In the second half of automobile marketing, we need to rethink these three issues.

The automobile market has entered the stage of stock competition, and automobile marketing will also enter a new era. Automobile Marketing: From "Channel Center" to "User Center" With the brilliant performance of Tesla in China market, the reform belief of the automobile industry has become more and more firm. It seems that the good days for car companies to continue to make profits through traditional marketing models are coming to an end. OEMs and dealers are interacting with automobile consumers online at an unprecedented high frequency, and with the technical convenience of mobile Internet, they are building new consumer experience scenarios, such as live broadcast. Nevertheless, automobile enterprises have not completely changed from the marketing mode of "channel management oriented" to the marketing mode of "user-centered". Long, fragmented and closed marketing links are preventing car companies from becoming real Internet companies. The COVID-19 epidemic in 2020 can be regarded as the starting point for the automobile industry to start all-round marketing digitalization. The overall decline in industry sales, the inability of dealers to operate offline, and the surge in online time of consumers have further stimulated the subjective desire of car companies to achieve commercial upgrading through digital transformation. Independent brands represented by Chang 'an, Geely and Great Wall have accelerated the innovation process of marketing business, and launched smarter, younger and more entertaining products one after another. With software-defined car solutions, digital service experience and personalized marketing scenarios, they have captured the city in the increasingly mainstream market segments in the Z era. Wei Xiaoli, who was born out of nowhere, abandoned the traditional automobile marketing model, started from the pain points of automobile users' needs, and built a user-centered consumer life cycle operation business from 0 to 1, with a view to becoming a head player in the field of new energy. It can be predicted that car companies that only rely on "product competitiveness" and ignore "user experience" will face an increasingly dangerous business situation, and they will lose loyal customers accumulated in long-term operation if they are not careful. The three major challenges of transformation are user-centered, which means that car companies must face customers directly. Li Bin, the founder of Weilai Automobile, has undoubtedly done a very good job in this respect, which has also triggered a craze for auto industry executives to speak for themselves. There are still many practical problems that need to be solved if automobile enterprises want to operate customers directly. First of all, considering the interests of dealers, dealers under the traditional marketing model are an entity independent of car companies, leading the sales and service processes of customers in the store, and it is obviously inappropriate to incorporate all marketing dominance into the customer-oriented marketing platform of the OEM. Secondly, we should protect the positioning of automobile brands in the minds of consumers. When marketing directly to customers, any unpleasant events such as poor experience, untimely response and unsmooth interaction will reduce customers' satisfaction and impression of the brand. Finally, the present situation of internal marketing organization of automobile enterprises, marketing, sales, service, user operation and other departments. They are all fragmented, the collaborative process is vague, the data is difficult to enjoy, and the KPI assessment is inconsistent. These have become the operational shackles when facing customers directly. Brand-new car companies face the customer marketing model, which requires business departments to pay attention to the operational value of consumers throughout their life cycle, fully understand consumers' needs, and accurately provide personalized services. Consumer contact is no longer just an offline channel, but through the rapid development of mobile internet and car networking, it extends to digital scenes such as social media, short videos, in-vehicle applications, smart homes, self-built private domain platforms, and third-party cooperation ecology. The demand of consumers is also changing quietly. In addition to seeing cars, buying cars, using cars, repairing cars and changing cars, there are also demand scenarios such as social identity, brand experience, travel assistance and even business empowerment. With so many consumer contacts and so many demand scenarios, the operational pressure brought to the business department is not increased, but multiplied. At the same time, the homogenization of products in the automobile industry has increased the R&D cost of automobile enterprises, and the high marketing cost of traditional channels has also caused great profit pressure for automobile enterprises. Once the rigid business organization and conservative management thinking within the enterprise can't adapt to the changes in the external marketing environment of the industry, losses are inevitable. Fully opening marketing digitalization is the only way for China automobile enterprises to move towards the next intelligent commercial times. How do traditional car companies fight "digital defense war"? For traditional car companies, the key means to fight this digital defense war are organizational change, business change and technological change. ● Organizational change: The three elements that make up a digital marketing organization are business, technology and data. Business management combined with Internet agile iterative thinking will run faster and faster, and data analysis will become true and accurate through the technical framework of the intermediate platform. The technology upgrade will be orderly and stable, and the dual-track application of business data and data operation will be applied. ● Business transformation: The marketing methods of traditional marketing departments are mainly delivery and drainage, while the new digital institutions need to be responsible for the operation of users' whole life cycle. Originally, the management of car companies to dealers was also biased towards process control. The new organization needs to empower partners through digital tools to improve efficiency and reduce costs. In terms of working methods, the seven-word mantra of "concentration, perfection, reputation and speed" on the Internet will force enterprise management to change from project responsibility system to product responsibility system. All business managers need to shift their focus from realizing business logic to creating business value, focusing on operating business data assets rather than statistical data reports. ● Technological change: With the efforts of cloud vendors such as Ali, Tencent and Huawei, the cloud native technology system is becoming a convenient new infrastructure in the automotive industry. In the marketing scene, technical problems such as peak activity traffic processing, real-time circle accurately reaching people, and personalized service have all been broken. The IT burden of traditional car companies can be gradually unloaded with the help of digital technology, and they can go into battle lightly, standing on the same starting line as the new forces of Internet car-making and cross-border players. If the digitalization process of the automobile industry is compared to the ocean trend, then the automobile enterprises in China are now in the form of "three waves superposition". There are three obvious differences between enterprises with 1.0, 2.0 and 3.0: first, whether the business operation is carried out in a data-driven way; Second, whether the enterprise recognizes the value of data assets from top to bottom; Third, whether to reduce the cost of human input through marketing automation. These differences divide the digitalization process of China automobile enterprises into three levels: 1.0 enterprise or traditional marketing model; 2.0 Enterprises are digitizing local marketing, such as internal process digitization and supply chain digitization; 3.0 Enterprises have caught up with Ali, Tencent and Huawei to compete with other Internet companies. The next 3-5 years will be a great opportunity for China car companies, including two important trends: First, the existing digital ecology will flourish, and the transformation of car companies to Internet companies will bring diversified business upgrades; Secondly, subversive digital technology will help China car companies to form a leading edge in the new wave of global new energy, and digital marketing will become the standard configuration of head car companies in the new era. essay