Five bonuses in operations, products, supply chain, finance, population, and automotive aftermarket are getting better

Operation and strategy are two sides. Strategy is the purpose. Operation is the process of achieving the goal. For example, a battle, how to take the position, the order and the fighting power ratio is the commander of the matter, called the strategy; and the generals at all levels to achieve a field victory based on the goal of the war, and ultimately won the war, called the operation.

I have always felt that the auto aftermarket has entered a year of tangling, analgesia, and change. This year, many things have changed slightly. Accumulation of sufficient time will result in fission.

And this fission, for the industry, is the shrinking of the 4S shop system (not a collapse), and the independent repair shops accelerate the elimination. What has been squeezed out is a space for a rapid chain of independent after-sales systems.

What I am talking about today is the post-market dividend that I see in my eyes from this year. It is very likely that I will not be able to surface for a long time.

1, operating dividends, operators have to get the world

When it comes to operations, we must first find out the relationship between it and strategy.

Strategy, decide what you should do. Operation? Make sure that things are done correctly to achieve the strategy.

Therefore, operation and strategy are integrated into two aspects. Strategy is the purpose. Operation is the process of achieving the goal. For example, a battle, how to take the position, the order and the fighting power ratio is the commander of the matter, called the strategy; and the generals at all levels to achieve a field victory based on the goal of the war, and ultimately won the war, called the operation.

The strategy is very important and refers to the importance of strategic capabilities rather than a specific strategy. It is no secret to think of a strategy. It is silly and innocent to pin down its competitors. People's plagiarism is strong, especially the Chinese. Therefore, according to changes in the business environment, the ability to formulate strategies is the most test of the founders.

However, because of its replicability, strategy is destined not to become the company's core competitiveness. What is the core competitiveness of a company? Operation! Nowadays, business is no longer because of a special resource, or knows someone. This opportunity will be obtained. Even if it is, it will be a short-term opportunity that will not be established in the long term. The long-term depends on how much value a company has created in its operations and whether it has established a barrier.

Now the country is providing reforms to the end, which shows that the extensive and brutal economic development model in the past has ended. In the new environment, to do the same thing, only to be more efficient than others, the same efficiency is better than others, only to have the value of survival. All this depends on operations.

From the perspective of the automotive market, why were the Internet, e-commerce and subsidies in 2014 and 2015 wrong? Because the supply-side reform cycle required by the automotive aftermarket requires everyone to focus on service, store upgrades, and supply chain upgrades. But everyone is too easy to get the money, take the money to make up for the C-side, spend money to the market.

I think the flow of water bought is worthless. At that time, a large number of post-market Internet companies subsidized car washing and maintenance, in return for running water and transaction volume. However, as a result, once there is no subsidy, the water is gone.

In fact, the supply side is the core.

Only when you occupy a good supply side can you really solve the problem of competition. Why does the supply chain get fired up first? The logic behind this is that the supply chain is closest to the supply side.

Why do you force steam chain? On the supply side of the core site, upstream and downstream purchases are resolved in the chain of steam services. Chain stores became the largest entrance.

To do large-scale, chain-based post-market enterprises, take operational talents, and build teams have three realms:

1) Liang Shan Juyi

From the beginning of the business, Liangshan uprising, a group of brothers together. But in reality, these managers do not have good system training.

A chopper hits the world, and if it is brave and able to fight, it won't die. With the expansion of the site, it became a regular army, and these brothers turned from being a few moments into various VPs and CXOs.

At this time, these people need to be professionally trained. Live, rely on luck, but do regular army, not training in the actual combat sooner or later will be killed. If the leader is not trained, there is no consciousness system to train his own staff, and the casualty rate of employees in various wars is bound to be high.

What about? Send to a military school or build a military school. No longer, eliminated.

