Independent brand car market share fell 12

Recently, 13 well-known Chinese brand auto companies met with the media under the convening of the China Association of Automobile Manufacturers and communicated on the construction of China's own-brand autos. The 13 auto companies include FAW, SAIC, Changan, BAIC, GAC, Huachen and China. Steam, Jianghuai, Chery, Geely, Great Wall, BYD, and Lifan. Many companies have talked about the recent drop in the number of independent brands that have attracted much attention, that is, the overall market share of Chinese branded passenger vehicles has continued to decline for 12 months. What is the reason for the decline? How can auto companies turn the tide?

In the face of reporters, many companies stated that there is indeed a gap between Chinese brand passenger cars and international car companies, but many Chinese car companies’ core product sales and sales are in a state of growth. For 12 consecutive falls, it is said that Chinese brands are useless and objective. The representative of FAW Group said:

FAW representatives: We checked the data for more than 100,000 yuan of self-owned brands, which is about 12 models of their own brands, with an average of 350 units. The average monthly sales of 350 units, most models are two or three hundred, but After the Pentium passed the new generation, through technical upgrading through quality improvement, it was said that this will exceed 3,000 units in September. This is the real progress of independent brands. The B50 is now able to maintain at 6,500 units, including the X80, which is all at 7,000. The level around the station, the price of 140,000 to 160,000, all these things show that we are making progress.

For Chery's new brand vision, the representative of Chery said:

Chery’s representative: The concept of this one means that because he originally had a small base, he was able to sell 300, 400, and 500 monthly sales, and now it has increased to 700, 800. I think that every month is going up.

For the twelve consecutive falls, veteran car commentators also analyzed the reasons.

Automotive Daily Executive Editor-in-Chief Chen Wei: If only in terms of numbers, then the data of 12 consecutive drops is indeed quite shocking. The first aspect is that our market competition is more fierce, then the products of traditional joint venture auto companies are gradually This is one of the reasons why the self-owned brand actively seeks for product upwards and gives up some low-value-added, low-end products. For example, Chery cut a lot of other products. Only one-third of the low-end products he believes are worth developing, or other competitive products. In the end, the result we see is the decline in market share or the decline in sales, but his profit is rising. There is also a reason for policy reasons, because the restrictions on the limited-purchase policy of big cities also affect the independent brands. very huge.

However, the self-owned car companies also admitted that they still have problems to face, the joint venture brands in the price squeeze, so that domestic cars are difficult to accept. The price was once a weapon for the self-owned brand to attack the city. This kind of good day is now gone forever. The first reason that the self-owned brands cannot compete with the joint venture brands is the lack of technical reserves.

The representative of the car company: Now that the engine of Corolla, which has just been put in, 1.8 naturally inhales, it is now 7.2 liters. However, in order to reach the value of the world's fuel line, his technical reserve can be released in a little bit and can achieve 5.2 liters. This is extremely unacceptable. This is a reserve of big brands and technologies. Hong Kong's own brands have obvious reserves in this area.

In addition, it is of utmost importance to sell things, and Chang An’s representatives frankly say that the lack of brand marketing costs is also an important reason to beat the joint venture and foreign investment.

Chang An representative: It is not that the brand investment in the joint venture is certainly inferior to that of Audi, Volkswagen, Nissan, but I will use Ford's data to compare. Our promotion costs may be only one-sixth and one-seventh of that of Ford. From single to every product, we may only have one-tenth of them. The gap is very great.