Research on New Marketing Mode of Modern Agricultural Machinery Industry

After the implementation of the national agricultural machinery purchase subsidy policy in 2004, the agricultural machinery market, which has been quiet for many years, has been completely activated. There are many favorable factors, such as loose policy environment, broad market prospects, huge profit margins, strong demand, and strong purchasing power. Under the spring breeze of the night, many new entrants sprang up like mushrooms. They represented companies such as Foton Lovol Heavy Industries, and old companies such as China Unicom Group and Shantu Farming Equipment were also rejuvenated, gaining second place. In the next life, multinational agricultural machinery companies such as John Deere, Case New Holland, Aike, Saima Deutz, Ma Hengda, Kubota, Yanmar and others also entered the Chinese market. The disparities and imbalances in geographical environment, economic basis, demand, and agro-mechanization development level between regions in China have provided a wide range of opportunities for enterprises with disparities in their strengths. Most enterprises have developed ultra-long gauges. . During this period, the agricultural machinery market showed a state of “free competition, a hundred flowers” ​​free competition. Entering the end of 2007, the level of comprehensive mechanization for farming in China has exceeded 40%, and the proportion of agricultural laborers in the entire society has fallen below 40%. This indicates that the development of China's agricultural mechanization has entered the middle stage from the initial stage and is a historic leap in the development of China's agricultural mechanization.

The management mechanism and development mechanism of the middle-stage agricultural mechanization have undergone fundamental changes. According to the development laws of the agricultural economy in the developed countries, the structural level of the agricultural machinery at the intermediate stage will be optimized, and the overall technology level of the product will be improved. The degree of industry concentration will be improved. Firms with strong companies are concentrated, and some companies with weak strength and slow development, and companies with no unique advantages will be eliminated. In the long run, the industry will have a healthy development, but the competitive environment will deteriorate and the threshold for industry entry and exit will rise. For agricultural machinery companies, if they want to survive and grow, they must change their previous product-centric business model. Turning to a market-oriented target marketing model. Fortunately, some of the earlier manufacturers in the agricultural machinery industry that have accepted the concept of marketing have already begun to learn and make bold attempts. Some novel marketing methods and methods have been applied to the sale of agricultural machinery. Here are some examples of better models and analyses. It is hoped that this will give some useful inspiration to the manufacturers operating agricultural machinery.

First, relying on a strong carrier: Foton Lovol "European science and technology, a thread of inheritance" marketing communication strategy

As in the previous few years, Bird's mobile advertising language: "Fighters in mobile phones" and fighter jets are high-tech and high-quality symbols. Ingeniously equating the fighter with the Waveguide mobile phone, Waveguide has vividly highlighted the high quality of the Bird brand and deepened the consumer's perception of the quality of the Bird brand. The well-known brand in the industry is also a carrier that can rely on. Such as: the United States Chrysler Motor Corporation, announced that he is the United States "one of the three major auto companies", make consumers feel that Chrysler is the same as the first and second are well-known cars, thus reducing the distance between the three major car companies . "Seven-ups and non-colas" is a kind of inverse strong link. By confronting Coke, it achieved a level with Coke. The American Avis car rental company's "We are the second, so we work harder," and established a relationship with the market first. It also shows that the second is better than the first and cleverly stands on the first shoulder. Foton Lovol is also a successful player in applying this strategy. From 2006, Foton claimed to rely on the “intercontinental R&D platform” to integrate European advanced agricultural technology concepts and technologies to design products. European products are synonymous with high-tech and high-quality in the eyes of Chinese people. Futian Heavy Industries has skillfully linked European technology with Futian's product technology, changing the audience's perception of the quality of Futian products, and effectively enhancing the popularity of Futian products. Competitiveness has made a wonderful contribution to the marketing of Chinese agricultural machinery.

Second, the channel is king, terminal integration: One drag the group brand image shop promotion project

Modern marketing theory and practice prove that "who controls the channel, anyone wins the customer". In the current highly homogenized domestic agricultural machinery product market, whoever has strong control of the channels will be able to win in the terminal. Since 2007, Ito Group has strengthened the channel control, integrated sales terminal resources, learned from the mature operation mode of 4S stores in the auto industry, actively explored the change of marketing model, guided the development of powerful dealers to scale by establishing brand franchised stores. With the development of specialization, the company will gradually implement a new marketing model that integrates mainframe sales, spare parts supply, after-sales services, and information feedback functions to enhance marketing channel management.

