The oil market shows the law of 28, and the competition in the high-end market is getting hotter. 20% of lubricating oil brands account for 80% of the market share of lubricants; 80% of low-end lubricating oil products only account for 20% of the industry's profits, while high-end lubricants only account for 20% of the market, but they are the only ones. % of industry profits. The domestic lubricants market is an extremely open market. Over the past 10 years, Meifu, Shell, Caltex and others have all introduced lube products into China. What is even more embarrassing is that due to the low threshold of entry into the lube industry, various domestic companies have invested in this industry. According to statistics, at present, there are about 4,500 lubricant manufacturers and nearly 8,000 lubricant brands. The industrial structure is very poor, and the market share of dominant companies is very low.
In recent years, China's industry has seen a linear rise, and the demand for lubricants from iron ore, smelting, and precision instrument manufacturing has grown exponentially. In the post-market era, China has become a must-win for international automotive lubricants. . The inventory of this year's lubricants industry is the most exciting is the rise of local brands, breaking the international lubricating oil giants and domestic monopolistic companies dominating the situation.
Some professionals predict that China is expected to become the world's largest consumer of lubricants. Whether it is the integration of international oil sources, technological progress, or brand soft construction, the Chinese lubricant industry will usher in an unprecedented overall upgrade. The high demand for high-grade lubricants has driven technological development and continuous upgrading of products. “In the case of high-end market requirements, all companies will surely coordinate and unify the three-party relationship between brand building, product optimization and market expansion and form a strategic deployment. With brands as the guarantee and products as the market, they will become the development trend of the domestic lubricants market. “When Liang Bing, Executive Chairman of Dongfeng Oil Group, was interviewed by an interview with a reporter from the “China Sankei Shimbunâ€.
Dongfeng Oil Group believes that the first step in brand building is to develop a channel network. After 12 years of continuous exploration, Dongfeng Oil Group has found a solution to the market channel construction—star-rated service operation, to allow Dongfeng Different, highlighting the difference. Exploring high-quality resources for integration and creating an industrial chain for the production and sales of lubricants is a group plan that is continuously implemented in the development of Dongfeng Oil Group. In terms of international resource integration, Dongfeng Oil Products Co., Ltd. has scored twice, and from Mobil Dongfeng to Dongfeng GS lubricants, it has witnessed its forward thinking and internationalization strategy of resource sharing, technology sharing, and industrial communion. “We need to continue to invest in branding and follow-up, and regard brand culture development as a protracted warfare,†said Feng Changwei, brand director of Dongfeng Oil Group.
The profit of the high-end lubricants market continues to rise, and many lubricant brands have risen rapidly. They want to share a share with their counterparts, especially with Chinese and foreign brands joining hands to seize the high-end lubricants market. How will the co-branding influence the high-end lubricants market?
In this regard, Zhuo Chuang Information Lubricant Analyst Wang Jiangang believes that this has a significant impact on the domestic high-end lubricants market. Compared with other brands, South Korea's GS has the advantage of having high-quality base oils. This is currently a lot of lubricant companies. What is missing. He also said that the arrival of Asian oil giants is difficult to shake up the status of international brands such as Shell, Mobil, and Carlstag in a short period of time. “The brands that are impacted are the Great Wall, Kunlun and others. Despite the market layout, These two brands have already taken the lead, but in terms of base oil quality, the domestic brands are less competitive. In the high-end lubricants market, the quality of the base oil is a key factor in whether or not it can be included in the first-line list."
“In the process of brand building, the construction of soft power, such as the corporate connotation, corporate culture, and human resources of enterprises, and the forward-looking nature of energy strategy are also the key to determining the outcome,†Liang Bingzhi said.
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