BMW: Localization Strategy In Rome As The Romans Do

The Chinese market has become BMW's third largest market in the world. In China, BMW is also like other high-end cars. brand Similarly, we began to accelerate the layout of the two or three line market, and even advance to the four line market. Xu Zhijun, President of BMW China Automobile Trading Co., Ltd., said: BMW can succeed in the Chinese market, and one of the great driving forces is localization. strategy Success.

BMW's comprehensive localization, including product, management, marketing and so on, integrates the things that we want to integrate into Chinese elements, so that China can more kindly understand the charm of BMW brand. BMW is in China. market A long-term strategy that has always been adhered to. There are three specific strategies.

Strategy 1. Network development and service synchronization. By the end of 2010, BMW had authorized more than 200 distributors, covering many two or three line cities, or even four line cities. In 2011, the dealer network will continue to expand rapidly, of which two or three line cities will be the focus of work. BMW plans to increase its number of dealers in the Chinese market by at least 50 in 2011, and further expand to 234 tier cities. BMW takes 4S store business mode, but its size is different according to market demand. It is divided into A, B, C, D and E categories, that is, according to its sales potential and after sales capacity, each district needs to judge how large-scale it needs. The aim is to ensure that dealers are in good condition and provide good services and meet their needs. BMW takes the expansion strategy of multi store Liancheng. In this process, the focus of BMW's sales is to ensure the supply of spare parts and provide good services. At the same time, we first set up a service organization for the newly opened market, so as to establish reliable sales support channels.

Strategy two, product extension is closely related to market orientation. Localization of products is another major pursuit of BMW. To this end, BMW has taken two measures: first, to directly import products and technologies that are suitable for the Chinese market; the two is to tailor products for the Chinese market.

Strategy three, launch a financial product purchase plan. As a high-end car BMW, it is clear that consumers want to own it is not easy. To solve this problem as much as possible, BMW has launched different financial products and purchase plans. BMW's financial products and services include standard loan products, standard elastic loan products and second-hand car loan products: customers can pay the first payment for a certain proportion of the purchase amount when buying a car, while the loan part is paid in the form of equal monthly payment within the loan term; or the person pays the first payment for a certain proportion of the purchase amount, and at the same time chooses a certain proportion of elastic tail, paying the loan in the form of equal monthly payment within the term of the loan. At the end of the loan term, it can pay off the tail money at once or renew the loan at the end of the loan. Or by buying the second-hand car loan service, buying the second-hand car to realize the desire to own BMW. In addition, BMW launched a zero interest rate car buying scheme in 2008 to provide customers with two choices: a two-year zero interest rate vehicle, that is, the customer's down payment vehicle 30%, the balance paid equally in 24 months, and the three year zero interest rate vehicle, that is, the customer's down payment vehicle 40%, and the balance is paid within 36 months on average. This loan purchase scheme covers 19 cities in 123 cities.

BMW's three sales strategies for Chinese local market and consumers have made good achievements. Then, what is worth thinking about in China's localization automobile manufacturing enterprises is how to make use of the advantages of the local home game to create a marketing model with Chinese characteristics when facing such a "crafty" competitor?