Facing China's agricultural machinery market, which is still in the period of deep adjustment, enterprises in the industry should take the lead in grasping the three core demands of "quality, value and service" that users pay close attention to, and make every effort to smooth the sales channel and the construction of customer relationship management, so as to achieve adverse growth.

Since 2019, in the face of the still deeply adjusted agricultural machinery market, a number of agricultural machinery enterprises in the industry focus on resources and take multiple measures to achieve a "red start". Experience has proved that as long as we take the lead in grasping the three core demands of "quality, value and service" that users pay close attention to, and make full efforts to smooth the sales channels and the construction of customer relationship management, it will help enterprises to improve the success rate of counter-trend growth.

Grasp the Three Core Requirements of Users

Fully satisfy the core demands of agricultural machinery users, create differentiated advantages in quality, value and service, build the first-mover advantage in market competition, and seize the commanding heights of future development.

First, to create product quality advantages. Quality determines the sustainable development ability of an enterprise. In recent years, most of the well-developed agricultural machinery enterprises in China are those with leading product quality. The annual operation of tractors and supporting agricultural machinery and tools in winter wheat area in China is about 10 days, and that of single-season planting areas in Northwest and northeast China is about 1 month. The use time is relatively short, the working conditions are complex, and the users are so jealous of their time that once the product quality problems occur, they will affect the users'operating income and the level of their working quality in the same year.

According to industry experts, most of our agricultural machinery products can meet the requirements of functional parameters, but still need to improve product reliability and quality stability. At present, there are more than 300 large and medium-sized tractors and harvesting machinery manufacturing enterprises in China. The quality assurance ability of most enterprises needs to be improved. Compared with similar products of multinational corporations, the quality competitiveness needs to be formed in an all-round way.

In order to improve product quality in an all-round way, China's agricultural machinery enterprises need to strictly control process quality and form closed-loop management; optimize quality value chain management, start with design, procurement, production, inspection and service, adopt zero tolerance for quality problems, form a system of step-by-step accountability and full coverage; strengthen staff training, comprehensively strengthen quality awareness and standardize quality behavior, and eliminate quality. Risk factors.

Second, to strive to enhance the value of products. Over the past two years, the agricultural machinery market has often seen the phenomenon of one enterprise promoting and many enterprises following up. Relying on price competition to hurt competitors will eventually hurt themselves. Value competition is the way of development. 实现价值竞争，首先要构筑产品经营价值，创新产品研发模式，形成生产一代、试制一代、研发一代、储备一代的能力。 Secondly, we should strengthen the product testing under the agricultural machinery and agronomic conditions in Northeast, Northwest and Winter Wheat Areas, aiming at improvement, avoid the phenomenon that a product sells all over the country, and systematically solve the individual needs of users such as farm operation problems. Furthermore, we should focus on building a multi-dimensional development pattern of strategic products, developing products, competing products and curbing products around regional competition differences to meet the development needs of users at different levels.

Third, to do a good job of after-sales service in an all-round way. Although the service level supports the marketing ability of enterprises, at present, there are still some agricultural machinery enterprises neglecting the construction of service ability. To do a good job of after-sales service for agricultural machinery enterprises in an all-round way, we should mainly strengthen the construction of service system, enrich service resources, improve service network, enhance service capability and build service differentiation advantages; build service training platform around enterprise industry chain and product endowment, strengthen collaborative training of internal and external service teams, and jointly improve service skills; comprehensively enhance service response and spare parts supply. Should ability and so on.

Two Paths of Smoothing Marketing Channel and Customer Relationship Management

Agricultural machinery manufacturing enterprises should strengthen channel construction and customer relationship management, comprehensively enhance terminal supply capacity, and strive to achieve win-win situation among enterprises, channels and users.

One is to smooth the marketing channel. From the current market performance, some agricultural machinery enterprises have lost the scientific judgment of channel development, unable to regulate the management of terminal channels, and some phenomena that are not suitable for the market have emerged. Mainly manifested in the ability of heavy sales, short-term rather than long-term, heavy self-neglect of the other side and so on. Some agricultural machinery enterprises encourage or force distributors to purchase goods through policy leverage. The market situation is not good, resulting in large inventory of distributors and difficulties in operation.

Market is like battlefield. Enterprises and distributors not only meet each other and conflict, but also face the cooperation of cooperative competition and common development. Firstly, the marketing channels of agricultural machinery enterprises should be smoothed. Enterprises should improve the management and execution ability of marketing personnel at home, strengthen the opening and control of channels outside, and improve the accuracy and consistency of market competition. Secondly, they should pay attention to protecting the original distribution network of distributors, consider the profitability of distributors, and give special support to the corresponding purchase funds, facade construction, sales expenses, product publicity, etc. We should encourage distributors to sell well, strengthen and expand the market, optimize customer management, and finally establish a long-term win-win mechanism. Construct a long-term development mechanism for agricultural machinery enterprises and agricultural machinery channels, from non-franchised to franchised, from sitting business to business, from heavy sales to heavy development, and comprehensively improve the profitability and development level of channels.

Second, to continuously strengthen customer relationship building. At present, in China's agricultural machinery market, customer relationship management still has a long way to go. According to the survey, many enterprises and distributors have not established customer relationship management system, lacking the corresponding organizational resources investment, unable to carry out systematic analysis and research.