After Fengshen, the heart of Yulon’s return to the mainland has never changed.

Looking across the sea, Yulon’s own brand, Na Zhijie, has not only been designed to achieve strict motherly wishes, but is more than 50 times bigger than Taiwan’s market, which is the ultimate desire for it to take the lead in the world stage. This is related to the development and survival of Yulon Motor. Ever since, someone has said that Dongfeng Yulon is the century-old battle for the future of Yulon.

The time shift is easy. Once the "forerunner" has been "later".

Latecomers do the Warriors. To follow the rules of the supremacy of the past, you must have capital that transcends. Dongfeng Yulon, the “Greater Chinese Brand” that Taiwan and China have jointly created, can it really be like HTC's victory over Nokia?

I'm from Taiwan

From the residence of Xiaoshan to the Dongfeng Yulon Plant of Linjiang Industrial Park, it takes more than half an hour to drive at high speeds. There are plenty of roads under construction. To go home, this day, Dongfeng Yulong general manager Wu Xinfa and his partners have gone through two years.

Although he once worked abroad and several times in the region, this time it is slightly different: From the first day of his appointment, Wu Xinfa realized that the life of the mainland will continue.

Wu Xinfa entered Yulon in 1983 and participated in the research and development of Yulon’s first autonomous vehicle, the Impala 101. He has served as the general manager of the Nissan Philippines and Yulon Nissan, and is known as the candidate for the Yulong Executive President Yan Kaitai’s general manager of Dongfeng Yulon. Now, in Wu’s opinion, Yan Kaitai, a “brother” who has been six years old for “playing the world” and himself, has done more for Yulon Motors, who has served more than 29 years, and is both “indispensable” and “very glorious”. .

Thirty years of Hexi, thirty years east of the river. Yulon’s choice of the mainland market has more or less complicated emotions: Yulon Motors, which has been engaged in automobile and related manufacturing for more than 70 years, has to accept a series of growth problems brought about by the slowdown in the growth of Taiwan’s automobiles and the narrow market. The intensive, technology-focused Taiwan market is small in scale overall; the technical friction brought about by the cooperation has been increasingly enlarged; it is difficult for independent brands that have spent huge amounts of money to develop into the global market. At the same time, the other side is presenting a past history of the auto market in Taiwan: the rapid economic development, rising levels of residents' purchases, the initial rise of the auto industry, and the improvement of management and operation levels...

Where is the way out? The answer is the mainland.

Dongfeng Yulong General Manager Wu Xinfa

However, at this time, the Chinese auto market was completely different from the joint venture Fengshen in 2000. Today in August 2012, Bai Qingyuan, the assistant general manager of Fengshen company and the deputy general manager of Dongfeng Yulon, analyzed the automobile production network, saying that “the positioning of product positioning price is good, there is no rival, and 200,000 is a gap” is Fengshen’s performance. The important reason for soaring.

If you miss it, you will never find it again. Today's market appears to have no gaps in Bai Qingyuan, the deputy general manager. All the compartments are filled with vehicles of the same class and the product coincidence is very high. "In the next ten years, there is really no chance." Dongfeng Yulon must seize this "final tail."

To stay on the mainland, Dongfeng Yulon must "fight."

What can Taiwan's automobiles bring to the mainland? Experience, ideas, technology - the past 30 years of automotive development experience, can be used as a mirror of the development of the Chinese automotive industry; Linyi Taiwan marketing concept, management philosophy, innovative ideas, can better grasp the initiative of business and product launch; Advanced technology products can also be combined with the automotive industry to reduce the waste of R&D resources and ultimately enhance the product's sense of experience and value.

August, Hangzhou Dongfeng Yulong Factory. The Taiwanese supplier who was temporarily arrested for help in taking pictures to help tell the automobile's Sankei.com: Taiwanese consumers never buy a car and they never ask for advice in the store. To the store, they must pay for the car. The previous homework has already passed through various networks. Roads and channels are ready.

Wu Xinfa, general manager of the company, also said that in Taiwan, 4S stores have always called consumers to invite the other party to buy a car. "But twenty or thirty years ago, everyone was the same, but also took a lot of money into the store."

Wu Xinfa and his partners believe that one day the mainland will be like Taiwan. Wu Xinfa and Bai Qingyuan are very interested in this experience of copying Taiwan. "We want to change passive sales to active sales and change the product introduction to experiential marketing."

Has become a reality. Dongfeng Yulon has changed the traditional model of the 4S shop in mainland China, creating an automotive lifestyle center and focusing on experiential marketing. But one question is: Can Chinese consumers accept this seemingly "radical" sales model?

Steps need to be slower.

Chen Li, executive deputy general manager of Dongfeng Motor and current Dongfeng Yulong, gave this answer: We also visited some 4S stores and customers. At the beginning, everyone was really worried. Was the procedure too cumbersome? However, the actual results are still good. After a complete set of processes have been completed, existing customers have the intention to purchase cars.

In fact, the marketing model is not uncommon. From the nearest Fujian Province in Taiwan, many auto dealerships that have Taiwanese investments or hired Taiwanese managers are bringing their marketing ideas to the mainland. But now, over the past few years, this measure has not been well achieved in the north.

"Indeed, we are also gradually adjusting, according to different regional characteristics, consumption habits, to develop different promotion methods, to achieve the purpose of promoting Dongfeng Yulon brand spirit." From entering Dongfeng Yulong executive deputy general manager began, Chen Li's Identity officially changed from a strategic level to an entity's corporate management operations. Obviously, Chen Dong, an old Dongfengren and well versed in the rules of the Chinese automobile market and who was responsible for Dongfeng Yulon’s preparation work from the outset, understands that one of his missions in Dongfeng Yulon’s company—the Dongfeng Yulonna Zhijie brand—must be Overcome the problems brought about by "imperfection of soil and water".

Another advantage of late comes from local technology in Taiwan. Compared with other automobile enterprises, Yulon’s own technology industry is very large: its Huachuang Electronics Co., Ltd. continues to carry out OEM and independent R&D of many high-tech companies from Apple, Sony and other countries.

"A lot of forward-looking technologies will be used in our products." Bai Qingyuan believes that this is one of the advantages of latecomers - the effective integration of resources, so as to form a competitive advantage.

The point of view coincides. General Manager Wu Xinfa also believes that placing Taiwan’s Hi-Tech’s technology products and applications on the two or three hundred thousand vehicles such as the Na Zhijie 7SUV will break the competitive landscape of the original one million products. “Our intelligent equipment will We have always been at the forefront, and we hope to be a pioneer in the car industry in this part - this is also our product advantage."

Executive Deputy Director Chen Li believes that Dongfeng and Yulong's cooperation in technology is precisely to complement each other and complement each other.

However, experience and inherent advantages cannot determine everything.