汽车营销类外文文献翻译英文翻译汽车行业渠道的转变.docx
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汽车营销类外文文献翻译英文翻译汽车行业渠道的转变.docx
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汽车营销类外文文献翻译英文翻译汽车行业渠道的转变
原文
ChangingChannelsInTheAutomotiveIndustry:
TheFutureofAutomotiveMarketingandDistribution
Whowillbethewinnersandlosersintherevolutionthatisradicallyreshapingthemarketing,distributionandsellingofautomobiles?
Willthevehiclemanufacturersandtheirfranchised-dealernetworksbeabletoovercomeyearsofinertiaandcomplacencytopioneerandexecutenewconceptsthatwillstrengthenandextendthevalueoftheirbrands?
Orwillnimbler,moreimaginativeretailersorsoftwarecompaniesgettherefirst?
Thetransformationofthebusinessofsellingcarsandtrucksishappeningbeforeoureyesatanincrediblepace--promisingtochangeforeveranindustrythathaslongbeennotedforitshighcosts,poorserviceandextremelyunpleasantsellingprocess.Automanufacturershavecompetedfiercelyamongthemselvestodriveoutcostandmeetconsumerneedsforcheaperandbettercarsandtrucks.Nowthesurvivorsfacenewthreatsfromoutsidetheindustrythatmightthwarttheirrenewedinterestinbuildingstrong,lastingrelationshipswiththeircustomers.
Entrepreneurshavedissectedthecost-valueequationandcomeupwithnewretailconcepts.Theirstorieshavebeenpersuasiveenoughtoattracthundredsofmillionsofdollarsinpublicequityinvestmentandpersuadedozensoffiercelyindependentcardealerstosellout.Internettechnologyhasloweredentrybarriersforotherentrepreneurswithnewideasabouthelpingcustomersfind,evaluateandbuynewvehicles.Thesepatternsareconsistentwithrevolutionsinotherconsumerdurablesmarketsthateffectivelytransferredmarketpowerfrommanufacturerstoretailers.
Consumersaretheonlyclearwinnersinthisbattle.Whilewearenotsurewhichvehiclemanufacturerswillsurvive,weareconfidentthatwinningwillrequireabetterunderstandingofthelife-cyclevalueequationsofbothcarsandbuyers,andthedevelopmentofinnovativestrategiestocapturethatvalue.
FORCESOFCHANGE
FromthedaysofHenryFord'sproductionline,theautomobileindustryhasbeenbasedona"supply-push"philosophy--astrongbiastoward"fillingthefactories"tocoverhighfixedcosts.
Dealernetworkswerecreatedaslogicalextensionsofthe"supply-push"model.Thenetworksweredesignedtoholdinventory,leverageprivatecapital(withoutthreateningthemanufacturers'control)andserviceandsupportwhatwasthenalessreliableandmoremaintenance-intensiveproduct.Thosenetworksgenerallywerebuiltaroundentrepreneursfocusedonadefinedgeographicarea,sellingoneoratmosttwobrands.
Despiteitslongevity,thetraditionaldealerchannelleavesmanypeopleunhappy.Highcustomeracquisitioncostsmotivatedealerstoconvertstoretraffictosalesusingaggressivetacticsthatextractdifferentialmarginsbasedoncustomers'willingnesstopay.Frequentwell-publicizedrebateshavetaughtbuyerstomistruststickerpricesandnegotiatefromcostup,ratherthanstickerdown.Asaresult,dealersoftenfindthemselvescompetingnotagainstanotherbrand,butagainstasame-makedealeracrosstown.ThisacutecompetitionhasalmostbidawaydealerprofitonthesaleofnewpassengercarsintheUnitedStates(withsomeprofitsstillavailableonsalesoftrucks,sportutilityvehiclesandluxurycars).
Shrinkingdealermarginsdonottranslateintohappycustomers:
Mostcustomers(approximatelyfouroutoffive)dislikethepurchaseprocess,andmanystillcomeawayfeelingcheatedandmistreated.ThisstrongantipathyislargelyresponsiblefortherapidgrowthofInternet-basedservicesthatofferalternativemeansofgatheringinformationoncars,solicitingpricequotesand,insomecases,conductingtransactions.
SURFINGTHENETFORPROFITS
ObviouslytheInternetisamajorenablerofchangeinautodistribution.ManyofthemostimportantautoindustryinnovatorstodayaredevelopingWeb-basedservices,leadingsometopredictthatthemostimportantautomotivecompanyofthenextcenturywillbeasoftware-basedcompany.RepublicIndustries,forinstance,expectssalestoreach$1billionontheWorldWideWebbytheyear2000.Estimatesvary,butsomestudieshaveshownthatwithsomecars,asmanyas40percentofcustomersgatherinformationfromtheInternet.Asmallerbutgrowingpercentageofcustomersdemonstratewhatiscalledshoppingbehavior,orsolicitingpricequotationsandavailabilityinformationpriortotheactualpurchase.
