Tiger brother recruitment

Figure | Source Network

Before Beijing announced that it would reduce the level of response to the COVID-19 epidemic from Level I to Level II, Geely had started the shift operation of the whole enterprise in Hangzhou in a low-key manner.

On the evening of April 28th, the Netease Snail Reading Room was brightly lit. In front of the stage surrounded by several rows of bookshelves straight from the ceiling, the media representatives who came to watch the wonderful story of the automobile industry lazily leaned on the "lazy sofa" in the first three rows. Corporate guests and "debaters" invited to attend the day's activities were arranged to sit in the back row. With "Woying" as the key word and "Tucao" as the theme, this is a unique offline conference held by Geely for Hao Yue, the first medium and large SUV product.

If nothing unexpected, this is also the first leading enterprise to launch a "market recovery war" after the marketing activities of car companies were interrupted by the COVID-19 epidemic in the past two months. On the same day, Geely Hao Yue made its world debut in Hangzhou. Fu Seoul, the founder of reading, the famous debater of July 8th, Yu Hu, the founder of Tiger Brother Talking about Cars, Feng Qingfeng, the vice president of Geely Automobile Group, and Pan Tianwei, the design director of Geely Modeling Center, made appearances one by one, and started the "mutual spitting" mode to talk about "lying and winning" life with their own experiences.

I have to say that this is the "most indecent" and "most hilarious scene" new car launch conference that Yi Ge has participated in for more than ten years. Feng Qingfeng, who just came to the front desk of enterprise operation from The Chef of Geely R&D department not long ago, made his first show since he took office at this relaxed, humorous and nutritious new car launch conference. When communicating with the media privately, Feng Qingfeng said with a smile that he himself has changed from the original "chef" to the "waiter" at the front desk of the restaurant. But everyone knows that the burden of millions is on the shoulders, and the pressure of "running the hall" is even greater.

Feng Qingfeng, who joined Geely from 1999, has worked in Geely Automobile for more than 20 years and is a "veteran cadre" trained by Geely. Since early years, I have been involved in sales, manufacturing, R&D management and other departments. It can be seen that Feng Qingfeng is a "generalist" with super comprehensive ability. When he was the general manager of Emgrand Automobile Company in his early years, under the leadership of An Conghui, then vice president of Geely Group, he led the development, manufacturing and supply chain system construction of Emgrand EC7, making Emgrand EC7 one of the most successful models in China.

More than two months ago, Geely Automobile announced the new adjustment of the division of labor of senior management. Feng Qingfeng, vice president and chief technology officer (CTO) of Geely Automobile Group, was in charge of the marketing of Geely brand and Geometric brand under Geely. This arrangement made Feng Qingfeng move from the background of silent cultivation to the spotlight. However, Feng's rich resume, comprehensive management ability and super-high operation and scheduling ability, coupled with the "full chain" control of getting through, marketing and sales, are enough to familiarize him with all the existing key positions.

On the afternoon of April 28th, a few hours before the "world premiere" of Geely's first medium and large SUV, Hao Yue, Feng Qingfeng and Song Jun, general manager of Geely brand sales company, had a discussion with visiting media in a small teahouse in Hangzhou. During the exchange, Feng Qingfeng revealed that Geely's annual production and sales target of 65,438+0,465,438+0,000 vehicles has not been loosened despite the interference of "force majeure" factors such as the COVID-19 epidemic in the first quarter. Before the end of the epidemic, Geely had adopted a series of measures to help dealers operate stably, which laid a good foundation for Geely's rapid recovery in April.

"In April, Geely's wholesale and delivery volume achieved positive growth year-on-year, and strived to continue throughout the second quarter." Feng Qingfeng said that because a part of the quantity has been lost in the first quarter due to the epidemic, it is necessary to quickly make up for the critical period of "restarting" consumption in the second quarter. Therefore, the annual production and sales target of 65,438+0,465,438+0,000 vehicles is still firm. For Hao Yue, a medium and large SUV model aiming at the demand for redemption, Feng Qingfeng revealed that the "small goal" is to strive to achieve terminal sales of 65,438+10,000+within one year of listing.

"Under the leadership of General An and the efforts of General S, Geely has laid a solid foundation before I took over. Our team is really good and can play, and I am very happy to fight alongside them. " For Geely, who has worked for more than 20 years, Feng Qingfeng is happy in his eyes. Under the leadership of the new combination of "old driver" Feng Qingfeng and marketing veteran "Song Jun", how can Geely brand and Geometry brand break new ground? The outside world will wait and see!

The following is an exclusive interview with Feng Qingfeng and Song Jun (abridged):

Media: The overall automobile market was greatly affected by the epidemic in the first quarter. How did Geely's terminal sales recover?

Feng: In the first quarter, the whole industry declined, and Geely was no exception, but its market share still rose steadily. At present, Geely has basically recovered completely, and we look forward to approaching or even exceeding the level of the same period last year in the second quarter.

The epidemic has undoubtedly accelerated the reshuffle of the automobile industry, and only enterprises with stronger competitiveness and physique can survive better. At present, Geely's sales target of 65,438+0,465,438+0,000 vehicles has not been adjusted, which is a real reality. The second quarter gradually recovered to the same period of last year, and efforts were made to achieve breakthroughs in the third and fourth quarters.

The epidemic did not have much impact on Geely's new product release. ICON was finally launched after a delay, and the effect was quite good. This year, Geely has six brand-new products, including ICON and Hao Yue, which have played a good role in brand promotion and sales promotion. Various provincial and municipal governments have successively introduced various policies to promote consumption, such as Hangzhou's one-time increase of 20,000 car purchase targets.

