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The veteran European nobleman of the automotive world still expects to maintain his grace and noble temperament on the world stage. However, in the most important emerging market, China, it has been a long time since it started.
Renault was once again blocked by China.
In September, Zhou Wenjie, deputy general manager of Dongfeng Group, gave a clear answer - Renault's domestic projects have been frozen! This is not the first time Renault has been rejected. Although Renault has always shown enough enthusiasm and urgency, he has no choice but to “decorate his feelings and have no intentionsâ€, an industry judge joked.
To a certain extent, Renault is not a latecomer to the Chinese market. As early as November 6, 1993, Renault Automobiles and China Sanjiang Aerospace Group signed a joint venture to assemble and manufacture light commercial vehicle Tafik in Xiaogan City, Hubei Province. protocol. At that time, Renault Automobile had begun to run on the land in China. However, from the perspective of the most important passenger car project for vehicle manufacturers, Renault has lost at least until now. Whether it is the internationally known "6+3" major brand manufacturers or the major international auto brands after reshuffling, Renault is probably the most unfamiliar Chinese consumer. Looking around, whether it is GM, Volkswagen, Ford, Toyota, Honda, BMW, Mercedes-Benz and other peers, even the unified alliance Nissan "brother" has also entered China for six years, fierce Fiat recently completed in Europe and the world market also completed A joint venture project in China.
For Renault, the scourge is not alone, not only has it been too late to complete the project negotiations for domestic cars in China, but also the house leaks in the rain. In the middle of June, Renault encountered the "security door" incident. The AQSIQ issued the "Announcement on the Decision of Importing Reynolds Defective Vehicles," and ordered the importers to stop importing the vehicles with hidden Renault brand. At this time, it was just a little more than a year ago when it was “named†by the General Administration of Quality Supervision, Inspection and Quarantine in China last time.
The European veteran car aristocrat, now in the rising Chinese market, appears to be boundless, watching other peers grab gold and silver in the unrelenting auto market in China, across the Renault-Nissan dual-material CEO Carlos Ghosn quite feel bad.
Late contestants
However, for Renou Greater China CEO Chen Guozhang, the security gate may not be completely a bad thing, at least let the French begin to seriously value the Chinese market.
In fact, prior to the security door incident, Renault began to make strategic adjustments to the Chinese market. In March of this year, Renault’s French headquarters set up a Chinese committee. Renault’s executive vice president and president of Asia and Africa, Nakamura Katsumi, assumed the chairmanship. The members are all “China Passâ€, including Chen Guozhang. On April 1st, Renault Greater China was formally established. Chen Guozhang's rank was once again raised to the level of vice president of Asia and Africa and can communicate directly with the Chinese Committee of the headquarters. Carlos Ghosn made it clear that the Chinese market will be one of the core markets of Renault and will tilt its global resources toward it. Nakamura and Chen Guozhang are not only familiar with China but also have served Dongfeng Nissan for many years.
There is always reason for being late. It is not difficult to see from Renault's subsequent reaction. In fact, the French are very aware of their own problems in the Chinese market, but unfortunately they are always aware that they are always head-butting against the South Wall. In addition to localization issues for Renault vehicles over the years, from the import business, it can also be found that it has always been uncertain or unresponsive to the Chinese market. The reason can also be seen from the above adjustments. Prior to this, all Reynolds activities in China were issued by the French headquarters, including propaganda activities, control rights and decision-making rights at the headquarters. Its Chinese market managers were only plan executives. "Before they were giving directions. We do not have the right to decide. He decided that we should implement it, but there are some things he cannot fully grasp and there is no way to make a decision in a timely manner. Chen Guozhang also had to admit that Renault's problems in China before.
Even with such a lagging reaction mechanism, Renault’s response has been surprisingly slow, even if a major incident such as “security door†has occurred. According to Chen Guozhang, Renault’s “safety gate†incident was caused by the fact that as early as last year’s Reynolds’ recall, it had laid a hidden danger. "After the recall, I discovered that I couldn't get into the car for several months, so many of my cars were in the port. I would have to do maintenance before leaving Europe, but I didn't do maintenance. This is what happened last year, but it has only been discovered so far. "For a multinational car giant, it's only a matter of time before the problem arises with such a long and flawed process.
Even in Renault's import system and after-sales service system there are many problems. At present, Renault has a total of five importers in China. Each importer has the right to place orders directly with Renault's headquarters in France, and has its own logistics channels. Management confusion is inevitable. In the service system for imported Renault vehicles, Renault has been implementing a three-tiered distribution system. In terms of accessories, the importer adds up to 19% of the gross profit from the French headquarters and wholesales it to the first-tier distributors. On this basis, plus 25% of the gross profit is distributed to the secondary dealers, and the final secondary dealership is then sold to the consumer by 25%. The multi-level setup makes the circulation cost increase dramatically.
