长城汽车公司竞争战略研究

发布时间：2018-03-06 14:26

本文选题：长城汽车　切入点：竞争战略　出处：《兰州交通大学》2015年硕士论文　论文类型：学位论文

【摘要】：在经济全球化不断深入的今天,汽车制造行业已经成为衡量一个国家综合竞争力的重要标志,不少发达国家把汽车制造业作为本国的支柱产业。自改革开放以来,我国经济不断增长,人民收入水平不断提高,我国汽车行业实现了井喷式发展,至2014年我国汽车产销量均达到两千多万辆。虽然我国的汽车行业取得了长足发展,但是相对于欧美、日本等发达国家来讲差距还是相当大的,但是像长城汽车等一些民族汽车品牌却是国际一流汽车制造商的有力竞争者。长城汽车作为一家1984年成立的民营汽车制造商,是目前我国最大的皮卡、SUV(运动型多功能车)制造企业,同时也是一家在内陆和香港同时上市的大型民营企业。虽然长城汽车经过三十年的发展取得了不少骄人成就,但是目前是国际经济复杂多变,2014年中国GDP同比仅增长7.4%,比上年有所下跌,中国经济增速的放缓会间接给汽车行业带来压力。面对未来的汽车市场国外汽车巨头必将不断推陈出新,通过打造明星车型来赢得中国市场;与此同时,城市拥堵的交通将导致部分城市“限购”,传统能源的供给可能会出现波动,汽车原材料价格上涨和“三包”政策必将增加中国汽车企业的成本压力,这些都会进一步加剧中国汽车市场的竞争程度。随着消费者的需求日益呈多元化增长,各大汽车厂商必须有所改变才能满足消费者日益挑剔的需求,长城汽车在这风云突变的市场环境下,只有重新定位自己,才有可能持续发展。论文首先介绍了竞争战略的类型和相关战略分析工具,其次运用PEST模型、波特五力竞争模型和SCP范式对长城汽车的外部环境进行分析,然后介绍了长城汽车的发展历程、内部资源和内部能力,在对长城汽车进行市场定位的基础上,提出实施战略组合竞争战略,才能实现可持续发展,即通过全面质量管理体系、提高生产技术和优化供应链的方式实施成本领先战略,通过在细化市场不同类型的车、产品自身差别化创新、营销服务差别化等来实施差异化战略,通过聚焦SUV业务来实施集中化战略。最后,论文指出在进行战略选择时必须紧密结合竞争环境的变化灵活应用,同时强调不能有效执行的战略等于无战略,因此必须注意战略实施保障措施:在吸引高素质人才的基础上完善人才培养机制;与其他企事业单位合作创新;在创新销售体制的同时提升客户服务质量;营造积极的企业文化来激发职工的主观能动性。
[Abstract]:With the deepening of economic globalization, automobile manufacturing industry has become an important symbol to measure the comprehensive competitiveness of a country. Many developed countries regard automobile manufacturing industry as their pillar industry. Since the reform and opening up, Our country's economy continues to grow, the people's income level is rising constantly, our country automobile industry has realized the blowout type development, by 2014 our country automobile production and sales volume has reached more than 20 million, although our country automobile industry has obtained the considerable development. However, compared with the developed countries such as Europe, America and Japan, the gap is still quite large. But some ethnic car brands, such as the Great Wall Motor, a privately owned carmaker founded in 1984, are strong competitors for top international automakers. At present, the Great Wall is the largest manufacturer of SUV.It is also a large private enterprise listed both inland and in Hong Kong. Although the Great Wall has made many remarkable achievements after three decades of development, However, at present, the international economy is complex and changeable. In 2014, China's GDP grew only 7.4 percent from the same period last year, down from the previous year. The slowdown in China's economic growth will indirectly put pressure on the auto industry. In the face of the future automobile market, foreign auto giants will continue to bring forth new ideas and win the Chinese market by building star models; at the same time, Congested traffic in cities will lead to "purchasing restrictions" in some cities, the supply of traditional energy may fluctuate, the price of automobile raw materials will rise and the "three guarantees" policy will certainly increase the cost pressure on Chinese auto companies. All this will further increase the degree of competition in China's auto market. As consumer demand becomes increasingly diversified, major automakers must change to meet the increasingly picky demands of consumers. The Great Wall automobile in this sudden market environment, only by repositioning itself, can it develop continuously. Firstly, the paper introduces the types of competitive strategy and related strategic analysis tools, and then applies PEST model. The paper analyzes the external environment of the Great Wall automobile by Porter's five-force competition model and SCP paradigm, and then introduces the development course, internal resources and internal capability of the Great Wall automobile, which is based on the market orientation of the Great Wall automobile. The sustainable development can be realized only by implementing the strategy combination competition strategy, that is, implementing the cost leading strategy by means of the total quality management system, improving the production technology and optimizing the supply chain, and by refining the different types of vehicles in the market. Product itself differentiation innovation, marketing service differentiation to implement differentiation strategy, by focusing on SUV business to implement the centralized strategy. Finally, the paper pointed out that the strategic choice must be closely combined with the changes in the competitive environment of flexible application. At the same time, it is emphasized that the strategy that can not be effectively implemented is equal to no strategy, so we must pay attention to the measures of ensuring the implementation of the strategy: to perfect the talent training mechanism on the basis of attracting high-quality talents, to cooperate and innovate with other enterprises and institutions; While innovating the sales system, improving the quality of customer service, creating a positive corporate culture to stimulate the subjective initiative of employees.
【学位授予单位】：兰州交通大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F426.471;F271

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