ThedramaticgrowthandpowerofInternettechnologyhavegreatlyreducedthecostofobtaininginformationonfeatures,priceandavailability.Consequently,customersarebetterequippedtoextractwhattheywantfromdealerships.OneofthepioneersofInternetmarketing,AInc.,isworkingtospeedresponsetimefromitsparticipatingdealersbecauseithaslearnedthatastaggeringlyhighproportionofitscustomers--64percent--buywithin24hoursofusingitsservicetogetpriceandavailabilityquotes.TheInternetoffersnewandbetterwaystoperformmanysalesandmarketingfunctionsandmakesitpossibleformanufacturerstohavemoreandrichertwo-waycommunicationsdirectlywithconsumers.Ithasalsoprovided,fortheresttime,thecapabilityforchannelmarketingonanationaloreveninternationalscale,attackingfurtherthevalueofthetraditional,geographicallydependchannel.
DEALERSSTILLPARTOFEQUATION
Nooneissuggesting,though,thatautodealerswilldisappear.Ironically,changesincarsandtrucksthemselvesaremakingdealersmoreimportant.Consumershavemorechoicesofbrandsandmodelsthaneverbefore.Improveddurabilityandreliabilityandfasterdesigncycleshavenarrowedthedifferencesamongcompetingproductsinthesamecategory.Brandloyaltyincreasinglyderivesnotfromtheproductitselfbutfromthetotalpurchaseandownershipexperience.Numerousstudiesshowthatcustomersatisfactionhasbecomeamuchmorecriticalcompetitivedifferentiatorandagreaterinfluenceonrepurchaseloyaltythanthecaritself.Anditisthedealerthatcontrolstheseleverstoday.(SeeExhibitII.)Thisexplainstheintenseeffortsmanyvehiclemanufacturershavemadetosetstandardsfor,measureandevenbasesomedealercompensationoncustomersatisfactionscores.
Asaresultofthehigh-cost,low-satisfactionpropositionprovidedbythetraditionaldealerchannelingeneral,manyplayershaverecentlymovedtocapitalizeonopportunitiesaffordedbyimprovingthechannel-valueequation.Entrepreneurswithaccesstopubliccapitalhavestrategicdesignstomodernizeautodistribution.SixdealergroupsintheUnitedStateswentpublicin1996-7.Collectivelytheysoaredpastthe$4billionmarkinrevenuein1997,upbymorethan30percentfrom1996,withmostofthegrowthcomingfromadditionalacquisitionsofexistingdealers.
ThemostprominentnewautomotiveindustryentrepreneurintheUnitedStatesisH.WayneHuizenga,chairmanofRepublicIndustries.Mr.Huizengahasaproventrackrecordasaninnovatorwhohasrevolutionizedthewastedisposalandvideorentalindustries.Republicownsthenation'slargestgroupoffranchisedautomotivedealerships,operatestheAutoNationUSAused-vehiclemegastorechainandownsandoperatesseveralcarrentalbusinesses.Republiciscurrentlyonanextraordinaryacquisitioncampaignfornew-carbusinessdealerships.EventhoughRepublichasalmostsingle-handedlydoubledthemarketpricefordealerships,itdoesnotappeartobeslowingdown.
Nonetheless,manufacturersseemtobefollowing,notleading,therevolution.Manyarestillbeingpushedorkickedalongthepathofchange.Therearerealquestionswhethertheirlate--andinsomecaseshalf-hearted--responseswillbeenoughtoprotectthetraditionalpositionofthevehiclemanufacturerasthecallerofshotsintheautoindustry.
VISIONFORTHEFUTURE
Nowthatweseeseriouscracksinthewallsprotectingthetraditionalautomotivedistributionmodel,whatwillthefuturebring?
Boththeunderlyingdriversofchangeinautomotiveretailingandthetrendsalreadyunderwayhelpanswerthatquestion.Inaddition,itishelpfultocomparetheautomobileindustrywithotherindustriesthathaveexperienceddistribution-channelevolutionandlookatthelessonstheylearned.
Most consumer-durableindustrieshaveundergonesubstantialdistribution-channelevolutionresultingfromchangesineconomics,regulationsortechnologies.Eachonehasuniquecircumstances,butwecanseethreerelativelycommon,distinctstagesinthesechannelrestructurings:
StageOne:
Thisismarkedbymajorimprovementsinvaluedelivered,mostlyreductionsincost.Usuallythecostreductionsstemfromconsolidationandrationalizationinthechannelasbetterconceptsorbiggerplayersdriveoutmarginalorsmallplayers.Thebiggerplayersusetheircostadvantagetoreducepricesandoftentoimproveservice,varietyandconvenience.
StageTwo:
Herechannelevolutionisfocusedonmeetingtheneedsofspecificcustomersegments.Channelfunctionsareunbundledandrestructuredintomoreefficientormoreappealingformatsfordefinedgroupsofcustomers.Customervalueisfurtherenhancedthroughlowerprices,betterserviceorgreatervariety.
StageThree:
Thisbringsdramaticnewparadigmsnotjustfordistributionbutfortheentirevaluechain.Full-serviceleasing("powerbythehour")intheheavy-duty-truckmarketisanexampleofthistypeofgame-changingconcept.
Weanticipatefivemajorchangesinfutureautomobiledistributionpatternsandpractices:
FORMINGASTRATEGICRESPONSE
Giventhisviewofthefuture,whatshouldamanufacturerormajorchannelplayerdo?
Appropriateresponsesaretosomeextentsituation-dependent,ofcourse,butwebeli
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