoming the fastest growing mainstream automobile company in China. Then, in 2008, Buffett’s Berkshire Hathaway spent HK$1.8 billion through “US-China Energy Holdings†and subscribed for 225 million new H-shares of BYD’s H-shares at HK$8, which set off in the capital market.†BYD hot" lasts until 2009. But since 2010, good news about BYD has begun to decline. After experiencing dealers’ withdrawals and mass layoff rumors, BYD has been struggling with continued sales declines and poor earnings. Wang Chuanfu claimed that BYD entered the “adjustment year†in 2011 and will continue until 2013. Although BYD claims that the immediate dilemma is part of the company's strategy that has been foreseen for a long time, if BYD fails to dig deeper, the dilemma will only worsen and the outcome will only be another vivid case in the history of domestic automobile development. After analyzing the development data of BYD, it is believed that the development of BYD from the perspective of brand management must solve the following three major contradictions.
I. Contradiction between the specialty of BYD technology and the cognitive needs of consumers
Wang Chuanfu, who was born with technology, attached great importance to research and development and made BYD's annual patent innovations rank at the forefront of the country. According to the relevant information, from 2002 to 2008, BYD applied for more than 1,000 patents each year, including 1,530 in 2008, ranking fourth in the list of domestic companies. Especially in the F3 model body performance is particularly prominent: the vehicle's GPS satellite positioning system developed by BYD. R&D is very important for auto companies, but looking at mature brands, technological innovations must be based on quality that is affirmed by consumers, consumer perception is the channel for information communication, and vivid expression is the means of appeal. By comparison, BYD is more like a scientist who is immersed in his own invention, and his target consumers have far less cognitive needs.
Although BYD is also trying to enter the middle-grade or even high-end models to enter, but can not change because of the success of F3 to stay in the minds of consumers in the brand image: an affordable domestic car. According to this, the target customers of the BYD brand have also surfaced, namely, middle-income or middle-low-income groups in second- and third-tier cities. Their knowledge of the BYD brand is a tool demand. From the perspective of brand management, consumer brand awareness determines brand development. Utilizing its profound accumulation in the battery industry, BYD has set all the power to launch the first hybrid car F3DM that can be recharged on home sockets in the Chinese market. It can only give BYD brand an existing brand image in consumer psychology. This is fundamental. The above is not conducive to the development of BYD. Therefore, although R&D is important, it is not necessary for the popular BYD brand at the start. In this sense, while BYD pays attention to technology at the same time, it should emphasize the improvement of quality and change its brand awareness in consumer psychology. It is not necessary to deliberately pursue "nuclear weapons" to fight "asymmetrical warfare." Instead, we should work hard to ensure the stability of various equipment functions and win consumers' trust in you. Remember: Santana, who once created the legend of China’s automobile market for 30 years, can still stand on the Chinese market in the 1970s, even in the first decade of the 21st century. This may give a very good development to BYD. Good revelation.
The brand image is formed by the overall perception of the brand by consumers. Therefore, the core of corporate brand management is to shape the positive brand image in the minds of consumers. Through its influence on consumers' internal influences to enhance the competitiveness of the brand and achieve corporate marketing. From EMKT . Com. The purpose of the cn goal. The main role of the brand image mental model for consumers is to obtain and interpret information, filter and organize information, and predict results, which is also inferred by consumers based on relevant brand knowledge. This kind of inference is based on external stimuli or beliefs in products that consumers have formed from experience. This is the role of brand image in the company.
Second, the contradiction between the company's core competitiveness and its brand value positioning
Currently, BYD has its core competitiveness mainly in some parts and components, such as car TVs, body grinding tools and automotive electronics, etc. The integration advantages of the entire vehicle are formed through integration. Indeed, at the beginning of its business, BYD has established an absolute competitive advantage in the battery industry and devoted itself to the automobile industry with great potential with a focus on technological development. However, in the subsequent development, BYD has repeatedly used trials such as cottage-based, manual, and vertical integration to avoid costly risks. For example, Shanzhai’s successful plagiarism from F3 to Toyota Corolla and F6 to Toyota Camry was successful. Even aiming at Mercedes-Benz and Porsche, BYD can use artificial places without mechanical equipment to save huge amounts of investment. When human resources cost advantage scenery is not in sight, this model immediately collapsed to ensure that fertilizer and water did not flow out of fields, from the engine, Bumpers, air conditioners, lamps, seat belts, airbags, and electronic accessories, except for glass and tires, are all manufactured by themselves. Vertical innovation under the name of “integration†is actually nothing more than abandoned old automobiles. All these magic weapons are exposed to consumers, leaving only naive, backward and closed impressions. In view of the current status, BYD wants to calmly study the deeper needs of the target consumer groups, what they care about and what they need.
