汽车行业4s专营店运营管理研究

分类号学号2002833000217学校代码10487密级硕士学位论文学位申请人：张军学科专业：工商管理指导教师：刘平副教授答辩日期：2006.10.25汽车行业4S专营店运营管理研究AThesisSubmittedinPartialFulfillmentoftheRequirementsfortheDegreeofMBAStudyon4SDLR’sOperationsManagementCandidate:ZhangJunMajor:BusinessAdministrationSupervisor:Prof.LiuPingHuazhongUniversityofScience&TechnologyWuhan430074,P.R.ChinaOctober,2006I摘要2000年以来，中国轿车（乘用车）市场高速发展后，已经由卖方市场转变为买方市场，作为轿车市场主要销售渠道的4S专营店（英文简写：4SDLR）面临日益激烈的竞争和前所未有的生存挑战。搞汽车销售，以前是靠机遇、靠资源取胜，而现在要靠管理、靠专业制胜。要生存和发展的4S专营店就必须放弃“游击战”的暴利企图，树立“持久战”的思想；必须重新考虑发展战略、管理模式、业务模式、盈利模式、人才团队的建设；必须考虑自己的核心能力是什么，竞争优势是什么。在“优胜劣汰”的生存竞争中对这一课题进行研究有迫切的现实意义。本文拟通过对4S专营店的运营管理的研究，以期找到提升企业竞争力的关键环节和具体办法。本文首先介绍了选题的背景、意义，研究的内容和方法，阐述所用到的理论知识，简述了中国轿车市场的现状和4S专营店的国内外发展情况。接着用五力模型从同行业竞争者、潜在的新参加竞争者、替代产品、购买者和供应商几个角度对4S专营店的市场环境进行了分析。然后对专营店运营管理中的若干问题进行了分析，并结合某一品牌专营店进行了实证研究，昀后对4S专营店的发展进行了展望。通过几年的专营店管理实践，笔者认为要使专营店能在激烈的市场竞争中获得竞争优势，必须要注重三个方面的问题：盈利能力、人才团队、专业技能。本文提出要把销售作为4S专营店工作的源头，把服务作为工作的核心，以员工队伍的建设作为发展的持续动力。即：汽车行业4S专营店运营管理，要从财务、人力资源、营销、售后服务几个关键环节不断提升经营管理水平和盈利能力，从而实现4S专营店的可持续发展，在激烈的市场竞争中立于不败之地。关键词：汽车行业4S专营店运营管理IIAbstractFromtheyearof2000,withtheflyingdevelopmentinthemarketofcarinchina,themarkethasbecomebuyers’marketfromtheformersellers’market.The4SDLRs,whicharetheprimarydistributionchannelinthemarketofsalooncar,areconfrontedwithseverecompetitionandformidablechallegeofsurvivalincreasingly.Inthepast,thesellofvehicledepentonopportunityandresource,whereasitnowreliesonmanagementandspeciality.Inordertosurvive,the4SDLRsmustgiveupthesuddenhugeprofits’attemptof“bushfighting”,buildupthenotionof“lastingfighting”atthesametime.Theymustreconsiderthedevelopmentalstratagem、themanagingmode、theoperationalmode、thepayoffmodeandtheconstructionoftheteamoftalentedpersons,alsotheyneedtoconsiderwhataretheirownuppermostabilitiesandwhataretheiradvantagesincompetition.Intheruthlesssurvivalcompetition,thestudyingoftheproblemisfullofexigentpracticalsignificance.Accordingasthestudyingof4SDLRs’operationsmanagement,thepaperlooksforwardtofindingthepivotalstepandthematerialapproachforimprovingthecompetitiveabilityofenterprise.Firstofall,thepaperintroducesthebackgroundandthemeaningofthetask,expatiatesontheacademicknowledgeusedinit,andexplainsthecurrentcircumstancesofthemarketofsalooncarinchinaandtheinternalandexternalcircumstancesof4SDLRsconcisely.Inthefollowing,fromtheangleofthecompetitors、potentialcompetitors、substituteproducts、buyersandproviders,thepaperanalysesthemarketcircumstancesof4SDLRsusingthefive-powermodel.Thirdly,thepaperanalysestheproblemsexistingin4SDLRs’operationsmanagement,andmakesandemonstrationalinvestigationcombiningsomebreedofDLR.Finally,thepaperforecaststhepromotionof4SDLRs.Withthesomeyears’managingpracticeinDLR,IthinkthatDLRmustpayattentiontothreeaspectsoftheprobleminordertoachievetheadvantageincompetition,thataretheabilityofpayoff、theteamoftalentedpersons、theprofessionaltechnique.Thepaperbringsforwardonenewnotionthatthesellastheheadstream、theserviceasthecore、theconstructionofthestuffasthedevelopmentalcontinualpowerinworkof4SDLRs.ThatisIIItosay,the4SDLRsshouldimprovetheirworkingmanagingabilityandtheirpayoffabilitycontinuallyinsomepivotalsteps,thatarefinance、resourceofability、marketing、afterservice,achievethecontinualdevelopmentandstandintheever-victoriouspositionintheseverecompetitioninthe4SDLRs’operationsmanagementinthefieldofcar.Keywords:automobileindustry4SDLRoperationsmanagementIV目录摘要··············································································································ⅠAbstract············································································································Ⅱ1引论1.1选题背景和意义......................................................................................(1)1.2研究内容和方法.......................................................................................(2)1.3本文的理论基础.......................................................................................(2)2中国轿车市场和4S专营店概况2.1轿车市场...................................................................................................(7)2.24S专营店概况........................................................................................(11)34S专营店市场环境分析3.1同业竞争者.............................................................................................(16)3.2潜在进入者.............................................................................................(17)3.3非4S专营店...........................................................................................(18)3.4消费者.....................................................................................................(20)3.5厂家.........................................................................................................(20)44S专营店运营管理对策4.1财务分析.................................................................................................(22)4.2人力资源.................................................................................................(26)4.3营销管理.................................................................................................(30)4.4售后服务...........