Shanghai GM Chang Shuai Ding or transferred to chairman of Zhang Jiang Gao Ke

The reporter learned from relevant sources that Ding Lei, vice president of Shanghai Automotive and general manager of Shanghai GM, will leave Shanghai GM and be transferred to chairman of Shanghai Zhangjiang Hi-Tech Park Development Co., Ltd., with the approval of the Shanghai municipal government. According to the usual practice, this should be one of the steps that the Shanghai municipal government has made in adjusting the city's cadres before the two sessions.

It is understood that Ye Yongming, currently Vice President of Service Trade at SAIC, will succeed Ding Lei as General Manager of Shanghai GM.

Regarding the appointment of Ding Lei as chairman of Zhangjiang Hi-Tech and Ye Yongming, either SAIC and Shanghai GM refused to disclose relevant information. According to industry insiders, this is the main result of the automobile industry becoming the main engine of economic growth in recent years, and the dual results of SAIC's and Shanghai GM's internationalization strategy.

Successor Ye Yongming

The 2015 Green Product Strategic Plan is the main task of Ye Yongming after taking office.

Ding Lei took over as Ye Yongming, who was responsible for SAIC's service trade business and was known for marketing. In 2010, SAIC Motor Service's annual sales revenue was 38 billion yuan, an increase of 2.2 times from the end of the “10th Five-year Plan” period. During the term of office, Ye Yongming fully reorganized SAIC's service trade business and basically achieved full coverage of the automobile service industry chain.

When Shanghai Volkswagen entered a downturn in 2004, Ye Yongming served as general manager of Shanghai Volkswagen Sales and executive vice general manager of Shanghai Volkswagen. Due to the aging of Poussin, Santana 3000, Passat and other products, while POLO, Gore and Touran due to differences in consumer attitudes, Shanghai Volkswagen's performance has been tepid. In addition, Shanghai Volkswagen, which used to be the market leader, adhered to the concept of “wine is not afraid of a deep alley”, and lacked overall marketing awareness from manufacturers to distributors.

Ye Yongming quickly adjusted his marketing strategy after he took office, and put forward the idea of ​​“based on subdivided markets, consumers and concerned competitors”. In February 2005, Ye Yongming proposed the "8 transformations of the marketing system" program. The core content is to focus on direct sales. In the end, Shanghai Volkswagen quickly emerged from the trend. In 2006, its profit exceeded 2.5 billion, ranking only among Guangzhou Automobile Honda, FAW Toyota and Shanghai GM.

One day in December 2006, Ye Yongming's letter to all Shanghai Volkswagen dealers, “Drawing a Concise End”, expressed the gratitude of “continue to work together and work harder” while confirming dealer performance. It is comparable to that of Ma Yun’s “overwintering theory”. "We appreciate him more." Ye Yongming, a senior distributor in Shanghai.

The latest data shows that: Last year, Shanghai General Motors produced and sold 1.03 million units, the scale of which exceeded 1 million vehicles for the first time. Prior to this, more than two years of the “Green Dynamics” strategy has been implemented and it has been played in mid-disc.

According to the Shanghai GM 2015 green product strategic plan: In 2010, the new Sail BEV pure electric car prototype was launched. In 2011, two new heavy-duty new energy models will be launched. From 2013 to 2015, mass production of electric vehicles will be realized.

This is the main task after Ye Yongming took office. Since Hu Maoyuan, Chen Hong, and Ding Lei were too successful in their predecessors, Ye Yongming's appointment will inevitably draw more attention.

Six years ago the high order

"Comparing the relationship between Chen Hong and Ding Lei, the former has formulated many strategies. Many of the later strategies were implemented by Ding Lei."

In January 2005, Ding Lei replaced Chen Hong as General Manager of Shanghai GM. At that time, some people jokingly said that Ding Lei was "a high order."

At the time, Chen Hong left such a report card: In 2004, Shanghai General Motors sold 252,000 vehicles, a year-on-year increase of 25.3%, which was nearly twice the average growth rate of the passenger vehicle market. It has been steadily living in China for several years. The third Shanghai General Motors, the gap between 2004 and the previous two narrowed by nearly 50%.

In the early days of Shanghai GM, Chen Hong planned a lot of strategies, such as: multi-brand, a full range of product strategies, global platform integration resources, etc. These are all questions left to Ding Lei. A person who has long observed Shanghai GM has commented that “Comparing the relationship between Chen Hong and Ding Lei, the former has formulated many strategies. Many of the later strategies were implemented by Ding Lei.”

