【摘要】：隨著社會的進(jìn)步和發(fā)展，制造扮演的角色發(fā)生了很大變化，過去重視產(chǎn)品及產(chǎn)品的實(shí)現(xiàn)（即制造），但現(xiàn)在產(chǎn)品越來越成為手段和輔助。從供求關(guān)系角度來看，目前已基本不存在供不應(yīng)求的產(chǎn)品，產(chǎn)能過剩是制造企業(yè)普遍的問題，越來越不適應(yīng)客戶的需要�？蛻舻年P(guān)注角度從物理產(chǎn)品到產(chǎn)品的效用及相關(guān)服務(wù)的轉(zhuǎn)變，為傳統(tǒng)的制造業(yè)轉(zhuǎn)型指明了發(fā)展道路。 汽車行業(yè)是一個涉及的產(chǎn)業(yè)鏈條比較長、覆蓋的產(chǎn)業(yè)面比較寬的行業(yè)，同時，隨著我國連續(xù)四年位居全球第一大汽車產(chǎn)銷國家，其在國民經(jīng)濟(jì)中具有舉足輕重的地位。我國也面臨著要從汽車制造大國向汽車強(qiáng)國的轉(zhuǎn)型發(fā)展。要求傳統(tǒng)的汽車制造業(yè)以“生產(chǎn)制造”為中心，轉(zhuǎn)向以“汽車客戶需求”為中心。然而，并非所有傳統(tǒng)的汽車制造企業(yè)都可以通過向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型實(shí)現(xiàn)發(fā)展。本文對向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型的條件進(jìn)行了分析。根據(jù)服務(wù)型汽車制造企業(yè)的特征，向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型要求汽車制造企業(yè)具備一定的市場份額和汽車保有量。 本文對服務(wù)型汽車制造企業(yè)的發(fā)展模式和商業(yè)模式進(jìn)行了研究，提出了傳統(tǒng)汽車制造企業(yè)向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型的模式，即基于內(nèi)外部資源整合的研發(fā)轉(zhuǎn)型、營銷轉(zhuǎn)型、生產(chǎn)制造模式變革，內(nèi)部管理由職能化向流程化轉(zhuǎn)變等。為我國傳統(tǒng)汽車制造企業(yè)向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型提供了理論指導(dǎo)。 增值服務(wù)產(chǎn)品開發(fā)是傳統(tǒng)汽車制造企業(yè)向服務(wù)型制造企業(yè)轉(zhuǎn)型的關(guān)鍵。基于價值鏈理論，提出了基于客戶需求的增值服務(wù)開發(fā)流程，包括客戶價值定量分析、客戶細(xì)分、價值提煉、定量分析、參數(shù)設(shè)計、企業(yè)內(nèi)外部資源評估、服務(wù)產(chǎn)品的產(chǎn)業(yè)化。本文基于汽車產(chǎn)品生命周期和用戶經(jīng)營全過程的需求分析，提出了系列增值服務(wù)，如金融服務(wù)、車聯(lián)網(wǎng)/物聯(lián)網(wǎng)服務(wù)、第四方物流服務(wù)等構(gòu)成了服務(wù)的骨架，據(jù)此可創(chuàng)新出更多的增值服務(wù)產(chǎn)品，包括加氣加油優(yōu)惠服務(wù)、配件業(yè)務(wù)、二手車、零部件回收業(yè)務(wù)、與互聯(lián)網(wǎng)融合業(yè)務(wù)等。 雖然當(dāng)前已有許多基于汽車的增值服務(wù)產(chǎn)品，但是各種增值服務(wù)產(chǎn)品之間沒有形成協(xié)同效應(yīng)。汽車整車廠具備通過整合或自身開發(fā)的模式創(chuàng)建基于汽車的生態(tài)系統(tǒng)平臺。如汽車是所有增值服務(wù)的載體，同時整車企業(yè)具備與客戶緊密聯(lián)系的天然優(yōu)勢�；诖�，本文提出了基于增值服務(wù)的汽車制造企業(yè)平臺化的商業(yè)模式。從而為客戶提供產(chǎn)品生命周期和客戶經(jīng)營全過程的整體解決方案，，形成緊密和高忠誠度的客戶關(guān)系。 為了對傳統(tǒng)汽車制造企業(yè)向服務(wù)型汽車制造企業(yè)的轉(zhuǎn)型程度提供評價依據(jù)，本文基于平衡計分卡這一戰(zhàn)略績效管理工具以及服務(wù)型汽車制造企業(yè)的特征，構(gòu)建了服務(wù)型汽車制造企業(yè)的評價指標(biāo)體系。其中，包括6個一級指標(biāo)和16個二級指標(biāo)。采用層次分析法確定了各個指標(biāo)的權(quán)重，并用模糊綜合評價法對向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型過程進(jìn)行綜合評價。 最后，本文以陜西重型汽車有限公司為例進(jìn)行了實(shí)證研究，分析了其從傳統(tǒng)汽車制造企業(yè)向服務(wù)型汽車制造企業(yè)的轉(zhuǎn)變過程。并采用模糊綜合評價方法對其向服務(wù)型汽車制造企業(yè)轉(zhuǎn)型的過程進(jìn)行了綜合評價。這為我國汽車制造企業(yè)如何構(gòu)建可持續(xù)的發(fā)展模式，在激烈的競爭中如何構(gòu)建獨(dú)特的競爭優(yōu)勢，推進(jìn)我國汽車制造企業(yè)向服務(wù)型汽車企業(yè)轉(zhuǎn)型提供了理論依據(jù)和成功案例，具有重大的實(shí)用價值。
[Abstract]:With the progress and development of society, the role of manufacturing has changed a lot. In the past, we paid more attention to the realization of products and products (i.e. manufacturing), but now products are becoming more and more means and assistance. To meet the needs of customers. The change of customer focus from physical products to product utility and related services has pointed out the development path for the transformation of traditional manufacturing industry.
The automobile industry is an industry which involves a long chain and covers a wide range of industries. At the same time, with China ranking the world's largest automobile production and marketing country for four consecutive years, it has a pivotal position in the national economy. However, not all traditional automobile manufacturing enterprises can realize their development through the transformation to service-oriented automobile manufacturing enterprises. This paper analyzes the conditions for the transformation to service-oriented automobile manufacturing enterprises. The characteristics of the industry, the transition to service-oriented automobile manufacturing enterprises require automobile manufacturers to have a certain market share and car ownership.
