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The stage of agricultural machinery market adjustment needs to be rescued by itself
[ China Agricultural Machinery Industry News ] This year, the agricultural machinery market has shown a trend of deep structural adjustment. Agricultural machinery enterprises and dealers are under the dual pressures from market opportunities and challenges. Market competition practices have once again proved that competitors are often not hit by competitors, but are often limited by their own ideas.
China's agricultural machinery market has entered from the traditional medium-to-high-speed growth to the new normal of speed adjustment and kinetic energy transformation. The transformation and upgrading has become the main driving force for quality development. The current market competition is more diversified and complicated, showing the precursor of deep reshuffle in the industry. In the first ten months of this year, the decline in leading products such as large and medium-sized trailers and harvesters reached 25% and 26% respectively, and sales of many traditional agricultural machinery and dealers declined.
The cyclical and structural factors are superimposed, and the market presents obvious phase characteristics.
First, some raw materials rose in price, restructuring production and sales synergy. In the context of supply-side structural reforms, the de-capacity will be accelerated, environmental protection will be upgraded, and the implementation of the measures will limit the release of production capacity of non-compliant enterprises at the current stage, and promote the withdrawal of capacity of non-compliant enterprises. The original supply chain of agricultural machinery enterprises has been broken, the supply of raw materials has tightened, and the demand for the mainframe enterprises has increased synchronously. The new supply system has been rapidly reconstructed to ensure a new balance between production and sales.
Second, corporate promotions have intensified and market demand has fluctuated. Affected by various factors such as a decline in the total subsidies for agricultural machinery, a reduction in the amount of subsidies for individual products, a serious overdraft of Guoji products, and a decrease in the income of some regional users, some users have reduced purchasing power and willingness to purchase. In order to fulfill the business objectives for the whole year, the agricultural machinery enterprises began to implement large-scale and wide-ranging product promotion from the beginning of the year to seize market opportunities, and individual products even appeared to be inverted by manufacturing costs and sales prices. Despite the corresponding decline in the growth of large and medium-sized trailers and their supporting agricultural machinery and harvesting machinery, the high horsepower tractors with a capacity of more than 130 horsepower and the wheat with a feed rate of 7 kg/s or more showed a good development trend; power shifting and power-shifting tractors And the vertical axis flow harvesting machinery maintains the rigid demand and becomes the highlight of the market development and industrial transformation.
Third, the operating profits of some enterprises have decreased, and short-term development has presented challenges. The market competition has intensified, the company's promotion efforts and the rising prices of raw materials have caused the manufacturing costs of agricultural machinery enterprises to rise, the sales prices to decrease, and the development capacity of enterprises to decrease. Some dealers face the price war by adopting price reduction promotion, or facing the problem of high inventory and difficult capital turnover. The market development, after-sales service and other capabilities are significantly reduced, and the focus of channel distribution is shifting and changing.
The upgrading of the agricultural machinery industry, the switching of new and old kinetic energy is also accelerating, and the periodicity of industrial development and the stage of market adjustment are simultaneously faced and superimposed. The market's pain is temporary, and the future prospects continue to be optimistic. Every time the agricultural machinery industry transforms and upgrades, there are a number of leading and technologically advanced enterprises that lose their leading edge because they cannot keep up with the resource adjustment, capacity improvement and concept innovation of industrial upgrading. The tractor industry has experienced a number of leading companies in the industry since the small four-wheel, middle-wheel towing, and large-wheel trailers. In particular, in the 1990s, there were many small four-wheeled enterprises with annual production and sales exceeding 100,000 units. It disappears in the industrial upgrading; the typical rice harvesting machine of harvesting machinery can be seen from the single drum, double drum and vertical axial product upgrading laws. Every time the industrial upgrading has traditional advantages, the enterprise has been completely replaced by the emerging enterprises, and the industrial structure has been Shuffle completely. In the current situation of rising manufacturing costs, fluctuations in sales prices, and sluggish market conditions, agricultural machinery enterprises must obtain the first-mover advantage in industrial upgrading, must change their development concepts, abandon traditional thinking, integrate new development formats, and keep up with new developments in the industry. trend.
