As the consumer's individual needs are fully released through the Internet and big data, the era of mass customization (C2B) in the automotive industry is coming. In order to help consumers get rid of the pain points of the traditional model, Chinese car companies must bravely break through the boundaries, practice five major changes, and reshape the car consumption experience.
As the most complex consumer goods, the traditional car-centric model has been continued for more than a hundred years. With the increasing demand for personalized products of the new generation of car consumers, the pain points in the traditional mode are further amplified, and it is almost impossible to solve the problem by the original means. We believe that the future of the automotive industry will be transferred from the B-end OEM to the C-end consumer. The C2B model will be the future business face of the automotive industry: the company will directly connect with customers through digital means in the full value chain. Data deepens customer needs and creates a full range of products and services.
The growth rate of China's total automobile consumption has gradually slowed down, and the opportunities for total growth have decreased. While transitioning from a high-growth stage to a slow-growth stage, it has also gradually changed from quantitative change to qualitative change. The current Chinese automobile manufacturing industry urgently needs to look for structural adjustment opportunities, actively carry out the practice of business model innovation, and actively embrace the reshaping of the relationship between consumers and manufacturers.
From the perspective of the overall consumer goods market, customized demand is particularly evident in the “new generation of consumptionâ€. They have a deeper and more unique understanding of brands and products, and they are more rational. They hope to express their individuality through consumer products instead of Simple to meet the functionality. Therefore, the ability to meet the individual needs has become the key to the manufacturers to seize the new generation of consumers. At the technical level, technologies such as big data and smart manufacturing make large-scale customization of manufacturing possible. An important turning point in the advancement of industrial production technology emerged when Ford introduced the production line. Since then, the manufacturing industry has consistently developed towards standardization, scale and lean. Until the beginning of the 21st century, advances in technology made it possible to meet the needs of large-scale individualized needs. Based on informatization, automation, digital interaction, big data and intelligent manufacturing technology, the boundaries of customization are also extended, from modular and menu-based narrow customizable to multi-dimensional, multi-level and fully customizable extension. Consumers are thus able to interact deeply with vendors or platforms to come up with personalized needs.
The traditional mode of the car OEM can not alleviate the core pain points of consumers
Recently, BCG and a domestic host factory jointly held a life-cycle experience survey around the Chinese car consumers. Combining the previous industry experience and consumer insight, we found that Chinese car users are interested, car-selected, delivered, and used. The pain points in the replacement process can be attributed to four categories:
One-way communication, lack of interaction
Consumers are passively accepted, lacking channels for direct dialogue with manufacturers and platforms for expressing their own needs.
Even if you express your opinions through some non-systematic and unofficial channels (such as market research, etc.), it is difficult to get attention.
Some differentiated needs are difficult to meet through official channels, while the quality of other channels (such as modified stores) is difficult to guarantee, making most non-professional users discouraged.
Product-based, lack of experience
Constrained by the lack of inventory in the offline 4S shop or the lack of online functions, the selection effect lacks visual display
For non-current car purchases, the waiting time of the vehicle is opaque and uncontrollable
Traditional offline dealers have poor service and no complaints
Strong standardization, difficult to show personality
The configuration combination is completely defined by the manufacturer, and the consumer can only passively accept
Vehicle design keeps up with the needs of the masses, lacks individualized elements, and does not reveal personal labels
The service experience is standardized and the individual needs cannot be met.
Experience breakpoints, difficult to upgrade
Emerging feature configurations are difficult to update and upgrade on vehicles that are already in use
Lack of reliable conversion channels, the domestic modification market is relatively low professional
Freely configurable vehicles cannot assess fair value
Consumer complaints are being valued by more and more OEMs, especially in today's consumer spending slowdown and increasing consumer willingness to increase the consumer's long-standing pain points and how to give satisfactory results. The solution is shifting from a pick-and-answer question to a mandatory question. Traditional leaders need to build their own moats by building differentiated advantages, and later are eager to seek the possibility of overtaking in corners. However, the traditional OEM model faces these challenges but is at a loss.
