Since the establishment of the first automobile manufacturing plant in 1953, Chinese automotive industry has undergone 60 years until now. Compared to the 100 year history of the Western automotive industry, the development of automotive industry in China is extremely rapid. In the Chinese manufactu...
Since the establishment of the first automobile manufacturing plant in 1953, Chinese automotive industry has undergone 60 years until now. Compared to the 100 year history of the Western automotive industry, the development of automotive industry in China is extremely rapid. In the Chinese manufacturing industry, the automotive industry has already become an important medium industry in the Chinese citizen economy. After the entrance of WTO, the Chinese government enacted policies to enhance the automotive industry, leading the development and adjustment of the Chinese automotive industry. In 2009, the production and sales quantity of Chinese automobiles recorded 13.79 million units and 13.64 million units respectively, and for the first time it ranked the 1st place in the world's annual automobile sales quantity. The production quantity of Chinese automobiles in 2012 was 19.27 million units, an increase of 4.63% from the previous year and the sales quantity was 19.31 million units, an increase of 4.33% compared to the previous year. The production and sales quantity exceeded 19 million units altogether, marking a new start in achieving a new record in history, writing the world's record. Moreover, it achieved first rank in the world for four consecutive years and China is narrowing the gap with America, which ranks second place in the world.
In line with the rapid development of Chinese economy, the disposable income of Chinese urban and rural population is quickly increasing. According to statistics, the governing income of agricultural citizens was 7917 Yuan, an increase of 13.5% compared to the previous year. According to the experiences of advanced countries, in case the GDP per person reaches 1,000 dollars, the automobile consumption enters into high-speed increment stage and in 2012, the GDP per person in China already reached 6,100 dollars. In as much as this situation Chinese automotive market has extremely immense potentials in the future.
China, as the world's biggest automotive market, is attracting many automobile corporation into China. In addition, the competition in the Chinese automotive market is becoming more intense. Amidst the fierce competition, Beijing Hyundai Motor Limited is facing an enormous challenge and huge stress simultaneously. Since its establishment in 2002, although it has gained outstanding success until now, it still remains a lot of problems in the development process. The cost-first strategy implemented in the initial stage of Beijing Hyundai played a big role in dominating the Chinese automotive market but this eventually left an impression to the Chinese consumers that they were low-cost Joint-Venture automobiles. In the corporate's situation whereby it is focusing on mostly mid-cost or mid-low cost automobiles, the big mid-large cost automobile market which leaves huge revenues was an area that couldn't be overcome until now. The problem of how Beijing Hyundai's brand image and corporate competitiveness are enhanced is Beijing Hyundai Limited's most important task. This study is categorized into the following three parts with the subject being Beijing Hyundai Limited.
1. Through PEST analysis and Michael Porter's 5 forces, the external environment of Beijing Hyundai Motors Limited was analyzed.
2. Through corporate introduction, product structure, brand operation situation, technical competence, human resources and financial abilities, the internal environment of Beijing Hyundai Motor Limited was analyzed.
3. Through SWOT analysis, the internal and external superiority and inferiority of the corporate was analyzed and the appropriate competition strategy suitable to Beijing Hyundai Motor Limited was searched. Strategic target and contents were established and the implementation methods of competition strategy was confirmed and the pre, mid and post controlling method in the process of implementing strategies were assigned.
Key word : Beijing Hyundai Motor Limited, competition strategy
Since the establishment of the first automobile manufacturing plant in 1953, Chinese automotive industry has undergone 60 years until now. Compared to the 100 year history of the Western automotive industry, the development of automotive industry in China is extremely rapid. In the Chinese manufacturing industry, the automotive industry has already become an important medium industry in the Chinese citizen economy. After the entrance of WTO, the Chinese government enacted policies to enhance the automotive industry, leading the development and adjustment of the Chinese automotive industry. In 2009, the production and sales quantity of Chinese automobiles recorded 13.79 million units and 13.64 million units respectively, and for the first time it ranked the 1st place in the world's annual automobile sales quantity. The production quantity of Chinese automobiles in 2012 was 19.27 million units, an increase of 4.63% from the previous year and the sales quantity was 19.31 million units, an increase of 4.33% compared to the previous year. The production and sales quantity exceeded 19 million units altogether, marking a new start in achieving a new record in history, writing the world's record. Moreover, it achieved first rank in the world for four consecutive years and China is narrowing the gap with America, which ranks second place in the world.
In line with the rapid development of Chinese economy, the disposable income of Chinese urban and rural population is quickly increasing. According to statistics, the governing income of agricultural citizens was 7917 Yuan, an increase of 13.5% compared to the previous year. According to the experiences of advanced countries, in case the GDP per person reaches 1,000 dollars, the automobile consumption enters into high-speed increment stage and in 2012, the GDP per person in China already reached 6,100 dollars. In as much as this situation Chinese automotive market has extremely immense potentials in the future.
China, as the world's biggest automotive market, is attracting many automobile corporation into China. In addition, the competition in the Chinese automotive market is becoming more intense. Amidst the fierce competition, Beijing Hyundai Motor Limited is facing an enormous challenge and huge stress simultaneously. Since its establishment in 2002, although it has gained outstanding success until now, it still remains a lot of problems in the development process. The cost-first strategy implemented in the initial stage of Beijing Hyundai played a big role in dominating the Chinese automotive market but this eventually left an impression to the Chinese consumers that they were low-cost Joint-Venture automobiles. In the corporate's situation whereby it is focusing on mostly mid-cost or mid-low cost automobiles, the big mid-large cost automobile market which leaves huge revenues was an area that couldn't be overcome until now. The problem of how Beijing Hyundai's brand image and corporate competitiveness are enhanced is Beijing Hyundai Limited's most important task. This study is categorized into the following three parts with the subject being Beijing Hyundai Limited.
1. Through PEST analysis and Michael Porter's 5 forces, the external environment of Beijing Hyundai Motors Limited was analyzed.
2. Through corporate introduction, product structure, brand operation situation, technical competence, human resources and financial abilities, the internal environment of Beijing Hyundai Motor Limited was analyzed.
3. Through SWOT analysis, the internal and external superiority and inferiority of the corporate was analyzed and the appropriate competition strategy suitable to Beijing Hyundai Motor Limited was searched. Strategic target and contents were established and the implementation methods of competition strategy was confirmed and the pre, mid and post controlling method in the process of implementing strategies were assigned.
Key word : Beijing Hyundai Motor Limited, competition strategy
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