2013 is full of opportunities and challenges for lubricant companies. On the one hand, the rapid growth of the economy has brought about a continuous decline in the development dividends for the lubricant industry; on the other hand, the demand for the lubricants market has grown toward high-grade and individualized. In the context of industrial restructuring and transformation and upgrading, as the industry leader, Shell's unified strategy for the future has attracted much attention in the industry. A few days ago, Shell Cuiwei general manager Chen Cuiwei said in an interview with the media: “Under the new situation, Shell unity needs to better understand customer needs and rely on customers recently. Only in this way can we seize opportunities and follow the trend.†In fact, Shell has consistently adhered to the corporate philosophy of “close to customersâ€. After 20 years of precipitation, this concept has become a unified corporate gene of Shell. Talking about the reasons why Shell Uniform still adheres to the development approach of “close to customers†in the future, Ms. Chen Cuiwei said: “The “close to the customer†is Shell’s unified and active asset, which makes the foundation of the company more solid and brings invaluable wealth for the company. It will also become the basis for companies to look to the future and realize the company's vision." Nowadays, Shell Unity has formed a set of its own core values ​​“close to customersâ€: rooted in China’s domestic market, proceeding from the characteristics of China’s national conditions and the Chinese market; a solid understanding of consumer demand, understanding of consumers, and the needs of consumers Integrate your strategy into your own blood; practise without fancy, provide customers with the best value for money products; fast market response, efficient delivery capability and reasonable value chain; strictly control products through Shell International Standards Quality, and secure production through the HSSE system. In the face of more fierce market competition and in order to better occupy the core market segments, Shell has been implementing a five-year “Phoenix Strategy†since last year, centering on the “close to the customer†principle. In the interview, Ms. Chen Cuiwei said: “This year is the second year of the implementation of the Phoenix Strategy. It is also a crucial year. The grand vision of the company will be used as an invisible motive force to drive companies to complete this 'battle.'†According to the implementation plan for the "Phoenix Strategy" in 2013, Ms. Chen Cuiwei said: "In terms of brand building, we will continue to invest in brands, provide valuable products and services, let more customers know us, understand us and like us. In terms of specific measures, our focus will continue to shift to new media and experiential marketing rather than simply placing ads to effectively bring brands closer to consumers. Since last year, we have launched product network trials and other activities. These actions are "good for users." In terms of product production, we need to continue to maintain a cost-leading advantage, based on the depth of various market segments. Understand and continue to provide users with products that are more in line with actual needs. Value-for-money products take the initiative in the competition. In October last year, we launched a new generation of energy-saving products. This year, we will also launch a new generation of hydraulic king products. Both of these products were developed based on the needs of consumers. In the future, Shell Unification will continue to introduce more products that can solve practical needs for consumers. †For lubricant companies, distributors, as an important part of the value chain, play a crucial role in the healthy development of the company. Ms. Chen Cuiwei said in an interview: “Distributors are our important business partners and have made important contributions to the 20-year growth of Shell. In the future, we will continue to support the operation of distributors and move towards 'close to customers'. The goal is to move forward. We are sorting out 'Distributor Value Orientation' (DVP), helping the dealer market to make growth plans, providing tools and training, providing dealers with data management system tools, building dealer online universities and network communication platforms, and Series dealer incentives and rebates plan, gradually optimize the dealer's business model to better adapt to the market, to the greatest extent close to the needs of end consumers." Faced with the market's transformation and upgrading, Shell unified with "will be 'close to the customer' in the end," the persistent and persistent response to the complex changes in the market, the 20th anniversary of the Shell unified market performance, let us wait and see.
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July 25, 2024