Toyota hopes that Ralink and Corolla can combine their swords to help Toyota achieve the goal of 20 14110 million vehicles in China. The implementation of the "two-car strategy" is a new starting point for Toyota's balanced layout in China.
Domestic "two-car strategy", "brother car", "sister car" or "father-son car" can meet the diverse needs of different consumers. This is the goal of automobile enterprises to develop different models by using the same platform technology, so as to achieve complementarity over competition. They have tasted the sweetness in the strategy of developing multiple models on the same platform. This is actually a way to maximize the utility of existing technical resources. The "two-car strategy" has been favored by more and more automobile enterprises, especially in the market share competition strategy of the same class of cars.
Complementarity is greater than competition.
The A-class car market is the largest market for passenger cars in China, and there has always been a saying that "the one who gets the A-class car wins the world".
Compared with Volkswagen and GM, the contribution rate of Toyota A-class cars in China is obviously low.
This time, Toyota "invaded" the domestic A-class car market with a strong dual-mode Corolla, hoping to occupy a place in this market segment with good reputation.
1966, the first generation of corolla was born, successfully opening the "first year of family car"; For a long time, Corolla has strong product strength and mature technology, and is by far the largest cumulative sales model in the world.
The implementation of the "two-car strategy" of North and South Toyota Corolla is to stabilize the market share of its A-class cars and enhance the influence of the whole brand by expanding the sales of A-class cars.
Both belong to 1 1 generation Corolla. In the eyes of ordinary consumers, the difference between the American version and the European version of Ralink and Corolla is that the front face and the rear end are slightly different, and other things such as power, interior and pre-sale price are basically the same. Whether the twin brothers can catch up with others was widely questioned when Toyota released the "two-car strategy".
Jiang Jun, general manager of FAW Toyota Sales Co., Ltd. believes that both Ralink and Corolla are Toyota brands, and the user preferences of the two brands are different, and the user groups are also different. In the passenger car market in China, Corolla and Lei Ling will work together to expand the market influence of Toyota brand and deal with competitors such as Sylphy and Sagitar. "Therefore, although the styles of the two models are similar and the prices are exactly the same, consumers will not be at a loss when choosing because of the different marketing strategies of Toyota North and South."
Since the release of Beijing Auto Show, the marketing propaganda of Toyota in North and South has indeed been divided, and different styles of marketing methods have been adopted. Corolla attracts stable consumers with brand influence; Leiling has captured the young consumers with personality and sense of movement-Lei Ling is more athletic, and Corolla is more household. In this way, the marketing resources of the two joint ventures have been properly balanced, laying a solid foundation for the market prospects of the two models.
An example of two cars
Toyota is obviously a latecomer to implement the "two-car strategy". The pioneers of the success of the "two-car strategy" are undoubtedly Santana and Jetta of North and South Volkswagen.
Santana and Jetta, as the most successful benchmark models of Volkswagen's "two-car strategy" in China, have maintained a high sales volume and contribution rate to enterprises after years of development, which has provided strong support for Volkswagen to expand the China market. Santana and Jetta have perfected the layout of Volkswagen's "two-car strategy" in China from the aspects of brand, resources and positioning, which embodies the success of Volkswagen's two-car strategy.
Later, the successful people were the Buick LaCrosse and Regal series models of Shanghai GM. LaCrosse focuses on the high-end business market, and Regal focuses on high-end sports cars. The Buick brand's "two-car strategy" is also very successful.
Compared with Shanghai GM, the "two-car strategy" of modern North-South Volkswagen has different ways of playing. Its Dongfeng Da Yue Kia K5 and Beijing Hyundai Eighth Sonata are very representative.
Although K5 and Basso originated from the same platform, it is not obvious from the appearance that K5 and Basso originated from the same platform. Manufacturers let consumers distinguish the different positioning of the two through appearance, one focusing on comfort and the other focusing on sports. The typical failure cases of "two-car strategy" are Honda's Accord and Platinum Core.
As the same platform model as the Accord, the market performance of Platinum Rui has not reached the height of the Accord since its listing, nor has it provided strong support for the sales of Dongfeng Honda, and its contribution rate has continued to decline. The market performance of the two models is completely unbalanced, and the Accord has a high recognition and reputation; However, the recognition of platinum core is poor and the audience's acceptance is low.
Luo Zhenyu, general manager of Beijing Huayuanqiao Toyota dealership, said that in fact, as early as the end of October13, Toyota had already launched a replacement Vios and a new car Zhixuan based on two "dear pro" concept cars, and started the first "two-car strategy" test, which achieved good sales. This time, on the basis of the European version and the American version of Corolla, the introduction of Corolla and Lei Ling models is only to deepen the "two-car strategy", and it remains to be seen whether the latecomers can catch up.
On the surface, the "two-car strategy" is that two enterprises of the same brand put on an "infighting" posture. In fact, the way to maximize the utility of existing technical resources is for automobile enterprises to develop different models with the same platform technology and achieve the goal of complementarity over competition. This is not only good for automobile brands, but also good for consumers-it can meet the diverse needs of different consumers.