Guo Yongfeng and FAW-Volkswagen's "Change" after 1980s

June, 5438+February last year, before Guo Yongfeng served as deputy general manager (business) of FAW-Volkswagen, general manager and party secretary of FAW-Volkswagen Sales Co., Ltd., this name was unfamiliar to the outside world.

Although he joined FAW Group as soon as he graduated, Guo Yongfeng, who has been working in supporting departments such as human resources and digitalization, rarely appeared in media reports before.

As a result, after the announcement of the appointment, many people questioned whether the "post-80 s" who had never had marketing experience could take on the heavy responsibility of leading the largest automobile sales company to continue to move up.

What's more, FAW-Volkswagen at this time is at a critical moment of "elephant turning around".

20021July 17, FAW-Volkswagen held a mid-year media communication meeting in Chengdu, and Guo Yongfeng faced the media for the first time since taking office.

After more than an hour of communication, Guo Yongfeng, as his name suggests, shows the unique edge of young managers and a forward-looking understanding of the marketing of car companies in the digital age.

For example, he mentioned an incident in the digital department three years ago.

"At that time, I helped the sales company build a data center and found that no one asked me for data. Everyone does not have enough integration, analysis and use of data, and their sensitivity is not enough. "

Guo Yongfeng believes that this is because data and user communication were separated at that time, and they were not really user-oriented.

At this point, we seem to understand why Xu Liuping chose Guo Yongfeng, who has no marketing experience, as the important position of general manager of the sales company.

1, "All gameplay depends on data"

"When I first came to the meeting, the business department said that the inventory depth of Volkswagen brand was 1.3~ 1.5. I said Toyota's inventory depth is 0.6. Why is the inventory of Volkswagen brand so high? The business department told me many reasons, saying that this is mainly because our production system and management process are difficult to achieve a high degree of lean Japanese brands. "

Standing at the communication meeting half a year later, Guo Yongfeng said, "Now our inventory depth is 0.3."

The reduction of inventory depth is just one of the achievements of "digital-driven lean management" promoted by Guo Yongfeng since he took office.

Before becoming the general manager of FAW-Volkswagen Sales Co., Ltd., Guo Yongfeng's last job was in charge of the digital department of FAW Group.

This kind of work experience, coupled with the learning background of information and computing science, makes him believe in the role of data more than most managers and use digital tools more flexibly.

In Guo Yongfeng's view, today is an era that can be driven by data and technology. "All the gameplay depends on the data."

In the transformation of FAW-Volkswagen in the first half of the year, Guo Yongfeng insisted that everything should be supported by systems and data to complete the final transformation of "customer-centered".

In a word, it is digital-driven lean management.

Taking dealer management as an example, Guo Yongfeng mentioned a set of data: it takes about 50 days for a user to place an order and deliver a new car to the dealer rental exhibition center. By May, this time has been basically shortened to about 35 days.

Because it involves large-scale capital occupation, it is very important for dealers and manufacturers to shorten this time. Behind this time shortening is the application of MEP (multi-functional ecological platform for dealers) system newly built by FAW-Volkswagen.

According to reports, MEP has built seven end-to-end journeys, covering all business links such as clue distribution, order, delivery and after-sales arrival. In order to build this project, FAW-Volkswagen invested more than 300 people in 6 departments, which lasted 19 months and was rolled out in the whole network from May 20th. With this tool, the whole business link can improve the operational efficiency by 30%, and it is a super connector of "people, goods and fields".

In addition, FAW-Volkswagen has an integrated BI analysis platform to solve the cross-regional problems of live online clues, which can unify the data analysis caliber and data access of headquarters, regions and dealers.

In order to improve the success rate of clue invitation into the store, they have a clue intelligent outbound system; In the test drive stage, they also have corresponding digital tools to improve efficiency.

In marketing, FAW-Volkswagen also has a series of marketing tools and digital solutions. For example:

Marketing automation tool, which can automatically execute operation strategy according to user data, and promote users to continuously transform to the next stage of journey;

The content management platform can integrate the management of all brand marketing materials, ensure the efficient coordination of contact content and precipitate brand content assets;

The contact center can integrate all the externally displayed resource bits of private domain contacts to avoid repeated docking work in development;

……

Guo Yongfeng summarized this whole scheme as a new infrastructure of digital marketing, and its position in the marketing reform of FAW-Volkswagen can be seen.

2. The real logic of "user-centered"

"All our contacts now, including communication, can accurately analyze and gain insight into customer needs. Such as the shape and color of our products. ..... We can also view our diver's portrait and owner's portrait through the system, or view our customers' reaction compared with competitive products in real time. "

Compared with many traditional car companies that imitate Weilai on the surface and learn new cars, Guo Yongfeng believes that to be "user-centered", we must use various methods and tools (such as "new digital marketing infrastructure") to gain insight and meet new demand trends.

For traditional car companies like FAW-Volkswagen, the transition to a user-oriented enterprise also means that the revolution of the original system cannot be soft.

Take the production customization to meet the diversified demand trend of consumers as an example.

Guo Yongfeng said that once personalization, order matching, resource financing and logistics transportation are involved, considering the cost, it is impossible to continue the original system.

"To customize the whole process from ordering to delivery is called OTD." Guo Yongfeng believes that "this represents the competition of car companies on another track."

For traditional car companies, this may be the biggest challenge for the transformation of all process systems. Guo Yongfeng admits that "it's actually hard to change".

Especially for FAW-Volkswagen, a huge traditional car company, the creation or transformation of personalized order system is undoubtedly a huge project.

Nevertheless, Guo Yongfeng also put forward a lot of requirements for his team-this year's requirement is that customers can directly place orders online for personalized customization, and the order volume should be close to 10% of the total sales.

This means that FAW-Volkswagen needs to establish a new order delivery process.

In addition to the evolution of the order system, the entire organizational structure of FAW-Volkswagen has also been adjusted around the core of "user center" (pictured above).

"Now FAW-Volkswagen has no marketing department, and now this department is called' user operation center'."

Guo Yongfeng said that this is an organizational change that has been tried since the beginning of the year. July 16 has just been officially announced, but this user operation center has been running internally for several months under the leadership of Zhao Yingru.

"Now it has been proved that our strategic adjustment is very effective." For example, Guo Yongfeng said that the volume of FAW-Volkswagen is now the first in the industry. "But when I first came, there was still a lot of room for improvement."

3，ID。 Series, the transformation barometer of the public

However, whether it is the change of the concept of "customer-centered" or the lean management driven by digitalization, the achievements of the transformation of Guo Yongfeng and FAW-Volkswagen need to be reflected in the terminal, especially the volume and sales volume of ID series, which represents the success of Volkswagen's transformation.

On July 18, the first delivery ceremony of the second model ID.6 Crozz of FAW-Volkswagen was held in Chengdu.

Different from the conventional new car promotion process, ID.6 CROZZ did not hold an offline conference before, and the highlight of the promotion was the first delivery ceremony.

And this activity is not as simple as the first delivery. Similar to the practice of building a new force, < a class = "hidden" href = "/faw/"title = "faw" data-key type = "masterbrand" data-id =