In response to the pain points surrounding the entire life cycle of automotive consumers, the challenges faced by OEMs can be summarized into three major problems:
How to provide innovative products close to mainstream demand in the design and development stage? The traditional practice of the OEM during the development of new models is to initiate consumer market research through its own channels or third parties. There are three major limitations to this approach. The first is the limited amount of data. The data collected in this mode has reached tens of thousands or even hundreds of thousands of dollars. It is quite impressive and has a lot of investment, but the potential consumers of hundreds of millions of cars in the country are still the tip of the iceberg; Second, the validity of the data is doubtful. The respondents are often not real potential buyers. How about the validity of the survey information? The third is the defect of information timeliness. The development cycle of a passenger car starts from 3 to 5 years, and the preferences of consumers change rapidly. Even if the data magnitude and effectiveness are guaranteed, the dilemma of information lag cannot be avoided. In summary, the B-end to C-side research initiated by the OEM has a natural short board, and it is difficult to accurately explore the mainstream market demand in the development stage through traditional methods.
How to solve the personality needs of various long tails after the product launch? After the main engine factory launched a new model, according to its own understanding of the market, combined with its actual situation, launched several configuration combinations (such as comfort version, flagship version, luxury version, etc.). This discrete configuration combination fits the public's needs to some extent, but has to ignore the long tail demand of some consumers. Taking into account the existing operating mode of the OEM, if the configuration is completely open to customers, it will put enormous pressure on the entire supply chain and production, resulting in high costs. On the other hand, the partial modification under the line is not the advantage of the main engine factory that has already adapted to the large-scale production line. Except for some special commercial vehicles, there are few official conversion channels of the main engine factory in the passenger car field.
The changes in mainstream demand are accelerating. How to ensure that products are rapidly changing to meet mainstream demand? After the main engine factory puts the vehicle on the market, it will generally maintain the rhythm of “three years and one small change, five years of major changeâ€, which will promote the continuous follow-up of the model to the changes in mainstream demand and extend the life cycle of the model. However, this speed has been unable to meet the attitude of a new generation of consumers who are more and more “like new and tiredâ€. "If the car can automatically update and upgrade like a mobile phone," this is the metaphor we have heard that best matches the voice of the current car consumers. From the perspective of the OEM, each change is accompanied by huge investment in production equipment and R&D expenditures, as well as time-consuming and troublesome new supplier certification and follow-up system follow-up. All of this requires long-term sales guarantees to maintain the investment income of shareholders, too frequent changes will make most traditional OEMs unable to make ends meet.
In summary, in the face of the painful point of users in the situation of consumer upgrades, if the original model remains unchanged, auto companies will appear to be more stretched. In order to meet the challenges of the new era, the changes that the automotive industry will face in the future will be earth-shaking. In this respect, SAIC Chase made a substantial exploration, and its first C2B car product D90 was officially released on August 8. In the early stages of design, consumers are deeply involved, and the freedom of configuration is also opened to users as much as possible during the ordering phase. Whether the D90 can win the recognition of the market is not known, but the attempt of the model itself is worthy of attention and reference.
Customer experience in C2B mode
From today's perspective, it is difficult to give a precise definition of C2B mode. This is a process of continuous iteration. What we have determined is that C2B is not limited to the customization of products and the technical means of its implementation. It is more a breakthrough in ideas and models. It is the core business principle of “user-centeredâ€. The continuation of the technological era. It is not only to accept the needs expressed by customers, but also to use advanced technology such as big data to deeply explore the subconscious needs of customers. From the scope of coverage, we should not only stay at the product level, but also focus on building services, allowing customers to participate in the process experience, making the relationship between users and enterprises become closer and more temperature.
Back in the automotive industry, the ideal C2B experience should run through the entire value chain of users from interest, car selection, delivery, car to replacement. From product to service, we are fully customer-centric, and we can directly and intuitively meet the direct and unconscious needs of our customers through direct, interactive and fast communication.
Interest stage: Directly interact with potential users through online platform, guiding users to participate in key steps such as product design and pricing. At the same time, we will do big data accumulation and make a comprehensive portrait of our customers. Based on this, we will recommend content to achieve precise marketing. The engineers and R&D personnel will be pushed to the first line of interaction with the customer, and the most professional thinking will be used to answer the customer's questions and establish a temperature connection.
