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  • 學位論文

影響汽車自主品牌往高端車種發展之關鍵因素 —以中國大陸汽車市場為例

The Key Factors Affecting the Development of Auto Brands to High-end Models —A Case of the China's Automotive Market

指導教授 : 易青雲 胡宜中

摘要


摘要 根據中國汽車工業協會公佈,2019年全年中國市場銷售汽車2,576.9萬輛,同比下降-8.2%。而這一趨勢還將延續下去,預計2020年汽車銷量為2,531萬輛,同比下降2%。汽車市場持續萎靡,自然是受到了宏觀經濟的影響力,通常情況下,經濟下滑會出現消費者轉購低價產品的趨勢,但在中國大陸汽車市場並非如此,實際上銷量下滑正是受到自主品牌低端汽車市場萎縮的影響。又汽車工業是屬於資本密集的產業,從投入研發、生產、營銷至企業資源的整合,需投入龐大的成本。因此,對資源有限的自主品牌而言,對其經營的成效將產生相當大的影響,因此引發本研究探討「影響汽車自品牌往高端車種發展之關鍵成功因素」的動機。 本研究藉由文獻回顧,蒐集了國內外學者對自創品牌發展成功關鍵因素之文獻,並依據汽車產業價值鏈之模式,自研發、生產、營銷、供應鏈及組織資源等歸納九個構面與三十一項評估準則,以此建立了雛形架構。之後,再以德爾菲法專家問卷填答及訪談取得共識,最後整合出影響汽車自主品牌發展之關鍵因素,並建立共七個構面及十四項準則的正式研究架構。作為後續研究基礎,以協助汽車產業自主品牌,找出影響汽車自主品牌往高端車種發展的關鍵因素。 本研究對企業實務之貢獻有兩個面向。針對目前中國大陸主要八家自主品牌進行重要度與績效值分析(IPA),結果發現整體汽車產業自主品牌汽車公司績效值的表現,存在極需改善的指標有八項(A1)研發技術的創新、(B1)市場區隔、(B2)產品定位、(C1)品牌定位、(C2)品牌形象、(E1)客戶需求、(E2)產品的售後服務及(G2)高效率經營團隊。而對納智捷汽車針對其績效表現不良極需改善的指標有七項,依序有(C2)品牌形象、(D1)產品穩定與品質管控系統、(D2)產品成本管控、(F1)採購成本管控能力及(G1)財務與資金控管、(G2)高效率經營團隊及(G3)公司資源整合,其中(F1)採購成本管控能力與(C2)品牌形象應列為最優先改善。以期對於整車的成本及代工等製造費用達到有效的控制,並提升納智捷品牌的在汽車行業中良好的形象,包括企業和產品形象、知名度、好感度及美譽度等。此外也進行吉利汽車及廣州汽車傳祺公司績效表現的評析,以作為自主品牌未來發展的競爭標竿,如此,促不斷精進以提升企業整體之戰力。 天下武功,唯快不破! 現已進入營銷4.0新時代,包括大資料深度應用、行銷的人工智慧化、工業製造的深度融合、全新的內容交互模式、人與機器的互聯、機器與機器的互聯等各個方面,也是對營銷價值鏈的全新定義。因此,自主品牌面對競爭嚴厲的中國汽車市場,要在眾多的品牌中脫穎而出,除了反應機制要快之外,也唯有積極的面對及力求突破,才能立於不敗之地。 關鍵詞:汽車產業、自主品牌、企業價值鏈、競爭優勢、關鍵成功因素

並列摘要


Abstract According to the China Automobile Industry Association, the Chinese market sold 25.769 million vehicles in 2019, a year-on-year decrease of -8.2%. This trend will continue, with car sales expected to reach 25.31 million in 2020, a year-on-year decrease of -2%. The auto market continues to slump, naturally it is affected by the macroeconomic influence. Usually, the economic downturn will lead to the trend of consumers repurchasing low-priced products, but this is not the case in the mainland Chinese auto market. The impact of the contraction of the brand's low-end automotive market. The automobile industry is a capital-intensive industry. From the input of research and development, production and marketing to the integration of corporate resources, huge costs are required. As a result, independent brands with limited resources will have a considerable impact on the effectiveness of their operations, which led to this study to explore the motivation for "key success factors affecting the development of auto brands from high-end models". In this research, through literature review, we collected the literature of domestic and foreign scholars on the key factors for the success of self-made brand development, and summarized nine aspects from research and development, production, marketing, supply chain and organizational resources based on the model of the automotive industry value chain With thirty-one evaluation criteria, a prototype structure was established. After that, consensus was reached with Delphi method expert questionnaires and interviews. Finally, the key factors affecting the development of auto brands were integrated, and a formal research framework with seven facets and 14 criteria was established. As a basis for follow-up research, to assist the auto industry's independent brands and find out the key factors that affect the development of independent brands of automobiles to high-end models. The contribution of this research to corporate practice has two aspects. An analysis of the importance and performance value (IPA) of the eight major independent brands in mainland China. It was found that there are eight indicators that are in great need of improvement in the performance value of independent brands in the overall automotive industry, (B1) market segmentation, (B2) product positioning, (C1) brand positioning, (C2) brand image, (E1) customer demand, (E2) product after-sales service and (G2) high-efficiency operating team. There are seven indicators that Luxgen Company needs to improve for its poor performance, which are (C2) brand image, (D1) product stability and quality control system, (D2) product cost control, (F1) procurement cost control. Competence and (G1) financial and capital control, (G2) high-efficiency management team and (G3) company resource integration. Among them, (F1) procurement cost control ability and (C2) brand image should be listed as the top priority for improvement. With a view to achieving effective control of the cost of the entire vehicle and manufacturing costs such as foundry, and to improve the good image of the Luxgen brand in the automotive industry, including corporate and product image, popularity, favorability and reputation. In addition, the performance of Geely Automobile and Guangzhou Automobile Trumpchi were also evaluated as a benchmark for future development of independent brands. In this way, continuous improvement is promoted to enhance the overall combat effectiveness of the enterprise. The world's martial arts, but do not break fast! It has entered a new era of marketing 4.0, including the in-depth application of big data, the artificial intelligence of marketing, the deep integration of industrial manufacturing, a new content interaction model, the interconnection of people and machines, and the interconnection of machines and machines And other aspects, it is a new definition of the marketing value chain. Therefore, in the face of the highly competitive Chinese automotive market, independent brands must stand out from many brands. In addition to a fast response mechanism, only by actively facing and striving for breakthroughs can they be invincible. Keywords: Automotive industry, Enterprise value chain, Competitive advantage,Independent brand, Key success factors

參考文獻


參考文獻
一、中文部分
1、人和島汽車商業評論(2019)。2018年中國汽車經銷商市場調研報告 (3月
頁8~9)。
2、大前研一(2006年)。「M型社會(M-shaped Society)」。

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