麦肯锡：中国汽车消费者洞察2019( 英文 40页)

Executive Summary

As slowing economic growth becomes the new norm in China, the domestic passenger vehicle market has bid farewell to years of high-speed growth and entered a new phase of development.

This era is characterized by falling overall sales, but we believe this is more a pause for breath than the end of the road, as the potential for growth remains strong, and the future of China’s automotive industry is bright. After all, China remains the world’s largest automotive market, and exhibits strong demand from prospective and existing car owners, both for new cars and, increasingly, used vehicles as well.

In the short-term, automakers in China face unprecedented challenges in adapting their strategies, and managing their brands, to ensure they are in position to capitalize as and when the market rebounds. Competition is intensifying, narrowing the opportunities for weak and challenger brands. Meanwhile, the proportion of first-time car buyers is declining, so that automakers must attract and maintain the loyalty of existing car owners as they become an increasingly important fulcrum of growth. 

Automotive companies also face an urgent task in reframing their approach towards autonomous, connected, electric, and shared (ACES) vehicles and technology if they are to evolve sustainable business models. When it comes to connected car features and autonomous functions in particular, our research suggests consumers are not yet willing to pay premiums that are commensurate with their development costs.   

In order to successfully negotiate this historic transition, executives of both foreign and domestic automotive companies must strive harder to understand their customers, and communicate their brands’ advantages.

The McKinsey 2019 China Auto Consumer Insights Survey, upon which this report is based, offers insights into what customers are thinking at every stage of their journey 

to purchasing a vehicle, and beyond. This year, we polled 2,500 respondents of varying demographics and vehicle purchase experience in 20 major Chinese cities, aiming to assess their attitudes to brand, choice of channels, product preference, price sensitivity, and after-sales behavior.

Below are key recommendations based on our findings that will assist decision-makers as we move into the next phase of development in the world’s largest automotive market:

1.Segment and serve both existing and prospective car owners: The slowdown is temporary and demands improved understanding of both existing and prospective 

car owners. China’s car parc, or the proportion of car ownership per thousand people, remains relatively low. Considering existing car ownership and the status of highway infrastructure, the potential for car sales growth is robust. Moreover, Chinese consumers remain attracted to the idea of car ownership on grounds of passion for driving, safety, and convenience, suggesting incremental long-term growth. Our survey shows strong willingness for existing owners to trade up towards a price range of 200,000 to 300,000 RMB. The ability to attract prospective customers while maintaining the loyalty of existing car owners is critical for OEMs at this stage. 

2.Reshape brand perception and penetrate customers’ pre-purchase mindset: China’s passenger car market is becoming increasingly concentrated as consumers develop deeper loyalty to brands, especially in the domestic segment, where leading brands take nearly 80 percent market share. The current slowdown and fierce competition is pushing market consolidation as weaker brands are squeezed out. Chinese consumers tend to have only two to three brands in mind when they set out to buy a car, and nearly 60 percent of final purchases are sourced from brands in this group. Improving brand perception and top-of-mind awareness is consequently vital.

3.Innovate around omnichannel and improve customer experience: Although online channels are proliferating across all aspects of the customer journey, offline channels continue to play an irreplaceable role. Integrating both online and offline touchpoints to create an omnichannel experience that meets the changing needs of consumers, and introduces innovative service models, is essential. However, online channels still exhibit multiple pain points, such as information overload, and inefficient communication. OEMs must balance online and offline resources in order to achieve optimal impact. 

4.Prioritize ACES functions to drive genuine value: China’s new-energy vehicle (NEV) market, comprising battery-electric vehicles (BEVs) and plug-in hybrid electric vehicles (PHEVs) has been growing rapidly thanks to increasing consumer acceptance and knowledge, and strong government support. As their awareness improves, and policy support is withdrawn, consumers are becoming more rational in their choices regarding NEVs. We expect A- and B-class NEVs, or those vehicle sizes most suited to daily use, to dominate. Crucially, consumers are generally unwilling to pay for autonomous driving and connectivity services, making monetization models a key conundrum for automakers to solve. Developing a deeper understanding of customer needs, and improving their experience around ACES functions accordingly, will be key to driving profitability. 

5.Fix pain points to unlock used car growth: About one in every five car buyers will now consider buying a used car. Our survey suggests sellers’ major concerns are speed and efficiency, rather than securing the highest price, while potential buyers are put off by a lack of mechanisms to allay fears relating to lack of trust. Addressing these demand- and supply-side pain points is critical for auto enterprises to unlock additional revenue streams.

As the Chinese automotive market enters a new phase, we will continue to unearth insights into what makes Chinese automobile consumers tick. Based on the latest automobile consumer insights, this report presents our findings, suggestions and thoughts on 

how automakers should address customer operations, brand-building, omnichannel development and operations, product innovation and development, and business innovation in the world’s largest automotive market.

