Why do Geely cars sell well?

20 1 18 years 10 month, the sales volume of Geely automobile was 14 1, 66 1, and it grew against the trend 10%. Before this year 1 1 month, the total sales volume of Geely Automobile reached 1, 407,505 vehicles, a year-on-year increase of 29%. With the continuous decline of the automobile market, especially the negative growth of many mainstream joint venture brands, Geely Automobile maintained steady growth, leading the rise of China brand against the trend and helping China brand to be confident.

Next, the development path of Geely Automobile is expounded from the dimensions of "product is king", "user thinking", "system capacity building", "open and inclusive attitude", "talent training and corporate culture construction".

Products are king, and good products are the key to open the door to the market.

The essence of a brand is the recognition and preference of consumers, as well as the recognition of product technology, product quality, product service and user experience.

Geely has changed from a price-oriented "let ordinary people afford cars" to a technology-oriented, quality-oriented, taste-oriented "let everyone have excellent cars". During this period, there were two most critical turning points in brand development: in 2007, Ningbo Declaration was issued, price war was abandoned, and technical war, quality war, brand war, service war and enterprise moral war were started; In 20 14, Water Cube put forward the brand mission of "building a quality car for everyone" and adhered to the strategy of "market-oriented, user-centered and product-centered".

After that, Geely Automobile successively launched Borui, Job, Emgrand GS, Emgrand GL and other 3.0-era boutique models, which gained good sales and reputation in the market. With the continuous optimization of Geely Automobile's high-end product structure, bicycle prices are rising year by year, and consumer groups are constantly changing and upgrading, transforming to first-and second-tier cities and young elites.

The leapfrog benchmark is an excellent experience for Geely to build products. The leapfrog benchmark is to bring the ultimate sense of value and experience to consumers with leapfrog technology, brands and services. For example, Ke Ling Automobile, a high-end brand in the new era, has surpassed the benchmark luxury brands in terms of technical quality, manufacturing process and service level, and directly competed with foreign mainstream brands, so that consumers can fully feel the brand value brought by Geely products.

Adhere to the "user thinking", users are the cornerstone of Geely's development.

Geely has 7 million users. Users are Geely's most valuable asset and the cornerstone of enterprise development.

Geely has always been "market-oriented and user-centered", fearing the market and thanking users. At the same time, the pursuit of spiritual harmony with users, building a cultural circle of car owners, listening to the most authentic voice of users. The cumulative sales volume of Geely Job has reached 630,000 vehicles in the 32 months since its listing. Behind the hot sales of products in the 3.0 era is the release of the long-term accumulated word-of-mouth effect, which truly proves that "the golden cup and the silver cup are not as good as the word-of-mouth of ordinary people".

Paying attention to users, accurately grasping users' needs and timely and effectively solving users' pain points are the direction of traditional automobile enterprises' transformation. How to put users in mind instead of slogans, and change from engineer thinking to user thinking, we can learn from other mountains' stones, cross-border study excellent enterprises such as Xiaomi and Huawei, which are user-centered and driven by products and word of mouth, and innovate products and businesses with the thinking mode of Internet people.

The key to building system capability and winning the future.

It is easy for a car company to build a product, and it is not difficult to build a star product, but to build every product into a star product and a benchmark product, we must rely on the support of the system. For more than 20 years, Geely has put forward the standards of the 3.0 era in key nodes such as products, R&D, procurement, manufacturing and marketing, and formed an orderly internal system combination, that is, systematization. System competitiveness is exerting its power.

Geely has formed a global R&D system in research and development. There are five design centers and five R&D centers in the world, which coordinate and cooperate with each other. Adhere to the R&D strategy of "breaking through innovation independently, integrating global wisdom and controlling core technologies", and ensure the formation of a high-level technical R&D system and technical originality through continuous R&D investment. For example, the release of "iNTEC humanized intelligent driving technology", "GKUI" Jike intelligent ecosystem and "intelligent engine" new energy power system of science and technology brands has carried out a series of explorations and practices in electrification, intelligence and networking.

Geely summarized and formed an industry-leading new product development system NPDS, which effectively integrated the workflow, organization and system, and managed the new product development process in a more macroscopic and scientific way. The efficient operation of this system and the efforts of all R&D personnel ensure that we can continuously provide excellent products to the market and create first-class experience for users.

Geely has accelerated the construction of 3.0 standards for channels, services and procurement. Especially in procurement, from the original localized procurement to global procurement, from the original low-cost procurement to high-quality procurement, from decentralized procurement to centralized procurement, we will adhere to the development strategy of "first-class enterprises should be supported by first-class supporting suppliers" and build an open, fair and clean global procurement system. At present, more than 200 international suppliers and Geely have established a brand-new global spare parts supply system, and * * * is working together to create more competitive products and brands in the world.

The improvement of Geely Automobile's three-year production and sales volume has brought about the innovation of Geely's entire supply chain. More than 80% of suppliers have invested in new production lines, new equipment, new technologies and new industries. Those suppliers who rely solely on family workshops and sea tactics can only be eliminated if they can't keep up with the development pace of the main engine factory. Facts tell us that low cost is not at the expense of quality, but with core technology, more advanced manufacturing conditions and scale effect.

Open and inclusive, * * * enjoy new opportunities for industrial transformation.

At present, the automobile industry is experiencing the impact of the wave of new technologies represented by the Internet, big data and artificial intelligence, with unprecedented strength and speed. As the largest automobile market in the world, China has a historic opportunity to reshape the global automobile industry value chain.

In this journey of technological innovation, we must update our way of thinking, unite our friends and partners, and occupy the commanding heights of technology through coordination and sharing. Geely Automobile, Volvo Automobile, Proton Automobile, Lotus Automobile and London Electric Vehicle, the upstream and downstream industrial value chains are all seeking the greatest coordinated development and win-win cooperation.

Talent cultivation and corporate culture construction are the driving forces for the sustainable development of enterprises.

A high-quality talent team must be the strongest driving force for enterprise development, and employees' values and sense of mission are equally important.

Today, Geely has become a global company, and Geely relies more on culture to manage its subsidiaries all over the world. Geely is currently promoting the culture of strugglers, problems, benchmarking and compliance.

Geely Yuan Power Project subverts traditional management ideas. The core idea of Yuanli Project is to lead and serve employees, departments to serve the front line, employees to assess leaders and front-line departments, which greatly promotes the enthusiasm of front-line employees. At the same time, Geely actively promotes the construction of global corporate culture, creates a cultural atmosphere of respect, adaptation, tolerance and integration, and realizes the globalization of cultural ideas and the localization of culture.