The automotive aftermarket is a service-oriented market that mainly provides services such as washing, maintenance, auto insurance, finance, leasing, and used cars. The market is huge, and it has great development potential and imagination. The user value of the automotive aftermarket should mainly include Satisfy the needs of the vehicle, save user costs and save users. The author of this article will discuss with you the user value of the automotive aftermarket.
Abe, the founder of Douban, said that the user value is more important than the user experience. The story of buying and selling will not last long. We will eventually return to real user value.
However, in the automotive aftermarket, we do not have a consensus on what is the user value and what is the user experience. Often, we only capture the value of some users and ignore the other, or spend too much effort on the user experience. Then, this article tries to analyze what is the value of the users in the post-market, finds the right starting point for it, forms a breakthrough point for the post-market, and finally builds the core industry competitiveness of the post-market.
We know that the automotive aftermarket is a service-oriented market. The customer base serves customers and serves customers as vehicles. It mainly provides various services including washing, maintenance, car insurance, finance, leasing, and used cars. The market is huge, and With development potential and imagination space.
The author believes that the user value of the automotive aftermarket mainly includes three aspects: First, to meet vehicle demand; Second, to save user fees; Third, to save user time. In addition, service attitude, store decoration, return visit, etc. Fall into the user experience.
Customer Value of Automotive Aftermarket
User value is to meet the needs of vehicles
This is the most basic user value of the post-market. It is also the basis for the existence of the industry. I believe that all post-market practitioners agree with this value. This is where everyone has been focusing their efforts. The cars are uncertain. development of.
However, if we can get the car done, can we develop it well?
In fact, it may not be. Many practitioners earnestly manage and do quality. They hope to form a good reputation through solid service and gradually develop and grow.
To tell the truth, I respect these committed bosses. However, after many years of post-market development, industry veterans abound, and because of the emergence of many innovative companies in the auto supply chain, the support for stores has been greatly enhanced. In terms of routine operations such as U.S., Quick Repair, Maintenance, etc., there are actually no insurmountable technical thresholds. Experienced technicians and reliable accessories channels are relatively easy to do. This type of business has a high proportion of the total, supporting hundreds of thousands of maintenance companies.
Even in the overhaul business, there are many 4S shops and high-end repair shops on the market that can be completed. Once a friend asked me, there is no lack of high-quality maintenance capacity in the post-market. I asked him if he can guarantee 1,000 vehicles per month. Can you make a quality repair shop?
In fact, I believe that what is missing in the post-market is the market competition mechanism for the survival of the fittest, which allows the industry to focus on quality efficiency, eliminate the positive incentives for swindling and deceit, and enable quality maintenance companies to develop steadily, stand out, and profitable profit distribution systems. In today's post-market, it is often the case that bad money drives out good money. Good service does not always work well. Poor quality service does not necessarily live well. When the most urgent survival issues are in front of them, quality is often not an issue. The question is, but is not willing or worthwhile.
Why is it that even if you have a good quality of service, there is no guarantee that you will be able to live well in the post-market? Is it true that all industries have irrefutable truths?
This is because there is a characteristic in the post-market, that is, the user's perception of the quality of service is not high. For them, the quality of car repair is like the back of the wardrobe. It is basically invisible. In other words, you use the best accessories. Material and craftsmanship are still slightly inferior. The user cannot perceive or believe that as long as there is no problem on the large surface, they are almost the same when they pick up the car. Even if there is any problem, it will be a matter of months later. It can be said that users Basically, they can't give any effective opinions or evaluations. Their evaluation often reflects the attitude of reception. The decoration of the store is even the face of the boss. It has nothing to do with the quality of true maintenance.
As a result, many technology-based maintenance company owners who have cultivated quality have often felt that their fists have hit cotton. The customer is unaware that it is difficult to identify with the owner. The owner has no choice but to tell if the owner has a good idea. Even more so, after the market There is often a phenomenon of dislocation of the paying principals. Many maintenance company owners rely on the relationship to pull corporate car sources or government vehicles. For these customers, the quality is not as good as the drinks, the service is not as good as a rebate. There is also a repair shop to help the user fictitious accidents to expand the damage. Defrauding the warranty car, these all distort the value orientation of service quality first. It is difficult for users to judge the quality of maintenance, there is no way to use their feet to vote, and the phenomenon of dislocation of paying principals exists, making it difficult for the post market to establish effective The survival of the fittest mechanism.
Similarly, some Internet post market platform companies want to form a closed loop of services through user evaluation. On the one hand, they urge maintenance companies to pay attention to service quality, and on the other hand provide reference for other users, hoping to create a mechanism for survival of the fittest and improve the user service experience on the platform. Industry benign development. However, due to the low accuracy of post-market users' evaluation of maintenance services, they cannot provide enough reference value for other customers, nor can they guide maintenance companies to really focus on maintenance quality (rather than apparent effort). The value of the platform for user selection and industry development is not high.
Some people say that it can help users master certain automotive knowledge, provide a maintenance knowledge consulting platform, or provide an accessory e-commerce platform to improve user's ability to distinguish service quality and accessory materials, thereby improving the transparency of the post-market. But I think This is not in line with the trend of development, because car service is a burden-consuming rather than enjoyment-type consumption, coupled with a low frequency of consumption, all of which determine that we cannot expect users to become specialized. All they need is a post market to provide one. A solution that meets user value and a brand that can be trusted to trust your own vehicle. As for the transparency of the post-market, it can only be solved in our industry.
Many post-markets have joined franchise companies and have exported mature brands, management and service systems to their stores. However, for the stores, the difficulty is not in training and implementation. What is really difficult is how to maintain them, and it is necessary for them to quickly see the increase in passenger flow. Benefits are improved. Only in this way can we have the money to support and have the motivation to maintain good service status and quality. However, because the user’s perception of the quality of maintenance mentioned earlier is low, we have found that quality is doing better and there is not so much passenger flow. Market feedback has obvious lag and inaccuracy.
Therefore, many franchisees do not persist for too long to stop halfway, lose faith in franchise brands, give up high-cost, high-quality services, and return to low-cost operating methods in order to survive. If they do not withdraw from joining at this time, then in turn they will quickly be damaged. Chain brand's own brand strength and trust, disrupt the stable development of the entire affiliate system.
For 4S stores, the problems are equally evident. With the support of the OEM, 4S stores have established the strongest after-sales service system early on. After satisfying the customer value of vehicle demand, the market is undoubtedly the first to be doubted. .
However, as new car sales have fallen in recent years, costs have risen, and competition has intensified, 4S stores have shifted their focus to after-sales service to seek higher profits, and brand licensing has also firmly restricted the use of 4S stores in the post-market. In the end, the service prices have continued to increase, the service level has been declining, and the overall business situation has continued to deteriorate.
From the perspective of user value, the 4S store format is declining both in satisfying vehicle demand and saving user fees. It constantly overdraft trust accumulated by users for 4S shop service quality. For 4S stores, if the business model Can not be changed, Even with the best service quality and customer trust, it can not be invincible in the post-market.
User value is to save user fees
This is also a very important force point. Who can compete to provide users with more price-competitive services.
