In the middle of the night, on 5 september, the grand wall bus released its august production and sales bulletin as scheduled
In this familiar form, there are eleven models, consisting of nine suvs and two sedans, to be removed from the pica wind. Among the sub-products, with the exception of the suv-type haft h9 and m6 and the newly listed vv7, the volume of the rest fell to varying degrees. But none of the haft family has been spared from falling abysss, except for the haft h9 sales, which rose from 910 to 1047 (an increase of 15% compared to the same period last year)。
The worst of them was haft h1, which was equally embarrassing in positioning and selling prices, which was more than 74 per cent lower than last year and sold only 1,009 units a month; the second was the medium suv h7, which had fallen by more than 54 per cent and was finally set at 2054 in august; and the second was haft h6, which was the “ceat player” most dependent on and dependent on the history of the car manufacturer, which was exhausted after a change of generation, not only further away from the 80,000 monthly sales record created by itself, but also followed by bottlenecks in sales volumes, which fell from 40,629 to 39,147 in august。
In the sedan sector, the great wall was completely self-sustaining in its management attitude, with the great wall's c30 falling three-digit from the four-digit sales of last year's months, with only 7092 sold in the first eight months of the year. The fate of c50, on the other hand, is even more difficult to escape from the cut-off。
In the view of the master, suv production alone could well move the great wall vehicle into a new historical phase, following an attempt to acquire jeep's ideas and plans to expose his focus on suv planning. But relentless sales data have made this overstretched product strategy of the wei jian jun useless, consumer habits changing and upgrading are marginalizing the wall, while autonomous brands of healthy balance of other product strategies have opened their dark wings and watched the wall at night。
In fact, those soils in china’s automobile market that are exclusive to suv-scrutinized cars no longer generate a surge, the market climate and competitive state three years ago are unlikely to be replicated, and no single enterprise can succeed on a single product, and “place different eggs in different baskets” becomes the most important survival rule in the new china’s age of car consumption。
Of course, there is also a message of some satisfaction to wei jianjun in the news bulletin published by the grand wall, where the group built the wey first car vv7, which boosted sales to 7197 in august, after haft h6 and h2. Although the innovation of vv7 is poorly developed in the traditional three main components (engine, chassis, gearbox), the medium-sized suv, which offers 16. 78 to 188. 8 million prices, has generated considerable public opinion in the third and the following markets, thanks to its new and luxuriant design。
Among the achievements of the progressive completion of the monthly sale of more than 7,000 vehicles by vv7, a former bmw design director named pierre leclerq was highly successful. The design master, who is in charge of the design, has an enviable work experience: in 2000, the bmw was first built in the design studio in los angeles, united states of america, where they were involved in a number of bmw-type indigenous american designs; in 2005, they were transferred to the bmw-munich workshop, where they personally managed the first multi-level sav-x6 visual design; and in 2011, when they were the design director of the bmm system, which led the design of a new generation of x5m and x6m。
In the four years since wei jianjun’s presence of pierre, haf has been able to reshape the image of a car, and the labels previously written on haft’s brand of “cheap, copying, and rough-made” have not been completely removed, but at least the brand’s image and consumer areas have become clearer than ever。
And the higher-positioned wey, under pierre's combing and guidance, also has the design of a non-lost brand, and the new product's model has been well received, except for pierre's own bmw design director. Beyond the halo, much more the sophisticated attitude of german auto manufacturers towards their products and the virulent energy of cars have brought into this home-grown car brand known for its militarized style of hard management。
But the end of the story between wei jianjun and pierre ended on 6 september this year。
According to reliable sources, pierre has recently officially submitted his resignation to his immediate superior, the wei jianjun, a man who has been fighting side by side with wei jianjun since the creation of the wey brand, and who appeared with him in the wey ad campaign, and who chose to leave just after the young wey brand made its first cry in the chinese car consumer market. And he left with pierre, in addition to his gifted design talent, and his personal great brand value to wey。
At the same time, as a result of pierre’s departure, the design team of the great wall has experienced unprecedented upheavals, and pierre, who has had a high degree of internal appreciation, has captured many of his subordinates and students for four years. His departure has drastically reduced the number of design teams to three or four, which is undoubtedly the most dangerous and unexpected blow to a native car manufacturer who sells 70,000 new vehicles a month。
An insider close to the grand wall vehicle disclosed to the interface journalists that the specific reasons for pierre's departure and his next career planning were not yet publicly available. The interface journalist then testified to omei, who was in charge of public relations on the wey brand, stating that “not very clear, no relevant information was received from the client”。
Liu chunxii, a senior car industry analyst, believes that the long-wall car has always maintained a simple and violent style of conduct and a desire for higher sales, which is an important incentive for pierre to retreat. “pierre was in charge of the design of the bmw system, which was always a high-performance, high-priced and small number of aliases, which cannot be matched by a monthly sales target of 70,000 or 80,000 for the wall.” liu chun xiao added。
The great wall car, which targeted 1. 25 million vehicles this year, was only 48 per cent of the target eight months later, and while the main vehicle, haft h6, continued to lose its charm, the wey brand suffered the general impulse to design the departure of soul figures, minimizing the negative effects of the combined effects of haft h6 and pierre, a challenge that the wei jing army will have to face next。
