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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/60828

    Title: 以商業模式架構分析台灣汽車公司於中國之經營績效-以裕隆集團為例
    Authors: 盧佳雯;Lu,Chia-Wen
    Contributors: 財務金融學系在職專班
    Keywords: 汽車產業;策略聯盟;8十國家模式;8十商業模式;8十財會模式;Car Industry;strategic alliance;8-Cross Nation Model;8-Cross Business Model;8-Cross Finance and Accounting Model
    Date: 2013-07-22
    Issue Date: 2013-08-22 12:04:07 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 中文摘要
    In the past 20 years, China has experienced fast economic growth, which in turn is creating a large and high internal market demand and has been attracting the attention of various international firms. Yulon Motors, a Taiwanese based car manufacturer, has been preparing to enter the Chinese market since 2000. This move not only represented Yulon’s march into international market, but also Taiwanese cars’jump into international spotlight. In 2009, Yulon launched its own car brand, Luxgen, since then medias have tracked the performance of its China investment.The purpose of this study is to analyze on how Yulon’s business model evolved in China’s highly competitive and unstable market
    the analysis will be conducted by using the “8-Cross Nation Model”, “8-Cross Business Model”, and “8-Cross Finance and Accounting Model” proposed by Hann-Tarn Jeng (2013).The report begins by, using “8-Cross Nation Model” to analyze the “chances” and “threats” the environmental changes brought upon Yulon
    secondly, using “8-Cross Business Model” to analyze the “advantages” and “disadvantages” Yulon’s past business models built
    nextly, using “8-Cross Financial Accounting Model” to analyze Yulon’s efficiency and financial status
    lastly, this research will make suggestions regarding Yulon’s future directions.The conclusions of this study are as follows:
    1.Based on the analysis via the “8-Cross Nation Model,” due to the fast growth of Chinese GDP from 3.8% (1990) to 7.8% (2012), as well as the increase in urbanization, the demand of cars in the Chinese market are expected to rise rapidly in the future. In the mean time, Chinese government’s political policies concerning the car industry have shifted from quantity production to quality production and environmental hostility to environment friendliness.
    2.Based on the analysis via the “8-Cross Business Model,” Yulon’s past changes in business models were “from manufacturing to sales” and “from OEM to brand building.” Since 2000, Yulon reinvested in Yulon Nissan, then reinvested in DongFeng Nissan via Yulon Nissan. Instead of reusing the past strategy, Yulon entered a joint ventur with a Chinese car manufacturer to set up a new brand (Luxgen) in 2009 to compete directly in the Chinese market.
    3.Based on the analysis via the “8-Cross Finance and Accounting Model,” we found that even though Yulon’s recent performance was far behind that in the period of 2003~2006, it has become more efficient in financial leverage and asset usage. Furthermore, Yulon has also performed well in target client (China) related sales, which suggests that Yulon seems be on the right track, and a bright future could be expected.
    4.Regarding Yulon’s future directions, suggestions are:
    A.Construct a complete management system and a development system to enhance the management team’s administration capabilities.
    B.Continue searching for other multinational firms to co-develop car related products, while raising Yulon’s own developmental abilities, as well as efficiencies by producing products with good C/P ratios.
    C.Enhance Yulon’s own brands by differentiating Yulon’s products in areas such as design, price, and safety
    by developing products based on what consumers are looking for.
    D.Increase location coverage by opening more retail channels
    this will help in raising Luxgen’s popularity among Chinese consumers, which may help expand Yulon’s business territory in China.
    Appears in Collections:[財務金融學系碩士在職專班] 博碩士論文

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