Marketing guru Philip? Kotler believes that the brand is the consumer's belief in a brand, not only to distinguish the brand of goods, it is still a symbol, far beyond the meaning of the word itself. The biggest problem with China's current independent brands is that the core value of the brand is not clear, it lacks active shaping, and the temperament of quality tends to be similar. In order to successfully build a brand, BYD needs to take consumers as the starting point, understand the preferences of target groups, and understand what the target group thinks is the core of the brand. On the basis of respecting their ideas, we started with the reform of our internal operations. We have seen this kind of thinking from the inside out and we have made breakthroughs in stereotypes. We have detonated attention through creative behaviors, and through the accumulation of branding, we have always maintained a clear and consistent approach. Brand positioning, perseverance in order to gain consumer recognition and loyalty.
Third, the impetuousness of rapid running and the contradiction of step-by-step strategy
Fast running refers to BYD's experience in its successful mobile phone battery business. It copied to the automotive industry and ensured that it would quickly grab new shares in the market. In fact, from 2005 to 2009, BYD Auto did indeed grow at an annual rate of more than 100%. In 2008, it achieved sales of 200,000 units. In the first half of 2009, sales of cars were the seventh highest in the country, a year-on-year increase of 176%. It was under the impact of the data that Wang Chuanfu shouted the production and sales target of “2015 is the first to achieve production and sales volume, and the world’s first in 2025†when it won the CCTV personage of the year. is it possible? To put it bluntly, BYD's battery is your opponent is a handful of manufacturers. It is possible to succeed with China's special national conditions, but if you want to be a car, your opponent will be more complicated. This requires strategic thinking, especially Can not be blundering, shouting slogans. The thinking of the "Great Leap Forward" made the Chinese eat harder and less!
In recent years, with the steadily increasing sales of BYD, its business outlook has also surfaced. The first is to build a net pressure cargo, a car sales slightly better to build a network, excessive development of thousands of dealers, and then desperately pressure the car, resulting in false prosperity of both production and sales boom. In exchange for the healthy development of dealers in exchange for good data, BYD will be able to conclude that it will pay a heavy price for this alone; Secondly, the quality of BYD's rapid development is difficult to satisfy, especially in the event of a crisis. Silence means that a press conference will not give consumers and the public a satisfactory answer. In contrast, Toyota, which suffered a “brake doorâ€, has a series of public relations measures that make people feel the foundation of a mature company. In particular, Mr. Toyoda rushed across all major markets. The open and sincere apology was impressive. Third, the financial crisis was even more impetuous. He thought that the financial crisis had sounded the death knell of all the leaders. It seemed that the corner was overtaking and overtaking. Low theory is the golden rule of enterprise development. Blindly seek shortcuts, like the penetration of the high-end, dressed up as a rich and poor wealthy owner. When the influence of their own brands, technical capabilities, and channel capabilities are still weak, they will quickly attack in multiple lines. This is the result of today's widespread desire to win the new battlefield and the loss of new battlefields and the eroding of old positions.
Most of today’s corporate resources are limited, and the resources available to young, non-climate players like BYD are stretched. To be truly successful in the long term, it is necessary to take root in the market segments, concentrate limited resources, and gain a partial advantage in the market segments. Then, as the core, continue to deepen and enrich the brand's depth and external influence. In contrast, the consistent and robust Great Wall Motors have gone from pick-up trucks to SUVs to cars. Each step has gone smoothly. The results have been very solid. In the first half of 2011, cumulative sales were 238,390, an increase of 39.9% over the same period of last year. Even faster than most joint venture brands. Mature, clear and consistent brand positioning is the core driving force for Great Wall Motor's success.
Today's adjustment of BYD as long as it truly put aside the impetuous mentality, effectively and effectively adjust the brand building strategy, not to play "concept", not to short-term sales data as a measure of success or failure of the only standard. With the country's long-term support for self-owned brands, with the gradual formation of new energy supporting facilities, with private companies in the development will not be affected by the joint venture brands and checks and balances, we believe that BYD will experience new developments after experiencing setbacks.
One of the dreams of Wang Chuanfu after the battery was successful was electric. We know that the changes in supply will inevitably be accompanied by changes in energy consumption, and changes in energy consumption will often lead the supply of energy. In the field of energy consumption, only cars consume 40% of the world, so the change in energy consumption cannot leave the revolution in the auto industry. This fundamentally determines the trend of replacing electric vehicles with fuel vehicles and points out the direction of change in the automobile industry.
