吉利公司國產(chǎn)品牌汽車業(yè)務競爭戰(zhàn)略研究
發(fā)布時間：2018-08-08 12:16
【摘要】：汽車產(chǎn)業(yè)作為發(fā)展國民經(jīng)濟的支柱產(chǎn)業(yè),以其關聯(lián)度高、產(chǎn)業(yè)鏈長、就業(yè)面廣、消費拉動大,在國民經(jīng)濟和社會發(fā)展中展現(xiàn)著重要作用,是衡量一個國家制造業(yè)總體水平的重要標準。進入21世紀以來,中國汽車產(chǎn)業(yè)高速發(fā)展,產(chǎn)業(yè)集中度不斷提高,2010年超過美國,成為全球第一大汽車市場。隨著國家政策的支持和市場的日漸開放,中國汽車市場逐漸形成了外資品牌、合資品牌和國內(nèi)自主品牌相抗衡的局面。吉利是較早進入汽車行業(yè)的一家民營汽車生產(chǎn)企業(yè),雖然在十多年間得到了快速發(fā)展,但是與國際汽車生產(chǎn)廠商之間依然存在著巨大的差距,所處的競爭環(huán)境也日益激烈,面臨著國際汽車品牌對國內(nèi)市場的爭奪、國內(nèi)自主汽車品牌數(shù)量增多、品牌號召力弱、難以擺脫低端印象等諸多問題和挑戰(zhàn)。如何應對眾多實力強勁的競爭對手帶來的競爭壓力,形成自己的競爭優(yōu)勢,是企業(yè)在發(fā)展壯大過程中必須思考的問題。 因此,本文以吉利公司的國產(chǎn)品牌汽車業(yè)務為研究對象,采用實證分析與規(guī)范分析相結(jié)合,定量分析與定性分析相結(jié)合的研究方法,運用PEST分析工具分析企業(yè)發(fā)展所處的外部宏觀環(huán)境,運用邁克爾·波特的五種力量競爭力互動模型分析企業(yè)的行業(yè)競爭環(huán)境,找出企業(yè)面臨的機會與威脅,并結(jié)合吉利成功收購沃爾沃的實際,通過剖析企業(yè)內(nèi)部資源條件,全面分析了企業(yè)該品牌汽車業(yè)務未來發(fā)展的優(yōu)勢和劣勢。利用SWOT分析工具進行綜合系統(tǒng)評價,最終確定吉利公司國產(chǎn)品牌汽車業(yè)務的競爭戰(zhàn)略、三大戰(zhàn)略目標及具體內(nèi)容,并制定了與競爭戰(zhàn)略相配套的實施策略和保障措施。 經(jīng)過綜合分析,我們發(fā)現(xiàn),當前企業(yè)面臨的機會仍大于威脅,總體優(yōu)勢仍大于劣勢。雖然面臨著生產(chǎn)成本增加和市場競爭越發(fā)激烈的威脅,但在主要的環(huán)境影響因素中,良好的宏觀經(jīng)濟環(huán)境、行業(yè)發(fā)展前景和巨大的市場需求潛力等方面,對企業(yè)發(fā)展來說機會較大,企業(yè)自身的成本領先優(yōu)勢和收購沃爾沃后獲得的技術共享優(yōu)勢,對其國產(chǎn)品牌汽車業(yè)務的轉(zhuǎn)型升級也起到了很大的支持作用�；诖�,本文認為吉利公司國產(chǎn)品牌汽車業(yè)務應該采用以成本領先為主導,輔之以差異化的競爭戰(zhàn)略,加強企業(yè)的成本管理和控制,將并購沃爾沃作為企業(yè)發(fā)展的一大優(yōu)勢,著眼于安全性能,作為吉利國產(chǎn)品牌汽車差異于競爭對手的主要方面,加強技術創(chuàng)新,并從優(yōu)化組織結(jié)構、加快品牌整合、加強文化建設、加大營銷力度、強化財務控制等方面進行分析闡述,以此支持成本領先為主導、輔之以差異化競爭戰(zhàn)略的實施和目標的實現(xiàn)。
[Abstract]:As the pillar industry in the development of national economy, automobile industry plays an important role in the development of national economy and society because of its high correlation degree, long industrial chain, wide employment and large consumption pull. It is an important standard to measure the overall level of manufacturing industry in a country. Since the beginning of the 21st century, China's automobile industry has developed at a high speed, and the degree of industrial concentration has been increasing. In 2010, it surpassed the United States and became the largest automobile market in the world. With the support of national policies and the opening of the market, the Chinese auto market has gradually formed a foreign brand, joint venture brand and domestic independent brand competition. Geely is a private automobile manufacturer that entered the automobile industry earlier. Although it has developed rapidly in more than a decade, there is still a huge gap between Geely and the international automobile manufacturers, and the competition environment is becoming increasingly fierce. Faced with the international automobile brand competition for the domestic market, the number of domestic independent automobile brands increased, brand appeal is weak, it is difficult to get rid of the low-end impression and many other problems and challenges. How to deal with the competitive pressure brought by many strong competitors and form their own competitive advantage is a problem that enterprises must consider in the process of development and expansion. Therefore, this paper takes the domestic brand automobile business of Geely Company as the research object, adopts the research method of combining empirical analysis with normative analysis, quantitative analysis and qualitative analysis. Using PEST analysis tools to analyze the external macro environment of enterprise development, using Michael Porter's five interactive models of power competitiveness to analyze the industry competitive environment of enterprises, to find out the opportunities and threats faced by enterprises. Combined with Geely's successful acquisition of Volvo, this paper analyzes the advantages and disadvantages of the future development of the brand's automobile business by analyzing the internal resource conditions of the enterprise. Finally, the competitive strategy, three strategic objectives and specific contents of domestic brand automobile business of Geely Company are determined by comprehensive system evaluation with SWOT analysis tool, and the implementation strategy and safeguard measures matching with the competition strategy are worked out. After comprehensive analysis, we find that the current opportunities faced by enterprises are still greater than the threats, and the overall advantages are still greater than the disadvantages. Although facing the threat of increasing production costs and increasing market competition, among the major environmental factors, such as a good macroeconomic environment, industry development prospects and huge market demand potential, etc. For the development of the enterprise, the cost leading advantage of the enterprise and the technology sharing advantage gained after the purchase of Volvo have also played a great supporting role in the transformation and upgrading of its domestic brand automobile business. Based on this, this paper holds that Geely's domestic brand automobile business should take cost leading as the leading factor, supplemented by differentiated competitive strategy, strengthen the cost management and control of the enterprise, and take the merger and acquisition of Volvo as a major advantage in the development of the enterprise. Focusing on safety performance, as the main aspect of the difference between Geely's domestic brands and competitors, we should strengthen technological innovation, optimize organizational structure, speed up brand integration, strengthen cultural construction, and increase marketing efforts. Strengthening financial control and other aspects of the analysis to support cost leading as the leading, supplemented by the implementation of differentiated competition strategy and the realization of the goal.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F271;F426.471
