商用車、休旅車、商旅車行銷定位研究
—以 Toyota 和 Mitsubishi 為例—

中華汽車過去主要代工製造日本三菱汽車研發車款，七零年代主要代表產品為FUSO大貨車，爾後將產品線延伸至一般乘用車與輕、小型商車。在1997-2002年間，中華汽車曾是臺灣汽車廠銷售冠軍。近期因日本三菱品牌新車款開發速度減緩，中華汽車逐步加強自主研發能力，中華汽車與日本三菱汽車共同研發的車款眾多，2006年上市的ZINGER車款是最重要的代表之一。該車型是針對臺灣法規與民眾需求所開發的區域戰略車款，因享有臺灣地區特有的「客貨兩用車」成車貨物稅優勢，排氣量與車體大小雖然高過一般國產中型房車，但卻能以低廉的價格在市場販售。ZINGER車型在市場上被稱作商旅車，在商用與旅行兼具的前提下，ZINER以高於商用車的質感，低於其他休旅車的價格在市場上銷售，主要競爭對手為TOYOTA INNOVA。 ZINGER預定於2015年進行車型大改款，因日本三菱汽車營運策略調整，將不再與中華汽車共同研發新款ZINGER。在ZINGER開發前期，已得知競爭對手TOYOTA INNOVA將於中華ZINGER上市後的一年內停產，且沒有後續車款導入計畫。理應可以獨占市場的中華汽車仍需謹慎，原因在於中華汽車雖能持續使用三菱的底盤作為車輛基礎架構平台，但上市後車輛商標將改為中華汽車，且車型馬力較前代車種下降。過去臺灣商旅車市場，曾發生TOYOTA與MITSUBISHI接連推出大改款車型，車輛精緻度雖大幅進化，但因售價提升，銷量也隨之流失，商旅車於2014-2016年平均月銷合計僅約1,000台，再也沒有回到2005年銷售高峰期的月銷4,000台水平。中華汽車雖是臺灣第二大汽車廠，但以臺灣市場銷量攤提數十億元開發經費，倘若新車發表後滯銷，仍將是沉重負擔。若是市場反應不佳，也會影響中華汽車的其他車型開發計畫。本篇報告希望能將第三需求法則應用在多特徵產品的消費決策的分析上，在定位產品概念時，同時也區分細分市場以及選擇目標市場。透過產品與產品間的價值定價法，及產品與售價間的價格定價法，使學員了解中華ZINGER銷售量維持不墜的關鍵因素，與ZINGER商旅車機能性接近的商用車與休旅車，彼此的行銷定位，最後則透過第三需求法則延伸，探討ZINGER未來配件發展的可能性與建議。

關鍵字

商用車；休旅車；商旅車；行銷定位；第三需求法則

並列摘要

China Motor Corporation in the past was the main OEM manufacturing Mitsubishi Motors R & D vehicles, the main representatives of the product in the 1970s were FUSO large trucks. Over the year, the product line extended to general passenger cars as well as light and small business cars. In 1997-2002, China Motor Corporation was the sales champion of the Taiwan Automobile Factory. However, due to Mitsubishi brand’s recent slow development pace of new models in Japan, the China Motor Corporation has gradually strengthened its independent research and development capabilities. The automobile and Mitsubishi Motors jointly developed a large number of cars in China Motor Corporation. The ZINGER vehicle, which was introduced to the market in 2006, is one of the most important representatives. The model was built in accordance with the Taiwan regulations and also for the needs of the market and therefore was positioned as a regional strategic car model. Due to the advantage under Taiwan's unique "passenger and cargo vehicles" Commodity , although the engine displacement volume and the car size are higher than the general domestic medium-sized car, it was able to be sold at a low price in the market. ZINGER model was known as the Multi - Purpose Commercial- Recreational vehicle in the market , its multi-purposes were under the premise of ZINER’s higher quality than the commercial car as well as its affordability which outranked any SUV in the market. And the main competitor was Toyota INNOVA which was also a Multi - Purpose Commercial- Recreational vehicle model ZINGER was scheduled for a major model renovation in 2015. As Japan Mitsubishi Motors was undergoing an operating strategy adjustment, China Motor Corporation single handedly developed the new ZINGER model. During the early development stage,, it was learned that the competitor, Toyota INNOVA, was to be discontinued in a year after the new Zinger hit the market, and Toyota was not planning any follow-up program. While China Motor Corporation supposedly had the potential of monopolizing the market of Multi - Purpose Commercial- Recreational vehicle, they remained conservative because although they were able to continue adapting Mitsubishi chassis as a vehicle infrastructure platform, the vehicle trademark was to be changed from Mitsubishi to China Motor. Moreover the new model’s horsepower was less than the previous generation. In the past, there was a large-scale improvement of TOYOTA and MITSUBISHI, and the exquisite degree of the vehicle was greatly improved. However, the sales volume increased and the sales volume was lost. 1,000, never returned to the peak sales in 2005 sales of 4,000 levels. Although China is the second largest automobile factory in Taiwan, but the Taiwan market sales spread billions of dollars of development funds, if the new car published after the slow-moving, will still be a heavy burden. If the market reaction is poor, will also affect the Chinese car's other models development plan. This report is aiming t to apply the Third Law of Demand for analyzing consumer decision-making in multi-feature products. While positioning the product concept, the Third Law of Demand can also distinguish the market segment and choose the target market. Through the pricing methods between product values and product prices, t students can understand the key factor of how new ZINGER has been able to remain its top sales.and also ZINGER’s performance compared to similar commercial vehicles and SUVs as well as each marketing position. Finally, by extending the application of the third demand law, the possibilities and recommendations of the future development of ZINGER accessories are explored.

並列關鍵字

Commercial Vehicles ； Recreational vehicles ； Multi - Purpose Commercial- Recreational vehicles ； Market Positioning ； Third Law of Demand

參考文獻

1. Alchian, Armen Albert and William R Allen (1964). University Economics. Belmont, Calif.:Wadsworth Publishing Co.

2. Bertonazzi, Eric P., Michael T. Maloney, and Robert E. Mccormick (1993). “Some Evidence on the Alchian and Allen Theorem: the Third Law of Demand?” Economic Inquiry 31.3,pp. 383–393.

3. Borcherding, Thomas E. and Eugene Silberberg (1978). “Shipping the Good Apples Out: The Alchian and Allen Theorem Reconsidered”. Journal of Political Economy 86.1, pp. 131–138.

4. Brown, Matthew T. et al. (2006). “Treatment of Travel Expenses by Golf Course Patrons: Sunk or Bundled Costs and the First and Third Laws of Demand”. International Journal of Sport Finance 1, pp. 239–252.

6. Cowen, Tyler and Alexander Tabarrok (1995). “Good Grapes and Bad Lobsters: Applying the Alchian and Allen Theorem”. Economic Inquiry 33.2, pp. 253–256.

國際替代計量

商用車、休旅車、商旅車行銷定位研究 —以 Toyota 和 Mitsubishi 為例—

未授權

主題瀏覽