本文關鍵詞： 大眾中國 上海大眾 戰(zhàn)略合作 營銷模式　出處：《太原理工大學》2014年碩士論文　論文類型：學位論文

【摘要】：中國已連續(xù)三年成為世界第一汽車產銷大國。伴隨國內中小城市經濟的迅猛發(fā)展,城鎮(zhèn)居民的生活水平逐年增高,消費者對于汽車產品的需求趨于高端化和個性化,國外汽車品牌紛紛將目標瞄向中國,在各汽車集團全球化的戰(zhàn)略布局中,中國這一地理位置占據著戰(zhàn)略性的意義。但自2012年下半年起,國內進口車市場增速逐漸放緩,對于大眾進口車更是面臨重大挑戰(zhàn),其在一、二線城市的增長潛力接近飽和,但三、四、五線城市經銷網絡的滲透率僅有22%,渠道下沉遭遇瓶頸。而作為合資企業(yè)的上海大眾汽車有限公司,擁有全國密集的經銷網絡渠道,但隨著市場的激烈競爭,面臨著向高端產品的進一步升級,網絡支撐能力亦需要不斷升級的諸多問題。主體雙方相似的價值觀、競爭力的互補性、瓶頸的吻合性為雙方戰(zhàn)略合作奠定了良好的基礎。 2013年9月,大眾汽車(中國)銷售有限公司與上海大眾汽車聯(lián)合對外宣布,將展開戰(zhàn)略網絡合作,由上海大眾汽車的部分授權經銷商銷售大眾進口汽車的部分產品。此次合作前后共授權126家指定經銷商,涵蓋了一二三四五線等各線城市,首批入駐的產品包括大眾進口汽車的旗艦豪華SUV途銳、豪華多功能商務車邁特威、多功能全能MPV夏朗、時尚A級轎跑尚酷及甲殼蟲共五款車型。此次變革的推動者則是大眾汽車集團執(zhí)行副總裁、大眾汽車集團(中國)董事兼執(zhí)行副總裁、大眾汽車(中國)銷售有限公司董事長、上海大眾副董事長蘇偉銘,多重管理身份使得這場渠道變革更具大膽思路和廣闊視野。雙雙聯(lián)合既可以實現(xiàn)最低成本的網絡擴張,資源共享達到規(guī)模效應,也可逐步提升上海大眾產品網絡。 本文的選題正是基于上述背景。首先對雙方戰(zhàn)略合作的必要性進行分析。其次運用SWOT分析法、PEST分析工具等從上海大眾推動進口車業(yè)務所處的外部環(huán)境、內部資源及競爭情況進行分析,并基于以上分析內容,提出上海大眾進口車營銷模式——“店中店”模式,通過兩個業(yè)務的共同推進實現(xiàn)資源共享優(yōu)勢互補,并重新調整市場定位、明確營銷組織架構、構建整體營銷推廣策略,從價格、資源、渠道等多角度提出了一些對策和建議,使得上海大眾進口車業(yè)務朝著良性方向發(fā)展。同時,也為長期合作提供借鑒和建議。
[Abstract]:China has for three consecutive years to become the world's first automobile production and sales power. With the rapid development of small and medium-sized city in the domestic economy, the standard of living of urban residents increased year by year, consumer demand for automotive products to high-end and personalized, foreign car brands have targeted Chinese, strategic layout in the global automotive group, the Chinese the geographical position occupies a strategic significance. But since the second half of 2012, domestic and imported car market growth has slowed, the mass imports of cars is facing great challenges, in a second tier city, the growth potential is close to saturation, but three, four, five line city distribution network penetration rate is only 22%, sinking channels encounter bottlenecks and as a joint venture Shanghai Volkswagen Co.Ltd, with the intensive distribution network channels, but with the fierce competition in the market, facing to the high-end products Further upgrading, network support capability also needs many problems that are constantly upgrading. The similarities and differences between the two sides of the main body, the complementarity of competitiveness and the consistency of the bottleneck lay a good foundation for the strategic cooperation between the two sides.
In September 2013, Volkswagen (Chinese) Sales Co., Ltd and Shanghai Volkswagen jointly announced, will launch a strategic network cooperation, some products by Shanghai Volkswagen Authorized Dealer sales part of the mass import car. This cooperation before and after a total of 126 authorized designated dealers, covering 12345 lines, each line of the city, the flagship luxury SUV first settled products including Volkswagen Touareg imported cars, luxury multifunctional business Chemaitewei, multifunctional universal MPV xialang, fashion A-class coupe Scirocco and the five models. The change agent is executive vice president of Volkswagen Group, Volkswagen Group (China) director and executive vice president of Volkswagen (China) Shanghai Volkswagen Sales Co. Ltd. chairman, vice chairman Su Weiming, multiple identity management makes this channel change more bold ideas and broad vision. The combination of two pairs can achieve the minimum cost of network expansion, the sharing of resources to scale effect, and the gradual promotion of the Shanghai mass product network.
This topic is based on the above background. Firstly, analyses the necessity of the strategic cooperation between the two sides. Secondly, using SWOT analysis method, PEST analysis tools from Shanghai Volkswagen car business to promote the import of the external environment, analyze the internal resources and competitive situation, and based on the analysis of content, put forward the marketing of imported cars of Shanghai Volkswagen model the "shop" mode, realize the sharing of resources and complementary advantages to promote through two business, and re adjust the clear market positioning, marketing organization, construction of the overall marketing strategy, from the price, channels and other resources, puts forward some countermeasures and suggestions, make Shanghai public import car business serviceably the direction of development. At the same time, also provide reference and recommendations for long-term cooperation.

【學位授予單位】：太原理工大學
【學位級別】：碩士
【學位授予年份】：2014
【分類號】：F426.471;F274

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本文編號：1514513