According to reports, the number of the national brands of the Ito Group will reach 40 to 60. The establishment of a brand franchise store is a strategic move by China to expand its product market share, enhance corporate image and product image, and guides through the brand store construction. The business resources of the Group's business units were transferred to outstanding dealers; the users were guided to focus their purchasing power on famous brands.

One-touch brand shop projects have caused great repercussions in the industry. At present, some companies have already studied and followed suit. The establishment of a brand shop has created new concepts and standards for the professional service of agricultural machinery equipment, which indicates that the level of domestic agricultural machinery and equipment has reached a new level, and also indicates that domestic agricultural machinery and equipment have begun to achieve international standards. This kind of advanced marketing model will have a profound impact on the development of China's agricultural machinery industry.

Third, to ensure the "money" way, no worries: Kubota committed marketing model

According to the response of agricultural operators participating in cross-region operations, there are “three fears” in cross-regional operations of agricultural machinery: fear of not finding a job, and fearing that there are irrational charges on the way, and fearing that the work will not give them money. On the surface, this “three fears” are not related to the agricultural machinery manufacturing enterprises. As long as the agricultural machinery production enterprises can ensure that the machines are free of defects, they can give users an account. However, there is a domestic company Kubota has no choice but to meddle in business. In 2007, Kubota introduced a sales policy: users only need to buy a Kubota model of a half-feed harvester, Kubota will ensure that each vehicle in the Northeast 500 to 1000 acres of rice harvest The task of the job is to ensure that the new purchaser has a job.

Kubota's approach to helping new customers to purchase new products is a marketing strategy that is truly based on user needs. It is really for the sake of users and it captures the bottleneck of half-fed rice sales. We all know that at present, the domestic agricultural machinery operation market is still in a semi-mature state. There are many uncertain factors in the operation process. Immature and disorderly markets make the income of the operators without any guarantee. The result is that when the luck is good, it will be more lively. After all, there was no time to do business, and sometimes even the cost of shipping did not come. This factor caused the user to have purchase demand and purchase ability, but the key to hesitating when purchasing the product was the key. Kubota was able to see this, and took care of the livelihood for the users, solving the worries of the users. This was the Kubota company's entry into the Chinese market soon replaced Yanmar, which had entered the company three years earlier, and wanted to become a Chinese half-fed. The main reason for the market leader.

Recalling the twenty-year development history of domestically-funded rice-harvesting machine companies, the biggest difficulty among them was the fact that we did not master the core technology. However, we did not really think of customers as Kubota, and whether they did it in business operations. Is it really oriented to user needs?

Fourth, bank-enterprise joint efforts, credit sales: Futian Heavy Industry "Commercial Loan" marketing model

Credit sales or credit consumption have long been a mature consumer model in foreign countries, and a relatively mature credit sales model has also been formed in China's auto sales and sales of construction machinery. Agricultural machinery sales have been active for companies as early as a few years ago. However, even so, some methods and models currently being tried by some companies are worth our while to learn and discuss. For example, Futian has launched a so-called “Commercial Loan Link” in some areas in China. The specific method of credit sales is to start a business-to-business loan business with a bank from a dealer, and the bank will perform a credit assessment with the manufacturer. According to the bank's assessment of the manufacturer's credit line, the manufacturer will lodge a guarantee with the bank. The dealer will inject a certain amount of funds into the bank, and the bank will enlarge the acceptance quota by 3 times. The distributor purchases equipment from the manufacturer to accept the bill of exchange, and the manufacturer sells the repurchased product in a repurchase agreement to the distributor for a certain period of time.

Compared to the traditional sales model, credit sales are faster for manufacturers to recover funds and take less risk. For users, solve the short-term financial pressure, ensure that they can use machinery and equipment in advance, and get rid of poverty and get rich the day before. As a new type of sales, credit sales are being concerned by the agricultural machinery production and management field and farmers' friends. It is believed that in the near future, like real estate mortgage consumption, credit sales will become another driving force for the healthy and rapid development of China's agricultural machinery industry.

