上海通用汽車品牌策略案

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1、Shanghai GM December,2002 2 There are many kinds of vehicles. Automobile is popular on landway. As an important part of automobile, car plays a key role in modern society. In China,more and more people hold a private car, what is the industry going to be? What should Shanghai GM do? Follow me please

2、, December,2002 3 Macroscopical Environment Chinese economy develops quickly, 2002 GDP increases in a rate as 8%, reach 10200 billion. China has the largest population in the world. Many new policies stimulate consumption. December,2002 4 Trend of Technology Electromotion car GPS(global positioning

3、system) Hydrogen fuel battery Air-conditioner without Fluorin Information center-with internet Safety ,Environment Friendly,Comfortable- -three key characters December,2002 5 Dopod 686 Leader GPS (GLOBAL POSITIONING SYSTEM) December,2002 6 57.92 59.86 86.08 90.81 0 20 40 60 80 100 生產(chǎn) 銷售 生產(chǎn) 銷售 2001年1

4、10月 2002年110月 轎車產(chǎn)銷量（萬輛） 195.14 196.84 263.15 266.81 0 50 100 150 200 250 300 生產(chǎn)（萬輛） 銷售（萬輛） 生產(chǎn)（萬輛） 銷售（萬輛） 2001年110月 2002年110月 汽車產(chǎn)銷量（萬輛） The Blooming Chinese Market Jun. Oct.,2002 Auto produce increase 34.85%, sale increase 35.55%。 Car produce increase 48.63%,sale increase 51.7%。 December,2002 7 Sever

5、al Big Corporations Group name Profit (10 billion $) Turnover (10 billion $) Global sale (10 thousand) Capital (10 billion $) GM 28 1400 750 166 Ford 67 1180 680 230 Demla- Kreisler 64.7 1473 400 250 Volkswagen 13 750 458 124 Toyota 40 1060 445 230 Honda 24 540 234 30 December,2002 8 Foreign Carmake

6、rs Seek More Presence in China Chinese car market, a lucrative cake, has garnered attentions of numerous foreign carmakers. Chinas entry to the WTO, as policies on auto sector are relaxed, many international well- known auto firms set up their bases in China to attract consumers Auto consumption bec

7、omes more and more popular in China, as both global and domestic carmakers are sharing the big cake, Chinese car market will become more attractive and matured. December,2002 9 International GM Henry Ford made the first automobile in 1886; General Motor was established in 1908 by William C. Durant,i

8、s the biggest automobile manufacturer in the world; GM became the leader of all auto manufacturers since 1931; Get the market share over 15% in 2001. Global Market South America Asia Pacific North America Europe December,2002 11 Shanghai GM Established in March,1997,is the largest joint venture corp

9、oration of GM in China. Produce cars, engine, gear-box and other kinds of parts. Main brand: BUICK series, SAIL series. Want to be the best auto manufacturer in China. December,2002 12 Regal GS 3.0 and its flagship version Buick Glx Buick New Century New Buick GL Buick Series December,2002 13 Audi A

10、ccord Bora Competitors of Buick Passat Hongqi December,2002 14 External Opportunities of Shanghai GM 1、 The industry is very mature in the world but it is a blooming industry with much market potential in China. 2、 The government think much of the development of motorcar industry to cut down the inf

11、luence from WTO. 3、 The gap between competitors is not too much, easy to get competitive advantage in free competition stage. 4、 Distribution quantity raise much, individual buyers take more and more proportion. 5、 Relating services are improving. 6、 The industry is just beginning, many standards ne

12、ed to be perfected. December,2002 15 External Threats of Shanghai GM 1、 Severe competition,size smaller than multinational corporations. 2、 Heavy tax limits consumption. 3、 Price is high compared to consumers earning. 4、 Economical car does not meet the requirement of environment protection very muc

13、h. 5、 The price of import car will be lower as the tariff down, domestic car will lose the price advantage 6、 Poor city traffic and limited parking place. 7、 Depend on affiliated enterprises for model, poor R&D ability. 8、 Without globalization stock. 9、 Local protection. December,2002 16 Key Extern

14、al Factors Weight Rating Weighted Score Opportunities: 1、 Mature technology 0.10 3 0.30 2、 Supported by government 0.12 4 0.48 3、 In Free competitive stage ,no strongest opponent 0.10 3 0.30 4、 Market content increasing quickly 0.17 4 0.68 5、 Service improved quickly 0.11 3 0.33 6、 The industry is j

15、ust beginning， many standards need to be perfected 0.14 3 0.42 Threats: 1、 Severe competition ,size smaller than multinational corporations 0.05 2 0.10 2、 Heavy consumption tax 0.04 1 0.04 3、 Poor city traffic and limited parking place 0.06 1 0.06 4、 Depend on affiliated enterprises for model 0.06 2

