Xiaodong SUN Reorganizes Geely Sales System
Although oligopolisticwent away and never come back, Chinese auto market grows 10% in complicated 2013. There is no policy benefit, water crowded out sales report resource from marketing battle.
With the background, a bunch of management who come from marketing step into middle of stage now. Compared with 10 years ago returned technicaltalents after studying abroad ruling the auto market turns to “marketing talents” around.
They are experienced, sensitive to market change, own power of execution and familiar with front line employment. They lead their companies fighting around, and try to take a position among their opponents.
Xiaodong SUN is leading Geely “strategy changing” after him assuming office quietly. According to
Which is different from other brands technology impressive, Geely chooses a total new way?Xiaodong Chen assumes his office and takes channel as his breakthrough. He reorganizes his sales network, and next is position.
When Xiaodong CHEN takes interview with
After multiply brands, multiply products and total transition, Xiaodong CHEN insists his principle: let “people who is the closest to market” makes decision.
Sept 2011, GM “marketing talent” Xiaodong CHEN job-hops to Geely from director of PSA Asian Product Plan and Marketing Strategy Dept. He takes vice president of strategy plan. Geely channel has changed a lot after 2 years.
This May, Xiaodong CHEN takes general manager of sales company of Geely. After 4 months, Xiaodong CHEN sales team launches its first big show--
Xiaodong SUN said at a conference that he would take 5 years to build “a best marketing team” and “a best dealer team”, and integrates with both of them to form “a best marketing system.”
As it known, Xiaodong CHEN considers about how to manage dealer team and reorganize Geely multiplybrands strategy since he came to Geely. He told reporter that if we say the first thing to marketing is to define product, the people who know market most will design and develop our new products better.
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