Compared to Nissan under the same roof, although it is also late to enter China, it is now doing well in China. According to market research firm JD Power Asia, sales of Dongfeng Nissan increased by 41% year-on-year to 225,000 units in the first six months of this year, and its growth rate ranked second among all joint ventures, second only to Amazing 56% growth in Beijing Hyundai. rate. A Beijing dealer even told "modern managers" that by the end of May, almost all of the eight models that Dongfeng Nissan put on the Chinese market were out of stock. Of course, although Nissan’s sales in China have indeed increased dramatically from the full range, its brand appeal is still a certain distance from “big brother†such as Toyota and GM. But for a latecomer, no matter what kind of brand image it has, it's better than consumers have no idea.
In order to make up for the inability to make domestic and attractive brands, Renault implemented a series of measures after he took office, including the "Nuo Sui" premium service plan, expecting to use services to retain customers and using services to make up for luxury positioning in consumer reality. Feel the gap. However, this Renault's “security door†incident may not be enough for Renault’s lethality to eliminate the shadow from the minds of consumers through several crisis public relations. When Chinese consumers have more choices in car brands, At the time, cumbersome and arrogant practices will immediately slap managers in the form of financial data.
Conservative and sloppy
In the eyes of Carlos Ghosn, North America is a battlefield that it absolutely cannot ignore, but Ghosn also admitted that this market has been unable to continue its glorious past. The way to break through is to enter the emerging market - today the US market has 800 cars per 1,000 people, while in China and India, 30 are not. However, although the ear hears it, it does not believe it, but it does not pay attention to it.
Ghosn is a legendary figure. In the car industry of the past 10 years, only Ghosn's reconstructed Nissan was comparable to Ikoka's achievement in rescuing Chrysler. He had a complex relationship, a stubborn culture, and a 20 billion U.S. dollar Nissan debt. After just 18 months, he realized a turnaround. The "Ghoen Phenomenon" has become a hot topic for people to talk about.
What Ghoen left the people with the deepest impression is its cost control ability and its “cost killer†reputation. Ghosn's Nissan has successfully completed landfall landing in China and continues to destroy the city. He always believes that Nissan-Renault's alliance model is likely to become the leading model of the future automotive industry. With the success of Nissan, Ghosn believes that Renault's new life in China is just around the corner. However, the facts have not been as they wished, and Renault’s current experience in China is looking at Renault’s brand costs from another perspective. The damage to the brand of the security door, the opportunity cost of being unable to make it domestically, and the “tail†of the original joint venture project.
Compared to Nissan’s initial entry into China, Renault had no strategic planning before entering into China, from the selection of partners to the determination of cooperation projects, since it began to cooperate with Dongfeng in the product lines of passenger vehicles, commercial vehicles, and light trucks. There is a clear gap between other international brands that entered China at the same time. Today, Renault is paying the price for "grasping up" and sloppy about the market.
One of the major obstacles that Yokohama has made on Renault’s domestic roads is its previous “tail†issue with domestic manufacturers, especially when Renault first entered China with Sanjiang Group. As early as November 6, 1993, Renault Automotive and China Sanjiang Aerospace Group signed a joint venture agreement to assemble and manufacture light commercial vehicle Tafik in Xiaogan City, Hubei Province. In December of the same year, Sanjiang Renault was established, Sanjiang holds 55% shares, and Renault holds 45%. In 1995, Sanjiang Renault Automobile Co., Ltd. began production. According to the original design, the production was started in CKD and the production and sales volume reached 1,000 in 1997. At the end of 1998, the three production lines for painting, welding and assembly were fully completed, with an annual production capacity of 150,000 vehicles.
However, the reality was a cruel joke with the European "noble". In the 8 years from 1994 to 2001, the "Tafik" passenger car sold only a total of more than 4000 vehicles. Annually less than 500 vehicles, this is obviously not the result Renault wants to see. It is reported that both parties in China and France disagree on their decision-making opinions. The Chinese side believes that the eight-year joint venture between France and China has always insisted on the use of imported engines, making the market price of "Tafiq" more than 50,000 yuan higher than that of competitive products imported afterwards but using domestically produced engines, and the products have lost their competitiveness.