16、 0.12 5、 Local protection 0.05 1 0.05 Total: 1.00 2.88 External Factor Evaluation(EFE) Matrix December,2002 17 Critical Success Factors Weight Rating Weighted Score Rating Weighted Score Rating Weighted Score Brand Recognition 0.15 4 0.6 4 0.6 3 0.45 Market Share 0.14 3 0.42 4 0.56 3 0.42 Financial

17、Strength 0.14 4 0.56 4 0.56 3 0.42 R&D 0.15 4 0.6 3 0.45 2 0.3 Product Quality 0.1 3 0.3 3 0.3 2 0.2 Advertising 0.12 4 0.48 3 0.36 3 0.36 Number of Retail Outlets 0.05 3 0.15 4 0.2 3 0.15 Product Mix 0.05 4 0.2 3 0.15 3 0.15 Depend on Suppliers for Quality 0.1 3 0.3 3 0.3 3 0.3 Total 1 3.61 3.48 3.

18、04 Shanghai GM Shanghai VW Tianjin Xiali CPM Matrix December,2002 18 Market Positioning December,2002 19 Internal strength of Shanghai GM 180 retail outlets distribute 104 cities,30 province,can be found almost everywhere. Mature brand， high brand loyalty. Global R&D branch meets deferent demands. C

19、ustomer-first serving idea, international level service. Soft marketing, manufacturing, logestics, IT system. Courtlike advertisement, rich and colorful culture transmitting activities. Strong ability in product mix expanding. Good public image High quality product. Both product and service being im

20、proved. December,2002 20 Internal weakness of Shanghai GM Cross cultural clash could end in failure of decision-making. Frequency merging might get shortage of cash flow. Too many kinds of products bring no scope economy, cost rising. Fittings stocking by electronic commerce is not so much. Too much

21、 media reporting could be understood to be untruthful. Doesnt hold Chinese consumers mentality deeply. December,2002 21 KEY INTERNAL FACTORS Weight Rating Weighted score Internal Strengths 1、 Mature brand, high brand loyalty 0.07 4 0.28 2、 Strong R&D and Innovation of affiliated enterprises meet mar

22、ket demand in time. 0.09 3 0.27 3、 Customer-first serving idea, both product and service being improved. 0.10 4 0.40 4、 Good public image, take responsibility for society. 0.07 3 0.21 5、 Strong ability in product mix expanding 0.10 4 0.40 6、 soft marketing, manufacturing, logestics, IT , market reac

23、tion system. 0.12 4 0.48 Internal Weaknesses 1 、 Cross cultural clash could end in failure of decision-making or opportunity losing 0.06 2 0.12 2、 Frequency merging might get shortage of cash flow. 0.10 1 0.10 3、 Too many kinds of products bring no scope economy, cost rising. 0.08 1 0.08 4、 Fittings

24、 stocking by electronic commerce is not so much. 0.05 2 0.10 5、 Too much media reporting 0.07 2 0.14 6、 Doesnt hold Chinese consumers mentality deeply. 0.09 2 0.18 TOTAL 1.00 2.76 Internal Factor Evaluation (IFE) Matrix December,2002 22 TOWS Analysis Strengths 1 、 Mature brand, high brand loyalty 2

25、、 Strong R&D and Innovation of affiliated enterprises meet market demand in time. 3 、 Customer-first serving idea, both product and service being improved. 4 、 Good public image, take responsibility for society. 5、 Strong ability in product mix expanding 6 、 Soft marketing, manufacturing, logestics,

26、 IT , market reaction system. 7 、 Courtlike advertisement, rich and colorful culture transmitting activities. Weaknesses 1、 Cross cultural clash could end in failure of decision- making or opportunity losing 2、 Frequency merging might get shortage of cash flow. 3 、 Too many kinds of products bring n

27、o scope economy, cost rising. 4 、 Fittings stocking by electronic commerce is not so much. 5、 Too much media reporting 6 、 Doesnt hold Chinese consumers mentality deeply. December,2002 23 Opportunities 1 、 The industry is very mature in the world but it is a blooming industry with much market potent

28、ial in China. 2、 The government think much of the development of motorcar industry. 3 、 The gap between competitors is not too much, easy to get competitive advantage in free competition stage. 4 、 Distribution quantity raise much, individual buyers take more and more proportion. 5、 Relating service

29、s are improving. 6 、 The industry is just beginning, many standards need to be perfected. S-O Strategies 1、 Form GM(China) group with four manufacture centers- East China, South China, North China and West China step by step through merging and other way. (S2, S6, O3, O4) W-O Strategies 1、 Localizin

