中英文對(duì)照外文翻譯China'sautomobiledevelopmenttrendofthecirculationsystemBrandisthebusinessofsustainabledevelopmentoneofthemostimportantresource.IntheChineseautomotivemarketdevelopmentandtheprocessofdevelopment,theconceptofbrandisbeingmoreandmoreattention,but,formanyvehicleoperators,thebrandconceptisveryvague,theyoftenattachgreatimportancetocorporateimageoftheshape,attentionProductpromotion,totheneglectofthebrandvalueandrole.Onabusiness,thecorporateimageinthefirstlevel,atthesecondlevelofbrandimage,productimageinathirdlevel.Abrandmustexistintheenterprise,mustdependonthetangibleproducts(services),butthebrandcanbeindependentofthecompaniesitrepresents,independentoftheproductsitreliesontheoutside.Becauseenterprisescanbemergers,jointorreorganization,bankruptcymay,fortypeorproductscanbeupdated,butthevalueofbrandsiseternal,isthevalue-added.Withaproduct,forabrandcanbeworth100times,whichfullydemonstratestheimportantvalueofthebrand."Lamborghini"sportscarinboththepublicbytheGermancompanyacquiredbeforeoraftertheacquisition,brandimageofthecorevaluesandnotbecauseofinter-enterprisemergersandchange.Therefore,development,shapeandbrandmanagement,corporateimageisthefundamental,isthepersonificationofproductvalue.Inthecarwithastrongpersonalityofthecar,thebrandmeansthatthemarketpositionmeansthattheproductquality,performance,technology,equipmentandservicesandthevalueofitsultimatemanifestationofthecompany'sbusinessphilosophy.Brandrecognitionfromitsconsumers,"arebeingadded,"thevaluechainandnot"Canadaisnegative."Thisvaluechainbythepeople"reputationspread"and"theeffectof"doubledrive.Ifconsumersdonotestablishcommunicationchannels,cannotobtainthetrustofconsumers,brandvalueisequaltozero.Brandisasoul,personality,environmentalcharacteristics,isalive.Brandandtheendresultisthecoreofcustomersatisfaction.Usersatisfactionwiththelargestdirectdrivingforcecomesfromtheuseoftheproductresultsweresatisfactorylevel.Productsderivedfromthevalueoflocationandthusgeneratethefeelingsofvalueformoney,itisthesefactorspromptedenterpriseshavecontinuouslydevelopnewproducts,increasethetechnologycontentoftechnologyandequipment,andcontinuouslyreducecosts,inotherwordscontinuetotechnologicalprogress.Thecarisdifferentfromgeneralmerchandise,ithashighprices,re-use,repeatedlyputcharacteristics.Therefore,theusersatisfactionofamoreimportantdriversofmarketingsystemisthelevelofservicesandfunctionsofdiversity,thatis,dealerbrandingisaconcretemanifestation,notonlywiththesaleofproductsandachievetheinterestsofasingleFunction,shouldalsohavethemarketdevelopment,supplyofspareparts,maintenance,vehiclebeauty,insurance,licensing,leasing,hirepurchase,oldcarsbythenthewholetransaction,informationfeedback,andmanyotherfeatures.Marketingchannelsistobuildbranduserstocommunicatedirectlywiththebridgeistoimprovecustomersatisfactioninimportantareas.Thetraditionalmarketingsystemcannotimprovecustomersatisfactionandcreatebrandimage.Becausetheyarehorizontal,pluralistic,non-integrated.Onthedealers,nobrandorbrandsmustbetheresultofthehorizontaldevelopmentofasinglefunction,extendedtootherareasofbusinessmanagement,thisway,therisksaregreat,difficulttomanage,noimage.Theimportanceofvehiclebrandmarketingisthebrandvaluechainfromthedecision,itmustguidethedistributorstodevelopindepth,throughmulti-functionalintegrationandintegrationservicestocreatemorevalueandinterest.Thecarcompanies,brandmarketing,toconcentratemanpowerandenergymarketresearch,marketdevelopmentandisconducivetotheplanning,developmentandmanagementofsalesandmarketingnetworksanddistributorstoincreasetheservicefunctionsandisconducivetomarketwithproductdevelopmentandproductionofConvergenceandcooperationisconducivetothemarketforforward-lookingplanning,todevelopflexiblemarketingpolicy,andsoon.Itcanstabilizethemarket,thedevelopmentofthemarket,canbedividedintoregional,controlprices,dealerscanbecomeapowerfulhelpercompetitioninthemarket.Currently,Buick,Honda,Audi'ssalesandmarketingnetworksaredevelopingindepth.Theirbasiccharacteristicistheexclusivedistributoroperatingonit,thatis,specificfranchisebrandproducts,withindependentdistributorsorindependentlegalpersonstatus,withindependentfinancialaccountingfunction,multi-functionintegrated,unifiedimageoftheentirenetworkSystemshowedaflatstructure,directlyfacingtheultimateusersales.Second,China'sautomobiledistributionsystem-fromnon-brandmarketingbrandmanagementtochangeOne.China'sautomobilecirculationsystemgenerallyhasexperiencedfourstagesofdevelopment:Thefirststageisplannedeconomyperiod(1953-1979),duringthisperiodthebasiccharacteristicsoftheautomobilemarketishighlycentralizedmanagement.Statevehicleforcentralizedallocationofresources.Thesecondstageistwo-prongedperiod(1979-1985),andsalesofmotorvehiclesintothemanagementoftheguidanceandmarketregulationschemeofcombiningtheoperationsystem,theallocationofresourcesof"nationalmarketregulation,marketguidanceofthe"model.Thethirdstageismarket-orientedperiod(1985-1997),enterpriseswillgraduallybecomemarket-orientedproductionandoperation,showedregionalmarketdemand,abuyer'smarketbegantoemerge.Thisphaseisdividedintotwoperiods,theearlycarsisaseller'smarket,thelatterpartofabuyer'smarket.Severalstagesoverthemostessentialcharacteristicofallnon-brandmanagement,especiallymarket-orientedperiod,dealers,institutionsarenotindependent,accountsunclear,featuresasingle,marketconfusion,thelayersofthewholesalemarketwhenthestrongrushheadlongintomassaction,Forresources,marketweakness,competition.Thefourthstageistobrandmanagementtransitionperiod(1997-present),China'scarmarkethasstartedtobrandmanagementpeopleintotheinitialstage,especiallyin1999toShanghaiGMBuick,GuangzhouHondaAccord,FAW-thepublic,suchasAudiCitypeoplebrandmarketingsystemafterthebuildingasthehallmark,China'scarmarkettoacceleratethepaceofdevelopmentofbrandmarketing.Theirdealernetworkfromtheappearanceoftheimagetotheinternallayout,andinputfromhardwaretosoftwaremanagement,pre-marketsaleofafter-salesserviceandaseriesofprocedures,haveaunifiedstandard,uniformlogo,theimageofunity,unifiedmanagementandStrictimplementationofthetraining.Brandmanagementcannotonlyregulatethemarketorder,strengthenmarketmanagement,toavoidover-orviciouscompetitionismoreimportanttoestablishabrandimage.FAWGroupCorporationisChina'slargestautomobilemanufacturerof.1997,theJettaasapilot,startedabrandmarketingattempt.Tastesweetness,theredflag,liberationandAudihavealsostartedmarketingbrands,hasachievedverygoodresults.Jettasedanstoasanexample,intheimplementationofbrandmanagementaskedthepreviousfiveyears,alwaysinannualsalesfrom10,000to20,000betweenwandering,theestablishmentoftheFAWin1997-afterthepublicsaleofthecompany,wasonthemorethan40,000Vehicles,afteranannualrateof20,000increasein1999fromJanuarytoOctober,hassold62,896Jettasedans,themarketshareof13.51percent,whilebrandmanagementin1997beforethemarketshareofonlyabout5%.Especiallyoverthepastfewyears,thecarmarketiscompletelytransferredtoabuyer'smarket,increasinglycompetitive,theresultsachievedthismoredifficult,thatthegreatroleofbrandmarketing.Ofcourse,theFAWGroupCorporationofbrandmanagementisstillinitsinitialstage,intheprocessofdevelopmenttherearestillvarioushistoricalburdenandthemanycontradictionsandproblems.Thisisthefuturetoovercomethedifficulties.TheJettasedan,thenetworkoperatorstobrandmarketinghasjustbegun,thenexttogoalongwaytogo.Fromtheresultsofbrandmanagement,comparedwithnon-brandmanagement,marketing,qualityimprovedmarkedly.Specificperformanceinthefollowingareas:1.Tosolvethepreviousafter-salesserviceandsparepartssupplyandsaleofthestateofseparation,ontheotherservicefunctionssuchaslicensing,insurance,beauty,andothervehiclestobestrengthened.Separationoftheselinksistheresultofinterestdifficulttocoordinate,throughdifferentsectorsofthelackofasmoothchannelforfeedback,thelackofspecificbrandsofconcern.2.Delineationoftheregionalscopeoftheoperation,unifiedpricepolicy,andisconducivetothedepthofitsbusinessdevelopment.Thepastinaregionscatteredwithmanydealers,leadingtoprice,serviceandotherdisorder,notonspecificbrandstomarketdevelopment.3.Bytheendofthemulti-layersofwholesalesalessectors,directlytothepeopleoftheultimateuser-orientedsales,reducingthesupplychain,lowertransactioncosts.4.Theendofa"smallwindowdressing"and"stall"modeofoperation,steeringprocedures,highinputofthebusiness.Thisisundoubtedlythetangiblecarmarkethasposedachallenge.5.Cashtransactionoraguaranteethatthepledge,toavoidtherisk.6.Theendofasinglenewcarsales,hirepurchase,onthe1stcarreplacement,leasingandotherfinancingvehiclesbeganattention.7.Initiallysetupcustomermanagementsystems,trackusers,improvecustomersatisfaction.China'sautomobileindustryfacesthechallengesofthenextcentury,thecarmarketinconstantchangeofthedivisionandtrespassing.Webelievethatthestructureofabrandmarketingatthecoreofthevehiclecirculationsystemframework,thecross-centuryChina'sautomarketisthebasicmarketingmodelandtheinevitablechoice.BrandmanagementisbasedontheestablishmentofthenewTradeandIndustry,TradeandIndustrytoformanappropriatedivisionoflaborbetweenthepositioningofthevehicleturnedintoenterprisesundertheleadershipoftheparticipationoffinancialinstitutionstobrandmarketingatthecoreofthecirculationsystem.TradeandIndustryshouldbebetweenabiteveryclosegear,thecarcompaniesisanactiveround,andthedealersaredrivenroundandrounditshouldtaketheinitiativedrivenbyastableandharmoniousfunctioning.Two.China'scarsalesmanagementCarmanufacturersofdomesticmarketingnetworkmanagement,manyfromforeignparentcompaniesortechnologytransferfromthecopy,but,becauseofthedomesticcarmarketsomeofparticularity,copiesbeganaliasing,whichmakescarsalesandmarketingnetworkconfusion.Atpresentthedomesticcarmanufacturerssalesmanagementproblemsarebasicallythesame,becauseofmarketingandmanagementmethodsandpoliciesforthecarmarketcausedbytheconfusionandcardealersinspeculation,dealersandintensifiedthecontradictionsandproductionenterprisessothatusersThedeclineinproductsatisfaction.1.Distributioncentresandregionalcentresandtheconstructionsitemanager.SAICSalesCorporation,thecountrygraduallybuilt24distributioncenters,itsintentionistostrengthenthemanagementoflocaldealerstopromotesales.Shenlongcompany'sregionalcentres(businessoffices)isShenlongcompaniesthroughoutthecountryaregionalmanagementcenter,butbecausetoofewofficersineachregion,inparticularthelackofafter-salesserviceprofessionals,makestoomuchworkspan,butalsobecauseofmanagementFunctionisnotclear,thetaskhadpassedWuhanheadquarters,leadingtopoorcoordinationwiththedealer,notreallyabigareaofmanagementfunctions.Inaddition,thecurrentdomesticcarproductionenterpriseswithspecializedregionalmanagerofthesite,devotedtotourthescene,suchasShanghaiVolkswagen,FAW-Volkswagen,theShenlongCompany.However,thesurveyfoundthatmostmanagersatthescenebecausethescenecouldnotsolvetheproblem,coupledwiththesitemanagerandtheissueofcoordinationbetweenheadquarters,salesandservicenetworkmakestheproblemcannotberesolvedintime,causingthebacklogproblem,thusincreasingthenetworkmanagementDifficult.2.Thesupportofdealersandevaluation.Foralongtime,productionenterpriseswiththesupportofthedealersaremainlyembodiedontheendoftheyear,salesofmajordistributorsofassessmentcriteria,makingdealersdonotpayattention,focusonlyonsales,manydealersatalowpriceSales,thankstomoresales,theyoftenlooktothehugeannualsalescorporation,alossofevenout,oncethecompanynottosell,mostdealerswillbeahugeloss,resultinginthelossofsalesforceandCompetitorsintothesalesnetwork.Aftersalesmanagementpolicychanges,allenterprisesandthelossofbasicsaleschannelstostop,buttheprofitcycleonlyabout500to2,000yuan,farlessthanthesalesnetworkofforeignprofits.Atpresent,awareoftheshortcomingsoftheendofFanLipolicy,domesticcarmanufacturersbasicallyhaveallabolishedtheendofFanLipolicyandacomprehensiveindexofsmall-scaleexaminationaftertheaward.Enterprisesforcomprehensiveexaminationincludingsales,financialreturn,feedbackandhardwarefacilities.However,itscorecontentandintermsofsalesandcapitalreturns,thehardwarefacilitiesoftheassessmentdidnotchangetotheplanningandencouragedealerstoinvest,suchasDragon'sAwardisthemostimportantindicatorsofmonthlysalesevaluationiscompleted,theextentofthereturnoffunds.FAW-Volkswagenexaminationindices,inadditiontotheassessmentofsales,alsoincreasedthefeedbackontheevaluation(mainlyreferringtonewusersfilefeedback),failedtheexaminationofthemaintenancestationstocanceltheirsalescommission.Theintroductionofthesepolicies,toacertainextent,improvetheassessmentindicators,buttheintensityofthisexaminationnormsfortheconductanddealersarestillnotenoughdirection.In1999,SAICSalesCorporationinlearningtheGermanpublicsalesnetworkmanagementmethods,introducedasystemoffranchiseesandthe"threeMaori"policy.ShanghaiAutomotiveIndustrySalesCorporationbrandfranchisethroughtheideaoftransformingthetraditionaldistributorforthefranchisees,through"threeMaori"policytopromotethetransformationofdealers.ApartfromconsideringthefranchiseessalesMaori,butalsoinaccordancewithitsinvestmentinhardwareandservicesinthecorrespondinggrossmarginandinvestmentservicestoMaori.Althoughthispolicycomprehensivelyonthevariousdealersandinvestmenttotheguide,however,duetothelackofdetailedstudy,launchedthe"threeMaori"policyofthelackofothersupportingmanagementpolicies,willnotbeabletocontainagooddistributor,Andthespeculativedealerswillsoonfindtheexistenceofspeculativeopportunities.3.Ofafter-salesservicemanagement.Domesticcarmanufacturersarefacedwithafter-salesservicenetworkmanagementdifficulties.