上汽商用车事业部重型车差异化发展战略研究
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摘要
近几年,中国的重型车行业迅猛发展,国内市场竞争日益加剧,跨国企业的又一轮新的冲击又至。上汽集团作为国内三大汽车集团之一,而旗下上汽依维柯红岩商用车有限公司(以下简称SIH)、上海汇众汽车制造有限公司和南京依维柯汽车有限三家公司的重型车总销量只排在了重型车行业的第三集团。本文主要讨论了上汽商用车事业部在日趋激烈的竞争环境下,该怎样适应当今经济全球化的进程,抓住国内重型车市场发展的机遇,实现上汽集团具有国际竞争力汽车大集团的战略目标。
本文首先运用PEST对重型车产业宏观环境进行了深入的科学分析,介绍了重型车产业生命周期、目前的产业现状,并且运用波特五力模型对上汽商用车事业部重型车企业:上汽依维柯红岩所处的竞争环境进行研究,分析了选择差异化战略的必要性。
其后,本文运用SWOT分析,对上汽商用车事业部所拥有的优势和劣势、以及面临的机会和威胁做了详细阐述,确定了上汽商用车事业部重型车差异化的总体战略:以产品差异化为核心战略,以技术开发能力为核心能力,以差异化营销为重要保障,打造国内领先并具有国际竞争能力的商用车企业。
再次,本文通过分析上汽商用车事业部发展重型汽车所拥有的自身资源能力,将上汽商用车重型车差异化发展总体战略分为三个阶段目标,在不同的阶段,不同的市场环境下,每个阶段都有相应的战略优势核心系统作为支撑,通过知识管理的运营和企业职能战略,形成自己的核心竞争力。
最后,本文详细论述了上汽商用车事业部重型车差异化战略的实施与控制,如通过科研与差异化产品开发战略和产业先见形成位置优势;通过差异化营销战略和战略联盟的建立等形成竞争优势;通过流程再造、学习型组织和核心能力培养形成能力优势,从而使企业获得一种动态的战略优势,最终实现上汽商用车的战略目标。
In recent years, China's heavy-duty truck industry has been developing rapidly. There are surging competition in the domestic market and also facing a new round impact from multinational companies. SAIC Group, as one of the Big Three domestic automakers, has three heavy-duty truck makers: SIH, NAVECO and SHAC. Their total sales volume only located on the third group. This article mainly focuses on heavy-duty truck of commercial vehicle business division of SAIC MOTOR (CVBD) in the increasingly competitive environment, how to adapt to the current process of economic globalization, seize the domestic heavy-duty truck market opportunities, achieve SAIC strategic objectives.
This paper firstly use Five Competitive Forces to analyze the macro-environment, the current industry status and the life-cycle of heavy-duty truck industry, And we conduct competitive environment by Porter's five forces model for SIH and analyze the necessary selection of differentiation strategy.
Firstly, this paper use SWOT and analyze strengths and weaknesses, as well as opportunities and threats of heavy-duty truck of CVBD. Then it defined differentiation strategy as the overall strategy for heavy-duty truck of CVBD: the core strategy base on product differentiation, the core competitive capability base on technological innovation ability, an important guarantee base on marketing differentiation.
Again, this paper analyzes its own resources of heavy-duty truck of CVBD, and divides the overall strategy of differentiation strategy into three milestones phase. Each phase has corresponding strategic advantages at different stages and market environment, supported by functional strategies, obtains its own core competence.
Finally, the paper discusses how to implement and control the differentiation strategy of heavy-duty truck of CVBD. For example, CVBD can get location advantages through research and differentiated product strategies and industry foresight, create a competitive advantage through marketing differentiation strategies and strategic alliances, form ability advantage through business process reengineering (BPR), then obtain a dynamic strategic advantage and ultimately achieve CVBD's strategic objectives.
本文首先运用PEST对重型车产业宏观环境进行了深入的科学分析,介绍了重型车产业生命周期、目前的产业现状,并且运用波特五力模型对上汽商用车事业部重型车企业:上汽依维柯红岩所处的竞争环境进行研究,分析了选择差异化战略的必要性。
其后,本文运用SWOT分析,对上汽商用车事业部所拥有的优势和劣势、以及面临的机会和威胁做了详细阐述,确定了上汽商用车事业部重型车差异化的总体战略:以产品差异化为核心战略,以技术开发能力为核心能力,以差异化营销为重要保障,打造国内领先并具有国际竞争能力的商用车企业。
再次,本文通过分析上汽商用车事业部发展重型汽车所拥有的自身资源能力,将上汽商用车重型车差异化发展总体战略分为三个阶段目标,在不同的阶段,不同的市场环境下,每个阶段都有相应的战略优势核心系统作为支撑,通过知识管理的运营和企业职能战略,形成自己的核心竞争力。
最后,本文详细论述了上汽商用车事业部重型车差异化战略的实施与控制,如通过科研与差异化产品开发战略和产业先见形成位置优势;通过差异化营销战略和战略联盟的建立等形成竞争优势;通过流程再造、学习型组织和核心能力培养形成能力优势,从而使企业获得一种动态的战略优势,最终实现上汽商用车的战略目标。
In recent years, China's heavy-duty truck industry has been developing rapidly. There are surging competition in the domestic market and also facing a new round impact from multinational companies. SAIC Group, as one of the Big Three domestic automakers, has three heavy-duty truck makers: SIH, NAVECO and SHAC. Their total sales volume only located on the third group. This article mainly focuses on heavy-duty truck of commercial vehicle business division of SAIC MOTOR (CVBD) in the increasingly competitive environment, how to adapt to the current process of economic globalization, seize the domestic heavy-duty truck market opportunities, achieve SAIC strategic objectives.
