How to break through the development bottleneck of automobile 4S shop

Author: Zhang Qing 1. As a unique model in the field of automobile circulation in China, the current operating environment of China Automobile 4s Store has developed rapidly in recent years. With the popularity of private car consumption in China and the arrival of the golden age of China's automobile aftermarket, it has brought rare opportunities for the development of 4s stores. But at the same time, we can also see that with the rise of a number of 4s stores and the entry of foreign auto chain service providers (for example, Bosch has 150 repair stations in China, Audemars-Bacchus, Japan's largest auto supplies, plans to invest 100 billion yen to open 100 chain stores in China, napa, the largest auto parts chain enterprise in the United States, the world. ) The single-store brand management of 4s stores is bound to become more and more difficult. In this case, due to the huge investment in fixed assets in the early stage, long payback period and other operating characteristics, coupled with the low quality of employees and backward management methods of 4s stores, many 4s stores will face the dilemma of reshuffling the market. Many 4s stores that are difficult to maintain may last for one year, but it is difficult to last for two years. It's really at the end of their tether. They can only resign, change new brands or sell them to dealers of other brands. 2. Frequently asked questions about the internal management system of 4s stores 1. At the management level, we don't pay attention to our own brand building, and our business planning ability needs to be improved. In the market environment, the rules of the game are always decided by market leaders. In the current business environment, without the determination and domineering to become a first-class enterprise in the industry, 4s single stores will undoubtedly eventually fall into the mire of passive beatings. First-class enterprises come from first-class brand image and first-class corporate culture. The way to break through the bottleneck of the development of 4s stores is to start from two aspects: ① external tree image and ② internal plastic culture. Good brand image is a powerful weapon for enterprises in market competition, which deeply attracts consumers. Most 4s stores have no distinct corporate brand image, only the brand image of agency products. When buying a car, consumers only remember the brand of the car, but they don't remember the brand of the store. Moreover, some brand cars set up multiple dealers in the same area at the same time, making it more difficult for consumers to distinguish the difference between stores. You can buy a car and go to that store. The price is very low. This is especially true for repairing cars. The result is often "all glory, all loss". The main reason is that the enterprise has not established an iconic brand image. The brand image of an enterprise consists of two elements, one is popularity, and the other is reputation. It is not difficult to achieve popularity through the introduction and publicity of cis system, but it is not enough for the best brand to have popularity. It also needs the support of customer reputation, which is based on whether the enterprise has the ability to provide customers with "three good and one fair" products and services (good products, good service, good credit and fair price), which is the key driving force for brand formation and the embodiment of enterprise competitive advantage. The management attitude of enterprises to brands directly reflects the management philosophy of enterprises. The realization of brand management goals needs the support of scientific business planning system. The business planning of an enterprise will guide the enterprise to formulate a set of three-dimensional and complete target management system on the basis of analyzing the market and competitors, and clarify which value activities are the most important to realize the business objectives, and take this as the policy of enterprise resource allocation, and support the business objectives through detailed resource planning. However, most operators of 4s stores have not systematically studied the knowledge of business management, which leads to the business work often turning around the daily sales and service work and often putting themselves in a "three mang" situation. In order to get rid of this situation and seek the long-term steady development of the enterprise, the operators of 4s stores must learn to charge fees to build their own business centers, so as to improve their marketing and business level. Whether an enterprise can grow bigger or not depends on its management ability. 2. Management level: the organizational management system and business process are not perfect, and the operation efficiency is low. No matter how strong the management ability of an enterprise management center is, if the team execution is not in place, the management achievements will often be swallowed up by management loopholes. Throughout the successful enterprises at home and abroad, there is a strong executive culture, and the formation of executive culture is based on an effective organizational management system, which can concentrate all teams' energy on the strategic objectives of the enterprise. Whether an enterprise can become stronger or not depends on its management ability. The management foundation of most domestic 4s stores is still very weak, and most of them are still in the "manageable" stage, which is embodied in the following aspects: (1) At the organizational level, the division of labor is not clear, the responsibilities and rights are not clear, and the team management mechanism is not formed, which often leads the senior leaders to entangle most of their energy in the daily work practice of the stores because they are burdened with too many "monkeys". (2) At the level of system flow, the management and control systems such as personnel appointment, personnel development, financial management, marketing management, store management and supplier management are not perfect. A set of scientific institutional processes can give employees a sense of direction in their work and