Editor? |? Yao Zhen
Produced? |? Bangning studio
The woman in the picture smiles at Wu Yijun and Wu.
Wu is the executive deputy general manager of Beijing Hyundai Company. He has been in office for nine months.
Wu Yijun is the general manager of Beijing Hyundai for about 1 month.
On March 24th, Beijing Hyundai held the Mufasa Adventure Tasting in Beijing Mocha Art Center. China and South Korea appeared hand in hand, were interviewed by the media and had a meal. On the wall hung Rita of Atoms by Spanish artist salvador dali.
This painting is a masterpiece of surrealist art, with the theme of "Lida and Swan" in ancient Greek mythology. Rita in the painting is a peerless beauty. The Lord God Zeus loved her beauty and turned into a swan to fly to Lida, who was sitting high on the altar. Rita put her arms around her, waiting for her hug.
The background of the painting is divided into three pieces, with a blue sea in the middle; There is a golden light above, books below and so on. These elements do not seem to be related. Fantasy and reality, so surreally combined, are full of magical dramatic effects.
This portrait is very modern in Beijing: Beiqi is like Lida and modern is like Zeus. The golden light not only symbolizes the third position of Hyundai Motor in the world, but also symbolizes the glory that Beijing Hyundai once climbed to the top of one million. There is also a large area of seawater, especially like the current situation of this Sino-Korean joint venture car company. Now Beijing's modernity is in this dramatic surreal state.
This media communication meeting is to break the game.
The concept car MUFASA ADVENTURE, which was unveiled on the same day, is designed with the theme of "consumer+adventure" and has a wild appearance. Mufasa production car is scheduled to be unveiled in April and sold in July.
Along with the new car, there is also the new helm of Beijing Hyundai. On the same day, South Korean general manager Wu Yijun made his first public appearance in less than 1 month. He will work with Chinese leader Wu to promote Beijing's modernization and transformation.
In June last year, Beijing Hyundai adjusted its organizational structure and Wu returned to Beijing Hyundai. 165438+ 10 In October, Beijing Hyundai launched the "New Plan for 2025" on the occasion of its 20th anniversary, and a transformation campaign around products, brands and services began.
This year is the first year of the "New Plan". What changes will Beijing Hyundai have under the governance of "Double Wu"? What new stories will Rita and Swan in the East continue to write?
0 1.
Reflection and make up lessons
Wu Yijun has a comprehensive and in-depth understanding of the global cause of Hyundai Motor. 1989 entered the modern car. He has worked not only in the Korean headquarters, but also in Russia, Turkey, Britain, Hungary and other countries or regions. These are all important markets for modern cars.
In the career of Hyundai Motor for more than 30 years, Wu Yijun mainly worked in the fields of production and sales, with keen insight. At the same time, in the process of promoting the globalization of modern automobile, he has experienced the ability to deal with the heads of different regions, as well as a broad global vision and pattern.
In recent years, Hyundai Motor's position in the global market is increasing day by day-2021rose to the fourth place; In 2022, although the global automobile industry encountered unprecedented supply chain challenges due to the epidemic and the Russian-Ukrainian war, the global sales volume of Hyundai Motor still reached 6,848,200, making it the third largest automobile enterprise in the world after Toyota and Volkswagen.
But it is not satisfactory in China. In 2022, the sales volume of Beijing Hyundai, a joint venture company in China, was only 250,000 vehicles, down 30.7% year-on-year. Beijing Hyundai also has a high-light period, with sales exceeding one million vehicles for four consecutive years from 20 13 to 20 16.
At present, not only Beijing Hyundai, but also most mainstream joint venture car companies are facing major challenges.
Since last year, China's brand share has gradually become the norm, and the penetration rate of new energy vehicles has gradually exceeded 30%. However, the joint venture brand has fallen into the dilemma of declining share and slow transformation of electrification. By this year, the "price war" has intensified, and some observers predict that a number of car companies will go out.
Wu Yijun believes that the key reason for the ups and downs of Beijing Hyundai's sales volume is that the market is changing rapidly, and Hyundai Motor has not grasped the needs of China consumers. After deeply understanding many markets around the world, he came to China, and he deeply felt that the consumption demand in China changed faster than any other market in the world, especially in the field of electrification.
Comparatively speaking, Europe is a stagnant market, while China is a relatively young and enthusiastic market, and the demands of consumers are constantly changing. "In terms of intelligence and ICT (information and communication technology), we have made few predictions, which is a very painful lesson." He said frankly.