本文編號：2171764
[Abstract]:As the pillar industry in the development of national economy, automobile industry plays an important role in the development of national economy and society because of its high correlation degree, long industrial chain, wide employment and large consumption pull. It is an important standard to measure the overall level of manufacturing industry in a country. Since the beginning of the 21st century, China's automobile industry has developed at a high speed, and the degree of industrial concentration has been increasing. In 2010, it surpassed the United States and became the largest automobile market in the world. With the support of national policies and the opening of the market, the Chinese auto market has gradually formed a foreign brand, joint venture brand and domestic independent brand competition. Geely is a private automobile manufacturer that entered the automobile industry earlier. Although it has developed rapidly in more than a decade, there is still a huge gap between Geely and the international automobile manufacturers, and the competition environment is becoming increasingly fierce. Faced with the international automobile brand competition for the domestic market, the number of domestic independent automobile brands increased, brand appeal is weak, it is difficult to get rid of the low-end impression and many other problems and challenges. How to deal with the competitive pressure brought by many strong competitors and form their own competitive advantage is a problem that enterprises must consider in the process of development and expansion. Therefore, this paper takes the domestic brand automobile business of Geely Company as the research object, adopts the research method of combining empirical analysis with normative analysis, quantitative analysis and qualitative analysis. Using PEST analysis tools to analyze the external macro environment of enterprise development, using Michael Porter's five interactive models of power competitiveness to analyze the industry competitive environment of enterprises, to find out the opportunities and threats faced by enterprises. Combined with Geely's successful acquisition of Volvo, this paper analyzes the advantages and disadvantages of the future development of the brand's automobile business by analyzing the internal resource conditions of the enterprise. Finally, the competitive strategy, three strategic objectives and specific contents of domestic brand automobile business of Geely Company are determined by comprehensive system evaluation with SWOT analysis tool, and the implementation strategy and safeguard measures matching with the competition strategy are worked out. After comprehensive analysis, we find that the current opportunities faced by enterprises are still greater than the threats, and the overall advantages are still greater than the disadvantages. Although facing the threat of increasing production costs and increasing market competition, among the major environmental factors, such as a good macroeconomic environment, industry development prospects and huge market demand potential, etc. For the development of the enterprise, the cost leading advantage of the enterprise and the technology sharing advantage gained after the purchase of Volvo have also played a great supporting role in the transformation and upgrading of its domestic brand automobile business. Based on this, this paper holds that Geely's domestic brand automobile business should take cost leading as the leading factor, supplemented by differentiated competitive strategy, strengthen the cost management and control of the enterprise, and take the merger and acquisition of Volvo as a major advantage in the development of the enterprise. Focusing on safety performance, as the main aspect of the difference between Geely's domestic brands and competitors, we should strengthen technological innovation, optimize organizational structure, speed up brand integration, strengthen cultural construction, and increase marketing efforts. Strengthening financial control and other aspects of the analysis to support cost leading as the leading, supplemented by the implementation of differentiated competition strategy and the realization of the goal.
【學位授予單位】：山東大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F271;F426.471
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