After Ma Chunji's "Storm Waves" Says Heavy Steam
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"Although the wind blows, it is better than a stroll." When the reporter saw Ma Chunji again in early 2007, the first sentence that popped out of his mind was Chairman Mao’s verse. In 2006, CNHTC experienced another big storm again. The heavy-duty gas in the storm under the command of Ma Chunji, the “helmsmanâ€, not only did not overthrow, did not stop, but took the wind and waves, and then made great achievements.
Recalling when Ma Chunji took over China National Heavy Duty Truck in 2000, what kind of crisis CNHTC faced. However, Ma Chunji was hard-working in a big storm, transforming a company that sells 3,000 cars a year, on the verge of bankruptcy, to an annual sales volume of more than 40,000 vehicles (2005) and a strong profitable company.
Similarly, in 2006, Chunghwa hit a wave of disagreement with Weichai and encountered all kinds of unfavorable rumors. However, Ma Chunji successfully managed to "steer" the "rudder" on CNHTC's "ship" and led the company to break through its sales volume. The goal of 60,000 vehicles. After another big storm, Ma Chun-chih will lead the heavy truck where to go?
2006 Heavy truck is not easy
In 2006, one of the most notable events in the heavy truck industry was the release of the engine of China National Auto Group. From the outsourcing of the engine, to its subsidiary Hang Fat Plant to the production of Sinotruk Engines, and to the production of the Zhangqiu Engine Plant, the heavy-duty truck not only became the third heavy-duty engine manufacturer (after the FAW Liberation and Dongfeng Commercial Vehicles). , also because of this incident and "famous."
An industry source told reporters that although heavy-duty trucks have acquired engine drawings and technologies since the introduction of Steyr technology, mastery and manufacturing are two things. “But from the results of the sales of heavy trucks that exceeded 60,000 vehicles last year, users have The vehicles equipped with the engines of China National Automotive Industry Corporation are still relatively approved, which shows that the problem of engine bottlenecks is basically solved."
"The engine is a test for us, but heavy truck has experienced this test, and eventually has its own engine." Ma Chunji explained this, "Now we have purchased almost all of the common parts such as tires and glass from the outside. Parts are produced within the CNHTC Group."
According to Li Qingwen, president of the Commercial Automotive News Service, a large number of parts and components companies including the engine, especially key parts and components companies, are the unique core competitiveness of China National Heavy Duty Truck and one of the sources of technological innovation for CNHTC. Ma Chunji said that the engines, axles and other components are produced by themselves and there are many controllable factors. “The potential for cost reduction is very great.â€
Sales of 60,000 cars, accounts receivable 30 million?
Many people who saw the news estimated that it was difficult to believe that a company whose sales exceeded 60,000 units and sales revenue was 21 billion yuan had no more than 30 to 40 million yuan in accounts receivable in 2006. “The accounts receivable of CNHTC in the transition from 2004 to 2005 were only 28 million yuan, and it will not exceed 30-40 million yuan in 2006.†The reporter was confirmed by Ma Chunji.
"The real cheer for the CNHTC people is not only the increase in the total business volume, but also the improvement in the quality of operations." He said, "The contribution of the "one-line pass" project is very large."
From a few years ago, Cai Dong, General Manager of CNHTC, developed a “one-line communication†information management system with a group of people and horses. By today’s sales, parts, services, and production, the “One-Line Communication†project has been fully applied. Receivables management has been very complete. “Basically, dealers will place orders. Heavy Trucks will receive the information and begin to place orders with the parts suppliers. Then the production will be organized and the loading will be completed in about 7 days. However, the balance must be paid in order to deliver the car. "Ma Chunji explained this way.
Ma Chunji said that in 2006, SINOTRUK's "One-Line Communication" has enabled the company to implement code management for each major component of CNHTC. No matter where maintenance is done after the user buys a car, CNHTC headquarters can keep up-to-date with the latest vehicles. Usage condition. More importantly, “One-Line Communication†has made zero inventory possible through comprehensive production orders, parts orders, and order-based management of sales, and has helped Zhongqi’s “a single-vehicle cost reduction of 10,000 yuan per year for three years in a row.†. The company's economic operation quality in recent years is very good, and its ability to resist risks has also been greatly enhanced.
"The establishment of a steel network is conditional."
At the 2007 annual business meeting of China National Heavy Duty Truck Group, Ma Chunji proposed the network construction goal of the "Double Thousands" project, namely the development of 1,000 heavy-duty truck dealers, retrofit factories and 4S stores, and 1,000 service stations within three years; And want to make heavy truck's marketing service network into a steel network. "The concept of the steel network is not only quantitative but also qualitative." Ma Chunji said, "The most important thing is to further cultivate the loyalty of dealers and service providers."
“In 2000, when I first came to CNHTC, there were more than 1,400 sales companies and sold more than 3,000 vehicles in total.†Ma Chunji later made drastic adjustments to the redundant sales force and promoted sales. The conversion of the company’s personnel roles has changed from the original sales of its own heavy trucks to instructing dealers to sell heavy trucks, while the sales staff also devoted all their energy to market research, business policy formulation and implementation, and network supervision.
"The construction of the steel network is conditional: it is necessary to return the market to equality and give everyone an equal footing." Ma Chunji said with emotion: "If manufacturers also sell cars and distribution partners also sell cars, then dealers must be better than manufacturers. Come on, how fair can it be?†He used a “harmonious and win-win†to describe the relationship between manufacturers and distribution partners.
From the words of Ma Chunji, we can see that the “extension†of “steel†lies in the continuous expansion of dealers and service providers, while the “connotation†is more a result of the sense of belonging and stronger sense of loyalty of network units – this is also One of the core competencies that CNHTC deliberately builds.
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