The independent brand is no longer only a small role of a few tens of thousands of yuan and a few hundred thousand yuan. From the second half of 2006 onwards, there were several more heavyweight members in the Chinese auto brand family: FAW "Pentium" with Mazda 6's grade, SAIC's "Roewe" with Camry and Honda Accord, and more. The FAW "Red Flag" of the "Benz" and "BMW" challenges. Although "DNA" has detected a strong interracial pedigree on them, this does not prevent them from being the "national team".
Rover is used by SAIC
On October 24, SAIC Motor released a self-owned brand sedan. This car, which looks like a "lighted cigar," is called "Roewe 750." It was a trophy in the "century battle" between SAIC and NAC. SAIC captured the Rover 75, 25 for the price of 67 million pounds in a dispute with the Chinese people that was not understood by the Chinese people. Two platforms and a full range of engine intellectual property.
However, unfortunately, the Rover trademark right that was believed to be in the hands of the winning team was foremost taken by Ford at the last moment. SAIC Motor originally planned to use this as a weapon and plans to attack foreign markets were frustrated.
SAIC had to change course and change the name of the car for a Chinese name.
Before the official name was established, he wanted to use the “Shanghai†brand that once matched the “Red Flag†of FAW. Earlier this year, SAIC PR used the “Old Shanghai†model as a gift when interviewing reporters. Guess the "Shanghai" brand is expected to see the sky again.
But in the end SAIC had to give up. "It (Shanghai) is too territorial," said a person in charge at SAIC.
This heavy-selling model with British aristocratic bloodlines cannot be tolerated by SAIC.
In the LOGO design, the foreign imprint of the Roewe logo was obvious. A journalist who debuted shortly thought it was Rover’s original logo. At the launch of the new car, the reporter saw the red, black, and gold shields of the Roewe logo. In the middle of the two standing lions, he actually asked the person beside him: “Is it true? Ten years ago, the people of Rover knew the prophet and knew that it was going to settle in China. So put the middle of the trademark into a Chinese watch?â€
At least until now, SAIC is not disgusted with such misunderstandings and has used Rover's resources to the extreme in line with its own brand innovation strategy - "The world is for my use."
“We just want to take a new starting point and build a new road of international branding,†said the person in charge.
The "red flag" fluttered again
FAW's self-owned brands have two dishes on their own branded table this year. The chefs are still trying their best to decide whether the two dishes are called "red flags." Like SAIC's Roewe, FAW does not shy away from the foreign ancestry of these two brands.
Because of being given more political colors, the red flag has become a symbolic symbol of the Chinese national automobile industry since its birth.
In the process of planning the economy's transition to the market, the once-scenery red flag once declined and some people even doubted how long the red flag can be played. Although the red flag struggled more and more, it fell deeper and deeper in the hopeless quagmire: In the early 1990s, Hongqi borrowed the Audi 100, a German outdated vehicle platform, and developed the Red Flag Century Star and Ming Shi, etc. models, which were less competitive. Red flag prestige greatly reduced. Later, Red Flag borrowed from Ford Lincoln's Citytown platform to develop a red flag "flagship," but the technology was backward and the product was uncompetitive.
It is the use of Ming Shi in the taxi market that has caused almost catastrophic damage to the Red Flag. Due to the fuel consumption and love of this car, this choice almost exhausted the last point of national pride that the Hongqi brand brought to the people.
With the strength of FAW at that time, it was imperative to develop a new model with world-class technology in a short period of time. It was not possible in a short period of time. To this end, FAW's general manager Yan Yanfeng proposed that “we must be able to live with loneliness for 20 years.†It was this sentence that made him bear the notoriety of "independent research and development inaction."
By the end of the last century, the red flag had reached an unsustainable position. FAW set up FAW Car Co., Ltd. with the red flag as the main body, and cooperated with Japan’s Mazda and Toyota to rely on selling joint venture brands to “carry†the red flag.
However, FAW did not intend to allow Red Flag to always rely on people for the benefit of the day, it is impossible to give up in 1958, the market value of 5.757 billion yuan of "China's first" car brand.
At the end of April 2006, FAW Group was known as "the first self-brand mid-to-advanced model during the 11th Five-Year Plan" - the C301 breakthrough was born. It borrowed Mazda's chassis technology and the body was designed by the famous designer George Yarrow. With a large number of autonomous processes, the price is about 180,000 yuan, and FAW Group expects it to be high.
But its name was not called the red flag at the end, but it was called "Pentium."
Zhang Qijie, general manager of FAW Car Co., Ltd., said: "The red flag brand is really too important." They want to import a more upscale pedigree to the red flag. This gene cannot be reflected in the mid-level car Pentium, although Pentium is a very high value for money. Independent brand models.
