Unlike the coldness of other domestic regional markets, the heavy truck market in Xinjiang entered the peak season in late February 2011. Various manufacturers and distributors have seized market share in heavy trucks in Xinjiang, among which Futian Auman’s sales target in the Xinjiang market in 2011 exceeded. 3000 vehicles, and 2011 as "development and growth of the year", at present, Futian Auman ranked third in the Xinjiang market.
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Strategic adjustment takes the lead
Those who have been to the Xinjiang market may often see such scenes: Futian Auman tractor rides on this vast land, and Futian Auman dump truck is busy on the construction site and the coal pit. Three years ago, Futian Auman was far from its current position in the Xinjiang market, and it was difficult to see Auman’s car at that time. According to the relevant person in charge of Futian Auman, in 2008, when the market was poor, Auman could only sell more than 10 vehicles a month; in good times, it would sell up to 670 vehicles a month. At that time, Xinjiang was arguably the weakest region in the layout of Auman’s national market.
This situation has undergone fundamental changes in 2009. Since then, after two years of operation, Auman has risen from 5-6 in the original market ranking to 3rd today.
This is primarily due to Auman's strategic adjustment of the Xinjiang market. Two years ago, Auman decided that Xinjiang had a potential market and must be valued strategically. Auman believes that through strategic adjustment, a piece of cake can be cut in the Xinjiang market. Therefore, at the end of 2008 and early 2009, Auman first made major adjustments to the original strategy.
Second, in accordance with the adjusted strategy, organizational structure and personnel adjustments followed up. Auman dispatches sales personnel with strong capabilities and understanding of the local market to Xinjiang to vigorously explore the market while actively providing policies to support the development of local dealers.
Again, it is the network adjustment. This adjustment is divided into addition and subtraction. Before 2009, Auman had more than 13 sales channels in Urumqi. With so many distributors crowding in one market, it is prone to internal friction. At the same time, the loyalty of dealers is low, and everything is considered only to make money. Therefore, starting in June 2009, Auman made adjustments to the network, first slashed Urumqi's distribution channels, and shrank it by at least 2/3. As a result, Auman’s sales in Urumqi doubled in 2009. At the same time, Auman further submerged the network into prefecture-level cities and subordinate counties.
Futian Auman judged that not only Urumqi has a market, prefecture-level cities, and subordinate counties also have markets. In the future of Xinjiang, prefecture-level markets are the focus. Through investigation, it has been found that users who really use heavy trucks are distributed at the prefecture level, and many construction projects are also carried out in prefecture-level cities, but the prefecture-level cities are small and scattered, and are not as concentrated as the market in Urumqi. However, it will be very great if we combine the heavy truck needs of these prefecture-level cities. Therefore, in the prefecture-level cities, Auman did additions and built the network into various prefecture-level cities and the following counties, making Auman heavy trucks in-depth to end users.
Network construction is effective
Since the level of economic development in Xinjiang lags behind that of the mainland, Auman is more pragmatic in network construction, and it must be targeted in opening up the Xinjiang market. Futian Auman proposed the 'One Step One Strategy' approach.
To give a simple example, whether or not services can be provided is the first consideration for users in Xinjiang when buying a car. The importance of building a service network to increase sales is self-evident. In the Mainland, dealers must achieve certain hardware conditions for services, such as venues, facilities, and staffing, but this will not work in Xinjiang. Many counties are separated by several hundred kilometers. If the service system is built in accordance with the standards of the 4S stores in the Mainland, many service stations will lose money. Because Xinjiang is sparsely populated, the heavy trucks are kept low, investment is too high, and service stations are difficult to recover costs. Auman appropriately relaxed its standards and paid more attention to actual results. Therefore, in some counties of Xinjiang, the Auman service station may be a small facade. Auman's principle is that as long as the service station can repair the car, it can be built first to ensure that it can provide services to users. And Auman encourages service stations to sell cars and sell cars to raise the station, prompting service stations to achieve healthy development.
At present, Auman has built 49 service stations in Xinjiang, up to the capital, and down to administrative counties. From the construction site, logistics distribution center to the Hangkou mining area, and even in some potential markets that have not yet entered, Auman has already built services. The internet. These networks may be small, but they actually help users solve their worries. In terms of spare parts reserves, Auman also seeks practical results. From the previous pursuit of total ownership to the current emphasis on species compliance rates, while encouraging dealers to become service providers, strengthening the construction of the central station of accessories, making the satisfaction rate of accessories reach more than 95%. In addition, Auman also helped distributors improve their service capabilities, financing capabilities, and management capabilities. This is an urgent need for Xinjiang dealers to upgrade their capabilities.
Accurate product positioning
As we all know, the Futian Auman tractor is strong and the dump truck is weak, as is the case in Xinjiang. Since Auman entered the Xinjiang market, tractors have been selling well, but the dump truck market started slowly. In 2008, Auman sold a total of 30-40 dump trucks; in 2009, it was 80 vehicles, showing dismal performance. However, as a resource-rich province, Xinjiang will have less demand for dump trucks. According to statistics, in the total heavy truck sales in the Xinjiang market, dump trucks account for 40%, and the tractors are about 30%. Therefore, Auman must make up for the shortage of dump trucks if it is to become bigger and stronger in Xinjiang.
In 2009, Auman believes that the status quo of the dump truck's vulnerability must be changed, and the idea of ​​product adjustment has been determined for this purpose. That is, products are provided for different regions and arranged in different combinations. Some people cannot say that Xinjiang does not know the greatness of the motherland. Xinjiang, as China’s largest provincial administrative region, accounts for 1/6 of the country’s land area. Geographical climate and customs and conditions are very different. This difference is a challenge for every company that wants to open up markets in Xinjiang. Auman is no exception. Just like the Taklimakan Desert, its length is about 1,000 kilometers. When a truck is driving on a desert road, it means that it will be thousands of kilometers in one trip. For other provinces, thousands of kilometers will have already gone out of the province. The distance in Xinjiang is only two prefecture-level cities. This geographical feature is a huge challenge to any brand of products and services. Whether or not it can provide the right products for the particularities of the Xinjiang market will determine the local market share of the brand.
According to reports, although there is no difference from the outside, the Foton Auman heavy trucks provide completely different dump trucks for the southern and northern Xinjiang. This difference is reflected in many details of the design and they determine the variety of products Under conditions to play the best performance. In the Xinjiang market, Auman dump trucks introduced Kashgar, Aksu, and Central Asia 5 countries and other products, both suitable for high-altitude products, but also suitable for pit, mining dump trucks. As the product accurately corresponds to the local conditions, the sales of Auman dump trucks in the Xinjiang market jumped to 600 units in 2010. It is expected that the sales of Futian Auman dump trucks in January-April 2011 will exceed the sum of previous years.
In the special car market in Xinjiang, Futian Auman also made a major breakthrough because of its accurate positioning. In 2010, Futian Auman sold a total of 200 vehicles. The main sales models include tanker trucks, concrete mixer trucks, and cement trucks, which are expected to double in 2011. 
Futian Auman launched a heavy truck market in Xinjiang in 2011 with a sales target of more than 3,000 units
Size: 295mm×140mm×100mm
285mm×140mm×100mm