· Chinese brand cars should go abroad and have the most advantage

An undeniable fact is that although the annual production and sales of the Chinese auto market has been stable at more than 20 million units, the performance in the vehicle export market is not commensurate with the domestic market. Compared with the sales volume of more than 17 million vehicles in the domestic auto market from January to September this year, China's vehicle exports are less than 560,000, accounting for only 3% of domestic auto sales. But in fact, if combined with the characteristics of the Chinese automotive industry, Chinese brand cars should have the most comparative advantage in the export field.
It can be said that China is the country with the largest number of Sino-foreign joint ventures in the global automotive industry. Almost all of the world's leading mainstream automobile brands have or are planning to establish Sino-foreign joint ventures in the Chinese automotive market, whether European, American, Japanese or Korean. Etc., you can find a joint venture factory in China. In theory, in China, you can learn all the world's leading management systems in the automotive industry, and have the opportunity to learn from each other's strengths.
Based on the learning and understanding of the world's leading management system, Chinese brands should have “successful learning” in the entire automotive industry chain, including automotive exports. But unfortunately, reality is always so "sense."
In the field of vehicle export alone, we can find such a strange phenomenon. Chinese domestic brands with joint ventures, especially those with state-owned automobile brands, are hard to see in the field of vehicle exports; and those have no joint ventures. Chinese brands, especially those of private car brands, have a relatively good performance in the field of vehicle exports.
Why is there such a situation? Is the product strength and brand power of state-owned automobile brands not as good as these private automobile brands? At least from the current development status of major domestic Chinese brand auto companies, this will not be the reason. In my opinion, the biggest weakness of state-owned automobile brands in the export sector compared to private car brands should be in terms of mechanism. Objectively speaking, compared with private car brands, the decision-making efficiency and execution power of state-owned car brands are still relatively low, and private car brands are still more responsive to the overseas terminal market.
How can we do a good job in the vehicle export market? I think we need to start from the following aspects:
First, the flexibility of the mechanism The most important manifestation of the flexibility of the mechanism in the export market is the rapid and efficient response to the end market. Whether it is in the precise grasp of the trend and characteristics of overseas market demand, in the rapid processing of product quality issues, or in the timely digestion, absorption and response of relevant policies in overseas markets, the flexibility of the mechanism is required. In this respect, as mentioned earlier, state-owned car brands have to do more than private car brands, especially in order to improve.
Second, the management system can be replicated With the increasing scale of Chinese brand vehicle exports, the situation of investing in factories in overseas markets is increasing. How can Chinese brands' overseas production bases ensure that the quality of their manufactured products is not lost to domestic production bases? The key is that Chinese brands must achieve the reproducibility of their management systems. It is also undeniable that the current target market for Chinese brands is still concentrated in third world countries, and the management system of Chinese brands is relatively ahead compared to these countries. Therefore, if the effective replication of the management system can be achieved, it will be able to ensure that the manufacturing standards of its overseas production bases are not compromised.
Third, avoiding malicious competition among Chinese brands It is not uncommon to see cases of large setbacks in overseas markets due to malicious competition among Chinese brands. If people who have an understanding of the export history of the Chinese motorcycle industry, they should all know that malicious competition, characterized by homogenization and price wars, eventually led to the collapse of Chinese brand motorcycles in overseas markets. Therefore, Chinese brands should also avoid malicious competition among overseas markets in the field of vehicle. But in fact, in the current domestic auto market, in fact, such a bad sign has emerged, and the price war caused by product homogenization has already appeared. If in overseas markets, Chinese brands continue to intensify such malicious competitions such as homogenization and price wars, the vehicle export market will eventually stage the same tragedy as the motorcycle export market.
Objectively speaking, after rapid development in recent years, Chinese brands have indeed made very good progress, both in terms of brand and product level, and in terms of deeper management systems and research and development capabilities. At the same time, the Chinese auto market has entered a new normal of low-speed growth. Therefore, under such a background, it is also a correct strategic decision for Chinese brands to go abroad and expand overseas markets.
I believe that with the Chinese brand's increasingly deep understanding of the automotive industry and continuous experience, under the pressure of fierce competition, it will eventually be able to adjust its state and achieve further breakthroughs in overseas export markets.

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