本文選題：汽車銷售企業(yè) + 發(fā)展策略　； 參考：《吉林大學(xué)》2014年碩士論文

【摘要】：2013年，世界經(jīng)濟(jì)總體呈趨穩(wěn)態(tài)勢，我國內(nèi)需增長雖面臨下行壓力，但經(jīng)濟(jì)增長仍將保持平穩(wěn)，總體向好的宏觀環(huán)境，為汽車產(chǎn)業(yè)的發(fā)展創(chuàng)造了良好的條件。此外，多方位的行業(yè)政策陸續(xù)出臺(tái)，也將繼續(xù)保障汽車行業(yè)健康發(fā)展。在行業(yè)運(yùn)行指標(biāo)方面，預(yù)計(jì)2014年景氣指數(shù)下行壓力將有所加大；汽車產(chǎn)銷仍將保持增長，但增速將低于2013年水平。2013年4季度，汽車行業(yè)景氣指數(shù)較上季度略升，預(yù)警指數(shù)保持在“綠燈區(qū)”內(nèi)運(yùn)行，總體來看行業(yè)運(yùn)行狀況基本良好。預(yù)計(jì)2014年，我國汽車行業(yè)運(yùn)行將延續(xù)這種平穩(wěn)運(yùn)行的態(tài)勢，穩(wěn)中小幅走弱。汽車剛性需求帶來的中長期驅(qū)動(dòng)力仍然存在，居民收入水平不斷提高，城鎮(zhèn)化建設(shè)帶來更多的用車需求，這決定了景氣指數(shù)將總體保持平穩(wěn)運(yùn)行態(tài)勢。這是汽車行業(yè)未來保持穩(wěn)定的基礎(chǔ)。本文旨在通過對長春成邦汽車銷售公司所處環(huán)境及其自身?xiàng)l件進(jìn)行深入分析，幫助公司在未來發(fā)展規(guī)劃、市場營銷方案、服務(wù)策略等方面尋找到合適的發(fā)展策略，以便于使其快速健康成長，進(jìn)而逐步實(shí)現(xiàn)“廣汽豐田最佳經(jīng)銷商”的長期目標(biāo)。 本文第一章為緒論部分。該部分介紹了文章的研究背景、研究意義、研究方法及內(nèi)容，該部分為全文的寫作奠定了基礎(chǔ)。 本文第二章著重對長春成邦汽車銷售公司現(xiàn)狀和存在的問題進(jìn)行分析。在這部分中，對長春成邦汽車銷售公司的現(xiàn)狀和股東概況做了介紹。并對公司發(fā)展中存在的問題進(jìn)行了分析：1．營銷較為陳舊，沒有與時(shí)俱進(jìn)。對于積極的對外營銷意識不夠充分，，還停留在等、靠顧客上門的方法。再深入一些的營銷手段也僅限于依據(jù)新車上市的時(shí)間搞一些新車試駕的活動(dòng)，但是由于其品牌本身所限，效果并不明顯。2．售后服務(wù)的意識有待于提高。有些銷售顧問在售車前后對客戶的態(tài)度差別較大，不時(shí)的有推諉責(zé)任的情況發(fā)生，給公司的形象造成了不好的影響。3．財(cái)務(wù)制度上不夠靈活應(yīng)變，駐店的財(cái)務(wù)有被架空的嫌疑。由于集團(tuán)現(xiàn)行的財(cái)務(wù)制度導(dǎo)致了財(cái)務(wù)成本的提高。和資金利用率下降的問題。4．收購前后的動(dòng)蕩，使得員工人心渙散。在中升集團(tuán)接手長春成邦汽車銷售公司后，原有管理層全部更換，其重要崗位也采取聘請職業(yè)經(jīng)理人和集團(tuán)派駐相結(jié)合的方式來進(jìn)行了調(diào)整。 本文第三章著重分析了長春成邦汽車銷售公司所處的戰(zhàn)略環(huán)境。包括企業(yè)宏觀環(huán)境分析和內(nèi)部條件分析。宏觀環(huán)境方面通過政治、經(jīng)濟(jì)、社會(huì)、技術(shù)四個(gè)方面進(jìn)行了分析。而內(nèi)部條件分析中主要通過經(jīng)營現(xiàn)狀、供應(yīng)分析、銷售分析、財(cái)務(wù)狀況四個(gè)方面進(jìn)行了分析。加以對競爭對手（同品牌競爭對手和其他品牌同級別熱銷車型的對比）情況的分析。最后通過SWOT分析法分析長春成邦汽車銷售公司面臨的優(yōu)勢和劣勢、機(jī)會(huì)和威脅，并羅列出了相應(yīng)的增長型戰(zhàn)略（SO戰(zhàn)略）、多種經(jīng)營戰(zhàn)略（ST戰(zhàn)略）、扭轉(zhuǎn)型戰(zhàn)略（WO戰(zhàn)略）和防御型戰(zhàn)略（WT戰(zhàn)略）。 本文第四章依據(jù)前文的分析確立了企業(yè)的發(fā)展規(guī)劃目標(biāo)：1．短期發(fā)展目標(biāo)：（1）盡快使公司適應(yīng)集團(tuán)管理化的模式，制訂出切實(shí)有效的管理制度。（2）員工凝聚力的提升。（3）保持住長春市場上現(xiàn)有市場份額。2．長期發(fā)展目標(biāo)：（1）集團(tuán)中同品牌4S的標(biāo)桿。（2）廣汽豐田最佳經(jīng)銷商。并針對這個(gè)發(fā)展目標(biāo)制定了實(shí)施的策略以及保障措施。
[Abstract]:In 2013, the world economy was generally stable. Although the growth of our domestic economy is facing downward pressure, the economic growth will remain stable, and the overall macro environment has created a good condition for the development of the automobile industry. In addition, a multidirectional industry policy will continue to ensure the healthy development of the automobile industry. On the standard side, it is expected that the downward pressure will increase in 2014, and the growth of automobile production and marketing will remain unchanged, but the growth rate will be lower than the 2013 level in the 4 quarter of.2013. The auto industry boom index is slightly higher than the last quarter. The early warning index is maintained in the green light area. In general, the industry is in good condition. It is expected that China's steam will be in 2014. The operation of the car industry will continue to run smoothly. The medium and long term driving force of the car's rigid demand still exists, the income level of the residents continues to increase, and the urbanization will bring more demand for vehicles. This determines that the prosperity index will maintain a steady state of operation. This is the future of the automobile industry to maintain stability. Based on the analysis of the environment and its own conditions in Changchun Cheng Bang auto sales company, this paper aims to help the company to find a suitable development strategy in the future development planning, marketing plan, service strategy and so on, in order to make it fast and healthy, and then gradually realize "the best dealer of Guangzhou steam TOYOTA". "The long-term goal.