This paper firstly use Five Competitive Forces to analyze the macro-environment, the current industry status and the life-cycle of heavy-duty truck industry, And we conduct competitive environment by Porter's five forces model for SIH and analyze the necessary selection of differentiation strategy.
Firstly, this paper use SWOT and analyze strengths and weaknesses, as well as opportunities and threats of heavy-duty truck of CVBD. Then it defined differentiation strategy as the overall strategy for heavy-duty truck of CVBD: the core strategy base on product differentiation, the core competitive capability base on technological innovation ability, an important guarantee base on marketing differentiation.
Again, this paper analyzes its own resources of heavy-duty truck of CVBD, and divides the overall strategy of differentiation strategy into three milestones phase. Each phase has corresponding strategic advantages at different stages and market environment, supported by functional strategies, obtains its own core competence.
Finally, the paper discusses how to implement and control the differentiation strategy of heavy-duty truck of CVBD. For example, CVBD can get location advantages through research and differentiated product strategies and industry foresight, create a competitive advantage through marketing differentiation strategies and strategic alliances, form ability advantage through business process reengineering (BPR), then obtain a dynamic strategic advantage and ultimately achieve CVBD's strategic objectives.
引文
1、胡建绩,陆雄文企业经营战略管理[M].上海:复旦大学出版社,2004.9
2、迈克尔·波特.陈小悦译.竞争战略[M].北京:华夏出版社,2007.1
3、迈克尔·波特.陈小悦译.竞争优势[M].北京:华夏出版社,2007.1
4、罗珉.组织管理学[M].成都:西南财大出版社,2003
5、菲利普·科特勒,凯文·莱恩·凯勒.梅清豪译.营销管理[M].上海:上海人民出版社,2006
6、奉继承.知识管理:理论、技术与运营[M].北京:中国经济出版社,2006.1
7、郭斌.基于核心能力的企业竞争优势理论[M].北京:科学出版社.2003
8、罗珉.组织管理学[M].成都:西南财大出版社,2003
9、予之.牵引车拉动重型车卡车整体需求[J]商用车与发动机,2009.34
10、邬义钧,邱钧.《产业经济学》[M].北京:中国统计出版社,2001.6
11、余光胜.产业视角的企业战略——战略理论的反思与融合[M]上海:上海财经大学出版社 2008.12
12、孙启.制造业管理信息化中的业务流程再造[N]2006-8-10
13、中华人民共和国2005年国民经济和社会发展统计公报[R]北京 2006
14、中华人民共和国2008年国民经济和社会发展统计公报[R]北京 2009
15、销售数据.商用车与发动机[J]CVE(No.7)2009-30
16、张德民,潘增友.重型货车的产品结构和区域容量[N]中国重型车网http://www.zhongka.com/Html/News_11670.html
17、09年重型车销售数据 商用车世界网[J]
18、国际化战略:中国重汽的崛起[N]http://www.joxue.tom/paper/jjx/jjx02/1136.html 2007-4
19、胡茂元.用先进文化引领上汽又好又快发展[R]上海:上汽集团62期形势任务教育资料 2009.9
20、公司简介和组织结构http://www.saicmotor.com/chinese/gsgk/zzjg/index.shtml
2、迈克尔·波特.陈小悦译.竞争战略[M].北京:华夏出版社,2007.1
3、迈克尔·波特.陈小悦译.竞争优势[M].北京:华夏出版社,2007.1
4、罗珉.组织管理学[M].成都:西南财大出版社,2003
5、菲利普·科特勒,凯文·莱恩·凯勒.梅清豪译.营销管理[M].上海:上海人民出版社,2006
6、奉继承.知识管理:理论、技术与运营[M].北京:中国经济出版社,2006.1
7、郭斌.基于核心能力的企业竞争优势理论[M].北京:科学出版社.2003
8、罗珉.组织管理学[M].成都:西南财大出版社,2003
9、予之.牵引车拉动重型车卡车整体需求[J]商用车与发动机,2009.34
10、邬义钧,邱钧.《产业经济学》[M].北京:中国统计出版社,2001.6
11、余光胜.产业视角的企业战略——战略理论的反思与融合[M]上海:上海财经大学出版社 2008.12
12、孙启.制造业管理信息化中的业务流程再造[N]2006-8-10
13、中华人民共和国2005年国民经济和社会发展统计公报[R]北京 2006
14、中华人民共和国2008年国民经济和社会发展统计公报[R]北京 2009
15、销售数据.商用车与发动机[J]CVE(No.7)2009-30
16、张德民,潘增友.重型货车的产品结构和区域容量[N]中国重型车网http://www.zhongka.com/Html/News_11670.html
17、09年重型车销售数据 商用车世界网[J]
18、国际化战略:中国重汽的崛起[N]http://www.joxue.tom/paper/jjx/jjx02/1136.html 2007-4
19、胡茂元.用先进文化引领上汽又好又快发展[R]上海:上汽集团62期形势任务教育资料 2009.9
20、公司简介和组织结构http://www.saicmotor.com/chinese/gsgk/zzjg/index.shtml