Chapter 127 May 6 Vanke wants to learn from Toyota

Vanke is thinking about a question, whether to be Toyota or Honda, whether to be Nike or Adidas.For Vanke, it is only a matter of time before the sales revenue of 100 billion yuan will be realized in the next 10 years. There is no suspense, and it is a foregone conclusion.Vanke is now thinking about how to go after 100 billion. From the perspective of the automobile industry, I think Vanke should be doing Toyota instead of Honda. If we are talking about sports goods, I think Vanke should be doing Nike instead of Adidas. Wang Shi believes that the reason why Vanke does not learn from Honda is that the core competitiveness of Honda is not automobiles, but engines.Therefore, with the help of its engine core technology, Honda's business spans motorcycles, automobiles, and small aircraft. As long as it is related to engine products, Honda will do it.And Toyota's strategy is to be a customer and a product line.Toyota cars are differentiated through brand strategy from high-end to low-end.Vanke does not have core technology similar to Honda, and Vanke only makes residential buildings. Therefore, Vanke must learn from Toyota and further extend its product line.In the past, Vanke's products were mainly mid-range and high-end products. Therefore, Vanke needs to extend its products to higher-end products, and at the same time, extend to low-end products.While expanding the product types from 7 to 11, Vanke is also preparing to learn from Toyota's customer-centric working methods and continue to innovate in products and services.

Honda and Toyota have their own strengths.Different entrepreneurs have different pursuits, and they can choose a benchmark that suits their corporate vision for learning.