In the rapid growth curve of China's auto market sales, there was a turning point in 2004, and sales in the Chinese auto market slowed down. The plan for increasing production and expanding factories formulated by various manufacturers at the beginning of the year was to reduce production and cut prices instead. The sales plan at the beginning of the year was only a digital symbol, and the vehicles in inventory were greeted with great enthusiasm. Relevant data show that the overall sales of the Chinese car market from January to October 2004 were only 15% higher than last year, and that the monthly sales in October once again showed negative growth year-on-year. In contrast, under the background of the automobile market in the Great Depression, Beijing Hyundai sales increased month by month, total sales from January to October increased by 162% year-on-year, sales in October increased by 220% year-on-year, sales reached 16750 units, sitting firmly in the industry With four chairs and a single car ranking, Beijing Hyundai closely followed Shanghai Volkswagen and FAW-Volkswagen, ranking third, and to achieve all this, Beijing Hyundai had only two products with only two products. On October 18, Beijing’s modern two-year birthday. In the same month, Beijing Hyundai Sales achieved 16,750 cars and a birthday ceremony, which laid the foundation for Beijing Hyundai to become a Chinese auto company. "The user's needs determine everything and have a profound understanding of the market and users" is the foundation of Beijing's modern success. Due to deep investigation, Beijing Hyundai hired professional survey companies to carry out large-scale market surveys on the Chinese market conditions and consumer spending habits before the production of Sonata and Elantra, and improved the models based on the survey results. Before and after the listing, various test drive activities were organized to improve products based on the second time; according to the economic conditions and psychological bottom line of the Chinese people, efforts were made to control costs, reduce profit margins, and adopt a “low-cost entry†pricing strategy; in addition, sports marketing and The comprehensive use of various marketing methods such as cultural marketing has not only made Beijing Hyundai's corporate brands, Sonata and Elantra's product brands deeply rooted in the hearts of the people, but has also reversed the impression of Korean cars in the minds of the people. After paying off, Beijing Hyundai Sonata and Elantra have received a warm welcome from Chinese society and consumers. Elantra also held a joint conference with the authority of the Chinese automobile industry, such as China Machinery Industry Enterprise Management Society and China Automotive Engineering Society in June this year. In the “China Automotive Market Surveyâ€, it won two titles: “China's Ideal Family Car of the Year†and “Better Car with Better Value for the Yearâ€, and it was the only mid-size sedan that was selected as “Better Car with Better Price/Performanceâ€. Internationally, in the 2004 customer satisfaction survey released by the most authoritative Strategic Vision survey company on October 6, Elantra won the first place in its class with the absolute advantage of 780 points, and was selected as the “most Valuable car." To judge the situation, take the initiative to attack, to exchange prices for the market is another magic weapon for Beijing's modern victory. In September, Beijing Hyundai's full line of products reduced its price by 10%, showing its strong market offensive. Among them, Sonata was reduced to 149,800 to 2,280,000 yuan, the lowest breakthrough was 150,000; and Elantra was reduced to the current 112,800 to 151,800 yuan, breaking 120,000 yuan, which broke the psychological bottom line of consumers. Beijing Modern Deputy General Manager Guo Qian explained the price cuts. “To occupy more market share at a lower selling price and high cost performance is the Korean car, and it is also the consistent strategy of the Hyundai Group in the global automotive marketâ€. Analysts believe that this strategy has been fully reflected in Beijing Hyundai, a modern Chinese joint venture in South Korea, through this price cut. Looking back, the past four months have also been a four-month rise in Beijing’s modern sales rankings. In the sales ranking released by the Chinese auto industry at the end of July, Beijing Hyundai ranked seventh; as of the end of August, with the overall demand for cars falling by 3.3%, Beijing Hyundai sales rose by 18.3%. For the first time, Beijing Hyundai’s sales rankings entered the fifth place in the nation’s car companies, which is a two-point increase compared to its sales ranking in July. Elantra ranks first in the same-class auto market and holds a market share of more than 15%. In September, Beijing Hyundai sales increased by more than 23% from the previous month to 15,570 units, setting another record high, in which Elantra’s sales have again become historic. The breakthrough reached 12,087 units, ranking the first place in the mid-level sedan; in October, Beijing Hyundai continued to maintain its momentum and its sales increased rapidly to 16,750 units. Beijing Hyundai’s monthly sales ranking also ranked fourth. Continuing this growth rate, Beijing Hyundai can successfully achieve the 150,000 sales target set at the beginning of the year. It is worth pondering that this figure will be three times the 52,000 sales of Beijing Hyundai in 2003. Correspondingly, the overall automobile market in China is expected to grow by about 20% for the full year, far below the growth rate of the previous two years. In 2004, Beijing Hyundai will also prepare for the production capacity of 300,000 vehicles in 2005. It is ready to increase investment and start planning and construction of the second factory. It will be worth looking forward to what kind of sales curve Beijing Modern will draw.