摘要

随着经济增长放缓成为中国的新常态，国内乘用车市场已告别多年的高速增长，并进入了一个新的发展阶段。

这个时代的特点是整体销量下降，但是我们认为，这不仅仅是停息，而不是道路的尽头，因为增长潜力仍然很大，而且中国汽车行业的前景一片光明。毕竟，中国仍然是世界上最大的汽车市场，潜在的和现有的车主对新车以及越来越多的二手车都表现出强劲的需求。

在短期内，中国的汽车制造商在调整策略和管理品牌方面面临前所未有的挑战，以确保他们在市场反弹时能够获利。竞争在加剧，从而削弱了弱者和挑战者品牌的机会。同时，首次购车者的比例正在下降，因此汽车制造商必须吸引并保持现有车主的忠诚度，因为他们已成为越来越重要的增长支点。

如果汽车公司要发展可持续的商业模式，他们还面临着迫切的任务，即重新定义其针对自动，互联，电动和共享（ACES）车辆和技术的方法。当涉及到联网汽车的功能和自动驾驶功能时，我们的研究表明，消费者还不愿意支付与其开发成本相称的保费。

为了成功地谈判这一历史性转变，国内外汽车公司的高管都必须更加努力地了解他们的客户，并传达他们的品牌优势。

这份报告所依据的《麦肯锡2019年中国汽车消费者洞察力调查》提供了洞悉客户在旅途中每个阶段的想法的见解

购买车辆以及其他。今年，我们对中国20个主要城市的2500名不同人口统计和购车经验的受访者进行了调查，旨在评估他们对品牌的态度，渠道选择，产品偏好，价格敏感性和售后行为。

以下是根据我们的发现得出的主要建议，这些建议将有助于决策者进入全球最大汽车市场的下一阶段发展：

1.细分并服务于现有和潜在的车主：放缓是暂时的，需要更好地了解现有和潜在的车主

车主。中国的汽车使用率或每千人拥有汽车的比例仍然相对较低。考虑到现有的汽车拥有量和高速公路基础设施的状况，汽车销售增长的潜力是强劲的。此外，基于对驾驶，安全性和便利性的热情，中国消费者仍然对汽车拥有的想法感到着迷，这表明其长期增长的趋势。我们的调查显示，现有业主强烈希望以20万至30万元人民币的价格交易。在这个阶段，吸引潜在客户并保持现有车主忠诚度的能力对于OEM至关重要。

2.重塑品牌认知度并渗透顾客的购买前心态：随着消费者对品牌的忠诚度不断提高，中国乘用车市场正变得越来越集中，尤其是在国内市场，领先品牌占据了近80％的市场份额。当前的放缓和激烈的竞争正在推动市场整合，因为实力较弱的品牌被挤出市场。中国消费者在打算购买汽车时通常只考虑两个或三个品牌，而最终购买的汽车中有近60％来自该品牌。因此，提高品牌认知度和顶级意识至关重要。

3.围绕全渠道进行创新并改善客户体验：尽管在线渠道在客户旅程的各个方面都在激增，但离线渠道仍然扮演着不可替代的角色。整合在线和离线接触点以创建满足消费者不断变化的需求的全渠道体验，并引入创新的服务模型至关重要。但是，在线渠道仍然表现出多个痛点，例如信息过载和通信效率低下。 OEM必须平衡在线和离线资源，以实现最佳效果。

4，优先使用ACES功能以推动真正的价值：由于消费者的认可度和知识水平的提高，由电池电动汽车（BEV）和插电式混合动力电动汽车（PHEV）组成的中国新能源汽车（NEV）市场迅速增长，以及政府的大力支持。随着他们意识的提高和政策支持的取消，消费者在选择新能源汽车方面变得越来越理性。我们希望A级和B级新能源汽车或最适合日常使用的车辆尺寸占主导地位。至关重要的是，消费者通常不愿为自动驾驶和连接服务付费，这使得货币化模型成为汽车制造商需要解决的关键难题。深入了解客户需求，并相应地改善其在ACES功能方面的经验，将是推动盈利能力的关键。

5.修复痛苦点，以释放二手车的增长：现在，每五分之一的购车者将考虑购买二手车。我们的调查表明，卖方最关注的是速度和效率，而不是确保最高价格，而潜在的买方由于缺乏缓解焦虑缺失担忧的机制而被推迟。解决这些需求和供应方面的痛点对于汽车企业释放更多的收入流至关重要。

随着中国汽车市场进入一个新的阶段，我们将继续发掘使中国汽车消费者兴奋不已的见解。基于最新的汽车消费者见解，本报告介绍了我们对以下方面的发现，建议和想法：

在全球最大的汽车市场中，汽车制造商应如何应对客户运营，品牌建设，全渠道开发和运营，产品创新与开发以及业务创新。

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