發(fā)布時間：2018-02-02 23:22

  本文關鍵詞： 東風悅達起亞 合資企業(yè) 發(fā)展戰(zhàn)略　出處：《復旦大學》2013年碩士論文　論文類型：學位論文

【摘要】：中國加入WTO后,國內(nèi)外環(huán)境的變化給中國汽車工業(yè)發(fā)展帶來了巨大的挑戰(zhàn)和機遇,中國的汽車制造業(yè)通過技術引進、吸收和創(chuàng)新的發(fā)展模式,呈現(xiàn)出前所未有的快速增長勢頭,世界汽車巨頭也通過合資或進口的形式來應對中國市場競爭,中國的汽車消費結構和消費群體均發(fā)生了巨大變化,汽車成為人們最重要的運輸和交通工具之一。根據(jù)國家統(tǒng)計局發(fā)布的數(shù)據(jù),三分之二以上的交通運輸都是通過汽車來完成的。諸多因素推動下,中國私人汽車擁有率也日漸提高,中國汽車市場產(chǎn)銷量在2009年達到世界第一。2012年汽車銷售總量達到1930萬輛,中國汽車保有量超過1.2億輛,私家車千人汽車保有量達70輛。在此機遇下,車企除了繼續(xù)利用和引進吸收國外先進的發(fā)展經(jīng)驗外,還應當針對中國國情,充分分析市場發(fā)展態(tài)勢,認識市場、了解競爭對手及自身的優(yōu)劣勢,制定適合自身企業(yè)發(fā)展模式的發(fā)展戰(zhàn)略,這是汽車企業(yè)應對產(chǎn)業(yè)巨頭的強有力武器。論文以東風悅達起亞汽車有限公司十年間的發(fā)展為立足點,結合有關企業(yè)發(fā)展戰(zhàn)略、產(chǎn)業(yè)結構的主要理論,借鑒相關汽車企業(yè)發(fā)展戰(zhàn)略制定的經(jīng)驗,在文獻研究、對比分析的基礎上,運用動態(tài)競爭戰(zhàn)略理論,波特五力模型、價值鏈分析和SWOT模型,分析東風悅達起亞戰(zhàn)略發(fā)展現(xiàn)狀及內(nèi)外部環(huán)境,對東風悅達起亞未來發(fā)展戰(zhàn)略進行探討與研究,制定出適合東風悅達起亞未來發(fā)展方向的產(chǎn)品開發(fā)戰(zhàn)略、市場營銷戰(zhàn)略、品牌發(fā)展戰(zhàn)略以及人力資源戰(zhàn)略。 在本文第一章中,通過分析中國汽車產(chǎn)業(yè)發(fā)展現(xiàn)狀、韓系車在中國的發(fā)展歷程及地位以及東風悅達起亞發(fā)展現(xiàn)狀,提出研究東風悅達起亞進行發(fā)展戰(zhàn)略的意義和必要性。并回顧和梳理了相關理論和研究現(xiàn)狀,闡述了本文的研究方法和研究思路；第二章,分起步、調(diào)整、發(fā)展三個階段介紹了東風悅達起亞十年發(fā)展歷程；第三章,運用PEST分析、行業(yè)競爭態(tài)勢分析和SWOT分析手法對公司所處的內(nèi)外環(huán)境、面臨的機遇和挑戰(zhàn)、自身的優(yōu)勢與劣勢進行深入分析和研究；第四章,基于前文的分析,進一步通過應用動態(tài)競爭理論分析,指出企業(yè)未來發(fā)展的戰(zhàn)略目標和合資／自主的戰(zhàn)略模式,提出繼續(xù)保持低成本優(yōu)勢,追求差異化戰(zhàn)略的戰(zhàn)略發(fā)展方向,并制定出具體的執(zhí)行策略及戰(zhàn)略控制的方法和途徑。最后,提出未來研究的展望。
[Abstract]:After China's entry into WTO, the changes of domestic and international environment have brought great challenges and opportunities to the development of China's automobile industry. China's automobile manufacturing industry through the introduction of technology, absorption and innovation of the development model. Showing unprecedented rapid growth momentum, the world's auto giants also through joint ventures or imports to cope with the Chinese market competition, China's automobile consumption structure and consumer groups have undergone tremendous changes. Automobile has become one of the most important transportation and transportation tools. According to the data released by the National Bureau of Statistics, more than 2/3 of the transportation is done by car. China's private car ownership rate is also increasing, the Chinese auto market in 2009, the world's largest car sales in 2012, the total number of vehicles reached 19.3 million. China has more than 120 million cars and 70 private cars. Under this opportunity, car companies should not only continue to use and absorb advanced development experience from abroad, but also aim at China's national conditions. Fully analyze the market development situation, understand the market, understand the competitors and their own strengths and weaknesses, and formulate a development strategy suitable for their own enterprise development model. This is a powerful weapon for automobile enterprises to deal with industrial giants. This paper takes the development of Dongfeng Yueda Kia Automobile Co., Ltd. as its foothold, and combines the main theories of enterprise development strategy and industrial structure. On the basis of literature research and comparative analysis, this paper applies dynamic competitive strategy theory, Porter's five-force model, value chain analysis and SWOT model. This paper analyzes the present situation and internal and external environment of Dongfeng Yueda Kia strategy, discusses and studies the future development strategy of Dongfeng Yueda Kia, and formulates a product development strategy suitable for the future development direction of Dongfeng Yueda Kia. Marketing strategy, brand development strategy and human resources strategy. In the first chapter of this paper, through the analysis of the current situation of China's automobile industry development, the Korean train in China's development process and status, as well as Dongfeng Yueda Kia development status. The significance and necessity of studying the development strategy of Dongfeng Yueda Kia are put forward, and the relevant theories and research status are reviewed, and the research methods and research ideas of this paper are expounded. The second chapter introduces the development of Dongfeng Yueda Kia in three stages: starting, adjusting and developing. The third chapter uses PEST analysis, industry competition situation analysis and SWOT analysis to analyze and study the internal and external environment, opportunities and challenges, strengths and weaknesses of the company. Chapter 4th, based on the previous analysis, further through the application of dynamic competition theory analysis, pointed out the future development of the strategic objectives and joint venture / independent strategic model, proposed to continue to maintain low cost advantage. The development direction of differentiation strategy is pursued, and the specific implementation strategy and the methods and approaches of strategic control are worked out. Finally, the prospect of future research is put forward.
【學位授予單位】：復旦大學
【學位級別】：碩士
【學位授予年份】：2013
【分類號】：F426.471

【參考文獻】

相關期刊論文 前2條

1 沈偉家;改變競爭策略出奇制勝[J];上海企業(yè);1994年12期

2 錢桂侖;;現(xiàn)代企業(yè)發(fā)展戰(zhàn)略選擇探析[J];現(xiàn)代管理科學;2008年03期

，

本文編號：1485747