Sixteen years ago, when Zhengzhou Yutong Bus Co., Ltd. (hereinafter referred to as Yutong Bus) was officially set up, TANG Yuxiang, General Manager of the company led a team to visit some leading domestic bus & coach builders then. What was on his mind at that time was how to make a legend in China’s bus industry just as Toyota once did back in 1970s and 1980s.

Though still in its infant stage, Yutong’s leaders were well aware that customers are the company’s top priority. To become a dominant player in China’s bus & coach building industry, Yutong has to excel at meeting its customers’ needs so as to beat its formidable rivals.  

After a decade’s consistent performances, Yutong has grown from a small factory into a business with massive proportion. Still, TANG Yuxiang, who has led the company through ups and downs since the very beginning, has not forgotten the significant importance of the company’s value chain and how the sales market can help his enterprise continue to grow into a well recognized bus builder with international presence.

To achieve that goal, Yutong has already taken a series of measures, including setting up cooperative ties with IBM for integrated supply chain management project, with Accenture for performance management project, and with Capgemini for CRM (customer relation management) project, etc. Through the cooperation with some multinationals, Yutong realized suppliers are only part of its supply chain. To improve its production more efficiently and make deliveries to its customers on time, it must first satisfactorily answer a host of questions, like what are the customer’s needs? How to transform customer’s needs into features of its products? …Instead of looking for customers’ needs passively, it should actively take the lead to create new needs for customers by working on the beginning of its sales process.

Currently, Yutong is striving to leapfrog to the global bus market. In order to continue to sharpen its competitiveness and outperform its rivals, the company is well prepared to challenge its own value creation capabilities and transform its business model by a keen observation of customers’ ever changing needs and an ability to help them create more value.

 
In the meantime, Yutong is sparing no efforts to upgrade its technological level and production management capabilities. By doing so, it aims at becoming China’s only state-level coach experiment center and technology center with the internationally advanced technologies.

In recent years, with the continued integration of China’s bus & coach building industry with its global counterparts, Yutong not only helped its customers realize more value, but also made indelible contributions to boost the overall competitiveness of China’s bus & coach industry. 

During the market slump in early 2009, Yutong staff were busily inviting customers to its industrial park to have a real experience of how the company is helping customers grow even stronger. Moreover, through further integration of its cutting-edge technologies with management, it attached unprecedented importance to the reliability, fuel economy, durability and safety of its bus & coach products.

How can Yutong make such a daring move? “I was very much impressed by Yutong’s bus experiment center, bus body frame electrophoresis workshop and assembly workshop. The tour has made me very much convinced that the bus builder has brought its vehicle making process to the internationally advanced level not only in theory but also in practice,” the remarks of LIU Tienan, Deputy Director of NDRC (National Development and Reform Commission), who was invited to Yutong Industrial Park in late Mar. 2009, could definitely answer us the question.

 
After its “Durability Storm” from 2005 to 2006, to “More Value for Customers” from 2007 to 2008, its “Value Exploration Tour” launched in 2009 has clearly showed the public that Yutong is now well on its track to transform itself into a global giant in the bus building industry.

Source : english.chinabuses.com

Editor : Mark

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Tags: Yutong Value Exploration Strategic