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

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题名:	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
作者:	盧佳雯;Lu,Chia-Wen
贡献者:	財務金融學系在職專班
关键词:	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
日期:	2013-07-22
上传时间:	2013-08-22 12:04:07 (UTC+8)
出版者:	國立中央大學
摘要:	中文摘要過去20年來中國經濟快速成長而出現的龐大內需市場，吸引眾多國際企業的目光，台灣汽車廠商裕隆集團，2000年起已陸續進軍中國佈局，2009年推出自主品牌納智捷後，相關新聞媒體皆關注這代表台灣進入國際市場之成效。本研究主要目的在於探討裕隆集團面對中國這競爭且供需變動劇烈的市場，如何因應並找到成功的商業模式。本研究以鄭漢鐔(2013)所提出的「8十國家模式」、「8十商業模式」以及「8十財會模式」為主要的分析架構。首先，本研究以「8十國家模式」分析裕隆集團過去所處的外在環境的變化，所帶來的「機會」與「威脅」；其次，以「8十商業模式」分析裕隆集團過去商業模式沿革所建立的「優勢」與「劣勢」，其次，以「8十財會模式」分析裕隆集團之經營績效與財務狀況。最後，本研究就裕隆集團未來應如何改變其商業模式提出建議。本研究主要結論如下： (1)依據「8十國家模式」分析，中國GDP在1990年僅3.8%至2012年7.8%的快速成長與城鎮化的發展，中國市場對汽車的需求急速增加。政府對汽車產業發展的政策思維，由過往重視量的成長轉為重視節能環保的要求。 (2)依據「8十商業模式」分析，裕隆集團國去的商業模式主要演變為「製造轉銷售」、「代工轉品牌」。有別於2000年以轉投資裕日車，再經由裕日車轉投資東風日產代工廠之模式，裕隆於2009年改採直接與中國車廠合資之模式進入中國，並以納智捷品牌拓展中國市場。 (3)以「8十財會模式」觀察裕隆金融海嘯之前後期商業模式之相關績效表現，儘管獲利狀況仍距離2003年-2006年略有差距，但在於財務槓桿、資產利用效率上，都有提升狀況，對於主要目標客戶(中國)之營收成長及獲利成長皆有不錯表現，顯示裕隆目前之發展仍在正向軌道上，未來表現仍可期待。 (4)本研究就裕隆集團未來應如何改變其商業模式提出以下建議： A.應建構完善之管理和培育專業研發技術制度以建立公司管理團隊與行政組織能力。 B.持續尋找其他國際大廠共同研發汽車相關產品、油耗技術、產品良率提升，以優異之C/P值產品，同時提升自主研發能力與產能利用率。 C.應強化自主品牌的開發，在車款設計、性價比、價格、油耗及車用電子相融性、安全上做出差異化，以顧客價值訴求開發市場所需產品。 D.應提高區域覆蓋率，廣設營銷據點，以提升自主品牌納智捷在中國的知名度，進而拓展裕隆集團在中國的事業版圖。 ABSTRACT 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.
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