After a long period of development, the track finally completed the localization step and evolved into Track 2.0 and General Motors could not wait. Track 2.0 was just delivered, and before it could be warmed up, it was launched online by General Motors.

The various data sources required for Track 2.0 were ready early, and they just waited for Track 2.0 to be connected online. Now that it is finally online, all the attention of the General Manager is immediately focused.

In the silence, an old global company was fully mobilized. The first thing that was mobilized was the various social resources required to cooperate with Trajectory 2.0, major websites, newspapers and magazines, radio and television, various buildings and street hard broadcasting, various soft-text journals, various associations, clubs, and other social groups, as long as they can use their strength, they will be fully mobilized under general mobilization.

In addition to various external resources, resources within the general system have also begun to be mobilized step by step. The first thing that is mobilized is the peripheral organizations of the general system, such as agents, sellers, 4S stores, repair stations, car loan companies, auto insurance companies, etc., which have begun to make all preparations and are ready to undertake the impact after the launch of Track 2.0.

Following the peripheral resources are various supporting manufacturers in the general system, which are mobilized even earlier. In order to cope with the possible increase in elevator sales caused by Trajectory 2.0, the inventory of various parts must be prepared in advance.

After the mobilization of supporting manufacturers, General Motors' factories began to gradually enter full-load working state and began to reserve inventory in advance for the launch of Track 2.0.

From a general perspective, this is almost a national mobilization, and General Motors has mobilized almost all the forces it can mobilize. If the trajectory 2.0 fails this time, General Motors' losses will be astronomical, and there is a high possibility of large-scale product backlog and liquidity exhaustion.

However, if the track 2.0 is successful, General Motors' big move will inevitably be like a precise hit by a heavy punch in the boxing ring, and it is likely to directly punch the opponent.

It may not be realistic to defeat the opponent at one time, but it may not be impossible to achieve. Think about it from the perspective of others. If Trajectory 2.0 fails, how uncomfortable it is, how uncomfortable it is for General Motors. If Trajectory 1.0 succeeds, how uncomfortable its opponents will be.

For example, GM's old rivals Ford and Toyota may not be damaged because of their size and size. However, some small car companies that just happened to have high competitive models with GM may have a hard time. They do not have enough scale to buffer, and it is likely that under the violent market fluctuations and shrinkage caused by Trajectory 1.0, if they are not well dealt with, they will be killed by one blow.

In the eyes of those who are interested, especially those who always pay attention to GM, as well as automotive information companies, automotive media companies, and various people who take the automotive industry as their foundation for survival, they find that some strange atmosphere suddenly begins to appear in the industry.

When General Motors began to make full efforts and mobilize globally, this strange atmosphere was visible to the naked eye. People in the industry could basically easily discover abnormalities. The entire automobile industry began to enter a state of tension before the war without realizing it.

The major manufacturers are a little confused. They are not sure about General Motors' intentions to do this big move, but General Motors is sure to play Big. Various informants, various commercial spies, and consulting companies are launched one after another, jumping up and down to find General Motors' real intentions.

In fact, for several other major automobile companies, when they detect common actions through abnormalities in the market, they basically have no time to take countermeasures. These global companies are so large that they are comparable to those of a country, like bloated giants. It is unimaginable to make them flexibly beating like squirrels.

For companies such as Honda, Toyota, Ford, Volkswagen, etc., they have lost the initiative. The only thing they can do now is to figure out what GM wants to do as soon as possible, and then make decisions as soon as possible to let the company take countermeasures. However, it can be imagined that by the time a real global organization responds, GM's heavy punch had already hit itself in the face. Because of its first-mover advantage, they probably wouldn't have a chance to avoid this punch, so it depends on how to reduce damage.

Amidst the tense expectations, Track 2.0 was quietly launched on the global scale of General Motors. It is difficult for an outsider to feel that Track 2.0 appears. For consumers, they just feel that the advertising of General Motors has been getting more and more and more suitable recently. They feel that buying GM cars is much more comfortable, just fitting their ideas, and then a purchase plan appears in front of them, and everything can be completed smoothly. When General Motors cars drive home, consumers only feel that they have made a happy purchase, and they cannot feel anything else.

For competitors and automotive industry practitioners, General Motors' behavior seems much weirder, and it seems that suddenly, General Motors' marketing model has changed.

Sellers felt that there were suddenly more general customers in General Motors, and most of them already had their favorite models, and the situation of requiring sales consultants to provide a competitor introduction has dropped sharply. Many customers basically placed orders on the spot. Thinking about the past, a customer who needed to follow for several weeks and repeatedly compare multiple brands and multiple models to facilitate transactions was much less likely.

The media and media also felt that General Motors’ publicity strategies have changed a lot. General Motors began to no longer care about generalized hard marketing, but began to increase efforts in targeted delivery and targeted crowd delivery.

In this process, cable TV stations, especially those with user identification and targeted advertising, found that the number of targeted advertising from general purpose has surged, and they were asked to connect the playback software to a certain system for coordinated control.

The big winners of GM's advertising expenses belong to those website companies. Whether it is the Internet or the mobile Internet, the automotive industry media in this field began to feel the wonderful gifts sent by GM. With a certain time as a node, the turnover and profits from GM began to soar.

They are required to access the general marketing system and pay according to traffic and clicks. So when their user data is absorbed by the general, profits from the general are gushing out like fire faucets.

General Motors has established a huge industrial system and network of interests around it in countries around the world. Now the entire general motor suddenly feels some change in general, as if general Motors are much more generous, and cash flows towards them like a tsunami.

The supporting parts factory began to purchase a large amount of goods, started working overtime, and the transportation company began to travel around the world to deliver goods to general factories and general consumers~~~

Seeing all this and seeing the initial success after Track 2.0 was launched, General Motors' directors finally relaxed and smiled happily~~~
Chapter completed!