沃爾沃汽車公司發(fā)展戰(zhàn)略研究
發(fā)布時間：2018-09-12 10:45
【摘要】：汽車工業(yè)是國家工業(yè)發(fā)展的核心力量,近年來世界經(jīng)濟持續(xù)不景氣,中國汽車工業(yè)進入WTO后發(fā)展迅猛。到2012年,我國汽車產(chǎn)銷連續(xù)四年蟬聯(lián)世界產(chǎn)銷量第一大國。2009年86年歷史的北歐老牌豪華汽車品牌沃爾沃汽車被中國自主品牌吉利汽車收購,該如何確定并完善沃爾沃汽車的發(fā)展戰(zhàn)略,實現(xiàn)企業(yè)資源最佳配置,提高核心競爭力,使企業(yè)長期健康穩(wěn)定發(fā)展,保持持續(xù)的競爭優(yōu)勢是本文研究的重點。 本文運用PEST分析模型,SWOT分析模型等,在對沃爾沃汽車的內(nèi)外部環(huán)境,包括政治、經(jīng)濟、社會及技術(shù)環(huán)境,及國內(nèi)外汽車行業(yè)競爭環(huán)境,企業(yè)資源和能力等進行分析后,確定公司的戰(zhàn)略和實施發(fā)展的路徑和舉措。沃爾沃汽車發(fā)展戰(zhàn)略由于中國市場在全球的重要性,即中國發(fā)展戰(zhàn)略,分解為市場營銷戰(zhàn)略,產(chǎn)品戰(zhàn)略,成本戰(zhàn)略與本土化戰(zhàn)略。沃爾沃汽車發(fā)展戰(zhàn)略實施重點包括,迅速提升沃爾沃在營銷管理方式與手段,從品牌重塑、提升基礎(chǔ)業(yè)務(wù)體系并將核心業(yè)務(wù)與衍生業(yè)務(wù)同步發(fā)展,優(yōu)化流程與制度到增強渠道管理,提高經(jīng)銷商的銷售與服務(wù)水平。提高個性化產(chǎn)品設(shè)計能力和綠色技術(shù)設(shè)計與開發(fā)能力,快速建立中國工廠,有效融合企業(yè)跨文化,從而迅速推進本土化戰(zhàn)略,進一步優(yōu)化成本管理能力,提高品牌影響力。 本人是基于課題研究過程和成果,充分了解和理解國內(nèi)外有關(guān)戰(zhàn)略管理的研究成果,并以此為借鑒,采用理論與實際、定性與定量分析相結(jié)合的研究方法。深入調(diào)查,掌握最新資訊,使沃爾沃汽車戰(zhàn)略研究具有可操作性,不僅為沃爾沃汽車的發(fā)展戰(zhàn)略提出建議,而且希望為更多中國汽車企業(yè)的戰(zhàn)略管理提供思路和方法。
[Abstract]:The automobile industry is the core force of the national industrial development. In recent years, the world economy has been in a recession, and the Chinese automobile industry has developed rapidly after entering WTO. Up to 2012, China's automobile production and sales have been the world's largest for four consecutive years. Volvo, a Nordic luxury car brand with a history of 86 years in 2009, was acquired by Geely Automobile, a Chinese independent brand. How to determine and perfect the development strategy of Volvo automobile, realize the best allocation of enterprise resources, improve the core competitiveness, make the enterprise develop healthily and stably for a long time, and maintain the sustainable competitive advantage is the key point of this paper. This paper analyzes the internal and external environment of Volvo automobile, including political, economic, social and technological environment, competition environment of domestic and foreign automobile industry, enterprise resources and ability, etc. Determine the company's strategy and implementation of the development path and initiatives. Due to the importance of the Chinese market in the world, Volvo automobile development strategy is divided into marketing strategy, product strategy, cost strategy and localization strategy. The focus of Volvo's automobile development strategy is to rapidly upgrade Volvo's marketing management methods, reshape its brand, upgrade its basic business system, and synchronize its core business with its derivative business. Optimize process and system to enhance channel management, improve dealer sales and service level. To improve the ability of individualized product design and green technology design and development, to set up Chinese factory quickly, to integrate enterprise cross-culture effectively, to advance localization strategy quickly, to further optimize cost management ability and to increase brand influence. Based on the research process and achievements of the subject, I fully understand and understand the research results of strategic management at home and abroad, and take this as a reference, adopt the research method of combining theory and practice, qualitative and quantitative analysis. Further investigation and mastering the latest information will make the study of Volvo automobile strategy operable, not only for the development strategy of Volvo car, but also for the strategic management of more Chinese automobile enterprises.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.471;F272