In view of the China market, Hyundai Motor Headquarters has done a lot of research, thinking that it is necessary not only to grasp the needs of consumers, but also to put consumers first.
Therefore, after arriving in China, Wu Yijun's first task is to gain insight into consumer demand, feed back the demand to the headquarters in time, and then reflect it to the electric vehicle as soon as possible. This is not only the way of Beijing's modern development, but also the way of survival.
Beijing Hyundai needs to make up lessons quickly. Although Wu Yijun has just arrived in China, he found that there are many excellent ICT enterprises in China. There is almost no boundary between them and automobile enterprises, and there are many cases of cooperation between enterprises. He thinks it is necessary to visit some start-ups directly to see if there are opportunities for cooperation.
"At present, the wave of digitalization in China is very strong, with not only independent brands, start-ups and joint ventures, but also the concept of * * * fate between us to survive. In these areas, I will actively participate and look for relevant opportunities. " Wu Yijun said.
Although he has had a lot of experience in other overseas markets, Wu Yijun said that he should abandon empiricism and not blindly apply the experience of the United States and Europe to China. But first, we need to thoroughly study and understand the China market, and then create a marketing tool suitable for the China market.
Wu Yijun came, not only with a global vision, but also with an attitude of exploring consumer demand, humility and learning. He believes that all local car companies are worthy of benchmarking.
"My biggest concern is BYD. Its product development ability is excellent. Compared with other companies, its product development speed is faster and it can respond to market changes quickly. Fast also means that this organization is very flexible and modern cars must learn. " He said.
02.
Accelerate to a new one
Before Wu Yijun went to China, senior shareholders of China and South Korea had reached an understanding to jointly push Beijing Hyundai to a faster development stage.
In June last year, Wu, an "old man" in modern Beijing, returned to China and made changes and transformations. In the second half of the year, Beijing Hyundai's sales picked up and its share rose five times in a row. The seventh-generation Elantra and the medium-sized SUV add up to more than 10,000 consecutive sales.
With the release of "New Plan for 2025" last year1October 5, the path and goal of Beijing's modernization transformation became clear.
The plan has developed an advanced path in three areas: product transformation, brand innovation and service innovation, and achieved the goal of selling more than 500,000 vehicles annually in 2025. It is proposed that through internal innovation, Beijing Hyundai will become a self-driven, service-oriented and user-oriented efficient operation enterprise and maintain long-term benign development.
Wu said that 2023 is the first year of implementing the "New Plan for 2025", and Beijing Hyundai is preparing for the transformation to intelligence and electrification.
In terms of electrification, Beijing Hyundai's plan is to develop both oil and electricity.
First of all, oil tankers are transforming into hybrid vehicles. Hyundai Motor has launched the second generation hybrid technology in the world and will gradually install it on its models next year. It will take about two to three years for all the existing fuel vehicles to achieve hybrid power.
The second is to launch a new pure electric vehicle. Although Wu did not make it clear whether Hyundai IONIQ (Ainikun) will be introduced into the joint venture company, industry insiders speculate that the model code-named OE to be introduced this year is likely to originate from IONIQ.
In the European and American markets, the performance of IONIQ, a pure electric brand of Hyundai Motor, is second only to Tesla. Beijing Hyundai, which missed the opportunity, is expected to strengthen its counterattack in China's new energy vehicle market through IONIQ. The long gestation period, or the polishing period of Beijing Hyundai in terms of product positioning, technology and cost.
Prior to this, shareholders of China and South Korea have discussed IONIQ many times, and it may be only a matter of time before it is introduced into the China market. As for intelligence, as Wu Yijun said, he will seek cooperation with local enterprises.
Wu, a reformer, took office last July. First of all. He believes that Beijing Hyundai used to have a system of one million vehicles a year, but this system is now bloated and redundant, and it is necessary to go into battle lightly if it wants to transform.
"Excess internal organizational system and production capacity should be cut off, because there is no room for slow thinking in the current market competition. Internally, we must establish an efficient operating system and be in line with Internet companies. " Wu saw the importance of organizational flexibility.
Channels should also be streamlined. Beijing Hyundai has streamlined from the highest 700 dealers to the current 500, and will continue to streamline to about 400 in the future. On this basis, how to innovate the channel model and realize channel innovation from multiple dimensions is currently under discussion. Beijing Hyundai will also speed up the image rejuvenation of GDSL2.0 for existing old standard stores. & lt/span
This article comes from Bunning Studio, author Hao, and the copyright belongs to the author. Please contact the author for any form of reprint. The content only represents the author's point of view and has nothing to do with the car reform.