Themainproblems:thesupplydepartmentofsparepartsandafter-salesservicesectormanufacturingenterprisescannotcontroltheoutflowofaccessories,especiallythesystemofsupportingpartsenterprises.Inmanypartsproductionenterpriseswithoutthepermission,accessorieswillbesolddirectlytothemaintenancebusiness,coupledwiththeimpactofcounterfeitparts,maintenanceservicestationsoperatingconditionsdeteriorate.Atpresent,ShanghaiVolkswagen,FAWVolkswagenandShenLongcompaniessuchasafter-salesservicecompaniesarefacingtheseproblems,thusalsomeansthatthemaintenanceofthecontrolpointslower.4.Ofdealersandrepairstationsintelligencemanagement.Domesticcarmanufacturersmarketingdepartmentsbegantoattachimportancetothemanagementofintelligence,suchasFAW-Volkswagendealerswillrequireallnewcarsalestoreturntotheuserfiles,andasanincentiveassessmentofoneofthekeyindicators.SAICsoldthecompanytoallauthorizeddealersinaunifiedsoftwaresystemplanning，italsorequiresdealerswillsellnewcarstoreturntotheuserfiles.ShanghaiVolkswageninthemaintenancestationsacrossthecountrytopromotereunificationofthecomputermanagementsystem,thenyoucanrepairstationrepairs,claims,theuserfiles,andaccessoriessales,inventoryandotherinformationforall,maintenanceandanalysisofthesituationandstoptheoperationofthemarketSituation.Althoughthedomesticcarmanufacturerstobeginsalesandservicenetworkofinformationmanagement,butmanyofthesesystemsorjuststarted,manyenterprisesinurgentneedofbasicdatabasehavenotyetcompleted,thecomputermanagementisstillinitsinitialstage,andsoon.Inaddition,intelligencecollectionandtransmissionofthedealerisahugecost,theeffectofslowbusiness,themajorityofdealersinChinadonotattachimportancetothis,therearealotofrawdatabigproblem.5.Franchisebrandawareness.Sincethedomesticcarmanufacturersanddealernetwork'soverallenvironmentalsituationdeterminesthedomesticcarsalesmethodisrelativelybackward,andforeignbrandscomparedthecurrentconceptoftheconceptofbrandcompetitionanddidnotform,makingmanufacturers,retailersandservicestationsoperatingwithoutaunifiedPlanning,notstandardized,soallsalesoutletsfragmentation,irrelevant,andbiddingeachother,leadingtoconfusioninbusinessscope,qualityofservicedecline,increasedcostsandfallingprofits,thissituationisallthecarfactorythereareproblems.Third,marketingandmanagementanalysisconcluded1.Thelevelofmanagementisnotclear.Regionalmanagementandmaintenanceoftheretailersatthelackofcontrolefforts,thismakesthelevelofretailers,mostretailersandwholesalersarearetailer,butbecausetheresultsoftheauctioneachother,makinggreatprofitsfell.2.Retailersontheassessmentisnotcomprehensiveenough.Atpresent,domesticcarmanufacturerstofocusontheassessmentindicatorsalesvolume,butnotrevenuefromsalesandprofitabilityofthetwoareastoconductacomprehensiveevaluation,especiallyqualityofserviceforassessment,guideretailerstoimproveservicequalityisnegative.3.Brandtheconceptofthepoor.Manufacturersandretailersarenotthebusinessofbrandplanning,manufacturersandretailersarenotunderthenameofthescale,itisanincreaseoftheinternalfrictionamongretailers.4.Retailer'sintelligencenetworkisnotperfect.Atpresent,China'scarmanufacturerstoretailersintelligencenetworkhasnotbeenperfect,butretailerswerenotseriously,thiswillaffectmanufacturerstoretailerswereoperatingasintelligence.

中國汽車流通體制的發(fā)展趨勢(shì)1品牌與品牌營銷品牌是企業(yè)可持續(xù)發(fā)展的最重要資源之一。在中國汽車市場(chǎng)發(fā)育和發(fā)展的過程中，品牌的概念正在受到越來越多的關(guān)注，但是，對(duì)許多汽車經(jīng)營者來說，品牌概念又是十分模糊的。他們往往十分重視企業(yè)形象的塑造，重視產(chǎn)品的促銷，而忽視了品牌的價(jià)值和作用。就一個(gè)企業(yè)而言，企業(yè)形象處于第一層次，品牌形象處于第二層次，產(chǎn)品形象處于第三層次。一個(gè)品牌必須存在于企業(yè)中，必須依托在有形的產(chǎn)品(服務(wù))上，但是，這個(gè)品牌又可以獨(dú)立于它所代表的企業(yè)之外，獨(dú)立于它所依托的產(chǎn)品之外。因?yàn)槠髽I(yè)可以被兼并、聯(lián)合或重組，也可能破產(chǎn)倒閉，產(chǎn)品可以換型或更新，但品牌的價(jià)值卻是永恒的，是不斷增值的。同一個(gè)產(chǎn)品，換一塊牌子就可以身價(jià)百倍，這充分說明了品牌的重要價(jià)值。“蘭博基尼”跑車無論在被德國大眾公司收購前還是收購后，品牌形象的核心價(jià)值并沒有因?yàn)槠髽I(yè)間的購并而發(fā)生改變。因此，開發(fā)、塑造和管理品牌，是企業(yè)形象的根本，是產(chǎn)品價(jià)值人格化的體現(xiàn)。對(duì)汽車中具有強(qiáng)烈個(gè)性的轎車而言，品牌意味著市場(chǎng)定位，意味著產(chǎn)品質(zhì)量、性能、技術(shù)、裝備和服務(wù)等等的價(jià)值，它最終體現(xiàn)了企業(yè)的經(jīng)營理念。品牌形象來源于消費(fèi)者對(duì)它的認(rèn)同，是“正加正”的增值鏈而不是“正加負(fù)”的貶值鏈。這種價(jià)值鏈?zhǔn)苋藗儭翱诒畟鞑ァ焙汀笆褂眯Ч彪p重驅(qū)動(dòng)。如果不建立起消費(fèi)者溝通的渠道，不能取得消費(fèi)者的信任，品牌價(jià)值就等于零。品牌是有靈魂、有個(gè)性的，有環(huán)境特征的，是活生生的。品牌形象的核心和歸宿是用戶滿意度。用戶滿意度最大的直接驅(qū)動(dòng)力來源于對(duì)產(chǎn)品使用效果滿意的程度。來源于產(chǎn)品的價(jià)值定位和由此生成的物超所值的感受，正是這些因素促使企業(yè)不斷開發(fā)新的產(chǎn)品，提高技術(shù)裝備的科技含量，不斷降低成本，換句話說就是不斷地技術(shù)進(jìn)步。轎車不同于一般的商品，它具有高價(jià)格、重復(fù)使用、多次投入的特點(diǎn)。因此，用戶滿意度的另一個(gè)更重要的驅(qū)動(dòng)因素是營銷體系的服務(wù)水平和功能多樣化，也就是說，經(jīng)銷商是品牌塑造的具體體現(xiàn)者，不能僅僅具備產(chǎn)品售賣并取得利益這樣的單一功能，還應(yīng)該具備市場(chǎng)開發(fā)、備件供應(yīng)、維修保養(yǎng)、車輛美容、保險(xiǎn)上牌、融資租賃、分期付款、舊車整備再交易、信息反饋等許多功能。營銷渠道是構(gòu)筑品牌直接同用戶溝通的橋梁，是提高用戶滿意度的重要領(lǐng)域。傳統(tǒng)的營銷體系不可能提高用戶的滿意度和塑造品牌形象。因?yàn)樗鼈兪菣M向、多元、非整合的。就經(jīng)銷商而言，無品牌或多品牌銷售的結(jié)果必然是向橫向發(fā)展，功能單一化，延伸到其它經(jīng)營領(lǐng)域經(jīng)營，這樣一來，風(fēng)險(xiǎn)大，難管理，無形象。汽車品牌營銷的重要性是由品牌的價(jià)值鏈決定的，它引導(dǎo)經(jīng)銷商必須向縱深發(fā)展，通過多功能一體化和整合的服務(wù)來創(chuàng)造更多的價(jià)值和利益。對(duì)整車企業(yè)來說，品牌營銷，有利于集中人力和精力研究市場(chǎng)、開拓市場(chǎng)，有利于規(guī)劃、發(fā)展和管理營銷網(wǎng)絡(luò)，有利于增加經(jīng)銷商的服務(wù)功能，有利于市場(chǎng)同產(chǎn)品開發(fā)和生產(chǎn)的銜接和配合，有利于對(duì)市場(chǎng)進(jìn)行前瞻性的規(guī)劃，有利于制定靈活的營銷政策等等。它可以穩(wěn)定市場(chǎng)、開發(fā)市場(chǎng)，可以劃分區(qū)域、控制價(jià)格，可以使經(jīng)銷商成為市場(chǎng)競(jìng)爭的有力幫手。目前，別克、本田、奧迪的營銷網(wǎng)絡(luò)正在向縱深發(fā)展。