If there is a lack of brand magic such as Procter & Gamble's powerful companies, they will rush to play "multi-brand games," and once the backyard catches fire, it will not be able to calm down the scenes and eventually burn itself.
When Unilever has nearly 2,000 brands, L'Oréal has more than 500 brands, and P&G has more than 300 brands, dominating the world's strongest companies and applying multi-brand strategies to the realm of perfection, the “Happy Lifestyle of Producing People and Vehicles†More and more car companies admire such a "more children and more blessings," the prosperous day.
Judging from the global truck industry, the former Daimler trucking empire once held six truck and commercial vehicle brands such as Mercedes, Sterling, Freightliner, Weststar, Mitsubishi Fuso and Setra; the high-profile Volvo truck The Kingdom has already pinched four truck brands such as Volvo, Renault, Mike, and Nissan Diesel, and is currently dominating the famous Chinese truck brand, Dongfeng; Man Truck owns 6 people including Mann, Steyr, Eve, Stahl, and Mannars. Truck brands, such as Paka and Iveco, also have three truck brands; even GM, Volkswagen, and Toyota, which specialize in cars, own two or three commercial vehicle brands.
From the perspective of the development trend of international auto companies, whether it is the GM who specializes in cars, or concentrates on the Volvo flow of trucks, many auto giants inadvertently take multi-brand development. In the domestic truck industry, in July 2003, Dongfeng Commercial Vehicles, China’s No. 1 and the world’s top three, made a clear-cut statement after a year of joint venture with Nissan that “the implementation of a multi-brand strategy will lead to internationalization.†This is still domestic New world view, car concept and brand concept of truck industry.
The multi-brand strategy of some truck companies in Europe has also come to fruition. In particular, Volvo has successive truck brands such as Volvo, Renault and Mike, and these three brands have their own market positioning.
The author observes that since the negotiations with Nissan in 2002, Dongfeng has actually begun to consider a multi-brand strategy under the guidance of multi-win ideas: tolerate and gather more dominant brands, strengthen its own brand strength, and provide users with wider The choice of space can also facilitate the adjustment of the layout and division of labor during the development of the company and achieve rapid expansion and leapfrog improvement.
The original intention of Dongfeng Commercial Vehicle's multi-brand strategy is to seek global brand resources under the Dongfeng brand's premise and use it for my own purposes. And this brand is a strong brand - definitely not inferior to Dongfeng's brand.
Weak and unbranded. This combination of strong brands is a complement to technology, products and markets, and a win-win for capital: in the high-end market, I can introduce without this level of product and use my network for sales; he does not or cannot produce The products, my brands and products can also enter his network for sales. But the premise of all this is that you must have an independent brand and have the ability to continuously develop independently.
Although this was a formulation three or four years ago, the strategic thinking of this multi-brand development is very realistic. Dongfeng Liuqi has become a strong force for Dongfeng Commercial Vehicles with its multi-brand strategy such as Dongfeng, Chenglong, and Balong; Dongfeng Motor and Dongfeng Motor Co., Ltd., a joint venture of Dongfeng and Nissan, implemented Dongfeng and Nissan’s dual-brand strategy and left room for future joint venture brands. The successful resolution of the "national brand" problem not only achieved a win-win and win-win situation, but also changed from a joint venture to a harmonious one.
Today, four years later, SAIC, Iveco and Chongqing Zhongqi formally established SAIC Iveco Hongyan Commercial Vehicle Co., Ltd. This company not only owns two Chinese brands of Hongyan and Steyr, but also owns Iveco's foreign brands. There are joint ventures between the Chinese and foreign companies. Such a multi-brand strategy may be one of the requirements for joint venture marriage between Chinese and foreign commercial vehicle companies.
Unfortunately, this "sesame-opening" spell has only been learned and tried.
If so, several years ago may be able to achieve a few of the world's truck giants and Chinese truck companies! A couple of years ago may be able to save the marriage of one or two world trucks and Chinese heavy trucks!
If so, will the "many" truck family be sure to "more fun", "more happiness" and "more life"? Not completely! Don’t you see, Scania, who is not keen to unite and reorganize, insists on self-development. Little days are not worse than others!
However, if there is a lack of brand magic such as Procter & Gamble's powerful companies, they will rush to play "multi-brand games," and once the backyard catches fire, it will not be able to calm down the scenes and control the overall situation. It may actually be "hogging wolf into the room" and eventually playing self-immolation. Because so far, the "multi-brand strategy" is still only a few strong multinational big names playing the game, no one in the Chinese auto industry has been able to dance, heart and soul.
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