30、g the high level supervisors （ W1,W5,W6,O2,O5） . 2、 Set up survey & research centers in East China, South China, North China and West China to know consumer deeply. TOWS Analysis continued December,2002 24 Threats 1 、 Severe competition ,size smaller than multinational corporations 2、 Heavy consumpt

31、ion tax 3 、 Poor city traffic and limited parking place 4 、 Depend on affiliated enterprises for model, poor R&D 5、 Local protection S-T Strategies 1、 Intensify the cooperation with certain government. (T2,T3,T5,S1,S4) 2 、 Cooperate with local government to merge local auto manufacturers through div

32、ersification of investors. (S2,S6,T1,T4,T5) W-T Strategies 1、 Control the size-expanding in a suitable level before the relating policies are lucidity. (W2,W3,T2) 2 、 Decrease the cost of advertising, change the form to meet Chinese consumers sight. (W5) TOWS Analysis continued December,2002 25 CA I

33、S FS ES (2.6,1.75) Conservative Aggressive Defensive Competitive Internal strategic position External strategic position Financial Strength +3.5 +6 best to +1 worst Environmental Stability -1.75 1 best to 6 worst Competitive Advantage -2.0 1 best to 6 worst Industry Strength +4.6 +6 best to +1 worst

34、 X axis:4.6+(-2.0)=2.6 Y axis:3.5+(-1.75)=1.75 SPACE Matrix December,2002 26 SGM The IFE Total Weighted Score Strong Average Weak 3.0 to 4.0 2.0 to 2.99 1.0 to 1.99 High I II III 3.0 to 3.99 Medium IV V VI The EFE Total Weighted Score 2.0 to 2.99 Low VII VIII IX 1.0 to 1.99 HOLD AND MAINTAIN 1.0 2.0

35、 3.0 4.0 1.0 2.0 3.0 2.76 2.88 The Internal-External (IE) Matrix December,2002 27 RAPID MARKET GROWTH Quadrant II Quadrant I SGM COMPETITIVE STRONG POSITION COMPETITIVE POSITION Quadrant III Quadrant IV SLOW MARKET GROWTH Grand Strategy Matrix 1.Product development 2.Market penetration 3.Market deve

36、lopment 4.Forward integration 5.Backward integration 6.Horizontal integration December,2002 28 STRATEGIC ALTERNATIVES Integration, selling on the spot. One center, market penetration. Key Factors Weight AS TAS AS TAS Opportunities： 1、 Mature technology 0.10 4 0.40 2 0.20 2、 Supported by government 0

37、.12 4 0.48 3 0.36 3、 In Free competitive stage ,no strongest opponent 0.10 3 0.30 2 0.20 4、 Market content increasing quickly 0.17 3 0.51 2 0.34 5、 Service improved quickly 0.11 3 0.33 4 0.44 6、 The industry is just beginning， many standards need to be perfected 0.14 3 0.42 3 0.42 Threats： 1、 Severe

38、 competition ,size smaller than multinational corporations 0.05 4 0.20 2 0.10 2、 Heavy consumption tax 0.04 3 0.12 2 0.08 3、 Poor city traffic and limited parking place 0.06 3 0.18 2 0.12 4、 Depend on affiliated enterprises for model, poor R&D 0.06 5、 Local protection 0.05 4 0.20 2 0.10 Sum Total 1.

39、0 3.10 2.36 QSPM (quantitative strategic planning matrix) December,2002 29 STRATEGIC ALTERNATIVES Integration, selling on the spot. One center, market penetration. Key Factors Weight AS TAS AS TAS Strengths 1、 Mature brand, high brand loyalty 0.07 3 0.21 4 0.28 2 、 Strong R&D and Innovation of affil

40、iated enterprises meet market demand in time. 0.09 2 0.18 3 0.27 3、 Customer-first serving idea, both product and service being improved. 0.10 3 0.30 2 0.20 4、 Good public image, take responsibility for society. 0.07 3 0.21 3 0.21 5、 Strong ability in product mix expanding 0.10 3 0.30 3 0.30 6、 soft

41、 marketing, manufacturing, logestics, IT , market reaction system. 0.12 3 0.36 2 0.24 Weakness 1、 Cross cultural clash could end in failure of decision-making or opportunity losing 0.06 2、 Frequency merging might get shortage of cash flow. 0.10 2 0.20 3 0.30 3、 Too many kinds of products bring no sc

42、ope economy, cost rising. 0.08 2 0.16 3 0.24 4、 Fittings stocking by electronic commerce is not so much. 0.05 3 0.15 2 0.10 5、 Too much media reporting 0.07 6、 Doesnt hold Chinese consumers mentality deeply. 0.09 3 0.27 2 0.18 Sam Total 1.0 2.34 2.32 Sam Total Attractive Score 5.44 4.68 QSPM Continued December,2002 30 Thank you very much! Good luck in final!