金刚集团终端市场战略的研究.docxVIP

河北工业大学 EMBA 学位论文金刚集团终端市场战略研究摘 要金刚集团始建 1958 年代，是国家重点骨干大型企业，产品为汽车发动机的关键基础件。去年以来，企业成功的完成了转制，民营资本完全收购了国有股份，企业焕发出了勃勃生机，实现了跨越式增长。企业根据发展的需要，确定了五年内国际市场、国内 OEM市场和国内售后维修市场三分天下，其中国内售后市场要达到 40%的战略目标。自 2010 年以来，全球经济出现萎缩，企业的上游产品---汽车行业破产、兼并不断，出现了巨大的动荡和调整；国际油价不断攀升；国内持续紧缩银根，经济出现硬着陆，各大汽车厂排产不断下降，给企业实现市场目标带来巨大的挑战。同时，由于危机和压力，国内汽车零部件的一线企业加大了对国内售后市场市场销售力度，纷纷出台各种政策抢夺市场份额，整车厂和发动机厂也受产能过剩的影响加大对售后市场的服务体系备品产品的销售，一些二，三线厂家通过低价争夺市场份额，形成多方角力，群雄争霸的竞争态势。因此，在这个复杂多变的内外形势下，企业需要更深入地研究国内终端市场的营销战略。本文通过分析全球经济、国内汽车零部件的发展趋势，运用迈克尔·波特的五种竞争力模型研究汽车零部件企业的竞争态势，发现比较优势；采用 SWOT 分析，确定金刚集团在国内售后市场的企业定位和终端发展战略，提出了金刚集团在汽车零部件国内售后市场终端营销战略与策略。关键词：汽车零部件，国内市场，终端营销战略，波特五力分析，SWOT 分析i金刚集团终端市场战略研究INTERNATIONAL MARKETING STRATEGYRESEARCH OF JINGGANG GROUPABSTRACTJINGANG group, established in 1958, is the national key large enterprise, whose productsare the engines key basic parts. Since last year, enterprise successfully transferred-private capitalcompletely bought state shares, and then the enterprise glows with vitality, and makes anunprecedented leap. According to the needs of development, enterprise makes the strategicobjectives in five years, which means that the international market, the domestic OEM marketand domestic after-sales share the market. Among them, domestic after-sales should reach 40%.Since 2010, the global economy is atrophying, the enterprise’s upstream product-carindustry continuously bankruptcy or merger and appear great unrest and adjustment; theinternational oil prices are rising; domestic in tightening mode, economy has a hard landing, bigcar factories production schedules are falling, all of these bring huge challenges for enterprises torealize market target.At the same time, because of the crisis and the pressure, some first tier enterprises ofdomestic auto parts intensify efforts to after-sale market, coming out various policies to grabmarket share. Affected by the influence of the excess production capacity, OEMs and motorplants are also increase sales of the after-sale market service system spare prod