它們的基本特征是經(jīng)銷商經(jīng)營上具有排它性，也就是專營特定品牌的產(chǎn)品，經(jīng)銷商具有獨(dú)立或相對(duì)獨(dú)立的法人地位，具備獨(dú)立財(cái)務(wù)核算功能，多功能一體化，統(tǒng)一形象，整個(gè)網(wǎng)絡(luò)體系呈現(xiàn)扁平結(jié)構(gòu)，直接面向終級(jí)用戶銷售等。2中國汽車流通體制——從非品牌經(jīng)營向品牌營銷轉(zhuǎn)變2.1中國汽車流通體制大致經(jīng)歷了四個(gè)發(fā)展階段：第一階段是計(jì)劃經(jīng)濟(jì)時(shí)期(1953—1979年)，這一時(shí)期的基本特征是汽車市場(chǎng)管理的高度集權(quán)。國家對(duì)汽車資源進(jìn)行集中統(tǒng)一分配。第二階段是雙軌制時(shí)期(1979—1985年)，汽車的產(chǎn)銷管理權(quán)轉(zhuǎn)入指導(dǎo)性計(jì)劃和市場(chǎng)調(diào)節(jié)相結(jié)合的運(yùn)行體制，資源配置實(shí)行“國家調(diào)節(jié)市場(chǎng)、市場(chǎng)指導(dǎo)企業(yè)”的模式。第三階段是市場(chǎng)化時(shí)期(1985—1997年)，企業(yè)逐步成為市場(chǎng)化的生產(chǎn)經(jīng)營者，市場(chǎng)需求呈現(xiàn)區(qū)域性，買方市場(chǎng)開始出現(xiàn)。這一階段又分為兩個(gè)時(shí)期，前期是轎車賣方市場(chǎng)，后期是買方市場(chǎng)。以上幾個(gè)階段的最本質(zhì)特征都是無品牌經(jīng)營，特別是市場(chǎng)化時(shí)期，經(jīng)銷商多，機(jī)構(gòu)不獨(dú)立，帳目不清，功能單一，市場(chǎng)混亂，層層批發(fā)，市場(chǎng)堅(jiān)挺時(shí)一哄而起，爭奪資源，市場(chǎng)疲軟時(shí)，壓價(jià)競(jìng)爭。第四個(gè)階段是向品牌經(jīng)營過渡時(shí)期(1997年至今)，中國轎車市場(chǎng)開始進(jìn)人品牌經(jīng)營的起步階段，特別是1999年以上海通用別克、廣州本田雅閣、一汽—大眾奧迪等品牌人市后營銷體制的建設(shè)為標(biāo)志，中國轎車市場(chǎng)加快了品牌營銷的發(fā)展步伐。它們對(duì)經(jīng)銷商網(wǎng)絡(luò)實(shí)施了從外觀形象到內(nèi)部布局、從硬件投入到軟件管理、售前售中售后等一系列服務(wù)程序，都有統(tǒng)一的規(guī)范、統(tǒng)一的標(biāo)識(shí)、統(tǒng)一的形象、統(tǒng)一的管理并實(shí)施嚴(yán)格的培訓(xùn)。品牌經(jīng)營不僅可以規(guī)范市場(chǎng)秩序，強(qiáng)化市場(chǎng)管理，避免過度或惡性競(jìng)爭，更重要的是樹立了品牌形象。一汽集團(tuán)公司是我國最大的汽車生產(chǎn)企業(yè)之一。1997年，將捷達(dá)轎車作為試點(diǎn)，開始了品牌營銷的嘗試。嘗到甜頭之后，紅旗、解放和奧迪也相繼開始品牌營銷，取得了很好的成效。以捷達(dá)轎車為例，在實(shí)施品牌經(jīng)營以前的5年間，年均銷售量始終在一萬輛到二萬輛之間徘徊，1997年成立一汽—大眾銷售公司以后，當(dāng)年就超過4萬輛，之后，每年以2萬輛的速度增加，1999年1—10月，已經(jīng)銷售捷達(dá)轎車62896輛，市場(chǎng)占有率達(dá)到13.51％，而1997年品牌經(jīng)營前的市場(chǎng)占有率只有5％左右。尤其是這幾年，正是轎車市場(chǎng)徹底轉(zhuǎn)入買方市場(chǎng)，競(jìng)爭日益激烈的時(shí)候，取得這樣的成績更加不易，可見品牌營銷的巨大作用。當(dāng)然，一汽集團(tuán)公司的品牌經(jīng)營還處于起步階段，在發(fā)展過程中還存在各種歷史的包袱以及諸多矛盾和問題。這是今后必須克服的困難。對(duì)捷達(dá)轎車來說，經(jīng)營商網(wǎng)絡(luò)的品牌營銷還剛剛開始，今后要走的路還很長。從品牌經(jīng)營的結(jié)果來看，同非品牌經(jīng)營相比，營銷質(zhì)量明顯提高。具體表現(xiàn)在這樣幾個(gè)方面：1.解決了以往售后服務(wù)、備件供應(yīng)與銷售分離的局面，其它服務(wù)功能例如上牌、保險(xiǎn)、車輛美容等得到加強(qiáng)。上述環(huán)節(jié)分離的結(jié)果是利益難以協(xié)調(diào)，缺乏通過不同部門的平穩(wěn)的信息反饋渠道，缺乏對(duì)特定品牌的關(guān)注。2.劃定了經(jīng)營的區(qū)域范圍，統(tǒng)一價(jià)格政策，有利于其向縱深經(jīng)營發(fā)展。過去在一個(gè)區(qū)域內(nèi)分散眾多的經(jīng)銷商，導(dǎo)致價(jià)格、服務(wù)等無序，不能對(duì)專一品牌進(jìn)行市場(chǎng)開發(fā)。3.結(jié)束了層層批發(fā)式的多環(huán)節(jié)銷售，轉(zhuǎn)人了直接面向終級(jí)用戶的銷售，減少了流通環(huán)節(jié)，降低了交易成本。4.結(jié)束了“小門面”“攤位式”的經(jīng)營模式，轉(zhuǎn)向程序化、高投入的經(jīng)營。這無疑對(duì)有形的汽車交易市場(chǎng)提出了挑戰(zhàn)。5.現(xiàn)款交易或有保證的質(zhì)押，規(guī)避了風(fēng)險(xiǎn)。6.結(jié)束了單一新車的銷售，分期付款、1日車置換、車輛融資租賃等開始受到關(guān)注。7.初步建立起客戶管理系統(tǒng)，跟蹤用戶使用情況，提高用戶滿意度。我國汽車工業(yè)面臨跨世紀(jì)的挑戰(zhàn)，轎車市場(chǎng)在不斷地分化與擅變之中。我們認(rèn)為，構(gòu)造一個(gè)以品牌營銷為核心的汽車流通框架體系，是跨世紀(jì)中國汽車市場(chǎng)營