guide an ordinary employee to make extraordinary achievements. Most of the leadership and management teams in 4s stores lack the planning ability of system processes, and they can't solidify their own and others' successful or failed experiences in related system processes through learning or organizing certain experimental activities, and promote these experiences within the team through the training of system processes, resulting in some people's strong working ability, but the overall team's combat effectiveness is not strong. For example, some sales consultants can sell a dozen or even dozens of cars a month, and some can't sell any. (3) Team morale: Due to the imperfect incentive mechanism, there is a serious brain drain. "Talent" is the most precious resource of an enterprise. If an enterprise wants to obtain "wealth", it must first attract and retain "talents" and adjust the morale of employees to the best state full of vigor and dare to challenge themselves to climb the peak. This requires enterprises to pay full attention to human factors in the management process, and fully tap the potential of employees through the optimization of incentive system, so that enterprises and employees can achieve sustainable development, which is the problem to be solved by enterprise incentive mechanism. Most 4s stores' incentives for employees are only reflected in the salary system, which makes the relationship between employees and enterprises a naked employment relationship, and employees' loyalty to enterprises is extremely low. This is especially true for 4s stores where car brands are not so loud. Capable and experienced sales personnel and high-maintenance technical personnel cannot be introduced, but what they have worked so hard to cultivate, when their wings are slightly full, will give birth to the heart to climb higher branches and drive the cranes away. Three. To sum up, the operators of 4s stores (especially those still in the initial stage and development stage) can effectively avoid the risk of reshuffle in the 4s store market if they want to break through the bottleneck of development. In the process of advanced management system, 4s stores should attach importance to both management ability and management ability, and both hands should be hard. They not only have the determination and confidence to be big, but also pay attention to risk management and control, step by step, seeking strength first, then seeking big. The road to senior management of 4s stores can be completed through the following seven steps. 1. Clarify the mission of the enterprise and announce it to employees and customers. Jim Collins said in his book "The Foundation is Evergreen": "Every great enterprise has a purpose beyond making money. Disney is to make people happy, HP is to make technical contributions, and General Electric is to train ceo for the world. " This purpose beyond making money is "mission". The mission of an enterprise is to position itself, and to describe its business purpose and the significance of its work. The mission of an enterprise can guide the enterprise to make an effective choice of resource allocation in its development, and will guide the enterprise to make a commitment to its customers and society, and promise to contribute unique value to customers within its defined business scope. Volvo's mission is to bring the safest and most passionate car driving experience to modern families. Volvo's mission guides this enterprise to take safety, reliability and high quality as its competitive advantage, instead of taking low cost as its competitive advantage like Toyota. The mission makes the flag of the enterprise fly high, so that it will not get lost in the fierce market environment. Numerous facts have proved that there is no management method in an organization that can stimulate the cohesion and unlimited creativity of the team more than an effective mission. The definition of mission can be wide or narrow, depending on the development stage of the enterprise. For the operators of 4s stores and single stores, the strength and market of the enterprise are limited, and the mission statement can be narrowed, as long as the company's service products and market in the next 8- 10 years are clearly described. For 4s Group, which has entered a period of rapid development, the description of its mission can be broader, so that it can flexibly face the business opportunities arising in the development of enterprises. Putting forward the enterprise mission is the primary responsibility of the senior leaders of the enterprise, which cannot be completed by others. The effectiveness of the task tests the business wisdom of the top leaders of enterprises. 2. What is the value system of the enterprise? Values are the guiding ideology for enterprises to create competitive advantages, the way for enterprises to accomplish their missions and goals, the means to strive for the ultimate profit goal, and the indicators for enterprises to formulate key driving factors for success. Values are the same as those of Volvo: innovative technology, beautiful design, environmental protection, quality and driving pleasure. These terms will serve as guidelines for formulating management policies on products, customers, markets, product quality, internal and external customer relations, investment development and cost control. The refinement of the value system can be formed by leaders at all levels leading their subordinates to discuss and learn from each other. In order to make values more than just a slogan, effectively guide employees' behavior and serve the mission, it needs to be implemented in the system. 3. Communicate with employees about their strategic planning: For most 4s stores, it may be far from the stage of implementing strategic management, but most of them still have ideas and a general framework for what they want the company to achieve in the next 3-5 years. Finding opportunities to fully communicate with team members about their direction of struggle in the past 3-5 years will inspire employees and managers themselves. 