2) People who participated in large-scale systems

The automotive aftermarket is not a mature industry with a large system. Then we can only find similar industries. For example, the hotels in Marriott, Intercontinental, the most time are home, seven days of these large chain systems, or McDonald's in restaurants, KFC, Starbucks, these are a good system in the chain, they provide for employees Systematic training.

This is why there are a number of home appliance chain executives in the aftermarket chain. It is because in the large-scale systems such as Gome and Suning, they have been systematically trained and the linkages are similar.

The second level we can find is people who have seen good systems. They have experienced large systems and have received formal training.

However, these people are often not enough as executives, because many people habitually copy old experiences and do not know how to adapt them to local conditions. This is why airborne executives have a higher probability of failure.

What's more, there is a big difference between the auto market and hotels and restaurants!

3) People who have established large-scale systems

The best talent should be a large system that has not only been seen well, but also built a good system from scratch, and mastered the underlying logic and methodology of the building system.

So, if you have conditions, you should go to such a person.

That year, Alibaba was in a mess, the profit model could not be found, and it would die out in half a year. At a crucial moment, GE's executive Guan Mingsheng was found to be doing COO, re-creating a system suitable for Alibaba, and later it was with Ali Empire today.

Guan Mingsheng’s talents are not completely based on experience and know more about it.

2. The product bonus is the key to improve efficiency

I once mentioned the 7-11 case of new retail. Different from other retail formats, 7-11 has a unique product development method. According to the needs of users, we can produce rice products such as rice balls and lunch boxes, breads such as sandwiches and cakes, instant noodles such as Chinese cold noodles and pasta, and instant products such as Kanto and steamed buns. For 7-11, selling unique products has long been a habit.

Therefore, product capability is a large piece of 7-11 that can emerge in the retail industry. It is also one of its core barriers.

I think that the product ultimately solves the problems of efficiency and differentiation. It is impossible for a business organization to continue to make profits without efficiency. Without profit, it is impossible to continue investing in research and development. It is impossible to form a virtuous circle.

The automotive aftermarket industry currently lacks overall product R&D capabilities. As an S platform, can quickly according to user needs, (such users may also be terminal stores, may also be owners). Continuously develop and iterate products.

The auto repair productization process is divided into product requirement definition, product inspection feedback and product iteration.

Definition of product requirements: It is the rearrangement and combination of elements of various implementation scenarios such as inspection, diagnosis, maintenance, maintenance and delivery during the service of auto repair.

Product inspection feedback: When the product definition is completed, it should be put on the market for inspection. The marketing and demand of the product are all based on data-driven. And construct the smallest inspection scenario, we call it MVP. According to the customer's accurate portrait, it can achieve accurate marketing and improve the company's operational efficiency; based on marketing data, user experience report, user satisfaction evaluation, collect feedback.

Product iterations: Rapid iterations of the product based on feedback from each definition and inspection stage. This process can often be repeated dozens of times, and after many iterations have reached the ideal data, we can consider the promotion and delivery of products.

3, supply chain dividends, determine the profit of the industry chain

As a chain company, it positions itself as the S platform in S2B2C. It is to create S-level supply chain output and management capabilities, and this does not mean that it needs to be fully self-operated.

Taking spare parts as an example, the most ideal part of my mind should be the rookie logistics of the spare parts industry. He should be the infrastructure of the spare parts industry, unify the data of all the companies in the spare parts industry, and then make his own head. the company. "Uniform bills, unified allocations, unified deployment", rookie logistics slogan also applies in this industry.

At the city level, you should try to create a small B (auto repair shop) to help small B, to inventory, to purchase, and improve distribution efficiency. Make the store really need 15 minutes to get income.

At the C-end, the value after empowerment is to endorse the quality of the accessories in the store. The C-side does not need to be skeptical to know that the parts used by the small B under the S system are genuine and reliable. This is also the meaning of 2C.

The play of the supply chain must be done in the region to do a deep, transparent play. The supply chain penetrates into a region with only one goal: whether it can join a large number of small Bs and kill other supply chain suppliers to form a regional monopoly.

