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Since the establishment of SAIC Iveco Hongyan Company in the first half of this year, it has been adhering to the market-oriented approach, implementing the “100-day integration plan†as the starting point, and using the “three major battles: market expansion, cost recovery, and process reengineering†as the main line. The construction of the base is the key to development, and the goal of cross-cultural integration and development is to accelerate the pace of construction of model enterprises in the heavy truck industry. The company not only continued to write the company's original brilliant production and management, but also thrived, and the growth was strong. From January to September of this year, the sales of Hongyan Automobile increased by 88.8% year-on-year, and the production and sales volume of finished vehicles exceeded the 1.3 times of last year.
In the "Market Exploitation War," the company adjusted marketing agencies, reengineered marketing processes, optimized marketing networks, implemented new marketing models, effectively improved the efficiency of marketing processes, and improved user satisfaction. The "First China Commercial Vehicle Development Summit Forum" was successfully held, which widely publicized the new company's "dual brand" strategy and strengthened the confidence and determination of the dealers and service providers to join Xin Hongyan. According to the current situation, “New Hongyan and Heart Connected†merchants’ friendship activities have been carried out throughout the country, and since then, various preferential policies have been used to repay the users in good faith and the enthusiasm for buying new and old customers has been stimulated. A variety of marketing and new policies to force the market, so that the Hongyan dump truck market has been consolidated to enhance the tractor and truck market has grown significantly.
In the "cost-to-strengthening battle," the company redefines the product cost model, defines the cost structure and value, finds the entry point for the cost reduction work, sets down the cost reduction objectives, and formulates control points for the cost reduction phase and the tracking inspection system. We also started cost reduction work in various aspects such as design, procurement, manufacturing, logistics, quality, energy, and management. The implementation of comprehensive budget management, all units designated small accounting units, do everything possible to control the economic indicators within the budget. The majority of cadres and employees started from their own posts and seriously promoted the “everyone becomes a business operator†campaign, which promotes cost reductions and efficiency gains through careful planning. The company’s multi-pronged efforts together to tackle the tough, cost reductions of 5.81% in the first nine months of this year.
In the "Process Reengineering Warfare", the company adjusted and established 13 first-level departments and 104 second- and third-level departments, and appointed corresponding middle-level management personnel, reorganized organizational structures and business processes, and realized the transition of old and new institutions. Actively use advanced management concepts such as SAIC Group, and gradually revise and improve various management systems in accordance with the requirements of modern enterprise systems; adhere to the people-centered principle and implement a performance-oriented assessment mechanism, inspiring the enthusiasm of cadres' employees to do practical work and innovation.
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