Nowadays, the traditional 4S store industry is facing a cold winter, and the income of sales staff is not as good as before. A salesperson in Zhejiang posted his salary slip. His income dropped from 26,000 yuan in January and 17,000 yuan in February to 700 yuan in March. According to him, the high salary in January was due to the sales performance in December last year. In that month, he sold a total of 30 vehicles and completed the delivery of 31 vehicles. Five of the vehicles in stock also brought additional rewards.
Entering March, the overall car market was in a downturn, and his income also fell to the bottom.
The basic salary of some stores is only 800 yuan, and there are even cases where employees pay back to the company after selling the vehicle. Even the basic salary of after-sales consultants of luxury brands is generally low, and the performance, overtime pay and other benefits of after-sales technicians are also constantly reduced.
The sharp drop in income directly triggered a large-scale brain drain.
Relevant data shows that in the past five years, the number of employees in the top 100 domestic auto dealer groups has decreased by nearly 110,000, the turnover rate of front-line sales is close to 70%, and the turnover rate of after-sales technicians has also exceeded half.
A large number of practitioners are looking for other options, and most sales are turning to new energy vehicle companies. Such brands have generous base salaries, transparent sales processes, and more complete commission systems.
Some after-sales technicians choose to start their own businesses and open repair stores, while some older practitioners who find it difficult to adapt to the new rhythm are trapped in unemployment.
Behind the personnel turmoil is the systemic crisis of the traditional 4S store model.
At present, more than 80% of fuel-powered models have experienced price inversions, and car sales are generally at a loss. At the same time, after-sales customers continue to lose, profits from additional businesses such as finance and insurance continue to shrink, and manufacturers' rebate policies have become increasingly stringent.
Although major dealers are actively deploying new energy business, the relevant sectors have not yet become profitable.
Coupled with the continued shortage of inventory by OEMs and the decline in overall sales in the auto market, store operating pressure continues to rise.
Affected by this, traditional fuel vehicle 4S stores continue to close in many places, while new energy brand stores continue to expand.
The old profit model is gradually losing its effectiveness, new growth points are not yet mature, and traditional 4S channels are undergoing a complete industry change.