The first chapter is the introduction. This part introduces the research background, significance, methods and contents of the article, which lays the foundation for the whole thesis.
The second chapter of this article focuses on the analysis of the current situation and existing problems of Changchun Cheng Bang auto sales company. In this part, the present situation and general situation of the shareholders of Changchun Cheng Bang auto sales company are introduced. And the existing problems in the development of the company are analyzed. 1. the marketing is more old and does not keep pace with the times. Some marketing means are limited to the new car market time. But because of the brand itself, the effect is not obvious in the.2. after-sales service consciousness. Some sales consultants are on the customers before and after the sale of the car. There is a big difference in attitude, and there is a shift of responsibility from time to time. It has caused a bad influence on the company's image, and the financial system in the.3. is not flexible enough. The current financial system of the group has led to the improvement of the financial cost. And the problem of the decrease of the utilization rate of the capital before and after the acquisition of.4. The unrest made the employees slack. After Zhongsheng group took over the Changchun Cheng Bang auto sales company, the original management layer was replaced, and the important posts were also adjusted by employing professional managers and group stationing.
The third chapter focuses on the analysis of the strategic environment in Changchun Cheng Bang auto sales company, including the macro environment analysis and the internal conditions analysis. The macro environment is analyzed through four aspects of political, economic, social and technical aspects. The internal conditions are mainly analyzed through the operation status, supply analysis, sales analysis, and finance. Analysis of the four aspects of the situation. The analysis of the competitors (the comparison of the same brand competitors and other brands with the same type of hot selling cars). Finally, the SWOT analysis method is used to analyze the advantages and disadvantages, opportunities and threats of Changchun Cheng Bang auto sales company, and the corresponding growth strategy (SO strategy) is listed. The camp strategy (ST strategy), the torsional strategy (WO strategy) and the defensive strategy (WT strategy).
The fourth chapter of this article has established the goal of enterprise development planning according to the previous analysis: 1. short term development goal: (1) make the company adapt to the model of group management as soon as possible and formulate effective and effective management system. (2) enhance the cohesiveness of employees. (3) keep the existing market share.2. long-term development goal in the Changchun Market: (1) group The same brand 4S benchmark. (2) GAC TOYOTA best dealer, and formulated the implementation strategy and safeguard measures for this development goal.
【學(xué)位授予單位】：吉林大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.471;F274

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本文編號：1984019