At this time, FAW's hands already hold another trump card, “aristocratic lineageâ€â€”the Toyota loaned its Majesta platform, which is used by Japan’s domestic top-level vehicle platform to combat BMW and Mercedes-Benz’s production of Lexus. FAW and FAW jointly developed the HQ3 model.
The reason why Toyota is so generous is because FAW has the government and policy resources that other domestic automobile groups cannot match—that is, Toyota must rely on FAW in order to postpone strikers in China; on the other hand, it is because of Toyota’s “flowersâ€. , Another cooperation with GAC, and some compensation for FAW.
The HQ3 is equipped with two engines, 4.3 LV8 and 3.0 V6 respectively, with a wide range of luxury configurations, setting the record for domestic luxury cars. FAW believes that this car is best equipped with the "red flag" to complete the return of the king.
On November 8th, FAW Group officially released this new brand of self-owned brand. “Let 'Red Flag' fluttering is the wish of FAW people and the wish of the Chinese people.†Wang Tiangang, general manager of Beijing Branch of FAW Car Sales Co., Ltd. said.
"We cannot retreat behind closed doors"
When SAIC and FAW unveiled their own brand models in a high-profile manner, questions from the industry were also heard: Can a child be considered as a child? Some people actually use the "red flag or the sun flag" to accuse the new Hongqi as a national brand.
“This view is too narrow,†Wang Tiangang said. “The new Hongqi broke the original comparatively closed thinking model and broadened the thinking of independent brand development, pointing out an effective and innovative approach to the development of our own brand.â€
SAIC responded to the industry's doubts with the same tone. “We cannot build cars behind closed doors.†On October 24, at the Roewe 750†listing meeting, Hu Maoyuan, chairman of SAIC Motors, summed up his own brand strategy with “three-in-one useâ€.
In addition to not building vehicles behind closed doors, the content of "three different uses" also includes: Does not exclude cooperation with foreign countries, does not violate intellectual property rights, and makes full use of domestic and international resources.
"In the context of economic globalization, the world has become smaller and smaller. With the use of computers and the Internet, people feel that the world has become 'flat' and that competition is taking place on a platform." Hu Maoyuan continuously quoted the bestseller "The World It is the “flat†view to demonstrate the correctness of SAIC’s choice of the path of its own brand: “Brands can buy it and technology can also buy it, not all things have to be done by themselves, but we have to have control. We must be able to continuously introduce new products and achieve sustainable development."
In the course of 20 years of joint ventures and cooperation, SAIC has accumulated successful experiences in vehicle manufacturing, parts and components, procurement, logistics, cost and quality management, marketing and service networks, but it has been building its own brand from scratch. Especially in the mid to high-end car market reached the international advanced level, there is still a big gap.
At present, the self-owned brand cars have a market share of more than 20% in the domestic market and they begin to export in bulk. However, due to the limitations of core technologies, key talents, and financial strength, domestic self-owned brand cars are mostly concentrated in low-end and mid- to high-end markets. High-end and high-end markets with strong added value and strong driving force for industry progress are almost entirely foreign brands.
After the Chinese auto industry declared a fundamental failure with the "market-for-technology" strategy, "individual brands" became the most painful in the hearts of Chinese people.
Starting in 2005, the voice of “Building an Independent Brand†has increased. From the "Large Wars," "Eleventh Five-Year Plan," and then to the "New Westernization Movement", after several rounds of discussions and brewing in the industry, China's independent brands have emerged. There is an unprecedented R&D boom.
In 2006, the independent brand announced its own era with the unprecedented passion.
FAW Group, Dongfeng Group and SAIC Group have announced their own brand ideas or goals. FAW officially announced this year that it will achieve one million cars of its own brand cars in 2009; SAIC acquired South Korea's Ssangyong and British Rover Motors and created the “world for my own†autonomous road; Dongfeng Group also launched its own brand strategy.
Different from Chery, Geely, and Brilliance starting from scratch, Chinese traditional “big three†auto companies take a big brand of their own brand. They use their cooperation with foreign capital, technology acquisition, or mergers and acquisitions to make their own The self-branded route is becoming clearer and clearer.
In addition, small and medium-sized automobile companies represented by Chery Automobile, Geely Automobile, Great Wall Motor, etc. introduced Chery A520, Brilliance Junjie, and Landwind fashion models this year. They have already jumped out of the narrow ideas that were imitated in the past and are integrating global resources. Raise yourself.
Emboldened by independent research and development
Independent brands represent the country’s image and dignity to some extent. Former Japanese Prime Minister Nakasone said: "In international relations, Sony is my left face and Panasonic is my right face." "China is a big consumer of automobiles, but it is not a strong country." Chen Hong, general manager of SAIC, said, "Remaining There is not much time for us."
