汽车4S店集团化管理分析-井立春

汽车文化项目作业题目：四轮定位姓名：井立春班级：检修3111学号：32二〇一二年十一月二十六日毕业设计(论文)教学学院：吉林铁道职业技术学院专业：汽车检测与维修班级：检修3111姓名：井立春学号：32摘要:自20世纪90年代以来，我国经济处于快速发展之中，作为身份和地位象征的汽车已开始大量进入家庭。1999年后，汽车4S店在中国各地像雨后春笋般出现。汽车4S店的竞争也越来越越激烈。为了能在竞争中谋得生存和发展，对汽车4S店的营销策略研究显得尤为重要，通过对4S店的考察分析发现，4S店除了加强售后服务增加利润之外，形成规模效益和稳定的客户群体也成了目前4S店可持续发展的主要途径。在短时期内提升销售人员和服务人员的素质，使其成为高素质的职业经理人和职业化的员工，和不断完善服务体系，不断推出新的优惠活动，提出相应的产品策略、价格策略、分销策略、促销策略、网落营销的发展策略、汽车售后服务策略和竞争策略是汽车4S店首要做好的工作。关键词：汽车，4S店AbstractSince1990s,China'seconomyisinrapiddeveloping,asidentityandstatussymbolautomobilehavestartedmassintothehousehold.After1999,car4SshopsthroughoutChinahavemushroomedall.Auto4Sinncompetitionisalsomoreandmoreintense.Inordertobeinthecompetitionforthesurvivalanddevelopmentofautomobile4Sinnmarketingstrategyresearchappearsespeciallyimportant,throughtheinvestigationof4Sinnanalysisshowsthat,inadditiontoenhanceafter-salesservice4Sinnoutside,formtoincreaseprofitscaleandstablecustomergroupsalsobecamecurrently4Sinnofsustainabledevelopmentofmainways.Inashortperiodofascensionsalesandservicepersonnel'squality,makeitbecomehigh-qualityprofessionalmanagersandprofessionalstaff,andconstantlyperfectservicesystem,andconstantlyintroducenewfavourableactivity,andproposesthecorrespondingproductstrategy,pricestrategy,distributionstrategy,promotionstrategy,networkmarketingdevelopmentstrategy,autoafter-salesservicestrategiesandcompetitivestrategyiscar4Sinnprimarygoodwork.Keywords：car，car4s，目录不同管理模式对比··························································································································6管理模式差异分析··························································································································7丰田本田车系布点23家·········································································································8规模化发展促车市升级···········································································································9经销商鼎力打造新板块···········································································································9佛山车城汽车板块·················································································································10华南汽车城板块·····················································································································10顺德大良汽车板块·················································································································10佛平汽车世界板块·················································································································11南海大沥板块·························································································································11桂澜板块·································································································································11顺德龙江板块·························································································································12三水板块·································································································································12南庄汽车板块·························································································································12汽车4S店进入精耕细作时代······································································································13沧海桑田，中国汽车4S店走过的路···················································································13问题逐渐暴露，策略调整迫在眉睫。·················································································13调查分析，了解所处的市场环境·························································································14快速行动，研究4S店突破战略···························································································15首先，网罗一批优秀的团队为汽车4S店服务队伍。···············································15其次，提高公司知名度，树立4S店优质服务的品牌形象。···································15再次，发挥“星徽理念”优势，将基础工作做到位。·············································16完美体现，提升客户殊荣感·································································································16第一，从粗放式管理到精细化运作.············································································16第二，对客户尽可能地多一些关怀。·········································································17客户尽可能地多一些关怀。.................................................................................................174S店集团化之后如何管理2007年，中国汽车的年产量达到了880万辆，拥有比较规范的汽车4S店约1万家。我国汽车销售4S店的投资者，从机会投资阶段，发展到了目前具有“更清晰战略和缜密计划”的理性投资阶段。这个阶段出现以下几个主要特点：1、投资者不再盲目建店，而是更加关注投资回报率；2、投资者趋向于追求较高档次的品牌；3、业内的老牌经销商，趋向于追求较大的经营规模，以提高抗风险能力和综合投资回报率；4、投资者不再采用单一的向制造商申请建店的投资模式，而是采取投资建店加兼并的形式，甚至出现了接受其他4S店托管的投资模式。正由于以上原因，汽车4S店的集团化趋势越来越明显，出现了很多由汽车4S店组成的企业集团。大的集团有上百家4S店，如新疆广汇，小的集团也有4-5家。这些集团化公司的4S店，中小型一般分布在同一城市或者同一行政区域；大型公司则分布在若干个省市，如新疆广汇和长久汽车投资公司等。由于以上原因，汽车4S店集团化的管理模式，成了业内共同探讨的一大课题。不同管理模式对比首先根据集团化管理理论，一般集团化管理有3种模式：营运管控模式、战略管控模式和财务管控模式。4S店集团管理究竟采用什么模式，首先要弄清4S店集团化管理的目的和4S店的营运特点。4S店的营运特点有哪些？首先每个不同品牌的4S店有不同的制造商品牌文化、品牌推广标准，以及不同的工作流程标准，并且使用的信息管理系统也不相同，营销特征和商务政策也不相同。业务很相似，但相关性不强，营运非常独立，业务并立。换句话说，4S店之间完全可以实现老死不相往来的独立的并行运作。其次，由于4S店的业务有很强的