The second anniversary of the inventory - Beijing Hyundai ranked fourth in car sales
In the rapid growth curve of China's auto market sales, there was a turning point in 2004, and sales in the Chinese auto market slowed down. The plan for increasing production and expanding factories formulated by various manufacturers at the beginning of the year was to reduce production and cut prices instead. The sales plan at the beginning of the year was only a digital symbol, and the vehicles in inventory were greeted with great enthusiasm. Relevant data show that the overall sales of the Chinese car market from January to October 2004 were only 15% higher than last year, and that the monthly sales in October once again showed negative growth year-on-year. In contrast, under the background of the automobile market in the Great Depression, Beijing Hyundai sales increased month by month, total sales from January to October increased by 162% year-on-year, sales in October increased by 220% year-on-year, sales reached 16750 units, sitting firmly in the industry With four chairs and a single car ranking, Beijing Hyundai closely followed Shanghai Volkswagen and FAW-Volkswagen, ranking third, and to achieve all this, Beijing Hyundai had only two products with only two products. On October 18, Beijing’s modern two-year birthday. In the same month, Beijing Hyundai Sales achieved 16,750 cars and a birthday ceremony, which laid the foundation for Beijing Hyundai to become a Chinese auto company. "The user's needs determine everything and have a profound understanding of the market and users" is the foundation of Beijing's modern success. Due to deep investigation, Beijing Hyundai hired professional survey companies to carry out large-scale market surveys on the Chinese market conditions and consumer spending habits before the production of Sonata and Elantra, and improved the models based on the survey results. Before and after the listing, various test drive activities were organized to improve products based on the second time; according to the economic conditions and psychological bottom line of the Chinese people, efforts were made to control costs, reduce profit margins, and adopt a “low-cost entry†pricing strategy; in addition, sports marketing and The comprehensive use of various marketing methods such as cultural marketing has not only made Beijing Hyundai's corporate brands, Sonata and Elantra's product brands deeply rooted in the hearts of the people, but has also reversed the impression of Korean cars in the minds of the people. After paying off, Beijing Hyundai Sonata and Elantra have received a warm welcome from Chinese society and consumers. Elantra also held a joint conference with the authority of the Chinese automobile industry, such as China Machinery Industry Enterprise Management Society and China Automotive Engineering Society in June this year. In the “China Automotive Market Surveyâ€, it won two titles: “China's Ideal Family Car of the Year†and “Better Car with Better Value for the Yearâ€, and it was the only mid-size sedan that was selected as “Better Car with Better Price/Performanceâ€. Internationally, in the 2004 customer satisfaction survey released by the most authoritative Strategic Vision survey company on October 6, Elantra won the first place in its class with the absolute advantage of 780 points, and was selected as the “most Valuable car." To judge the situation, take the initiative to attack, to exchange prices for the market is another magic weapon for Beijing's modern victory. In September, Beijing Hyundai's full line of products reduced its price by 10%, showing its strong market offensive. Among them, Sonata was reduced to 149,800 to 2,280,000 yuan, the lowest breakthrough was 150,000; and Elantra was reduced to the current 112,800 to 151,800 yuan, breaking 120,000 yuan, which broke the psychological bottom line of consumers. Beijing Modern Deputy General Manager Guo Qian explained the price cuts. “To occupy more market share at a lower selling price and high cost performance is the Korean car, and it is also the consistent strategy of the Hyundai Group in the global automotive marketâ€. Analysts believe that this strategy has been fully reflected in Beijing Hyundai, a modern Chinese joint venture in South Korea, through this price cut. Looking back, the past four months have also been a four-month rise in Beijing’s modern sales rankings. In the sales ranking released by the Chinese auto industry at the end of July, Beijing Hyundai ranked seventh; as of the end of August, with the overall demand for cars falling by 3.3%, Beijing Hyundai sales rose by 18.3%. For the first time, Beijing Hyundai’s sales rankings entered the fifth place in the nation’s car companies, which is a two-point increase compared to its sales ranking in July. Elantra ranks first in the same-class auto market and holds a market share of more than 15%. In September, Beijing Hyundai sales increased by more than 23% from the previous month to 15,570 units, setting another record high, in which Elantra’s sales have again become historic. The breakthrough reached 12,087 units, ranking the first place in the mid-level sedan; in October, Beijing Hyundai continued to maintain its momentum and its sales increased rapidly to 16,750 units. Beijing Hyundai’s monthly sales ranking also ranked fourth. Continuing this growth rate, Beijing Hyundai can successfully achieve the 150,000 sales target set at the beginning of the year. It is worth pondering that this figure will be three times the 52,000 sales of Beijing Hyundai in 2003. Correspondingly, the overall automobile market in China is expected to grow by about 20% for the full year, far below the growth rate of the previous two years. In 2004, Beijing Hyundai will also prepare for the production capacity of 300,000 vehicles in 2005. It is ready to increase investment and start planning and construction of the second factory. It will be worth looking forward to what kind of sales curve Beijing Modern will draw.