Case: SAIC Datong launched the “MAXUS†platform in 2016 and established a deep direct connection with potential customers before the product was officially released: 18 product definition points were opened during the definition phase, and more than 30,000 items were collected. The user suggested and adjusted the length and driving form of the vehicle according to these suggestions; the design stage collected more than 1,200 user designs, which provided creativity and inspiration for the actual product stereotypes; the verification phase invited potential users to participate in a series of road tests. Continuously absorb improvement suggestions; the pricing stage attracted 660,000 people to participate in configuration options, obtained more than 1.7 million effective price data, and understood the user's configuration preferences and price acceptance intervals by analyzing the price cloud point brightness. During this period, the “My Bank MAXUS†platform continued to introduce user interaction activities, such as “Siege Lions Come†to invite users to face-to-face communication with D90 engineers, to solve the user's questions from the most professional point of view and establish a real temperature connection. .
Car selection stage: giving consumers greater freedom to choose the configuration of the vehicle, truly thousands of people, each car has a unique personality of the owner. And based on data mining, give ordinary users of non-"geek" level a certain configuration recommendation prompt, eliminating unnecessary troubles and helping them to configure properly. At the same time, certain security boundaries must be restricted to avoid security risks during the user's free configuration process.
Case: The D90's ordering system has opened more than 180 matching items in more than 59 matching categories, achieving 10,616 price gradients. At the same time, according to the customer's input in the pre-configuration stage, six popular recommended models are defined to guide the user to make optimization choices and to limit certain special configuration combinations based on security considerations.
Delivery stage: After the user places an order, the feedback time is accurately feedbacked, and the complete OTD information tracking is performed. For example, the production and transportation of a key part are timely fed back to the user end, so that the user can see the production of the car every day on the mobile phone. Links. In addition, if the user has special requirements such as picking up the car in advance, the OTD can be intervened by the fare increase, and the OEM can do special supply chain processing.
Case: After the official launch of the D90, the “Complete Car Calendar†function will be opened to customers. After the customer orders, the production and logistics progress of the customized vehicle can be accurately obtained, and the OTD is fully visualized through the camera installed on the SAIC assembly line.
Car phase: Provides ongoing value-added services and customized freshness to existing users through online and offline means. On-line, based on the massive data returned by on-board sensors, found potential failure risks and improvements. For example, the vehicle AI reminds the user that the tire wear condition is close to the critical value and needs to be tested in the station to avoid safety hazards. On the other hand, software iteration is implemented through remote upgrade technology, triggering function upgrades to provide owners with a continuous freshness. Under the line, the official modification shop can be certified, and some non-security parts with higher update frequency can be screened for customers to achieve continuous hardware upgrades, such as replacing a larger car LCD screen.
Case: Tesla's off-line vehicles in September 2014 have been equipped with first-generation Autopilot hardware, including 1 millimeter-wave long-range radar, 1 front-facing camera, 12 ultrasonic sensors and NVIDIA Tegra3 processor, which are subsequently optimized by software. Gradually open automatic driving functions such as active cruise control, automatic emergency braking, and automatic parking.
Replacement phase: Provides key component technical data and user driving habit data through the data center to assist users in pricing used cars. At the same time, the OEM can provide all maintenance records and issue all the accessories from the original factory to help users get better prices. After completing the purchase of the new car, the data on the original vehicle can be loaded into the new car through the car OS, eliminating the trouble of resetting.
Emerging technology helps OEM model innovation
The basis for the OEM to achieve continuous improvement on the client side is the continuous upgrading of the high-end of the production end. The OEM needs to pay close attention to the application of Industry 4.0 technology in the automotive field, and actively try to protect the source of the model innovation. However, it should be pointed out that although intelligent manufacturing can effectively improve the production capacity of enterprises, the investment is huge and cannot be blindly invested.
We believe that simulation, augmented reality, big data, cloud computing, real-time communication, network security, smart devices, robots, embedded sensors, 3D printing, and smart products are technologies that have broad application prospects in the automotive field. Its application scenarios cover all levels from the production site to the user interface, helping the OEM to complete the comprehensive capabilities from design, production to service. On the production side, the OEM can significantly increase production flexibility, efficiency, quality and speed through the application of these 11 core technologies.
Flexibility: Using automatic robots and 3D printing to achieve fast switching between different operating contents, and realize product diversity on the premise of loss of control efficiency
Efficiency: Real-time communication technology enables effective communication between various parts of the production line and between equipment and products, reducing the need for human intervention; augmented reality technology makes production and maintenance operations more rapid; data communication with suppliers makes Supply chain is more agile and intelligent
Quality: Big data accumulation and analysis help continuous improvement of production processes and reduce defect rate
Speed: Simulation technology greatly accelerates the cycle from design to release, and helps the factory to complete the production line and process debugging at the fastest speed, and enter the optimal operation mode.