In August 2000, seeing the loss of hopelessness, Sanjiang Group suddenly withdrew from the Sanjiang Renault project. Afterwards, Sanjiang Reynolds changed hands several times and became stagnant. Today, the Sanjiang Renault project, located in the manufacturing base of China Sanjiang Aerospace Group in Xiaogan and with many manufacturing companies under Sanjiang Aerospace Group, is located in the Changzheng Road Yard. It has already had no initial enthusiasm. “It has been calm for years.†When the National Development and Reform Commission stated that it was the first to properly resolve the reorganization problem of Sanjiang Renault before discussing other joint ventures, Renault had planned to restart the Sanyo Renault Light Commercial Vehicle W72 project. Today, the latter is still standing still. Sources said that the cancellation of the project will save Renault RMB 1.5 billion in funds, which is not a small number for Renault, which had a net loss of EUR 2.71 billion in the first half of 2009.
For Renault, the biggest obstacle to domestic production in China is the lack of cooperation between partners Dongfeng. For Dongfeng, Renault is irrelevant and more likely to be in trouble. From the east wind point of view, it has completed cooperation with international automobile manufacturers such as Honda, Nissan and Citroen. From passenger cars to commercial vehicles and light trucks, and its own brand, Dongfeng Motor has completed its category system. Build a job. As a typical European car manufacturer, Renault’s success mainly comes from small cars, small vans and passenger cars. From this year's auto market boom, due to policy incentives, China’s small-scale vehicles have seen explosive growth. If Renault achieves domestic production, it is believed that it will share a considerable portion of these. However, in the Chinese automotive market, vehicle manufacturers of small cars have gradually grown up, not just international car manufacturers. Local manufacturing companies have also established their market position, and they have also exported to Russia, Eastern Europe, Africa, and South America. And other emerging markets, and they have performed well. In the global layout of Renault, Russia, Eastern Europe and other places are also important “war zonesâ€. The vehicles are small and cheap, and these strategies have begun to compete with their counterparts in China.
In addition, the reluctant French insisted that the base of the joint venture project be built in Huadu. Renault certainly has its own wishful thinking, but this is something that Dongfeng does not want to see. Renault has always insisted that the project be settled in Huadu. The reason is that it can share the platform with the Nissan base and greatly reduce costs. For Ghos, who is known as the "cost killer," it must adhere to it. The Renault-Nissan alliance has achieved full global resource sharing with Ghosn's integration over the years. For the past 10 years, the two have been working on the commonization of shared platforms and parts, which is the means by which the alliance achieves economies of scale and reduces R&D costs. Even the standard processes of the Renault Production System (RPS) have largely borrowed from the daily production methods. Since the implementation of the new standard, Renault's production capacity has increased by 15%. The shared B platform (ie Nissan Tiida/Versa and Renault Clio) and the C platform (Renault Megane/Scenic and Nissan Qashqai) accounted for 50% of Renault and Nissan's global vehicle production in 2008. Obviously, Renault expects to settle in Huadu to continue adhering to its previous cost advantage, and hopes that Dongfeng Motor, which can expand its production base in Wuhan, will not be able to adapt.
The "leftover woman" in the car industry
As GM and FAW reached a commercial vehicle cooperation project, the major automobile companies in China and the top car manufacturers in the world have basically completed the domestic joint venture arrangement. Senior automotive analyst Jia Xinguang said that the domestic major auto manufacturers that can currently carry out joint ventures have basically completed partner selection. As Ghosn said, Renault’s future joint venture is only east wind.
For Renault, who is still standing at the door, it is anxious. The auto manufacturers who have already completed the joint venture layout now have the goal of how to use their brand to increase their market position. Possible models are: The first is that Chinese brands in the joint venture company capture the low-end brand market, and foreign brands mainly capture the market share of high-end brands. In the remaining mid-end car market, joint ventures can jointly develop cost-effective models with technical content. The second is that the Chinese side of the joint venture should slowly develop its own internal R&D capabilities.
Just imagine that when these joint ventures have completed the establishment of the above-mentioned brands and the separation of markets, leaving Renault, the car industry's "leftover woman," the choice is likely to become smaller and smaller. "Actually, Renault has two choices before the product can be made domestically. On the one hand, Renault Samsung's strength will gradually try to develop a model suitable for Asian consumers, and on the other hand, it will put a small car that it is good at producing in India. To open up markets in Southeast Asia." Zhongshi, an auto analyst, told reporters.
For Renault, who has been late for too long, the Chinese car industry banquet has gradually culminated, and those local “apprenticeships†have gradually matured. At this time, God may not be able to give Reynolds a chance to make mistakes. Otherwise, it is not only the past and the present that will underperform, but it is likely to have a future. After all, this is the best and worst season.
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