In this paper, the development model and business model of service-oriented automobile manufacturing enterprises are studied, and the transformation model from traditional automobile manufacturing enterprises to service-oriented automobile manufacturing enterprises is put forward. The traditional automobile manufacturing enterprises provide theoretical guidance for the transformation of service-oriented automobile manufacturing enterprises.
Value-added service product development is the key to the transformation of traditional automobile manufacturing enterprises to service-oriented manufacturing enterprises.Based on the value chain theory,a value-added service development process based on customer needs is proposed,which includes customer value quantitative analysis,customer segmentation,value refinement,quantitative analysis,parameter design,enterprise internal and external resource evaluation,service product production. Based on the analysis of the life cycle of automotive products and the needs of users in the whole process of operation, this paper puts forward a series of value-added services, such as financial services, automotive networking / Internet of things services, the fourth party logistics services and so on, which constitute the framework of the services. Therefore, more value-added service products can be innovated, including gas refueling preferential services, accessories business, second-hand services. Vehicle, parts recycling business, and Internet convergence business.
Although there are many value-added service products based on automobiles, there is no synergy between them. Automobile factories have the ability to create an ecosystem platform based on automobiles through integration or self-development. Based on this, this paper proposes a platform-based business model for automotive manufacturing enterprises based on value-added services, which can provide customers with the overall solution of product life cycle and customer management process, and form a close and high loyal customer relationship.
In order to evaluate the transition degree from traditional automobile manufacturing enterprises to service-oriented automobile manufacturing enterprises, this paper constructs an evaluation index system for service-oriented automobile manufacturing enterprises based on the Balanced Scorecard as a strategic performance management tool and the characteristics of service-oriented automobile manufacturing enterprises. The weight of each index is determined by analytic hierarchy process and the process of transformation to service-oriented automobile manufacturing enterprise is evaluated by fuzzy comprehensive evaluation method.
Finally, taking Shaanxi Heavy Truck Company Limited as an example, this paper analyzes the transformation process from traditional automobile manufacturing enterprises to service-oriented automobile manufacturing enterprises, and evaluates the transformation process from traditional automobile manufacturing enterprises to service-oriented automobile manufacturing enterprises by fuzzy comprehensive evaluation method. How to build a sustainable development model, how to build a unique competitive advantage in the fierce competition, and how to promote the transformation of China's automobile manufacturing enterprises to service-oriented automobile enterprises provide a theoretical basis and successful cases, which has great practical value.
【學(xué)位授予單位】：長安大學(xué)
【學(xué)位級別】：博士
【學(xué)位授予年份】：2013
【分類號】：F426.471

【引證文獻(xiàn)】

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1 張海波;孟慶闊;丁倩;;國外汽車產(chǎn)業(yè)商業(yè)模式比較研究[J];汽車工業(yè)研究;2017年02期

相關(guān)博士學(xué)位論文 前1條

1 原彬;基于質(zhì)點(diǎn)彈簧模型的電纜虛擬裝配仿真研究[D];大連海事大學(xué);2015年

相關(guān)碩士學(xué)位論文 前1條

1 王芳;上海通用汽車公司采購管理模式優(yōu)化研究[D];南華大學(xué);2014年

本文編號：2244476