At present, there are three models for the development of China's auto brands: Geely and Chery have groped for the imitative road of innumerable troubles; they have outsourced their appearance to Italy’s Brilliance, Hafei, and Chang’an and took a “cosmetic plastic surgeryâ€. Road; while SAIC, FAW has taken a "borrowing eggs" road.
However, people are worried about SAIC and FAW: "What do you think about egg after people take away the chicken?" The "national team" like SAIC and FAW have already realized this problem.
“The independent brands need real capabilities. When people no longer give you drawings, they will not be able to produce the best products when you no longer improve them.†Chen Hong said, “Simple intellectual property is nothing more than a Pile drawings and data, we have already thought of this point. We have selected 150 of Rover’s 300 core R&D personnel, established the Ricardo 2010 Institute in Remington, UK, and commissioned Ricardo, a well-known engine and transmission research and development organization in the UK. This is where we dare to boast about 'sustainable development'."
At present, some automobile companies in China have placed R&D on an important position, and they have begun to conduct self-development in a down-to-earth manner. Through cooperation with foreign-funded enterprises and domestic research institutes, they have rapidly improved their technological level and cultivate a new system of independent innovation. "This is gratifying," said Feng Fei, head of the Industrial Economics Research Department of the State Council Development Research Center.
â– Information
How do the national auto industries develop?
South Korea: Government-led Automotive Localization
The real start of the Korean auto industry was in the early 1960s. In 1962, the South Korean government made it clear in its "First Five-Year Plan for Economic Development" that it would promote the development of its automotive industry through the assembly of parts and components. In the 1970s, South Korea formulated the "Basic Development Plan for the Automotive Industry", which clarified the goal of the auto industry to achieve localization, and granted preferential treatment such as tax exemption for imports of necessary raw materials that help localization. The Korean government has since embarked on its own development. path of.
In late 1979, affected by the oil crisis, the domestic and foreign market environment of the Korean auto industry deteriorated rapidly, and the problem of excess production capacity was highlighted. In response, the Korean government has adopted tough administrative measures to promote the adjustment and concentration of the automobile industry's production structure, and gradually formed a number of key automotive production enterprises and a large number of professional automotive accessory companies. In this process, in order to change the chaotic situation of the Korean auto industry and create an aircraft carrier for the automotive industry, the government has also formulated the "Long-term Automotive Industry Revitalization Plan" and started to support large enterprise groups.
Japan: Competitive and Non-Cooperative Enterprises
In the early 1950s, European and American cars flooded the Japanese market, and in particular the small, cheap cars produced in Europe constituted a deadly threat to the semi-destructive Japanese auto industry. At that time, in order to protect the development of the domestic automobile industry, the Japanese government imposed a tariff of up to 40% on imported cars, and strictly prohibited foreign capital from infiltrating the domestic automobile industry. In order to survive, some domestic car manufacturers have joined hands with foreign manufacturers to engage in "business cooperation" or "technical cooperation". Toyota alone depends on its own strength to develop and produce domestic cars. Since the ability of independent development has been greatly enhanced during this period, Toyota Motor has achieved a breakthrough in the competitiveness of Japanese auto companies.
India: Self-owned brand cars "resist" foreign brands
From 1910 to 1929, the automobile industry in India began to take off, and there were automobile assembly plants in Mumbai, Calcutta, and Madras. In 1952, the Indian government organized a special committee to formulate a localization strategy for the car industry. By 1954, foreign car companies that only had vehicle assembly plants and did not have accessory parts manufacturing equipment were completely out of the Indian market. In the 1980s, a series of loose policies became a turning point for the Indian car industry. In 1983, the Indian government was directly involved in the car industry. Maruti Co., Ltd., which is partnered with Suzuki Japan, was established. The "Maruti 800" (Alto) mini-car, which was put into production in the same year, was listed on the "People's Sedan" worth INR 40,000. Completely changed the face of the Indian automotive industry. In 1993, the Indian government once again adjusted its industrial policy and conditionally opened its doors to the international auto giants. Companies such as General Motors, Mercedes-Benz, Fiat, etc. have flooded into India by means of joint ventures, cooperation, investment, and construction. As a result, the Indian sedan industry has grown rapidly in the late 1990s, with an annual production capacity of 1.2 million vehicles.
Under a relatively open pattern, India’s national industry also has some rare accomplishments. The old truck manufacturer TELCO commissioned Italian companies to design styling and purchased engine technology from French companies. In 1998, it launched a TATA sedan with independent intellectual property rights. This economical car, which is priced at RMB 50,000 yuan, directly led to the first price war in the field of durable consumer goods in India.
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