上海大众与大众中国战略合作下的进口车营销模式研究

发布时间：2018-02-16 03:02

本文关键词： 大众中国上海大众战略合作营销模式　出处：《太原理工大学》2014年硕士论文　论文类型：学位论文

【摘要】：中国已连续三年成为世界第一汽车产销大国。伴随国内中小城市经济的迅猛发展,城镇居民的生活水平逐年增高,消费者对于汽车产品的需求趋于高端化和个性化,国外汽车品牌纷纷将目标瞄向中国,在各汽车集团全球化的战略布局中,中国这一地理位置占据着战略性的意义。但自2012年下半年起,国内进口车市场增速逐渐放缓,对于大众进口车更是面临重大挑战,其在一、二线城市的增长潜力接近饱和,但三、四、五线城市经销网络的渗透率仅有22%,渠道下沉遭遇瓶颈。而作为合资企业的上海大众汽车有限公司,拥有全国密集的经销网络渠道,但随着市场的激烈竞争,面临着向高端产品的进一步升级,网络支撑能力亦需要不断升级的诸多问题。主体双方相似的价值观、竞争力的互补性、瓶颈的吻合性为双方战略合作奠定了良好的基础。 2013年9月,大众汽车(中国)销售有限公司与上海大众汽车联合对外宣布,将展开战略网络合作,由上海大众汽车的部分授权经销商销售大众进口汽车的部分产品。此次合作前后共授权126家指定经销商,涵盖了一二三四五线等各线城市,首批入驻的产品包括大众进口汽车的旗舰豪华SUV途锐、豪华多功能商务车迈特威、多功能全能MPV夏朗、时尚A级轿跑尚酷及甲壳虫共五款车型。此次变革的推动者则是大众汽车集团执行副总裁、大众汽车集团(中国)董事兼执行副总裁、大众汽车(中国)销售有限公司董事长、上海大众副董事长苏伟铭,多重管理身份使得这场渠道变革更具大胆思路和广阔视野。双双联合既可以实现最低成本的网络扩张,资源共享达到规模效应,也可逐步提升上海大众产品网络。本文的选题正是基于上述背景。首先对双方战略合作的必要性进行分析。其次运用SWOT分析法、PEST分析工具等从上海大众推动进口车业务所处的外部环境、内部资源及竞争情况进行分析,并基于以上分析内容,提出上海大众进口车营销模式——“店中店”模式,通过两个业务的共同推进实现资源共享优势互补,并重新调整市场定位、明确营销组织架构、构建整体营销推广策略,从价格、资源、渠道等多角度提出了一些对策和建议,使得上海大众进口车业务朝着良性方向发展。同时,也为长期合作提供借鉴和建议。
[Abstract]:China has for three consecutive years to become the world's first automobile production and sales power. With the rapid development of small and medium-sized city in the domestic economy, the standard of living of urban residents increased year by year, consumer demand for automotive products to high-end and personalized, foreign car brands have targeted Chinese, strategic layout in the global automotive group, the Chinese the geographical position occupies a strategic significance. But since the second half of 2012, domestic and imported car market growth has slowed, the mass imports of cars is facing great challenges, in a second tier city, the growth potential is close to saturation, but three, four, five line city distribution network penetration rate is only 22%, sinking channels encounter bottlenecks and as a joint venture Shanghai Volkswagen Co.Ltd, with the intensive distribution network channels, but with the fierce competition in the market, facing to the high-end products Further upgrading, network support capability also needs many problems that are constantly upgrading. The similarities and differences between the two sides of the main body, the complementarity of competitiveness and the consistency of the bottleneck lay a good foundation for the strategic cooperation between the two sides.
In September 2013, Volkswagen (Chinese) Sales Co., Ltd and Shanghai Volkswagen jointly announced, will launch a strategic network cooperation, some products by Shanghai Volkswagen Authorized Dealer sales part of the mass import car. This cooperation before and after a total of 126 authorized designated dealers, covering 12345 lines, each line of the city, the flagship luxury SUV first settled products including Volkswagen Touareg imported cars, luxury multifunctional business Chemaitewei, multifunctional universal MPV xialang, fashion A-class coupe Scirocco and the five models. The change agent is executive vice president of Volkswagen Group, Volkswagen Group (China) director and executive vice president of Volkswagen (China) Shanghai Volkswagen Sales Co. Ltd. chairman, vice chairman Su Weiming, multiple identity management makes this channel change more bold ideas and broad vision. The combination of two pairs can achieve the minimum cost of network expansion, the sharing of resources to scale effect, and the gradual promotion of the Shanghai mass product network.
This topic is based on the above background. Firstly, analyses the necessity of the strategic cooperation between the two sides. Secondly, using SWOT analysis method, PEST analysis tools from Shanghai Volkswagen car business to promote the import of the external environment, analyze the internal resources and competitive situation, and based on the analysis of content, put forward the marketing of imported cars of Shanghai Volkswagen model the "shop" mode, realize the sharing of resources and complementary advantages to promote through two business, and re adjust the clear market positioning, marketing organization, construction of the overall marketing strategy, from the price, channels and other resources, puts forward some countermeasures and suggestions, make Shanghai public import car business serviceably the direction of development. At the same time, also provide reference and recommendations for long-term cooperation.

【学位授予单位】：太原理工大学
【学位级别】：硕士
【学位授予年份】：2014
【分类号】：F426.471;F274

【参考文献】