上海延锋江森汽车座椅有限公司发展战略研究

上海交通大学硕士学位论文上海延锋江森汽车座椅有限公司发展战略研究姓名：徐斌申请学位级别：硕士专业：工商管理（MBA）指导教师：汤石章2003.1.12WTO()(OEM)SHANGHAIYANFENGJOHNSONCONTROLSEATINGCO.,LTDDEVELOPMENTSTRTEGYSTUDYABSTRACTAlongwiththeentranceofthe21stcentury,theinternalandexternalenvironmentofChinahasbeenundergreatchange.Particularly,thisphenomenonhasbeenevenmorestrengthenedbytheChina’senteringofWTO.AlotofbusinesspoliciesandindustrypoliciesshallbechangedtoadapttherequirementofWTO.BeingofaChinesepillarindustry,autoindustryhasgainedgreatsuccessrecently.Butevenso,sincetheautoindustrywasdevelopedfromaverylowpoint,therehasbeenstillhugegapbetweentheChineseautoindustryandEurope/Americanautoindustry.Sounavoidably,Chineseautoindustryisgoingtobechallengedseverelyfromoverseas.Duetomanyyearsofoversightandpoliciesfailure,autopartindustryhasbecomeabottleneckofautoindustrydevelopment.Autopartindustrywillmeetoverwhelmingcompetitionfromothercountries.ThisarticlebrieflyintroducesthedevelopmentofChineseautopartindustry.Besides,thisarticlesystematicallyanalyzestheexternalenvironmentofChineseautoindustry,including:politicfactoranalysis,economicfactoranalysis,sociologicalfactoranalysisandthescienceandtechnologyfactoranalysis.Then,selectingShanghaiYanfengJohnsonControlSeatingCo.,Ltd.asasample,thisarticlethoroughlydiscussesthecompetitivestructureoftheautoseatassemblyandtheoperationalenvironmentofthecompany.Afterthat,basedonthestudyandinvestigation,thisarticlestructurallyanalyzesthecompanyinternalstrengthenandweakness.Intheend,thearticleprovidestheconstructivesuggestionstothecompanystrategicdecisionmakingforthefuturedevelopment.KEYWORDSstrategicenvironment,WTO(worldtradeorganization),autoOEM(originalequipmentmanufacturer)autopart,autoseatassembly,2003112MBA120011212524001-1[1]60%99%40%19985001-2[1]100[1]Fig1-1developedcountriesthreeauto-manufacturersproductionpercentage19601970198019901995%%%%%88.79392.483.278.965.16563.959.760.970.582.578.776.475.382.38599.510099.2BLMCBLMC58.787.388.283.66682.282.283.796.495.49496.796.491.1MBA2[1]Fig1-2positionofautotop10groupsintheworldtop5001998500()()11613.22573.92-1546.21597.431444.22375.510997.41245.617763.1704.633514.8584.134510762.638487.542549413.5447.759375.4402.8MBA3203078.2%2/380200123470.42001236711-120011-22001208020[2]1-31155676.6%3743023412MBA4[2]Table1-3ChineseAutoprojectwithforeignpartners35SUV2000(plaris)(yaris)SUVWOWMPVPrideCR107.5%58.453.43545304055705060153075953021/310007976%1550%1350351-4[1]129819707020808594MBA5[1]Fig1-4worldtop10autopartcompaniesannualsalevolume()1()3002()1403()1404()1005()1506()557()568()TRW659()ITT5610()502080203320.8209047607519961001610MBA6SAE8MBA72869659611.1401147.62638.4SYF70(JCI)3011.21.320009741552200080096820002001(1990)108469146051502001,125293,512001,13733,49[3][4]2001:1997SAICGMSGM19971998SGM199920005200310SGM1998919981999200020009MBA72869659611.1401147.62638.4SYF70(JCI)3011.21.320009741552200080096820002001(1990)108469146051502001,125293,512001,13733,49[3][4]2001:1997SAICGMSGM19971998SGM199920005200310SGM1998919981999200020009MBA819992000200091999B5B519992001322000922.12.22.32-12-1MBA819992000200091999B5B519992001322000922.12.22.32-12-1MBA9Fig2-1OrganizationChartTable2-1PersonnelSGM2871146408116155392527923354246636SVW1774111229102445610244560121325001919/040276700191900770055/001515909305259147362%21%18%100%SGMSVWMBA10SAICSGMSGMSVWJCI199411PTPD1997VISTEON100ABCD20008792322297[3][4][5]Table2-2ShanghaiYanfengbusinessperformancecomparison(Yr1999-Yr2001)()()()()()199912477939158138436563535126567353766716200013119543195638376900743125203404479116200114605149219446358839636137755444441916MBA1118855007GMVolkswagenBenzBMWCtiroenToyotaNissan904030MBA12112006801002562330WTO102005601520063-11981-2001WTO2000---56.87%2WTO4(1)(2)(3)(4)40MBA12112006801002562330WTO102005601520063-11981-2001WTO2000---56.87%2WTO4(1)(2)(3)(4)40MBA13[6]Table3-1Yr1981-Yr2001autoandautopartimportquantityandvolume()1:2:()()19814157520770140135943053619821607777301101608022511-26.28%19832515684455806135764325992.17%198488743280472165116651104821142.31%19853539921149210577528848293689180.18%1986150052645704827627708195459-33.45%198767182175543053641885121431-37.87%19889923314201574333391316124032.78%198985554125874500034750132732-17.68%199065430183953406334740120293-9.37%19919845418578540095826316599237.99%19922100874200511564187071353523112.98%1993310099729351807179706553514351.37%19942830606826916999568794471482-11.90%19951581151203712917685469257549-45.37%199675863625657942107757250018-2.92%19974903974243201992800207821-16.88%19984021643731801680492205789-0.98%19993519226851995310042525801825.38%20004270330852162021128140475056.87%20017139831384663226176747032616.20%32WTOMBA14121WTO26.958102202090WTO31200051.59L199861281999110446831431999107MBA1521752.5%2711388(1).(2).10(3).(4).(5).(6).(7).(8).31MBA1623UTUT752133.119782001[7]1014.1%7.2200120007WTO50010/500-100010-20/1000-200020-40/2000-500050-100/5000-10000100-200/10000300/3-2[1]233.219782001[7]199920011033.319782001[7]199450MBA17200049.1%[1]GDP()(/)GDP()(/)50029278049134043027901992460831