V. Establishing Agricultural Machinery Cooperatives and Extending the Interest Chain: Yufeng Established its Agricultural Machinery Cooperative

At present, the domestic agricultural machinery cooperatives are no longer new, but agricultural machinery cooperatives established by agricultural machinery manufacturers are indeed a new thing. Shandong Yufeng Agricultural Machinery Cooperative Co., Ltd. is the initiator, and its founder is chairman of Shandong Yufeng Agricultural Equipment Co., Ltd. Zhang Zecun said that Yufeng’s establishment of the Agricultural Machinery Cooperative had attracted the attention of relevant leaders of the Ministry of Agriculture. According to reports, the Shandong Yufeng Agricultural Machinery Cooperative adopts modern corporate system operation, enterprise management, and cooperative operation. Cooperatives shareholder’s shares are used to obtain funds. In buying large-scale agricultural equipment, shareholders distribute profits according to the ratio of shares. At present, the cooperative has purchased at least 30 Yufeng brand corn combine harvesters and 30 matching power Dongfanghong-904 tractors with more than 4 million fixed assets.

There are at least four benefits for agricultural machinery manufacturers to set up agricultural machinery cooperatives. First, the market is nurtured. After the establishment of the Yufeng Agricultural Machinery Cooperative, cross-region operations are actively carried out. The cross-region team acts as a “propaganda team” and a “planter” effect. In the work of the district team, farmers can intuitively feel the benefits and effects of corn harvest mechanization, which is much better than advertising and verbal spamming. The second is to promote products. Through cross-region operations, Yufeng’s products are directly opened to the field and the distance between them and farmers is reduced. Farmers can directly feel the performance of Yufeng products. According to the current popular saying, “Experiential marketing "Or "grab the last kilometer of marketing." Third, inspection products, cooperative agricultural machinery products through the operation can test the performance of the machine, you can get a direct first-hand information on product quality improvement, which is better than the product sold to users, so that users through the quality of complaints urged enterprises to improve the quality of the results will be better. The fourth is to solve the employment problem of some people and increase the income of employees.

It is said that Yufeng Agricultural Machinery Cooperatives 2007 performed well in cross-regional harvesting of corn in the northwest, northeast, and Shandong, and was recognized by local growers and the government's agricultural machinery promotion department, which expanded the reputation of Yufeng corn harvester products. One step to achieve volume sales laid a good foundation.

In ancient and modern times, even if a company sells its products to the end, sales are the last link in the company's interest chain, but Yufeng can break the rules, dare to take the lead, and take the initiative to extend the interest chain to try boldly. Helplessness or initiative, whether final success or not, should be worth learning.

Sixth, different "bed" with the dream: Nonghaha and the United States pioneering seed industry company's different industry marketing

Diversified marketing can also be called complementary marketing within a specific scope. It refers to two or more companies that do not belong to the same business field, sharing costs in marketing, reducing costs, improving efficiency, and enhancing market competitiveness. Marketing strategy. The target markets of diversified marketing companies are generally the same or similar. Through the integration of resources, companies in different industries can achieve the integration of several products or services to meet common consumers. Diversified marketing, as a kind of marketing ideological innovation, has increasingly favored by more and more companies. In mid-December 2004, Ordos and Haier launched the "Wool + Home Appliances" performance promotion campaign is one of the highlights.

The cooperation between Nonghaha Company and American Pioneer Seed Company in developing market is also a successful case of different industry marketing. In 2004, the American Pioneer Seed Company found Nonghaha Company to require the two parties to jointly explore the market. At that time, the status of the pioneering company was high. The quality seed cannot be promoted in the domestic market because the price is too high, and the precision seeder that Nonghaha developed in the early years is also not popular because it has no good seeds and high prices. After the negotiation, the decision to cooperate was made by the United States pioneering seed company to subsidize 1,000 yuan for each machine of the farmer's haha ​​precision seeder, and Nonghaha was using its mature channels to help the pioneers in the sales of precision seed drills. The industry promotes seeds and the result of cooperation is 1+1>2. The Nhaha Group, the American pioneering seed industry, and the farmers all benefited from it. The Nonghaha Precision Seeder received a pioneering company’s 1,000 yuan subsidy, and its cost-performance advantage was unattainable. In comparison, the market soon opened up, and Pioneer Seed Co., Ltd. used Nonghaha sales force to shorten the market cultivation period and expand seed sales. Farmers due to the purchase with a very low price to high-quality farm machinery, coupled with a lower seed costs after precision seeder, higher germination rate and seed farmers. I am very willing to use the planter and pioneer.

In this way, two companies that seem to be irrelevant to different industries through a simple and clever marketing mix will open up a vast world for the two companies, "there is no mediocre product, only the mediocre head", Nonghaha Group The complementary marketing may give us some enlightenment for companies that suffer from product failure.