我国汽车自主品牌发展战略研究

湖南大学硕士学位论文我国汽车自主品牌发展战略研究姓名：成清华申请学位级别：硕士专业：汽车技术与产业发展战略研究指导教师：王道平;杨沿平20061020IISWOT,IIIAbstractThecompetitionintheinternationalmarketinghasrisentonameplateasthecorecompetitivenessinsteadofproductandpriceintoday’ssociety.Modernenterprisecompetition,inthefinalanalysis,isthecorecompetitivenessofenterprises.Andbrandcompetitivenessistheexternalmarketperformanceofthecorecompetitivenessoftheenterprises.Inthecontextoftheautomobileindustryglobalization,multinationofautomobilefactorieshasfinishedthedistributioninChinesemarketunderthehelpoffund,technologyandbrands.ChineseautomobilemarketisalsoreflectedbytheformofcompetitionwiththeInternationalMotorvehicle-brands.Thestratagemofthemultinationofautomobilefactoryistooccupythemarketthroughexpandingtheirbrands,whileournationalbrandsareverypuninessandbabyhood;Deficienciesofthecorecompetenceandthelacknessofournationalbrandsarenationalautomobileenterprises’shortcomings.Thesituationofdancingwithwolvesmakesthedevelopmentofnationalautomobilebrandverygrim.Therefore,inthiskeyperiodofournationalautomobileenterprises,seekingtoupgradetheircorecompetitiveness,especiallybrandcompetitivenessisimminentforthenationalautomobileenterprises.Onthebasisofourpresentsituationofautomobileindustry,thispaperanalyzesthedevelopmentalstrategychoiceofautomobileindependentbrandfromtheviewpointofthecountryandtheindustry.ThroughtheanalysisofSWOTforthesurvivalanddevelopmentofourautomobilestatusandtheenvironmentconstraints,Itcanbeconcludedthatthebrandstrategyorientedthecustomervalueisthecorestrategyoftheautomobileindependentbranddevelopmentstrategythroughthetechnicalinnovationandthemarketinginnovation.Thenprofitsfromthesuccessexperienceandthepatternofwhichinternationalwell-knownautomobilebranddeveloptheformidablebrandcompetitivepower.Basedonthetheorycustomerdeliveredvalue,thewriterproposedthementalityanalysisandthecountermeasurestopromotetheautomobileindependentbrandcompetitivepowerthroughcoordinatestheinteractionbythegovernmentandtheenterpriseandconformityresourcesintheentiresocialscope.Thispaperisexpectedtoplayavaluableroleinthedevelopmentandintegrationforournationalautomobilebrandenterprisesintheirupgradepaths.KeyWords:IndependentbrandBrandcompetitionabilityBrandstrategyCustomerdeliveredvalueI2.()111.11.1.11.1.1.121.1.1.21999Joseph•PineJames•H.Gilomore“”4PS6PS10PS,4CS“”“”2131.1.220061132005200413%5921.21.2.1“”“”“”1.2.220101000700020201.52000501041.360%“”“”[1]1.3.151.3.23%4050%90%[2],,,,,“”10~201.3.3“”[3]1.3.41.4——6——1234SWOT5,46,,,,,1.11.11.2.3.SWOT722.12.1.12.1.1.1strategos,“”360Claausewitz“”18—19·201938“”1962,81965Ansoff“”197119652080·MichaelPort1990C·K·G·“[4]”“”“”[5]5P[6]plan,ploy,pattern,position,perspective9[7]SUB[8]2.1.1.2[9]2.12.1102.1.22.1.2.1(AMA)(1960):,,,[10]()(),,,,,,“”“”,,[11],,“”“”“”,“”2.211,,,“”,;“”,;“”,;“”,,,,2.1.2.221[12]“”“”“”“”2.212“”“”2.3[13]2.3[]2.1.32.1.3.1KANO2.4a.b.c.2.4KANO13[14],,,2.5[15]2.1.3.2·,,[16],2.6,,,/:CDV=TCV-TCC:TCV=F(X1,X2,X3,……):TCC=F(Y1,Y2,Y3,……):CDV=F(X1,X2,X3,……;Y1,Y2,2.514Y3,……)2.6CDV(CustomerDeliveredValue);TCV(TotalCustomerValue);TCC(TotalCustomerCost);X1,X2,X3,……;Y1,Y2,Y3,……(X1,X2,X3,……;Y1,Y2,Y3,……),1560“”“”80“”806020,,,,,,(),,,,[17]2.1.4[18][19]“”162.22.2.1,“”,,“”,,,“”,,2.2.22.2.2.11912“”“”[20]172.2.2.2[21]2.2.3[22]20OEM(OriginalEquipment18Manufacturer)“”[23][24]1933.13.1.1200062002325.1238.49%324.836.65%2003444.3735.2%439.0834.21%2004100402008300240013.13.12001200520012002200320042005/234.02328.2444.4507.05570.77%12.9838.3036.621512.56/236.32324.8439.08507.16575.82%13.336.6534.2115.4813.54/204.72373.84556.78575.50526.173.12002“”20051145526.1724.33%,169.222004(-5.95%)18.383.1.2“6+3”2080%3-5%100200WTO2005“”200123.9%38.9%,200163.71%200567.24%[25]3.1.3“”“”20003437292005262648200599%96%90%88%3.1.42002(3.2)20053.220022005///200221960-15.8231598.21.1200345777108.53719160.60.82004136258197.765473.276.00.5200517263926.7158158141.560.920063235.38136.0916.7%,109.2934%88.92120.9%11000200588.981.3%9654955.8%31125233.4%2073.23.2.13.2.1.120043553.369%31%9788990.72%94.2%15812075.9%95.2%10037[26]90%[27]3.32004///%3763100378899790.721203815875.923512035569223.2.1.22005200524.7%,200473.43.2.1.3101.6L“”“”“”2004289.78183.8989.453.42002~20052005200420032002/%/%/%/%295840073072524.7249061146247218.57215407450367123.38126789829279323.09226.7213.3158.86541.%,42.4%,47.3%,61.6%[28]“[26]”233.2.23.2.2.120“”1020302004744.31%623.20%R&D1.4%1.8%(3.5)3.519992004R&DR&D/%%19992000200120022003200457.467.758.686.2107.3129.31.681.881.321.381.281.361.841.901.381.451.321.422005“————”“”200410.151518“”[24]3.2.2.2200101080001000030241003.56%1020200355.3%1262004744.31%623.20%20031.28%2004680[29]3.2.2.32004105103.2.2.43.2.2.5200525264PEST·IFESWOT4.1“”4.1.1[30]PESTPolitocalEconomicSocietyTechnologic,PEST274.1.1.1.1.20046200548102.“”“”“”“”“”28“”“”4.1.1.2.1.GDP1220068001600320062WTO2006200530%25%294.1.1.31.1200412292005719“”2303200436.72.“”F1“”“”3.31(1)80200070003000(2)70CO78%NO×45%37%1/4(3)175.820022.529332/108153019901001-21000.610030[31]4.1.1.41.2.323.4.4.1.24.1334.2[30]TheFiveForcesFra