The mainframe factory faces five major changes to fully implement the C2B model
Need to clarify that creating a C2B capability for a host plant is not the same as laying out emerging technologies. Limited by the status quo of science and technology development, many hard capabilities cannot be achieved in one step. The OEM should start with an iterative and gradual attitude, starting with the concept and soft power, and gradually transforming the enterprise into a form that conforms to the C2B business logic, until the technology matures. Nature can be a matter of course. In response to the changes that companies need to face, we have summarized five major directions.
From self-built to open design: the original closed development system is transformed into an open platform. The OEM is no longer just a traditional automobile manufacturer. Instead, it builds an open platform, pools social superior resources, and directly connects the supply and demand sides to cause thinking. Collision, providing a source of innovation, and relying on the platform to achieve self-development and self-prosperity. In the open design mode, the OEM provides nodes for users and social resources in all aspects of vehicle building. On the one hand, users express their individual needs through in-depth participation in online design, engineering review and supplier selection. On the other hand, all kinds of automotive talents also find their way through the platform, and excellent projects and personnel can be incubated and developed. C2B's open design concept will achieve development close to customer needs, and also use social resources to enhance the innovation of the automotive industry.
From target development to iterative development: Under the traditional automobile design and manufacturing model, the vehicle enterprise sets goals based on its own judgment on the market, and guides function development and product iteration with this goal. The C2B car requires the car company to listen to the voice of the consumers with an open mind. By satisfying the customer's new individual needs, it forms a good interaction and feedback mechanism with the customer, so as to explore the boundaries of future product customization and customization. Iterative transformation. In order to realize the iterative development, the car enterprises should refuse to use their own core strengths while cultivating the core competitiveness, and adjust the breadth and depth of the future free personality matching through the iterative test mode. At the same time, relying on platform resources (such as crowdsourcing crowdfunding) to achieve additional customer needs in a non-standardized way, through marketing feedback to determine the future free personality configuration upgrade path, to achieve consumer customization and continuous customization. Iterative development uses the voice of the customer to guide the direction of capacity building to ensure the maximum value of resource inputs.
From steady beats to fast response: C2B mode requires automakers to get rid of traditional beat-style product upgrades and build the ability to respond quickly to changes in mainstream demand, allowing customers to always experience the most "in" product elements and continue to maintain product competition. force. In order to establish a capability system for rapid product upgrade, it is necessary to cut through the trend of electrification, network, intelligence, and sharing. The core premise is to properly plan in the design stage, take into account hardware upgradeability, and improve the after-sales collaborative service system. .
From offline operations to digital operations: based on production, supply chain information and interactive experience technology upgrades, the traditional offline operations of car companies are upgrading to digital operations in the C2B era. Information digital technology enables car companies to create new customer experiences, such as instant matching effects, OTD monitoring and tracking, software-defined cars and other traditional offline services that can not be realized, can be achieved through digital technology in C2B transformation, Convenience and timeliness enhance the customer service experience.
From front-end service to full-service: In the C2B transformation, the service function of the OEM is no longer only realized by the dealers. The B-end team also directly participates in the customer service, and the car enterprise transforms into a customer-centric full-service type. organization. The B-end needs the system design and the customer's interactive service mechanism. For example, the engineer/designer directly connects the customer's product consultation, online design and after-sales Q&A, etc., develops more diversified service projects and improves customer-oriented communication skills, and improves straightness. The interactive experience allows customers to enjoy corporate services at zero distance.
The self-transformation of the OEM is only the beginning. C2B will carry out innovations in products, services and business models along the automotive industry chain. Participants in the automotive ecosystem will work together to conduct new explorations under the leadership of the OEM. Especially for suppliers, it is also necessary to meet diversified product mix through improved production methods and supply models, and ready to go deep into the individual needs of end consumers alongside the OEM. No matter who you are, you must have the perseverance to practice your dreams. C2B is a self-revolution that is innovative. Breaking through the boundaries of traditional business is bound to meet challenges. The participants in the automotive industry need to be down-to-earth and firmly believe that overcoming a challenge is progress. .
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