[陈国章：在中国启动雷诺加速度] 恒定加速度启动

　　当陈国章身着一件西服和一件色彩绚烂的花纹衬衣，而未打领带出现在《私人飞机》面前时，让本刊真正体会到雷诺在中国市场倡导的“休闲奢华”的品牌理念。　　这位将雷诺中国年销量从800多辆提高到近2.5万辆，并提前一年完成复兴计划的雷诺中国掌门人——陈国章一开口就直言：“我与私人飞机还颇有渊源。”
　　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.”
　　汽车少帅
　　出生在香港的陈国章，15岁只身前往美国纽约读书；之后进入纽约州立大学机械工程系学习设计；1990年大学期间，进行搭载日产VQ35发动机的玻璃纤维材质4座飞机的研制。陈国章告诉本刊，在研制期间，自己经常和导师试乘小型飞机，体验各种飞行测试带来的加速和旋转。
　　毕业之后，陈国章成为日本东京日产汽车设计中心的首位华人工程师。此后，他在汽车界摸爬滚打，2000年成为日产汽车中国营销网络课长，同年成为日产日本总部最年轻的管理层成员；当陈国章2009年出任雷诺中国执行总裁时正好40岁，而他面临的是雷诺在华人气低迷的销量和经销商体系，品牌美誉度也因售后服务不到位而受到诟病的不利局面。
　　雷诺日产首席执行官卡洛斯·戈恩曾表示，“作为全球知名的品牌，居然在中国市场不成功，这是非常不可思议的事情，也是不能接受的。”此时，陈国章则正在考虑如何绝地反击。
　　作为进口车，雷诺这样一个纯欧洲品牌如何定位是摆在陈国章面前的首要难题。陈国章认为，雷诺是一个很好的国际品牌，是一个拥有优良品质的纯进口车品牌，有自己独到的品位，拥有很好的售后服务，为消费者带来一种“休闲奢华”的尊享体验。因此，雷诺在中国推出了“休闲奢华”的全新品牌定位。“年轻、现代、高端、激情是我们想赋予品牌的新元素。”
　　之后，雷诺中国相继推出“诺相随”全方位客户体验计划、明星营销战略、全新雷诺零售环境更新计划（R-REDI）、“诺生活”车友会等一系列“以客户为本”的有效举措，为雷诺在中国市场的崛起奠定了最坚实的基础。“雷诺为车主提供了豪华品牌才享有的优异售后服务体系，包括三年或十万公里新车保修、三年或六万公里免费保养、新车满油等等。如果三年内不出现撞车事故，是不需要掏钱来保养车的，这一承诺是很多豪华品牌都无法提供的。这也是雷诺近两年售后及客户满意度上升较快的重要原因。”陈国章如实说。
　　二次创业
　　打江山易，坐江山难，从陈国章身上丝毫看不出对雷诺中国现有业绩的满足感。雷诺中国的二次创业已进入加速阶段。陈国章坦言，当雷诺进口车销售达到2万台以上，其品牌在市场上已能自立门户，雷诺中国现在要做的就是为未来雷诺在中国大展拳脚准备充足的“底牌”。
　　“我们现在拥有稳定的品牌和团队，雷诺在中国已经卖出7万台车，建立了良好的口碑。雷诺这个品牌可能不是所有人都知道，但如果这7万用户认可雷诺的品质和服务，同时带动他们的亲朋好友了解雷诺，并带来销量，这才是雷诺最忠实的用户。”陈国章认为口碑营销是他最为看重的，而事实也证明雷诺的这一营销战略非常奏效，近年来，37%的用户是通过亲朋介绍购买的雷诺产品。
　　今年，中国从雷诺亚非区中独立出来，成为雷诺全球优先发展的市场之一。今年7月，雷诺中国发布了“第二阶段复兴计划”，包括以提升品牌价值为导向的品牌建设策略、以贴近消费者为目标的网络拓展和以客户为本的售后服务升级等三方面举措，将明星营销、体验营销及增值服务进行强势整合，以加强雷诺中国的口碑营销优势。陈国章也为自己定了新的战书——“销售服务满意度达到97%；售后服务满意度达到94%服等等。
　　2011年，雷诺在中国全年销量达到24，275辆，实现年同比65%的增长，远高于中国汽车市场2%与进口车市场35%的平均同比增幅。这一成绩使雷诺中国跻身汽车行业销量增幅前三甲，成为非豪华汽车品牌中增长最快的汽车品牌。2012年上半年，雷诺中国销量同比增长15%，超过行业平均增长水平。
　　“雷诺中国下一步的目标不仅仅停留在销量这些数字上，而是更关注客户对产品的体验与使用中的感受。”陈国章说。
　　打明星牌
　　翻开雷诺进入中国市场的产品族谱，从耳熟能详的SUV车型科雷傲，到紧凑型轿车风朗、中高级轿车纬度，再到如今的C级旗舰轿车塔利斯曼，还有两款独具魅力的跑车梅甘娜CC和拉古那古贝。
　　陈国章告诉本刊，他本人开的就是拉古那，排量虽然不大，但这款车以赛车风格的设计，前卫的理念和环保的排放被其所钟爱。雷诺中国今后还将引进一款小型SUV，进一步丰富产品线。
　　“我们未来的销量目标是每年10万台，现在整个进口车的数量已经达到80万台，所以10万台还是一个小众市场。进口车永远都是小众，而小众也恰恰是它的优势。”陈国章表示，而支持这一目标的明星营销战略也会进一步升级。
　　陈国章认为，郭富城、罗大佑等明星的亮相和雷诺自身的明星营销，已经让雷诺尝到了甜头。未来，明星营销策略还会继续让更多人认识并了解雷诺品牌。
　　“我开车还是挺‘冲’的，在纽约刚毕业时的第一辆车就是跑车，我喜欢体验那种高速的驾驭感。”陈国章最后告诉本刊，相信雷诺中国在他的驾驭之下，将会启动加速度。 　　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.

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