吉利公司国产品牌汽车业务竞争战略研究
发布时间：2018-08-08 12:16
【摘要】：汽车产业作为发展国民经济的支柱产业,以其关联度高、产业链长、就业面广、消费拉动大,在国民经济和社会发展中展现着重要作用,是衡量一个国家制造业总体水平的重要标准。进入21世纪以来,中国汽车产业高速发展,产业集中度不断提高,2010年超过美国,成为全球第一大汽车市场。随着国家政策的支持和市场的日渐开放,中国汽车市场逐渐形成了外资品牌、合资品牌和国内自主品牌相抗衡的局面。吉利是较早进入汽车行业的一家民营汽车生产企业,虽然在十多年间得到了快速发展,但是与国际汽车生产厂商之间依然存在着巨大的差距,所处的竞争环境也日益激烈,面临着国际汽车品牌对国内市场的争夺、国内自主汽车品牌数量增多、品牌号召力弱、难以摆脱低端印象等诸多问题和挑战。如何应对众多实力强劲的竞争对手带来的竞争压力,形成自己的竞争优势,是企业在发展壮大过程中必须思考的问题。 因此,本文以吉利公司的国产品牌汽车业务为研究对象,采用实证分析与规范分析相结合,定量分析与定性分析相结合的研究方法,运用PEST分析工具分析企业发展所处的外部宏观环境,运用迈克尔·波特的五种力量竞争力互动模型分析企业的行业竞争环境,找出企业面临的机会与威胁,并结合吉利成功收购沃尔沃的实际,通过剖析企业内部资源条件,全面分析了企业该品牌汽车业务未来发展的优势和劣势。利用SWOT分析工具进行综合系统评价,最终确定吉利公司国产品牌汽车业务的竞争战略、三大战略目标及具体内容,并制定了与竞争战略相配套的实施策略和保障措施。 经过综合分析,我们发现,当前企业面临的机会仍大于威胁,总体优势仍大于劣势。虽然面临着生产成本增加和市场竞争越发激烈的威胁,但在主要的环境影响因素中,良好的宏观经济环境、行业发展前景和巨大的市场需求潜力等方面,对企业发展来说机会较大,企业自身的成本领先优势和收购沃尔沃后获得的技术共享优势,对其国产品牌汽车业务的转型升级也起到了很大的支持作用。基于此,本文认为吉利公司国产品牌汽车业务应该采用以成本领先为主导,辅之以差异化的竞争战略,加强企业的成本管理和控制,将并购沃尔沃作为企业发展的一大优势,着眼于安全性能,作为吉利国产品牌汽车差异于竞争对手的主要方面,加强技术创新,并从优化组织结构、加快品牌整合、加强文化建设、加大营销力度、强化财务控制等方面进行分析阐述,以此支持成本领先为主导、辅之以差异化竞争战略的实施和目标的实现。
[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.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F426.471
本文编号：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.
【学位授予单位】：山东大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F271;F426.471
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