In 1995 Shanghai General Motors preparatory period, Ding Lei participated in the Sino-US joint venture negotiations. In 2002, when SAIC acquired Rover assets, he left Shanghai GM to join the Rover Project Negotiation Team and returned to Shanghai GM one year later. The experience of the joint venture brand and its own brand provided a lot of advantages for Ding Lei to succeed Chen Hong.

After becoming the general manager of Shanghai GM, Ding Lei began to implement a multi-brand strategy, from which the previous Buick single network extended to the three networks of Buick, Cadillac and Chevrolet. At the same time, drastic changes led Shanghai GM into a new round of expansion, intensifying brand promotion, expanding Dongyue's production base, and completing the southern plant construction.

A series of investments has enabled Shanghai GM to complete its follow-up capacity layout one or two years ahead of its competitors, and it has been the first in the domestic market for two consecutive years. But at this time, the bottleneck of Shanghai GM's rapid growth was also exposed.

If anyone asks, what are the core competencies of Shanghai GM in this decade? The answer is clear - branding and marketing. If anyone asks, what are the shortcomings of Shanghai GM? The answer is also clear - product competitiveness. Due to the limitations of general product features, Shanghai GM is hard to directly input ready-made models like the Japanese and German brands to meet the needs of the Chinese market.

Affected by the overall market sentiment, Shanghai GM's sales in 2007 were not satisfactory. Ding Lei was at the Chevrolet Dealer Meeting held in Ningbo and announced that the sales plan for the second half of the year would be lowered by 20%-25%, and proposed that "Shanghai GM should start a second venture."

Shanghai GM's distributors believe that the products produced by Shanghai GM have been able to impress consumers for one reason. Later, consumers often combine Shanghai GM with Korean cars, high fuel consumption, and depreciation. The dealer misses the slogan "ShangHai GM" that was often heard at first.

Return to the start-up period

Shanghai GM, who has spent a decade of adolescence, seems to be returning to an entrepreneurial enterprise overnight.

In November 2007, after three years of multi-brand implementation, Shanghai GM formally announced the restructuring of its organization – transforming the market into a model that was managed under the four brands of Cadillac, Buick, Chevrolet and Saab. Each brand went from sales to sales. Brand management to after-sales service are all focused on one brand division for management.

In the past, advertisements often highlighted Shanghai GM, and then linked to products. The business unit system virtually intensified the product brand and weakened the original strong corporate brand. At the internal conference, Ding Lei pointed out sharply that in the past two years, the company's joint venture in the marketing department "has paid too much attention to competitors and to a certain extent neglected the needs of customers." So in the past two years, the plain image of Shanghai GM has been somewhat vague.

Emphasizing the second venture, Shanghai GM, who has spent a decade of adolescence, seems to be returning to an entrepreneurial enterprise overnight.

What Ding is facing at this time is: When the competitor followed Shanghai GM, when the early experience was used by competitors, what are the starting points for Shanghai GM's competitiveness?

Ding Lei first proposed the development of diversified and differentiated new energy products based on "better performance, lower energy consumption, and less emissions." At that time, according to his statement, Shanghai GM's next product still largely relied on general global platform resources, but it was no longer limited to North American and South Korean platforms.

Moreover, Shanghai GM, which has always been holding high, has a strong sense of cost control. Meeting rooms and corridors have become a rigid office system.

At that time, GM’s global CEO Wagner proposed the strategy of “sharing parts supply globally and sharing product platforms globally”. However, it is not enough to completely bet general-purpose off-the-shelf platforms. One of the most typical examples is that in the past, GM didn’t have a true small-car platform. Due to factors such as oil prices and global emission standards, Wagner only started to focus on small-car development in the past few years. Therefore, in this China’s most promising market, GM’s Not competitive.

Later, the consensus reached by the shareholders of China and the United States is that the future of Shanghai GM's products depends to a large extent on the local development capabilities of the Pan Asia Technical Center, a joint venture between the two companies. As the earliest technology R&D center in the country, Pan Asia started from the limited development of home-made and exterior interiors and began to enter the global global division of labor in 2007. It has already established the foundation for local vehicle development.

Now Shanghai GM is gradually becoming a global company. Its low-cost and competitive manufacturing system has taken GM's several global orders.

“You will not hear the sound of calling Shanghai General Motors the “oil tiger”. Although we spent a total of US$1.1 billion for this, it is obviously worth it.” Ding Lei said at the Shanghai World Expo 2010 Shanghai Expo site. .