As a leader in the global rechargeable battery industry, BYD successfully developed a large-scale power battery “iron batteryâ€, such as BYD’s pure electric bus K9 and pure electric vehicle e6. Recently, a traffic accident occurred on the Binhe Avenue in Shenzhen. A BYD e6 pure electric taxi caught fire after the rear-end collision. A driver and two passengers on the e6 car died on the spot. When the incident occurred, BYD was immediately pushed to the cusp of public opinion. Although BYD specifically issued an announcement on May 29 for this issue, stating that "the cause of the vehicle's fire has not yet been confirmed, the e6 electric vehicle is equipped with a battery that meets the national standards," but this obviously cannot completely quell the ongoing impact BYD has suffered recently. In particular, BYD, which hopes to place its hopes on electric vehicles in the area of ​​traditional energy vehicles, may not be clear about its development prospects.
BYD, which created the domestic brand automobile myth, was able to enjoy a smooth and unparalleled landscape during 2006-2009. First, the first self-developed mid-level model F3 won the title of “Production increase firstâ€, “Sales increase first†and “Single product sales first†in 2007, becoming the fastest growing mainstream automobile company in China. Then, in 2008, Buffett’s Berkshire Hathaway spent HK$1.8 billion through “US-China Energy Holdings†and subscribed for 225 million new H-shares of BYD’s H-shares at HK$8, which set off in the capital market.†BYD hot" lasts until 2009. But since 2010, good news about BYD has begun to decline. After experiencing dealers’ withdrawals and mass layoff rumors, BYD has been struggling with continued sales declines and poor earnings. Wang Chuanfu claimed that BYD entered the “adjustment year†in 2011 and will continue until 2013. Although BYD claims that the immediate dilemma is part of the company's strategy that has been foreseen for a long time, if BYD fails to dig deeper, the dilemma will only worsen and the outcome will only be another vivid case in the history of domestic automobile development. After analyzing the development data of BYD, it is believed that the development of BYD from the perspective of brand management must solve the following three major contradictions.
I. Contradiction between the specialty of BYD technology and the cognitive needs of consumers
Wang Chuanfu, who was born with technology, attached great importance to research and development and made BYD's annual patent innovations rank at the forefront of the country. According to the relevant information, from 2002 to 2008, BYD applied for more than 1,000 patents each year, including 1,530 in 2008, ranking fourth in the list of domestic companies. Especially in the F3 model body performance is particularly prominent: the vehicle's GPS satellite positioning system developed by BYD. R&D is very important for auto companies, but looking at mature brands, technological innovations must be based on quality that is affirmed by consumers, consumer perception is the channel for information communication, and vivid expression is the means of appeal. By comparison, BYD is more like a scientist who is immersed in his own invention, and his target consumers have far less cognitive needs.
Although BYD is also trying to enter the middle-grade or even high-end models to enter, but can not change because of the success of F3 to stay in the minds of consumers in the brand image: an affordable domestic car. According to this, the target customers of the BYD brand have also surfaced, namely, middle-income or middle-low-income groups in second- and third-tier cities. Their knowledge of the BYD brand is a tool demand. From the perspective of brand management, consumer brand awareness determines brand development. Utilizing its profound accumulation in the battery industry, BYD has set all the power to launch the first hybrid car F3DM that can be recharged on home sockets in the Chinese market. It can only give BYD brand an existing brand image in consumer psychology. This is fundamental. The above is not conducive to the development of BYD. Therefore, although R&D is important, it is not necessary for the popular BYD brand at the start. In this sense, while BYD pays attention to technology at the same time, it should emphasize the improvement of quality and change its brand awareness in consumer psychology. It is not necessary to deliberately pursue "nuclear weapons" to fight "asymmetrical warfare." Instead, we should work hard to ensure the stability of various equipment functions and win consumers' trust in you. Remember: Santana, who once created the legend of China’s automobile market for 30 years, can still stand on the Chinese market in the 1970s, even in the first decade of the 21st century. This may give a very good development to BYD. Good revelation.
The brand image is formed by the overall perception of the brand by consumers. Therefore, the core of corporate brand management is to shape the positive brand image in the minds of consumers. Through its influence on consumers' internal influences to enhance the competitiveness of the brand and achieve corporate marketing. From EMKT . Com. The purpose of the cn goal. The main role of the brand image mental model for consumers is to obtain and interpret information, filter and organize information, and predict results, which is also inferred by consumers based on relevant brand knowledge. This kind of inference is based on external stimuli or beliefs in products that consumers have formed from experience. This is the role of brand image in the company.
