·There are eight problems in China's tire industry

At present, after nearly two decades of rapid development, the Chinese tire industry has narrowed the gap with its foreign counterparts in terms of technology. The overall industrial structure is more reasonable than before, but there are still many problems.

First, the output is large.

There is a clear surplus of domestic low-end tire products, which is in a state of vicious competition. The shortage of medium and high-end tire products is basically monopolized by foreign-funded enterprises (especially for the original tires).

Second, the volume is small.

The proportion of the Big Three (Bridgestone, Michelin and Goodyear) in the world's top 75 tires is decreasing, from 43.7% in 2009 to 39.3%.

China has more companies in the world's top 75, and its development speed is relatively fast. The enterprises that entered the top ten have Zhengxin (Taiwan-funded) and Zhongce. In the top 75 rankings, although there are 29 companies in mainland China and 5 companies in Taiwan, total sales are low.

Third, the medium and long-term strategic goals are not clear.

One of the major obstacles to restricting Chinese tire companies to become internationally competitive enterprises is their strategic planning capabilities. One of the reasons why many Chinese tire companies are not strong is that they lack a clear medium- and long-term development strategy.

When formulating strategies, Chinese tire companies are more concerned with setting financial indicators such as turnover or profit, ignoring the strategic positioning of enterprises and how to achieve strategic goals.

Fourth, technological innovation is weak.

The so-called new products and new technologies of Chinese tire companies are mostly based on imitation, not real innovation. In the extensive development, expansion in irrationality, technological progress and slow product upgrades are important triggers for the current tire industry profits.

Although domestic tire companies have made breakthroughs in local technology, they have not kept pace with the research and development of mainstream developed countries in terms of overall technology research and development, and it is difficult to compete with international giants in the high-end products field.

Fifth, management efficiency is not high.

From the perspective of economic management, the management efficiency of Chinese tire companies needs to be improved; the key is to choose an effective management model.

Sixth, the brand reputation is general.

The brand reputation of China's tire products is far less than that of foreign brands; the key is to improve product quality, improve product qualification rate and improve customer satisfaction.

Seventh, advanced marketing methods are not quoted.

At present, China's tire marketing methods are divided into: direct sales of manufacturers, direct sales to large customers, agency operations, e-commerce and chain operations, compared with foreign advanced tire market, the gap is large.

Although domestic tire e-commerce has sprung up and actively deployed online channels, China's tire e-commerce marketing is still in its infancy or initial stage. Therefore, its ability to guide consumers is weak, usually by price wars, leaving the industry in a vicious circle.

Eighth, the talent pool is insufficient.

The talent reserve and team building capacity of China's tire enterprises need to be strengthened; high-end talents, especially international management talents, are lacking.

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