4. Improve the management ability of the management team by introducing the annual business plan and budget management system. As the "Bible" of western professional managers in Europe and America, the annual business plan and budget preparation are very strict in formulation and implementation. In China, most enterprises have their own annual business plans, and most enterprises do not have their own annual business plans. This may sound contradictory, but it's true. It is said that there is a plan because most enterprise managers have to explain to the company at the end of each fiscal year how to carry out the work in the coming year and what the budget is, and it is said that there is no business plan because few people can consider the business structure of the enterprise from a long-term perspective and make a comprehensive plan from a global perspective. This leads to the fact that although most enterprises have annual plans, they often can't keep up with the changes due to insufficient prediction of external environment changes and insufficient preparation of internal core competence, which eventually leads to the plan staying in the planning stage. After the new year began, these enterprises wore new shoes and walked the old road. An effective planning and budgeting process will make managers think positively about the business goals at the company level like business owners: how can we do better than last year? How can we beat our competitors? In order to achieve the goals set by the company's board of directors, the company's resources should be tilted to those key issues this year; What product structure will we rely on to compete with our competitors next year? What changes should our organizational management system make in order to achieve the goal of increasing revenue and reducing expenditure? It is no exaggeration to say that an effective annual business plan and budgeting process can make profit-making enterprises more profitable and let non-profit enterprises learn how to make money. 5. Design a refined performance measurement standard system to maximize the input and output of enterprise resources. Performance management is an important content after target task assignment. The secret of a successful enterprise is to pay attention to details. Luck may work, charm may look good, and trading may bring growth. However, none of these can bring sustained success. Luck may disappear, charm may become unattainable and arrogant, and trading may destroy values. Successful enterprises always focus on things that can really add value to themselves and their customers. They know what they are doing and try to do it well, and they will convey this focus to everyone in the enterprise. So how do enterprises know what the center of their management should be? How can we ensure that everyone in the enterprise can understand this point? The answer is to use one of the oldest management methods: set appropriate standards for each job. Appropriate performance measurement standards can help employees set clear goals and achieve the purpose of improving performance through incentives, thus helping managers to make objective and correct decisions, and can enhance teamwork and let everyone move in the same direction. Performance management, in the past decades, through academic research and enterprise practice, has verified the effectiveness of many theoretical models, such as eva, balanced scorecard, performance prism and so on. Auto 4s stores can also learn to use according to the actual situation of their own enterprises. 6. Optimize the organizational system to provide scientific and efficient procedures for the development of all work. Any management behavior of an enterprise should serve the business objectives, not manage for the sake of management. Therefore, enterprises should examine the deficiencies or irrationalities in the system after the preparation of the annual business plan and the determination of the performance measurement standards of each post, and make reasonable amendments in order to seek the shaping of the exquisite management culture of enterprises. 7, optimize the incentive system, so that employees' execution can be controlled, so that execution can increase the core competitiveness of enterprises. The incentive mechanism of enterprises should be based on the management concept of "people-oriented". The ultimate goal of implementing people-oriented management in enterprises is to make enterprises more competitive, so as to become an enterprise organization that can share prosperity with employees. The operating profit of an enterprise comes from the performance contribution of each employee. An employee needs two foundations to make an ideal performance contribution. First, he has the ability to achieve performance goals, and second, he is willing to actively contribute to performance. If an enterprise wants to have competent employees, there are three ways: one is to obtain them through recruitment, the other is to make employees gradually competent for his work through training, and the third is to establish an efficient workflow, which can guide an ordinary employee and contribute extraordinary achievements. Whether employees are willing to actively contribute to performance depends on the effectiveness of the enterprise incentive system. According to a two-factor incentive theory put forward by American behaviorist herzberg, there are two effective incentives for enterprises: health care measures and incentive measures. Common health care measures include: improving the working environment, establishing a reasonable system and process, and establishing a reasonable salary, welfare and reward system. Common incentive measures: through the establishment of performance appraisal system, training and promotion system, employees are given opportunities to be promoted and learn new jobs and new knowledge, and a cadre team with high leadership is cultivated through authorized management and benchmarking management. The above incentive measures can be gradually established and implemented by enterprises according to their different stages of enterprise development, team management level and cultural characteristics. The author of this paper, Ms. Zhang Qing, is a senior consultant and a senior training lecturer, mainly engaged in the research of target management and execution control.