本文編號：2238756
[Abstract]:The automobile industry is the core force of the national industrial development. In recent years, the world economy has been in a recession, and the Chinese automobile industry has developed rapidly after entering WTO. Up to 2012, China's automobile production and sales have been the world's largest for four consecutive years. Volvo, a Nordic luxury car brand with a history of 86 years in 2009, was acquired by Geely Automobile, a Chinese independent brand. How to determine and perfect the development strategy of Volvo automobile, realize the best allocation of enterprise resources, improve the core competitiveness, make the enterprise develop healthily and stably for a long time, and maintain the sustainable competitive advantage is the key point of this paper. This paper analyzes the internal and external environment of Volvo automobile, including political, economic, social and technological environment, competition environment of domestic and foreign automobile industry, enterprise resources and ability, etc. Determine the company's strategy and implementation of the development path and initiatives. Due to the importance of the Chinese market in the world, Volvo automobile development strategy is divided into marketing strategy, product strategy, cost strategy and localization strategy. The focus of Volvo's automobile development strategy is to rapidly upgrade Volvo's marketing management methods, reshape its brand, upgrade its basic business system, and synchronize its core business with its derivative business. Optimize process and system to enhance channel management, improve dealer sales and service level. To improve the ability of individualized product design and green technology design and development, to set up Chinese factory quickly, to integrate enterprise cross-culture effectively, to advance localization strategy quickly, to further optimize cost management ability and to increase brand influence. Based on the research process and achievements of the subject, I fully understand and understand the research results of strategic management at home and abroad, and take this as a reference, adopt the research method of combining theory and practice, qualitative and quantitative analysis. Further investigation and mastering the latest information will make the study of Volvo automobile strategy operable, not only for the development strategy of Volvo car, but also for the strategic management of more Chinese automobile enterprises.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2013
【分類號】：F426.471;F272
【參考文獻】
相關(guān)期刊論文 前10條
1 金仕珍,鄧新梅;我國汽車制造業(yè)的新產(chǎn)品開發(fā)戰(zhàn)略[J];渝州大學(xué)學(xué)報(社會科學(xué)版);2002年01期
2 趙永杰;依靠科技進步實施低成本戰(zhàn)略 實現(xiàn)本鋼礦山可持續(xù)發(fā)展[J];礦業(yè)工程;2003年01期
3 段可;;淺談企業(yè)戰(zhàn)略成本管理[J];湖南工業(yè)職業(yè)技術(shù)學(xué)院學(xué)報;2009年05期
4 席酉民,姚小濤;復(fù)雜多變環(huán)境下和諧管理理論與企業(yè)戰(zhàn)略分析框架[J];管理科學(xué);2003年04期
5 許可;徐二明;;企業(yè)資源學(xué)派與能力學(xué)派的回顧與比較[J];經(jīng)濟管理;2002年02期
6 李旭;戰(zhàn)略成本管理初探[J];商業(yè)經(jīng)濟;2005年04期
7 顧乃康;現(xiàn)代企業(yè)理論的新發(fā)展:企業(yè)知識理論[J];經(jīng)濟學(xué)動態(tài);1997年11期
8 王開明,萬君康;企業(yè)戰(zhàn)略理論的新發(fā)展:資源基礎(chǔ)理論[J];科技進步與對策;2001年01期
9 章秀琴;防止進入“本土化”認識的誤區(qū)[J];科技情報開發(fā)與經(jīng)濟;2003年09期
10 李佳寶;;沃爾沃歸隊吉利后在中國的品牌推廣策略[J];科技情報開發(fā)與經(jīng)濟;2010年27期
，本文編號：2238756
本文鏈接：http://sikaile.net/guanlilunwen/chengbenguanlilunwen/2238756.html
最近更新
教材專著
