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Personal work summary of automobile information officer (work content of automobile information officer)

With the continuous expansion of the market share of new energy vehicles and consumers' recognition of new energy vehicle technology, the sales of new energy vehicles are also rising, so the impact on the traditional automobile industry is increasing. Facing the huge upgrade of new energy vehicle business development and business process execution, we exchanged and studied in a new energy vehicle brand delivery center in Yizhuang, Daxing. Through in-depth exchanges with store executives, we have a deeper understanding of the service operation and internal organizational structure of new energy vehicles, which provides accurate ideas for the excavation of new energy vehicle training topics in the later period.

Experience 1:

New employees have different skill levels, employees have a weak sense of brand belonging, lack of brand culture and customer group positioning to carry out follow-up training and learning after joining the company.


Brand culture is not inherited, sales staff only pay attention to sales assessment indicators, store managers lack tools and methods in process management, and some store managers have no experience in automobile industry and lack methods in automobile sales business management. As a result, the turnover rate of salespeople is high, and there is a strange circle of "iron camp, flowing soldiers".

Experience 2:

Some brand experience center users maintain and interoperate, and some brand users have poor perception of service experience and lack of differentiated service commitment.


Only through the staff's emotion to interact with brand customers, there is no system establishment, lack of service experience system, and the service value is not deeply highlighted. The comparison of the ultra-high precision service enjoyed by users in the experience center process.

Experience 3:

The basic system of brand training is not perfect.


During the communication, it was found that the brand training system didn't land, only stayed at the level of product basic knowledge, and there was no independent post training system. The sales business end, after-sales service end and customer relationship maintenance end were all blank. The training system was established through the training themes of all levels and positions, which not only endorsed the products, but also traced the product functional design, so as to be integrated into the user experience scene, and it was not a general rigid introduction of products or a call with customers for a test drive. The training system is scattered, and there is a lack of guidance that can be implemented to deal with customer objections, resulting in a high employee turnover rate, which can not effectively serve customers of this brand, let alone serve new energy users of other brands with higher standards.

Experience 4:

The training theme of new energy vehicles mainly focuses on the scene marketing of "user experience"


According to the process of user experience, actively identify and refine user experience scenarios, and develop training topics with more summative scenarios. The sales, after-sales and two business scenarios are refined and analyzed in depth. The refining of each business scenario should focus on the "pain points", "cool points" and "itching points" of the user experience, develop the user experience coping methods and speech templates at different stages, and set the actual cases of solidified scenarios to carry out the practical exercises of the students on the user experience. The key point is to refine the precautions and experience sharing of each business scenario.

Finally, in view of this in-store exchange and study, I have a deeper understanding of the future new energy automobile business and organizational structure. Have a clear understanding of the internal contradictions and assessment of the new energy vehicle business. There is a new understanding of the system operation and use of receiving users, as well as the system analysis and management of management data. The next step is mainly to exchange how the managers of direct stores respond to the policy assessment of manufacturers. The differentiation of manufacturer's policy assessment, etc.

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