Second, the contradiction between the company's core competitiveness and its brand value positioning
Currently, BYD has its core competitiveness mainly in some parts and components, such as car TVs, body grinding tools and automotive electronics, etc. The integration advantages of the entire vehicle are formed through integration. Indeed, at the beginning of its business, BYD has established an absolute competitive advantage in the battery industry and devoted itself to the automobile industry with great potential with a focus on technological development. However, in the subsequent development, BYD has repeatedly used trials such as cottage-based, manual, and vertical integration to avoid costly risks. For example, Shanzhai’s successful plagiarism from F3 to Toyota Corolla and F6 to Toyota Camry was successful. Even aiming at Mercedes-Benz and Porsche, BYD can use artificial places without mechanical equipment to save huge amounts of investment. When human resources cost advantage scenery is not in sight, this model immediately collapsed to ensure that fertilizer and water did not flow out of fields, from the engine, Bumpers, air conditioners, lamps, seat belts, airbags, and electronic accessories, except for glass and tires, are all manufactured by themselves. Vertical innovation under the name of “integration†is actually nothing more than abandoned old automobiles. All these magic weapons are exposed to consumers, leaving only naive, backward and closed impressions. In view of the current status, BYD wants to calmly study the deeper needs of the target consumer groups, what they care about and what they need.
Marketing guru Philip? Kotler believes that the brand is the consumer's belief in a brand, not only to distinguish the brand of goods, it is still a symbol, far beyond the meaning of the word itself. The biggest problem with China's current independent brands is that the core value of the brand is not clear, it lacks active shaping, and the temperament of quality tends to be similar. In order to successfully build a brand, BYD needs to take consumers as the starting point, understand the preferences of target groups, and understand what the target group thinks is the core of the brand. On the basis of respecting their ideas, we started with the reform of our internal operations. We have seen this kind of thinking from the inside out and we have made breakthroughs in stereotypes. We have detonated attention through creative behaviors, and through the accumulation of branding, we have always maintained a clear and consistent approach. Brand positioning, perseverance in order to gain consumer recognition and loyalty.
Third, the impetuousness of rapid running and the contradiction of step-by-step strategy
Fast running refers to BYD's experience in its successful mobile phone battery business. It copied to the automotive industry and ensured that it would quickly grab new shares in the market. In fact, from 2005 to 2009, BYD Auto did indeed grow at an annual rate of more than 100%. In 2008, it achieved sales of 200,000 units. In the first half of 2009, sales of cars were the seventh highest in the country, a year-on-year increase of 176%. It was under the impact of the data that Wang Chuanfu shouted the production and sales target of “2015 is the first to achieve production and sales volume, and the world’s first in 2025†when it won the CCTV personage of the year. is it possible? To put it bluntly, BYD's battery is your opponent is a handful of manufacturers. It is possible to succeed with China's special national conditions, but if you want to be a car, your opponent will be more complicated. This requires strategic thinking, especially Can not be blundering, shouting slogans. The thinking of the "Great Leap Forward" made the Chinese eat harder and less!
In recent years, with the steadily increasing sales of BYD, its business outlook has also surfaced. The first is to build a net pressure cargo, a car sales slightly better to build a network, excessive development of thousands of dealers, and then desperately pressure the car, resulting in false prosperity of both production and sales boom. In exchange for the healthy development of dealers in exchange for good data, BYD will be able to conclude that it will pay a heavy price for this alone; Secondly, the quality of BYD's rapid development is difficult to satisfy, especially in the event of a crisis. Silence means that a press conference will not give consumers and the public a satisfactory answer. In contrast, Toyota, which suffered a “brake doorâ€, has a series of public relations measures that make people feel the foundation of a mature company. In particular, Mr. Toyoda rushed across all major markets. The open and sincere apology was impressive. Third, the financial crisis was even more impetuous. He thought that the financial crisis had sounded the death knell of all the leaders. It seemed that the corner was overtaking and overtaking. Low theory is the golden rule of enterprise development. Blindly seek shortcuts, like the penetration of the high-end, dressed up as a rich and poor wealthy owner. When the influence of their own brands, technical capabilities, and channel capabilities are still weak, they will quickly attack in multiple lines. This is the result of today's widespread desire to win the new battlefield and the loss of new battlefields and the eroding of old positions.
Most of today’s corporate resources are limited, and the resources available to young, non-climate players like BYD are stretched. To be truly successful in the long term, it is necessary to take root in the market segments, concentrate limited resources, and gain a partial advantage in the market segments. Then, as the core, continue to deepen and enrich the brand's depth and external influence. In contrast, the consistent and robust Great Wall Motors have gone from pick-up trucks to SUVs to cars. Each step has gone smoothly. The results have been very solid. In the first half of 2011, cumulative sales were 238,390, an increase of 39.9% over the same period of last year. Even faster than most joint venture brands. Mature, clear and consistent brand positioning is the core driving force for Great Wall Motor's success.
Today's adjustment of BYD as long as it truly put aside the impetuous mentality, effectively and effectively adjust the brand building strategy, not to play "concept", not to short-term sales data as a measure of success or failure of the only standard. With the country's long-term support for self-owned brands, with the gradual formation of new energy supporting facilities, with private companies in the development will not be affected by the joint venture brands and checks and balances, we believe that BYD will experience new developments after experiencing setbacks.
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