For a deeper and more thorough standard in the area, it may be more extreme. Like Japan 7-11, the most densely populated area at that time, an average of 20 meters in a shop, which is extremely contrary to the law of the retail industry.

In fact, the same is true for the regional density of auto repair. The density of our conventional thinking is not enough. The high density (even half a kilometer) under the same system is the monopoly of auto parts suppliers and auto repair shops in the region. The efficiency of logistics and services pushed up in the region has increased significantly.

The cruelty of business will be reflected here and there. This model will build a one-kilometer death circle for the auto industry. Within this circle of death, there is almost no living space for non-systems.

If anyone can achieve regional, or even national, high penetration at the supply chain end. It will enjoy the recovery of industry profits brought about by supply chain integration. At present, the price war at the store end and the low gross profit, ultimately, need to rely on the “poly” of the chained supply chain to complete the recovery of the value of the industry.

4. Financial dividend is a catalyst for the industry

In the industrial Internet, finance has never been the clear line, but it is very important as a catalyst and amplifying agent. For example, the industry is 1, and finance can be used as 0, and it is constantly enlarged. "1000000....."

It can be said that there is no supply chain finance and the efficiency of the industrial platform is very low.

If there is no information flow in the order transaction history, logistics in the process of goods circulation, and capital flow in the transaction process, there is no means to have good risk control, and financial institutions cannot lend money to small, medium and micro enterprises.

Traditional small loan companies, traditional factoring companies, are inefficient and costly. The risk control measures are also weak.

Only by relying on the Internet, online loans can be realized through online orders recording fragmented logistics, information flow, capital flow, business platform flow, online, and transparency to financial institutions. Ultimately solve the problems of efficiency and cost in the transaction process.

The main reason for the lack of supply chain finance in the automotive aftermarket B2B lies in the lack of 2C information and the lack of information in the entire industry platform, which has caused the risk control model to remain in the “class factoring” business.

The real supply chain finance should continue to extend upstream and downstream of the B2B supply chain, go directly upstream to spare parts production and raw material market fluctuations, and go downstream to C-end users, new car purchases, historical model stocks, and consumption habits. Data Integration. A comprehensive analysis of the entire node of the industrial chain provides a risk control model. Provide flexible supply chain financial services.

Supply chain finance cannot separate from the industry alone. The opportunity for its dividend lies in seeing how financial institutions can truly blend in with the industry.

5. Demographic dividends, scale migration of automobile service consumption habits

The Chinese car owners have undergone very big changes in recent years.

From the perspective of the age structure of car owners, car owners have reached 54% after 80; the proportion of people under 30 has reached 36%; on the other hand, the consumption peak of car owners over 31 years old has passed and has entered the slow growth phase of the stock market. .

For the young owners mainly after 80 and 90, from the perspective of the purchase habits of new and used cars, the proportion of rented sales and instalments increased. The “asset” attributes of cars are getting weaker and weaker, and cars are more commonly used as “travelling tools” to become ordinary consumption items. As a result, the energy and costs spent on vehicle maintenance and repair are also less and less, and consumption capacity is weak. And the cost-effectiveness of the service is more sensitive.

After 80 and 90 years as a generation growing up with the Internet, they are better at grasping and utilizing mobile internet tools and taking a closer look at the initiative of information! Therefore, it is easier for this group of people to escape the high price of 4S and opt for a confident auto shop.

The unreasonable extra income and profit brought about by the opaque and asymmetrical information in the previous car service stores will gradually disappear. Their definition of vehicle's “tools” attributes more to their consumption in cars, rationality, the pursuit of cost-effectiveness, and time savings.

Each generation will sooner or later become the main force of consumption, whether it can support new consumer concepts and seize this batch of dividends.

People are often arguing about the order of the times and heroes. For the auto aftermarket, the time has come and made. Where are the heroes?