Market competition has changed from traditional product competition to agricultural equipment program competition. In the process of transformation, agricultural machinery enterprises must not only guard against gray rhinoceros, but also avoid black swan. As can be seen from the market development, a single product is no longer the protagonist of marketing, and the overall agricultural equipment solution has become the mainstream. With the continuous concentration of land, agricultural industrialization organizations and agricultural machinery cooperatives have gradually become the mainstay of purchase. From the traditional farming and management, the demand for single products has developed to the needs of a full set of agricultural equipment for pre-production, mid-production and post-production products. From the perspective of industrial development, traditional advantage manufacturing resources may become an obstacle to industrial upgrading. It is necessary to optimize the stock, upgrade and upgrade in time, and reconstruct the advantageous manufacturing chain. In particular, traditional enterprises cannot rest on their own feet and intoxicate in the past. They need to learn from the law of industrial upgrading. The more ships, the more they need to deploy in advance to avoid systemic and structural risks. Some emerging agricultural machinery enterprises, due to the lighter resource burden and rapid optimization of industry resources, have achieved better competitive advantages in the short term and rewritten their own industrial potential. From the perspective of technical needs, the supporting factors behind industrial upgrading are not simply to replace the old ones, but more to be a process of expansion, extension and gradual progress, which is a comprehensive manifestation of government support, market promotion and user demand. Enterprises must accelerate the emergence of innovation, through process innovation, management innovation and successful business operations, towards the direction of smart, green, break through the bottlenecks and shortcomings of manufacturing development, so that new technologies quickly become the leading competitive advantage.
The construction of the second channel has changed from traditional competition to competition in the marketing model. The primary risk of corporate competition failure is that dealers are defeated by major competitors, and strengthening dealer construction has become a top priority for enterprises. The first is to speed up the conversion of the distribution model. The traditional competition era of eating fresh food has become a thing of the past, and the wine is more afraid of the alley. In the era of "Internet +" and big data, companies must change their thinking, take customers as the direction, actively study market changes, accelerate the transformation of the market to the marketing system, and at the same time strengthen the construction of e-commerce, obtain information for customers and even purchase. Provide more ways. The second is to improve the profitability of dealers. Brands that do not make good money by dealers are not likely to form loyalty. Affected by a variety of factors, dealer profits are like a meal, seemingly a bowl, but actually more grain. No profit does not get up early, the dealer can eat a loss, it is impossible to make a loss for a long time. The result of blind pursuit of performance waterfalls and seedlings will lead to high product inventory, difficult payment, and tight cash flow. The third is to strengthen the integration of the two sides. Agricultural machinery enterprises and distributors are faced with the cooperation of participating in market competition and facing mutual adaptation. The two sides are equal subjects. Agricultural machinery enterprises and distributors should coordinate and optimize the resources and capabilities of both parties, improve the competitiveness of dealers, and actively complete the rigid competition of reasonable corporate goals. Especially in the case of market downturn, channel splitting and merger should fully consider the future development, avoiding the strong leadership of one party and the bone marrow effect of channel management.
