Source: report of the 21st century economy: if Han Wang
On May 24, 2004, Wang Zi Dragon, General Manager of Yanyang Automobile Sales & Service Co., Ltd. Inner Mongolia (hereinafter referred to as Yanyang) is busy welcoming a guest --- FAW Group General Manager Zhen Yanfeng. It is located in Hohhot, 2001, is located in Hohhot, a first-class agent of FAW-Volkswagen, Southeast, FAW, and Jiabao in Inner Mongolia. Nowadays, the monthly sales volume has exceeded 400, with an annual turnover of 500 million yuan. The marketing network is covered with Inner Mongolia, and there are six seven molecular companies in Full Inner Mongolia. Because they have about 70% of the business and FAW, and from 2002, they won the "Management" and "Performance" awards set by the dealer, and the prizes of the "Performance" were not here. Wang Zilong likes to create creation attempts, and 风 This bank may have other harvests --- 正 正 上 上 上 基 基 系统 系统 行 行 行 行 系统 系统 系统 系统 行 行 行 行 行 行 行 行 行 行 行 行 行 行online. This is the first SAP application case for automobile distribution enterprises. On this basis, they use wireless solutions to distributors sales and value-added services. That is, the process and technical optimization is carried out. This is the first step in the raining and the transformation of the service to the service for the sales of profits that have been made in the whole vehicle sales. For Wang Zi Long, who took two years to achieve high-speed development, "Yanyang has changed every year." The reason is in accordance with the government's commitment, the next year, will allow EU countries in China to jointly joint venture in China. Extraordinary distribution institutions have established a sole proprietorship; within three years of joining the WTO, we will gradually give foreign trade rights and distribution rights in the field of automobile service trade. Foreign investment will enter the wholesale and retail, after-sales service maintenance and transportation and other distribution related. The entire service area. Now, China's practical actions seem to be behind these promises. And most of the franchisees (4S shop) ago sales, maintenance services, parts sales, and financial agents, which are dominated by the vehicle factory, and the various brands operating in Yanyang have followed the above rules. . Although it is still profitable in the sale of the whole vehicle, the company like Yanyang still feels pressure. This pressure comes from policies and relaxed foreign competitors, but also from their own management, there are also various problems encountered during the transformation process. Self-management is mainly the problem of not smooth information flow, and the problem of capital flow. For the simplest example, the price management is very confusing before the internal process of the whole vehicle is not optimized. The factory price of the car is fluctuating, which will will affect the discounted permission of the sales outlets of each molecule company. This time, the management of these branches is almost all by one or two managers "hands and brain". After the company is bigger, if the relevant information and financial systems of each molecule company have each split, not only the flexibility must be flexible, but the artificial management of this two people can't help. Second, car sales for the flow and prediction of internal funds, their own funds and bank loans are 3: 7. Some people have been posting, thinking that more than 10 billion sales companies have been supported at least 45 million funds. In more than 300 employees in Yanyang, nearly 10%, that is, more than 30 people are doing fund accounting and coordinating work. For example, when the bank loan expires, how is the accounts receivable, if there is a fund gap? Borrowing, etc. But because the reports and accounts between the branch and headquarters are handmade, and the funds flow and business flow cannot be integrated, so it is not a speed too slow, it is difficult to let the leaders have a understanding of the overall situation. That is to say, how many cars and earning profits, the cost, the cost is completely unable to correspond to real-time, no matter which one is known, it is necessary to pay strength to know another situation.
