Automotive post-market entrepreneurial thinking: efficiency is the last word

Release time:

2016-10-10

As we all know, the whole car is an extremely difficult bone in the aftermarket.

1. Only when the pain points are accurately found can they be of maximum value.

　　

As we all know, the whole car is an extremely difficult bone in the aftermarket. The number of tens of thousands of sku, the speed of update iteration, the complexity of the model year, etc., have created many obstacles for entrepreneurs. Turnaround is difficult for upstream supply chains. According to statistics, the unsalable inventory of parts manufacturers is as high as 40%, resulting in a low turnover rate and soaring parts prices. For downstream, in addition to reducing procurement costs, downstream users are scattered, lack of supply platform, long logistics cycle and other problems ultimately lie in "efficiency". So the pain point is the urgent need to improve the turnover rate, as well as the efficiency of downstream users.

　　

First of all, through the purchase of relatively high frequency of goods to cut in, cohesion of downstream users, the development process must be from light to heavy. Can not build a warehouse logistics, increase operating costs at the same time the transformation of the difficulty is relatively increased. The offline support for the pursuit of efficiency is an offline chain of auto repair shops that have been expanded in the form of asset custody and franchise. It has built a few image shops and exported "talent management SaaS" to franchise shops ". Now the thinking of the whole industry seems to be more and more clear, offline is a business that each must compete for, landing ability determines the success and failure of the project, and the deeper significance lies in:

　　

A. Through the expansion of offline service stores, it will have a huge driving force and impact on the development of the supply chain. When you have 10 or 100 stores, it may not have much effect. When you have 300 or 500 stores, it will control the purchasing end of the supply chain to a large extent and have enough hard voice;

　　

B offline service stores also have important functions such as storage. offline stores are naturally the first choice for virtual operation centers. it can play an important role in logistics storage and other links in the supply chain. it can serve nearby upstream suppliers and provide more convenient services to downstream users, thus improving the overall operation efficiency, even solving the "last kilometer" and improving the service quality.

　　

Secondly, the sharing and linkage function between upstream accessories manufacturers should be brought into full play. For example, if a user purchases a commodity in Beijing, Tianjin 1200 yuan and Shenyang 900 yuan, then Tianjin will deliver the goods to Beijing buyers, and then Shenyang will replenish Tianjin. The two accessories manufacturers will make reasonable profit distribution, and then fully mobilize the distribution of accessories between peripheral accessories manufacturers.

　　

Then it will also reflect the value: increase the turnover rate by about 30% for the upstream, save about 20% of the procurement cost for the downstream users, and greatly improve the efficiency.

　　

2. The mode can be half a step ahead, and the efficiency must be 10 steps ahead.

　　

In 2015, attracted by the trillion-dollar market, capital continued to pour in, giving birth to a variety of Internet business models. Many entrepreneurs have set off a PK war of business models under the slogan of "subverting tradition.

　　

But even if the model is more advanced, and then attract attention, "subversion" is how difficult? Tradition has experienced decades of development, has penetrated in every place around us, and the traditional model has a high barrier, how can because of a model and be easily subverted? Finding pain points does not necessarily leverage the entire industry. I think that entrepreneurs in any industry, before "subversion", must first have awe of the traditional model, have a learning mentality, and have the courage to catch up.

　　

In addition to the shock of the capital market, the business model of the automobile aftermarket, which is constantly dying, has also sounded the alarm for everyone. It seems that this kind of business model has some common points. For example, many of them are obtaining customers through subsidies, and once the capital chain is broken, they will die on the spot. In other words, blindly investing in the construction of warehousing and logistics systems with the intention of creating "barriers", the operating costs remain high, and it seems that it is not far from the last straw that will crush the camel. In other words, it has not had time to play the "barriers". The absolute advantage died halfway. Therefore, when the model is not clear, the profit method is not clear, and even the development strategy within a few years is not clear, blind efforts will only speed up the speed of market renewal and iteration.

　　

A really good model must be able to improve efficiency, that is to say, as long as the method is appropriate, it will get twice the result with half the effort; if there is a problem with the model, it can only be thankless. The model determines the good or bad of the product, and the model determines the high or low efficiency. Therefore, instead of pursuing the imaginary perfection, it is better to pursue pragmatic and practical. The automotive aftermarket must not be an overnight revolution, but a process that requires intensive cultivation. Spend a little more time to study the model, and "trial and error" with the minimum cost, and find the most effective model with the perspective of development.

　　

As far as the automotive aftermarket is concerned, the mode from high frequency to low frequency and from light to heavy is more efficient. Although the unit price and threshold of high-frequency commodities are relatively low, the construction process of the system of gathering downstream users through high-frequency commodities and then transporting low-frequency commodities is relatively natural and easy. At this time, we will strengthen offline support and set up a "virtual operation center" through franchise stores to undertake localized services such as logistics and warehousing, thus improving the efficiency of upstream and downstream circulation.

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