陳國章：在中國啟動雷諾加速度

當陳國章身著一件西服和一件色彩絢爛的花紋襯衣，而未打領帶出現在《私人飛機》面前時，讓本刊真正體會到雷諾在中國市場倡導的“休閑奢華”的品牌理念。

這位將雷諾中國年銷量從800多輛提高到近2.5萬輛，并提前一年完成復興計劃的雷諾中國掌門人——陳國章一開口就直言：“我與私人飛機還頗有淵源。”

Robert Chan appears in a dark suit and a colorful flower-patterned shirt without a tie. U-Jet immediately sees what “relaxed luxury” means – this is the very idea advocated by Renault.

Robert Chan is the magic hand behind Renault’s remarkable sales growth from 800，000 to 2.5 million， a revival a year ahead of schedule. The head of Renault China said cheerfully， “I have a story with private planes.”

汽車少帥

出生在香港的陳國章，15歲只身前往美國紐約讀書；之后進入紐約州立大學機械工程系學習設計；1990年大學期間，進行搭載日產VQ35發動機的玻璃纖維材質4座飛機的研制。陳國章告訴本刊，在研制期間，自己經常和導師試乘小型飛機，體驗各種飛行測試帶來的加速和旋轉。

畢業之后，陳國章成為日本東京日產汽車設計中心的首位華人工程師。此后，他在汽車界摸爬滾打，2000年成為日產汽車中國營銷網絡課長，同年成為日產日本總部最年輕的管理層成員；當陳國章2009年出任雷諾中國執行總裁時正好40歲，而他面臨的是雷諾在華人氣低迷的銷量和經銷商體系，品牌美譽度也因售后服務不到位而受到詬病的不利局面。

雷諾日產首席執行官卡洛斯·戈恩曾表示，“作為全球知名的品牌，居然在中國市場不成功，這是非常不可思議的事情，也是不能接受的。”此時，陳國章則正在考慮如何絕地反擊。

作為進口車，雷諾這樣一個純歐洲品牌如何定位是擺在陳國章面前的首要難題。陳國章認為，雷諾是一個很好的國際品牌，是一個擁有優良品質的純進口車品牌，有自己獨到的品位，擁有很好的售后服務，為消費者帶來一種“休閑奢華”的尊享體驗。因此，雷諾在中國推出了“休閑奢華”的全新品牌定位。“年輕、現代、高端、激情是我們想賦予品牌的新元素。”

之后，雷諾中國相繼推出“諾相隨”全方位客戶體驗計劃、明星營銷戰略、全新雷諾零售環境更新計劃（R-REDI）、“諾生活”車友會等一系列“以客戶為本”的有效舉措，為雷諾在中國市場的崛起奠定了最堅實的基礎。“雷諾為車主提供了豪華品牌才享有的優異售后服務體系，包括三年或十萬公里新車保修、三年或六萬公里免費保養、新車滿油等等。如果三年內不出現撞車事故，是不需要掏錢來保養車的，這一承諾是很多豪華品牌都無法提供的。這也是雷諾近兩年售后及客戶滿意度上升較快的重要原因。”陳國章如實說。

二次創業

打江山易，坐江山難，從陳國章身上絲毫看不出對雷諾中國現有業績的滿足感。雷諾中國的二次創業已進入加速階段。陳國章坦言，當雷諾進口車銷售達到2萬臺以上，其品牌在市場上已能自立門戶，雷諾中國現在要做的就是為未來雷諾在中國大展拳腳準備充足的“底牌”。

“我們現在擁有穩定的品牌和團隊，雷諾在中國已經賣出7萬臺車，建立了良好的口碑。雷諾這個品牌可能不是所有人都知道，但如果這7萬用戶認可雷諾的品質和服務，同時帶動他們的親朋好友了解雷諾，并帶來銷量，這才是雷諾最忠實的用戶。”陳國章認為口碑營銷是他最為看重的，而事實也證明雷諾的這一營銷戰略非常奏效，近年來，37%的用戶是通過親朋介紹購買的雷諾產品。

今年，中國從雷諾亞非區中獨立出來，成為雷諾全球優先發展的市場之一。今年7月，雷諾中國發布了“第二階段復興計劃”，包括以提升品牌價值為導向的品牌建設策略、以貼近消費者為目標的網絡拓展和以客戶為本的售后服務升級等三方面舉措，將明星營銷、體驗營銷及增值服務進行強勢整合，以加強雷諾中國的口碑營銷優勢。陳國章也為自己定了新的戰書——“銷售服務滿意度達到97%；售后服務滿意度達到94%服等等。

2011年，雷諾在中國全年銷量達到24，275輛，實現年同比65%的增長，遠高于中國汽車市場2%與進口車市場35%的平均同比增幅。這一成績使雷諾中國躋身汽車行業銷量增幅前三甲，成為非豪華汽車品牌中增長最快的汽車品牌。2012年上半年，雷諾中國銷量同比增長15%，超過行業平均增長水平。

“雷諾中國下一步的目標不僅僅停留在銷量這些數字上，而是更關注客戶對產品的體驗與使用中的感受。”陳國章說。

打明星牌

翻開雷諾進入中國市場的產品族譜，從耳熟能詳的SUV車型科雷傲，到緊湊型轎車風朗、中高級轎車緯度，再到如今的C級旗艦轎車塔利斯曼，還有兩款獨具魅力的跑車梅甘娜CC和拉古那古貝。