Yanyang needs improvement management also includes the control, reimbursement approval, human resources, etc. of various departments, which are internal management issues. For Prince Dragon, there is a more urgent issue to consider: First, customers have more and more personal demand for automotive products, prices, and more and more demand for purchase process, and sales methods need to be improved; second, the profits of vehicle sales Although it is also profitable, because this piece and the interests of the vehicle are too tight, it is precautions, he already needs to find a value-added field. With the gradual increase in private owners, auto parts retail and automotive maintenance and fast-building industry will become the fastest market. If you need to use a good service to attract customers, what kind of core competitiveness is Yanyang? Internal management For the above problems, Wang Zilong found a solution in a conversation at the end of 2003. This leader likes to accept fresh things, and he is almost the best annotations of management software - "speed, simple, confident". A high-dimensional high-level description of this conversation, Wang Zilong and SAP and the consulting company have only spent 30 minutes before and after the decisive conversation. " After that, he took the plate with a SAP system-based CSE industry solution provided by Gao Weisheng. This system of Yanyang Headquarters and Molecular Company has enhanced the unified management of sales, service, maintenance, logistics, logistics, and information flow, which is a usual benefit of all ERP implementation. For example, in terms of financial, scattered, small and trivial financial sector activities focus on financial surveillance and fund management, achieving centralized management of daily business, making cost central accounts clearer, more flexible, thus significantly reduced various costs This system combines the credit system designed by Yanyang itself, setting the function of the payment and warning; and because the entire company only needs to maintain a master data file, the judgment and prediction of the funds are more fast and accurate. For companies that are particularly valued, once their fund management system is on the line, it will make the relevant personnel who are busy with the accounting from more than half from more than 30 people. This system can follow the status of the funds from the provision of funds in accordance with the settings of the alert manager, and the changes in the funds of a single vehicle can be taken. So those financers who have been busy with hand-to-hand input and calculation can be liberated from a simple operation, more of the management and coordinated work. The reason for the cost control and reduced operation costs is the same. This is the benefits of capital flow and business flow height integration. In terms of price management of vehicle sales, because of a real-time platform, the fluctuations of factory prices can be seen clearly by each molecule company, and each company has the lower limit of the price cuts and discount restrictions in their own. Permission is active. To this end, the company has established a department specializing in price management and control. This department has developed a more personalized price policy, such as "far-cross-attack", which is better than customers who are relatively far from their area. --- This is likely to win more customers and secure these policies. These prior stipulationsgite can manage their daily business around 80%, and if they need, they need to apply for approval by designing workflows. These changes in Yanyang have changed with the software --- the birth of some new sectors and some changes in the old sectors, in fact, the result of the subdivision and process combing of the enterprise, through the advanced management included by the software itself The concept, Yanyang has greatly optimized his past workflow.
External externally, they are concerned that they are not the financial management and how to control costs. They care about the problems related to themselves: such as how to easily access the needs of various product information, according to their own Customization and custom products; how to get a car quickly in a convenient car park; how to find better repair services, etc. If these needs are transformed into the needs of the company, then for car sales, their sales process needs more transparent, customers want to know the delivery information of automakers, order processing, and commercial vehicles are more Personalization, because users need more information, but only cares about the information related to them, not what kind of information can be accepted. The same personalized demand also provides services for repair and after-sales services - customers need services such as car credit, in charge of insurance, agency new car registration, car maintenance, etc. provided for their own characteristics. However, the more services provided by channels, the greater the corresponding workload. For these personalized demand, the biggest obstacle between enterprises is that the customer information is incomplete and the sharing is poor. A customer's full information may be divided into two parts, such as repair service records and purchase records. But these records are dispersed in different departments and personnel, and the information update is not timely, it is difficult to integrate, form a continuous, accurate and complete record of customer behavior and condition. For Prince Dragon, one reason for choosing this solution also includes access to the supplied mobile business function. The function of this mobile commerce is ultimately applied, and the base station that sets wireless communication in the entire Inner Mongolian sales store and maintenance service point, which can cover the range of about 300 meters in diameter. Salesperson and maintenance personnel can use their own PDA, with wireless way to log in to the corporate database, extract information attention to the company, or the previous maintenance and purchase records. They can also use this method to enter the collection user information into this database. Because the database is unified and updated, theoretically, the same customer will get the same treatment in all Yanyang stores in Inner Mongolia, because his relevant records have already been clearly written there. You can be called at any time. of. "Selecting the PDA wireless solution is to consider repairing and selling in a fixed space." A consultant to participate in the implementation said. The salesperson can call the product information, prices, and related knowledge that can be updated in the background knowledge base via PDA, and can also be trial and demonstrated. As long as the customer has made maintenance in Yanyang, the maintenance personnel can call out the record of this customer to personalize him. The program also contain a customer relationship maintenance functions, such as for the billions of dollars of potential customers have contacted Yang, if he had information systems, sales staff can take the initiative to push some useful data and information via SMS by predicting their behavior give him. And if a customer is the old coach of Yanyang repair service, he will also receive the maintenance information of his personal, which is pre-reminded. All of these features are actually going to the category of knowledge management in the background. "Therefore, it is the key to establishing a knowledge base while constantly maintaining it is a whole thing." A consultant said. Therefore, when he visited the wind, Yanyang's pilot in the storefront in the Hohhot Jinchuan Economic Development Zone is just a beginning. "Biyang is planning to put five PDAs in every store in Inner Mongolia." That is to say, the longer of this system in Yanyang, the more information, the more useful. "
