Pulsestacks reported on April 30th, "If we don't let the new generation of customers understand Volvo and communicate the safe genes with consumers, they may forget about Volvo." This was the expectation of Mr. Yu Kexin, President of Volvo Car Greater China Sales Company, during an interview at the Volvo booth at the Beijing Auto Show.
The EX30 is a small luxury all-electric SUV launched by Volvo for the global market, and it will play a significant role in Volvo's rejuvenation strategy. At this stage, besides the upscale trend set by the EM90 and EX90, Volvo indeed needs a compact product to connect with customers, allowing Volvo's values to resonate with a broader audience.
If "small yet powerful" can describe an electronic device, why can't it describe a car? The essence of the Volvo EX30 is to eliminate distractions and focus on subtraction. With Harman Kardon's echo wall sound system, it creates more space inside the car, reduces unnecessary disturbances through intelligence, and leverages a century of car-making expertise to establish a mature interactive experience.
Yu Kexin believes: In a market where everyone is focused on the size of their market share, there will always be a place for Volvo. Some people appreciate the minimalist yet sophisticated design, they don't blindly follow trends, and they have their own ideas and principles. "Our competitors are not the new forces in car manufacturing, but rather those who aim to bring globally acclaimed products to China, hoping that everyone can embrace the most cutting-edge lifestyle."
In the era where traffic is king, Volvo did not take shortcuts but instead embarked on a transformation journey with over 300 4S stores. As the first traditional luxury brand to experiment with a "direct sales" model, Volvo insists on following the "middle path" of integrating dealer 4S stores with city center stores, directly addressing user needs and continuously learning and adapting.
Today, the B-end is becoming more complex, while the C-end is becoming more refined. Distributors are caught in the middle and facing challenges. However, if distributors are relieved from the role of being mere "goods carriers" and instead focus on serving customers to ensure customer satisfaction, with the pressure of sales being shouldered by the brand, the issues can be effectively resolved. Volvo has adopted this approach and continues to evolve.
In recent years, Volvo's distribution system has been moving closer to the C-end. Apart from integrating lifecycle data through the Newbie system to provide references for the CRM department, Volvo also emphasizes looking at the B-end from the perspective of the C-end to identify and solve problems.
Furthermore, Volvo has established a value chain department to thoroughly integrate the one-stop shopping function of its app, covering areas from after-sales to used cars, as well as accessories, insurance, and more. This empowers younger individuals who are more knowledgeable about cars to take charge. It has also made Volvo's management structure flatter, making the link from brand to distributor to user more transparent.
Last year, Volvo announced its plan to achieve full electrification by 2030. Has this plan been slowed down?
According to Yu Kexin, due to the vast geographical differences in China, varying climates and environments mean that no single vehicle model can meet the needs of all markets, and Volvo is no exception. Yu Kexin mentioned that Volvo will have a product matrix consisting of gasoline cars, hybrid models, and electric vehicles.
In terms of intelligence, Volvo continues to prioritize safety as its core value. Their fully self-developed intelligent system will set the industry benchmark for "intelligent safety." Yu Kexin emphasizes that Volvo's intelligence is not just about technological advancements but also about providing customers with emotional security and a comprehensive sense of peace of mind.
Facing intense market competition and concerns about traffic, Volvo is steadily moving forward at its own pace. For Volvo, it is essential to learn how to engage with users purchasing million-dollar models while also understanding how to cater to entry-level users.
Over the next two years, Volvo will continue to introduce more segmented models in the 200,000 to 1 million price range, including D-SUVs, D-cars, E-SUVs, E-cars, and more. Regardless, Yu Kexin believes that "in the era of electrification, Volvo's brand proposition remains unchanged, with safety at its core, providing consumers with a sense of security."
