發(fā)布時間：2018-06-28 10:15

  本文選題：汽車經(jīng)銷企業(yè) + 競爭戰(zhàn)略��； 參考：《北京交通大學(xué)》2015年碩士論文

【摘要】：近幾年隨著我國汽車產(chǎn)銷量逐年上升,中國己經(jīng)成為世界第一大汽車市場。中國汽車行業(yè)的火爆,引發(fā)了全球更多的投資者加入這個行業(yè)的競爭。越來越多的投資者在銷售渠道上大規(guī)模投資建店,打破了原有汽車市場格局,新格局己經(jīng)向大型汽車經(jīng)銷集團化發(fā)展,這種集團化的大規(guī)模競爭導(dǎo)致了原來的汽車經(jīng)銷企業(yè)必然面臨更多的困難和挑戰(zhàn)。這些企業(yè)在發(fā)展過程中如何應(yīng)對新的外部環(huán)境影響和打造企業(yè)自身核心競爭力,使企業(yè)能夠在激烈的市場競爭中不斷鞏固和強化競爭地位,實現(xiàn)可持續(xù)發(fā)展,制定和實施企業(yè)的競爭戰(zhàn)略至關(guān)重要。 本文以立足北京地區(qū)的北京祥龍博瑞汽車服務(wù)集團為研究背景,以有關(guān)戰(zhàn)略管理理論為基礎(chǔ),對宏觀的政治經(jīng)濟狀況、汽車銷售服務(wù)行業(yè)、北京祥龍博瑞汽車服務(wù)集團的發(fā)展歷史、經(jīng)營能力和市場地位等方面進行了詳細分析。對北京祥龍博瑞汽車服務(wù)集團的外部宏觀環(huán)境和內(nèi)部微觀環(huán)境分別做了詳細的分析,然后運用SWOT模型找出企業(yè)的外部機遇和外部威脅、內(nèi)部優(yōu)勢和內(nèi)部劣勢。根據(jù)這些內(nèi)外環(huán)境條件的綜合分析,得出北京祥龍博瑞汽車服務(wù)集團要想取得競爭優(yōu)勢,就應(yīng)該采取總成本領(lǐng)先戰(zhàn)略的結(jié)論。并在此基礎(chǔ)上,給出了北京樣龍博瑞汽車服務(wù)集團開展總成本領(lǐng)先戰(zhàn)略的具體實施策略及保障方法。力圖通過這些綜合競爭戰(zhàn)略使北京祥龍博瑞汽車服務(wù)集團建立起一種全面成本領(lǐng)先的核心競爭優(yōu)勢。 北京祥龍博瑞汽車服務(wù)集團是一家具有代表性的一線城市汽車經(jīng)銷集團。研究北京祥龍博瑞汽車服務(wù)集團的競爭戰(zhàn)略,對研究我國的汽車經(jīng)銷集團的發(fā)展,提升行業(yè)企業(yè)市場競爭能力,應(yīng)具重要的現(xiàn)實研究意義和實踐參考價值。
[Abstract]:In recent years, China has become the largest automobile market in the world with the increase of automobile production and sales. The boom in China's auto industry has sparked competition from more investors around the world. More and more investors are investing in the sales channels to build stores on a large scale, breaking the original pattern of the automobile market, and the new pattern has been developed to the large-scale automobile distribution collectivization. This group of large-scale competition led to the original automobile distribution enterprises will inevitably face more difficulties and challenges. How do these enterprises cope with the new external environment and build their own core competitiveness in the process of development, so that enterprises can constantly consolidate and strengthen their competitive position in the fierce market competition to achieve sustainable development? It is very important to formulate and implement the competitive strategy of enterprises. In this paper, based on the research background of Beijing Xianglong Poly Automobile Service Group, and on the basis of relevant strategic management theory, this paper analyzes the macro political and economic situation, automobile sales and service industry. The development history, management ability and market position of Beijing Xianglong Motor Service Group are analyzed in detail. This paper makes a detailed analysis of the external macro environment and internal micro environment of Beijing Xianglong Borui Automotive Service Group, and then uses SWOT model to find out the external opportunities and external threats, internal strengths and internal weaknesses of enterprises. According to the comprehensive analysis of these internal and external environmental conditions, it is concluded that Beijing Xianglong Borui Automobile Service Group should adopt the total cost leading strategy in order to gain the competitive advantage. On this basis, the specific implementation strategy and guarantee method of the total cost leading strategy of Beijing Longbrook Automobile Service Group are given. Through these comprehensive competitive strategies, Beijing Xianglong Borui Automotive Service Group has established a core competitive advantage with overall cost leading. Beijing Xianglong Borui Automobile Service Group is a representative first-line city auto distribution group. The research on the competitive strategy of Beijing Xianglong Borui Automobile Service Group should be of practical significance and practical reference value for the study of the development of China's automobile distribution groups and the promotion of the market competitiveness of enterprises in the industry.
【學(xué)位授予單位】：北京交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2015
【分類號】：F426.471

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