陳國章告訴本刊，他本人開的就是拉古那，排量雖然不大，但這款車以賽車風格的設計，前衛的理念和環保的排放被其所鐘愛。雷諾中國今后還將引進一款小型SUV，進一步豐富產品線。

“我們未來的銷量目標是每年10萬臺，現在整個進口車的數量已經達到80萬臺，所以10萬臺還是一個小眾市場。進口車永遠都是小眾，而小眾也恰恰是它的優勢。”陳國章表示，而支持這一目標的明星營銷戰略也會進一步升級。

陳國章認為，郭富城、羅大佑等明星的亮相和雷諾自身的明星營銷，已經讓雷諾嘗到了甜頭。未來，明星營銷策略還會繼續讓更多人認識并了解雷諾品牌。

“我開車還是挺‘沖’的，在紐約剛畢業時的第一輛車就是跑車，我喜歡體驗那種高速的駕馭感。”陳國章最后告訴本刊，相信雷諾中國在他的駕馭之下，將會啟動加速度。

The young automobile marshal

Chan was born in Hong Kong and he left for New York at 15 on his own. He studied design in the department of mechanic engineering at New York State University. In 1990， while still in college， Chan developed a 4-seat glass fiber aircraft with Nissan VQ35 engine. He then tested the light aircraft with his mentor， experiencing the thrill of acceleration and rotation.

Upon graduation， Robert Chan became the first Chinese engineer of Nissan’s design centre in Tokyo Japan. He became the head of Nissan’s China sales network in 2000 and the youngest manager of Nissan headquarters. In 2009， when Chan became the executive president of Renault in China， he just turned 40. Renault suffered from low popularity and weak distribution networks. Its reputation was also in tatters because of unsatisfactory after-sale services.

Carlos Ghosn， CEO of Renault Nissan said at that time， “As a world-renowned automobile brand， Renault fails in China. This is incredible and unacceptable.” Meanwhile Robert Chan was trying to find a way out.

There are traditional luxury brands such as BMW and Mercedes， super-luxurious racing car brands， modern Asian brands such as Lexus and Acura. Chan’s headache started with brand positioning. He thinks that Renault is a great international brand， but not a pure luxurious car. On the other hand， as an imported car， it enjoys a high status， so Chan proposes a brand new positioning – relaxed luxury. “Young， modern， high-end and passion， we want to give these new elements to the brand.”

Renault China then set out to launch “full commitment” customer experience program， implemented a star marketing strategy and kicked off R-REDI， a retail facelift program. A series of “promises” and club programs put customers at first and laid a most solid foundation for Renault’s revival in China. “Renault offers a great after-sale service system at a par with luxurious brands. This covers maintenance and repair for free 3 years after purchase， running less than 100，000 kilometres free for repair and less than 60，000 kilometres free for maintenance. If there is no clash for three years， you don’t pay to have your car maintained. This service is not provided by many luxurious car brands. And that’s why Renault moves up so quickly and stays at top in after-sale services and customer satisfaction surveys for the last two years，” said Chan.

The second assault

It is never easy to start up a business， but it can be even more challenging protecting what you have got. We don’t detect any complacency in Chan for Renault’s remarkable performances. Renault is now accelerating a new push in the China market. Chan told us candidly that the brand was on firm ground when imports reached 20，000， and it is quite ready for a new ambition.

“We have a nice brand and a stable team. Renault has sold 70，000 cars in China. We enjoy a good reputation， and that’s what we care most. We don’t need everyone to know Renault， but if our 70，000 users recognize our quality and services， they tell their friends about us and more people come to us， then we have a very loyal customer base.” Chan emphasizes on word of mouth， and it has proven to be a very effective sales strategy， for 37% of customers come to Renault through referrals.

China has separated from Renault’s Asia and Africa region to become one of the priority markets. In July this year， Renault China announced the second-phase revival plan， to enhance brand value， expand distribution network and upgrade after-sale services. Renault also plans to consolidate star marketing strategy， experience marketing， promotions and value-added services， to further strengthen word of mouth sales. Robert Chan gives himself a new target， “satisfaction during sales at 97% and after-sale service at 94%”.

Renault sold 24，275 cars in 2011， a year-on-year growth of 65%， far higher than 2% growth for the Chinese automobile market and 35% for imported cars. Renault became one of the top three brands for growth， and the fastest growing non-luxurious brand. In the first half of 2012， Renault achieved 15% growth， again higher than industry average.”

“We won’t sleep on these numbers. We will care more about customer experience，” said Chan.

Celebrity strategy

Renault has multiple models in China， the SUV Koleos， the compact Fluence， the medium Latitude， the C-Class flagship Talisman， and two attractive race cars， Megane CC and Laguna Coupe.

Chan drives Laguna Coupe. It doesn’t have a high displacement， but Chan loves its avant-garde feel and environmental friendliness， as well as its race-car design. Renault is to bring in one mini size SUV to broader the portfolio.

“We aim for 100，000 sales a year. Now the total market for imported cars is 800，000， so 100，000 is still a niche. Imports will always be niche， niche is an advantage，” said Chan. He said Renault would also upgrade its celebrity endorsement program to support sales.

Renault has benefited greatly from its association with Aaron Kwok， Luo Dayou and other stars. And Renault has outstanding performances in racing. In future， celebrity strategy will continue to let more people know more about Renault.

“I drive rather aggressively. My first car after graduating in New York was a race car. I love maneuvering at high speed.” Chan told us at the end of the interview that he believed Renault would accelerate under his stewardship in China.