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论文编号：	11442
作者编号：	2320170455
上传时间：	2019/12/16 11:36:32
中文题目：	SY汽车销售服务公司竞争战略研究
英文题目：	Research on the Competitive Strategy of SY Automobile Sales&Service Company
指导老师：	王学秀
中文关键字：	SY公司；汽车销售服务；小微初创企业；竞争战略
英文关键字：	SY Company; Automobile Sales Service; Start-up Micro Company; Competitive Strategy
中文摘要：	自1996年长安铃木主机厂在重庆设立第一家汽车4S店以来，我国家用车服务的主要模式从原有的代理销售体制与售后服务分离的模式，逐渐转型为售前售后相结合的品牌授权4S店模式。20余年的发展历程中，许多新兴模式出现、发展、没落，尽管形成了品牌授权4S店模式为主，多种模式共存的现状，但民用汽车销售服务仍处于“店大客小”的不对等、不透明的局面。 SY公司是一家位于天津空港经济区的汽车销售服务类初创型小微企业，成立于2014年，主要为经销商及最终用户提供民用汽车新车销售及相关服务。由于互联网的高速发展，以及行业主要模式“投入大收益小”、投资回收期长的特点，SY公司目前仅能依靠渠道分销和零散客户售前服务及少量售后车务服务支撑，生存压力巨大。进行SY公司竞争战略的研究，能够帮助公司理清发展思路，拓展新的业务模式及板块，提升公司竞争力，在行业中占得一席之地。 首先，对SY公司所处的内外部环境进行分析，阐明目前SY公司发展面临的机会和威胁以及存在的优势和劣势。面临的机会有：经济形势稳中向好、政策放开汽车购销渠道、互联网购车渐成主流；面临的威胁：4S店模式短期内难以撼动、相似模式新进入者较多、限购限行措施抑制需求、客户议价能力较强；存在的优势：经营模式新颖、轻资产运营、渠道资源丰富；存在的劣势：规模小、品牌效益低、消费者信任度低、集客能力差、售后服务模块缺失。 其次，运用SWOT分析方法，在上述内外部环境分析的基础上，制定SY公司竞争战略。从目前单纯的渠道分销、零售配套业务，转向平台战略，坚持轻资产运营，以“用户思维”为导向，提供民用汽车从选车、购车到用车、换车的全周期服务。用包括“会员服务”、“顾问模式”在内的创新模式创造独特性，以独特的高质量服务提高客户粘性，进而提升客户满意度，实施差异化竞争战略为公司创造价值。 再次，为了保障公司竞争战略顺利、有效地实施，SY公司从组织架构、营销管理、渠道管理、财税管理、融资管理等公司管理层面优化，以及人力资源体系优化和企业文化体系构建完善等多方面进行保障。 针对SY公司竞争战略的研究具有深刻的理论与实践意义，不仅填补了小微型初创汽车销售服务类企业竞争战略研究的空白，亦对SY公司及类似规模和模式的公司发展提供了借鉴意义。
英文摘要：	Since Chang’an Suzuki set up its first 4S Auto Shop in Chongqing in 1996, the main mode of car service in China has gradually transformed from the original mode of separation of agency sales system and after-sales service to the mode of 4S Auto Shop which combines pre-sale with after-sale.In the course of more than 20 years’ development, many new modes have emerged, developed and declined. Despite the fact that brand authorization 4S Auto Shop mode is dominant and multiple modes coexist, the sales service of civil automobiles is still in an unequal and opaque situation of "shop bully". SY Company is a small and micro automobile sales service company located in Tianjin Airport Economic Zone. It was established in 2014. It mainly provides new car sales and related services for dealers and end-consumers.Due to the rapid development of the Internet and the characteristics of the industry’s main mode of "high investment and low return" and long payback period, SY Company can only rely on channel distribution and pre-sale service for scattered customer and a small amount of after-sales vehicle service to support its survival pressure.Studying SY’s competitive strategy can help the company clarify its development ideas, expand new business models and sectors, enhance its competitiveness and occupy a place in the industry. Firstly, the internal and external environment of SY company is analyzed, and the opportunities and threats faced by SY company as well as its advantages and disadvantages are clarified.Opportunities include: stable economic situation, policy liberalization of car purchasing and marketing channels, Internet car purchasing has gradually become the mainstream; threats: 4S shop model is difficult to shake in the short term, more new entrants of similar models, restriction measures to purchase and restriction of market demand, strong customer bargaining ability; advantages: novel business model, light asset operation, abundant channel resources;Potential: small scale, low brand efficiency, low consumer trust, poor customer gathering ability, lack of after-sales service module. Secondly, using SWOT analysis method, on the basis of the above analysis of internal and external environment, the SY company’s competitive strategy is formulated.From the current pure channel distribution and retail supporting business to platform strategy, adhere to the light assets operation, with "user thinking" as the guide, to provide full-cycle services for civil vehicles from car selection, car purchase to car use and car change.Create uniqueness with innovative models including "membership service" and "consultancy model". Improve customer stickiness with unique high-quality service, and then enhance customer satisfaction. Implement a hybrid strategy of cost leadership strategy, differentiation strategy and partial specialization strategy to create company value. Thirdly, in order to ensure the smooth and effective implementation of the company’s competitive strategy, SY company should optimize its organizational structure, marketing management, channel management, fiscal and taxation management, financing management and other aspects of corporate management, as well as the optimization of human resources system and the construction and improvement of corporate culture system. The research on SY company’s competitive strategy has profound theoretical and practical significance. It not only fills in the blank of the research on the competitive strategy of small and micro start-up automobile sales service enterprises, but also provides a reference for SY company and the development of similar companies of scale and mode.
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