Third, the sales method is shifted from traditional price to value competition. The terrible market competition is not the wolves, but the hidden tigers. Different from traditional marketing, market competition is shifting from short-term price competition to continuous value competition, and users' demand for value gradually exceeds price demand. The first is to improve product manufacturing capabilities. Improve product quality and online testing to ensure product quality and reliability. Most of the emerging companies or new-brand enterprises are no longer traditional assembly-type and stall-type enterprises. Individual enterprises have high starting standards, and the equipment manufacturing coefficient is even ahead of the major traditional enterprises in the industry. For example, in the north, a farm machinery company has several processing equipment worth millions of dollars. According to research, the price of one piece of equipment is equivalent to the total fixed assets of many similar enterprises. Once the enterprise resources are fully utilized and optimized, they have the ability to compete with similar foreign companies and have the ability to rewrite their own industry structure. The second is to strengthen the integration of the machine. Change the traditional model to sell national and regional product verification models, and upgrade the regional planting model to accelerate the integration of machine technology. Carry out product verification, improvement and manufacture under the conditions of sub-regional and crop-based agricultural machinery and agronomy, meet the farmland operations under different working conditions of users, and comprehensively enhance the ability of agricultural machinery and agronomy integration. Focusing on the regional needs of dryland ridges and composite equipment operations in the northeast region, dry field cropping in winter wheat areas and composite machinery operations, we insist on product development, improvement and regional agronomic transformation, upgrade synchronization, and effectively improve product adaptability and reliability. Value of the product. The third is to achieve value added. Focusing on the actual needs of users, it reflects the efficiency and efficiency of agricultural machinery products in the whole process of mechanized value links and development orientation, and cultivates individualized and differentiated comprehensive competitive advantages. Provide system agricultural equipment solutions around the whole cycle of crop growth; based on the full range of agricultural equipment operations, provide personalized products and nanny-style after-sales service according to the requirements of users, and fully exert the value of the enterprise.
The fourth promotion method is changed from traditional promotion to customer relationship management. The current market competition risk is not first replaced by competitors, but abandoned by traditional customers. For this reason, promotion cannot be a magic weapon for competition, and it can only be a competitive supplement in the short term. The first is to strengthen customer resource maintenance. Enterprises that are still able to maintain sales advantages in the downturn of the market are mostly enterprises that strengthen customer relationship building.
According to the survey, the establishment and analysis of the data resources of some agricultural machinery enterprises are lagging behind the competition, and it is necessary to establish a customer management platform to support enterprise marketing as soon as possible. Establish and improve the database of enterprise customer resources, enrich and improve existing and potential customer resources. Ability to conduct full-service analysis, multi-dimensional research on customer data, analyze opportunities, seize opportunities, improve deficiencies, and continuously meet customer value. The second is to accelerate customer management. Implement process reengineering, and reconstruct customer relationship management with multiple levels and multiple latitudes by system and process. The main leaders of the enterprise, regional directors, and first-line marketing personnel will work together to strengthen the construction of customer relations such as agricultural industrialization organizations, agricultural machinery cooperatives, family farms, and large agricultural machinery, and strengthen the relationship between the two parties, enhance purchase propensity and willingness, and continue to maintain peer-to-peer relationship. Strive to retain corporate loyal customers, develop intent customers, influence potential customers, and continuously strengthen customer relationship building. The third is to help customers achieve value. Single-product competitors pay more attention to short-term promotions based on profit-making. With the emergence of the value competition of a full set of agricultural equipment, it is even more important to truly win long-term customer loyalty. Any market behavior such as promotions that make users feel hurt may make the company pay for many years. To do agricultural machinery sales, we must understand agricultural machinery and understand users. We need to dynamically grasp the needs, wishes, and concerns of our customers. We must identify early, early warning, early detection, and early disposal to help users solve their purchase needs, farm operations, and after-sales. Difficulties in service, etc., make customers feel convenient and satisfied everywhere.
The remaining is king, the strong is strong. The agricultural machinery industry is still a sunrise industry, the agricultural machinery market has not yet reached its peak, and the peak does not rule out the second golden decade. The concept of development is not formed in one day. The realization of development goals will not be achieved overnight. It must follow objective laws, be stable and stable, and be driven by innovation. To develop, enterprises must concentrate their superior resources and develop their capabilities, form differentiated advantages, and comprehensively enhance their competitiveness. As time goes by, only the enterprise itself can be ferried for the future. (Original title: Understanding these changes in agricultural machinery enterprises will usher in new opportunities)