In the current market environment, Geely has formed a good technical reserve, and the benefits of platform and scale have begun to be well reflected. Geely's collaboration with Volvo and Lotus has accelerated, and its technology and brand have accelerated. I'm confident of achieving the annual goal.

Media: What do you think of the user consumption trend in the post-epidemic era? Upgrade or downgrade? Will the competition between independent brands and joint ventures intensify?

Feng: Although the market has changed from increment to stock, it just needs to be there all the time, users still have the demand for redemption, and competition between brands will definitely always exist.

I often visit the market and see that the brands in China are generally upward, which is a good signal that the R&D capability of independent brands in China has been improved, which is very good for the automobile industry in China. We like strong competitors. The fiercer the competition, the faster everyone will make progress. Even if we are defeated, we can come back and continue to upgrade our products. I firmly believe that the positive power of our own brand in China will promote the all-round rise of our own brand in China.

Whether it is products, brands or sales, the most important thing is to let users experience. I am full of confidence in Geely's products, which will bring a good experience to users.

I bought a star crossover at the end of last year, which is very comfortable to drive. A friend of mine drove it several times and said, sell me this car. He is a civil servant and represents a group. He recommends it to people around him every chance he gets. Next, we will also increase the user experience in this area. After the user experience, we will really understand what kind of choice we should make.

Media: In terms of consolidating market sales figures, Geely may still rely on products such as Emgrand and Vision. How to locate the upcoming Hao Yue today?

Manager Feng: Just now I talked about two topics, one is to expand the circle, and the other is to consolidate the chassis. Geely now has nearly100000 users and has a good user base. Hao Yue will certainly continue to expand our user base. Hao Yue is a medium-sized SUV with a lot of space. There are not many competing products in this subdivision, and the prospects are still considerable.

Hao Yue this product, we have been emphasizing that it is "big". Because China people have a unique complex about "big", they go to college, earn a lot of money and live in a big house. The same is true of cars. Therefore, many brands of cars have to be lengthened and enlarged when they enter China. Some Europeans envy China for buying a big car. Therefore, we seize this point and make a big fuss about this big space.

Buying a house is about "getting a room rate", not only depending on the construction area, but also on the use area. Buying a car can't just look at the size data, it depends on the actual use space. Hao Yue has achieved 69% space efficiency, and engineers have written many articles about this space, which is 6%-8% higher than other models of its class.

At the same time, Hao Yue also realized the diversity of space. All seven seats are independent, and a total of 19 usage scenarios can be converted. When we designed it, there were no steps in the central passage. Now, after putting down the back seat of Hao Yue, it is flat and makes full use of the space. The diversity of space provides possibilities for all users.

It is not a problem for users to play mahjong, drink tea and chat on Hao Yue. There are five people behind Hao Yue, the middle seat is put down, and the remaining four people can play mahjong, so that everyone can feel the comfort and multifunction of Hao Yue.

Media: What challenges does this epidemic bring to Geely's operation? For example, how to balance the investment and profit of R&D?

Feng: Profitability is a must. For example, in the past ten years, we have invested 1000 billion yuan in R&D. Without profitability, it is unsustainable. No matter how difficult we are, the cost of research and development must not be reduced. But we should save, including our families, and should not spend money indiscriminately. This is a virtue and should be maintained.

Since Geely has the ability to build structured cars, it has really changed the development concept of new cars. It's top-down. We have a concept of space first, and then we will arrange the structure of this space before allocating it.

Geely's architecture includes two aspects, one is mechanical architecture, and the other is electronic architecture. Let's talk about architecture first, then distribution. It's not to realize one function at a time like in the past, but whether our overall architecture can meet all the functions after completion.

Of course, the premise of this architecture, we also do a good job of basic knowledge, just like architects design houses. Although it is a brick and a tile, we must first design its framework. The electronic architecture is the same. We design all the spaces first, and then we have the system of each module. This is a fundamental change in Geely automobile manufacturing.

Media: Geely's current products are constantly upgrading and iterating. How does Geely help dealers "upgrade their monsters"?

Manager Song: Let me give you an example. Geely icon is the representative of the separation between brand and user. Some people say that ICON is not as good-looking as Geely, but it is actually a cognitive mistake of Geely brand. This is actually an opportunity for us.

Let me mention another dealer case. Geely has a 4S shop called Jimei Feng in Harbin. In the past, more than half of the monthly sales in the store were prospects. Shops always say that this is an underdeveloped area, and rich consumers have gone out.

After we got to know it, we went to the store to help him analyze it and asked him to recruit some young shop assistants. Young users are more receptive to new technologies and products. Last month, things changed. More than half of the sales are contributed by the 3.0 generation products. Due to the epidemic this year, many stores may consider layoffs, but this store has added 20 employees after the Spring Festival.

A few days ago, we held an icon forum in Hangzhou. I asked them if they would recommend ICON to their friends. Almost all users said yes, but most users who didn't buy ICON chose joint ventures or even luxury models. A female user who didn't buy it said that she is introverted, but her brother graduated from college soon, which is very suitable for the personalized car like ICON and will recommend it to her brother.

This year, Geely will usher in a historic moment when the cumulative sales volume exceeds 6.5438+million. The customer resource of 654.38+million is a huge wealth. We will continue to upgrade our products and continue to lead the brand upward.

This article comes from car home, the author of the car manufacturer, and does not represent car home's position.