Since 2019, facing the still deeply adjusted agricultural machinery market, multiple agricultural machinery enterprises in the industry have focused on resources and implemented multiple strategies, achieving a successful start. Experience has proven that as long as we first grasp the three core demands of "quality, value, and service" that users are highly concerned about, and fully facilitate the two important links of sales channels and customer relationship management construction, it will help enterprises improve their success rate of growth against the trend.
Grasp the three core demands of users
Fully meet the core demands of agricultural machinery users, create differentiated advantages in quality, value, and service, build a first mover advantage in market competition, and seize the commanding heights of future development.
To create product quality advantages. Quality determines the sustainable development capability of an enterprise. In recent years, most of the well developed agricultural machinery enterprises in China are leading in product quality. Our country's agricultural machinery products such as tractors and supporting agricultural machinery operate for about 10 days per year in winter wheat areas, and about 1 month per year in single season planting areas in the northwest and northeast. The usage time is relatively short, the working conditions are complex, and users are as precious as gold. Once product quality problems occur, it will affect the user's annual operating income and work quality level.
According to industry experts, most of China's agricultural machinery products can meet the requirements of functional conventional parameters, but there is still room for improvement in product reliability and quality stability. At present, there are more than 300 large and medium-sized tractor and harvesting machinery manufacturing enterprises in China, and most of them need to improve their quality assurance capabilities. Compared with similar products of multinational corporations, their quality competitiveness needs to be fully formed.
To comprehensively improve product quality, agricultural machinery enterprises in our country need to strictly control process quality and form closed-loop management; Optimize quality value chain management, starting from design, procurement, production, inspection, and service, adopt zero tolerance for quality issues, and form a hierarchical accountability and full coverage system; Strengthen employee training, comprehensively enhance quality awareness and standardize quality behavior, and eliminate factors that may cause quality hazards.
Secondly, strive to enhance product value. In the past two years, there has been a frequent phenomenon in the agricultural machinery market where one company promotes and multiple companies follow up. Relying on price competition to harm competitors will ultimately harm oneself, and value competition is the path to development. To achieve value competition, the first step is to build the business value of the product, innovate the product research and development model, and form the ability to produce one generation, trial produce one generation, research and development one generation, and reserve one generation. Secondly, it is necessary to strengthen product testing and targeted improvements under agricultural machinery and agronomic conditions in the Northeast, Northwest, and Winter Wheat regions, in order to avoid the phenomenon of a single product being sold nationwide and systematically address the individual needs of users in agricultural operations. Furthermore, efforts should be made to construct a multi-dimensional development pattern of strategic products, development products, competitive products, and containment products based on regional competitive differences, in order to meet the development demands of users at different levels.
Thirdly, to provide comprehensive after-sales service. Although the level of service supports the marketing capabilities of enterprises, there are still some agricultural machinery enterprises that neglect the construction of service capabilities. To comprehensively improve the after-sales service of agricultural machinery enterprises, it mainly includes strengthening the construction of service systems, enriching service resources, improving service networks, enhancing service capabilities, and building differentiated service advantages; Build a service training platform around the enterprise's industrial chain and product endowments, strengthen collaborative training between internal and external service teams, and jointly improve service skills; Comprehensively improve service response and accessory supply capabilities, etc.
Jxbanner3 (3)
Smooth the two major paths of "marketing channels and customer relationship management"
Agricultural machinery production enterprises should strengthen channel construction and customer relationship management, comprehensively enhance terminal supply capacity, and strive to achieve a win-win situation for enterprises, channels, and users.
To facilitate smooth marketing channels. From the current market performance, some agricultural machinery enterprises have lost their scientific judgment on channel development and are unable to regulate the management of terminal channels, resulting in some phenomena that are not suitable for the market. Mainly manifested in areas such as prioritizing sales over capabilities, prioritizing short-term over long-term, and prioritizing one's own side over the other. Some agricultural machinery enterprises use policy leverage to encourage or force distributors to purchase goods, but the market situation is not good, resulting in a large inventory of distributors and difficulties in operation.
The market is like a battlefield, where enterprises and distributors not only have an intersection of mutual adaptation and conflict, but also face cooperation in collaborative competition and common development. Firstly, it is necessary to smooth the marketing channels of agricultural machinery enterprises. Enterprises should improve the management and execution capabilities of marketing personnel internally, strengthen the development and control of channels externally, and improve the precision and consistency of market competition; Secondly, attention should be paid to protecting the existing sales network of dealers, considering their profitability, and providing corresponding special support such as purchasing funds, storefront construction, sales expenses, and product promotion. Encourage dealers to become more refined and specialized in sales, strengthen and expand the market, and optimize customer management; Finally, a long-term win-win mechanism should be established. Build a long-term development mechanism for agricultural machinery enterprises and agricultural machinery channels, shifting from non monopoly to monopoly, from business to industry, and from focusing on sales to development, comprehensively improving the profitability and development level of channels.
The second is to continuously strengthen customer relationship building. At present, customer relationship management still has a long way to go in China's agricultural machinery market. According to the investigation, multiple enterprises and distributors have not established customer relationship management systems and lack corresponding organizational resource investment, making it impossible to conduct systematic analysis and research.
Agricultural machinery enterprises and distributors need to collaborate to establish agile customer relationship management and deepen customer relationship building. Firstly, it is necessary to deepen customer big data research, analyze the demand characteristics of the purchasing group, main sales models, purchase time, consumption ability, etc., identify weak links and development patterns in customer relationship construction, and deeply explore the "rich mines" of customers. Next is to build and manage customers in different dimensions. Targeted efforts will be made to strengthen the relationship construction between agricultural industrialization organizations, agricultural machinery cooperatives, and other purchasing organizations, and to strengthen the cooperative relationship between both parties. Focusing on the demand for full process agricultural operations, enriching the industrial chain, providing users with a package of equipment services for cultivation, management, and harvesting, and carrying out full process nanny style services for agricultural equipment operations. Promote the extension of the value chain, provide corresponding agricultural inputs and production materials required for agronomy, and then export them. Moreover, we should build an "Internet plus" operating platform, and use new technologies such as cloud computing, the Internet of Things, big data, and new carriers such as WeChat and e-commerce to realize the comprehensive connection and rapid development of networked marketing channel resources, innovate marketing models, and improve product sales, so as to comprehensively build a new competitive format of agricultural machinery market.