| 摘要: | 近幾年來中國大陸與台灣的政治情勢穩定，且大陸人民海外旅遊風氣漸盛，以及兩岸文化、社會交流與經貿之往來需求日益頻繁，政府積極推動全面開放大陸人民來台觀光，正是觀光產業振衰起敝的開始。由於政策的改變造就了觀光產業的蓬勃發展。因此，作為旅客運輸用途的商用大客車的需求，亦隨著觀光人口數的增加，車輛銷售市場的需求逐年提升。但是國內從事商用大客車生產製造相關業者擁有數十家之多，因而造成銷售市場的競爭激烈。為了企業生存以及永續經營的目標，各家汽車製造業者無不絞盡腦汁思考對應策略，該以何種策略方法來提升車輛的銷售量，車輛在競爭產品眾多且價格面居於劣勢的情況下，如何運用競爭策略在激烈的產業競爭之下，可以脫穎而出且創造車輛銷售的競爭優勢？
當然，若汽車業者如果能提供讓消費者感受到溫馨、感動的售後服務，再加上物超所值的商品，不僅可以拓展銷售市場來增加企業營運的利潤，更能有效提升客戶滿意度，並且強化顧客的品牌忠誠度以提高日後客戶換車時的再購率，所以車輛銷售活動與售後服務活動是一體兩面、相輔相成的。
本研究的標的M公司為一家中日合資的商用大客車製造廠，也是一家經營時間已長達66年之久、而且在汽車業界是具有代表性之標竿企業旗下的子公司。本研究首先針對企業競爭進行分析，採用了以下的工具:Porter的競爭理論、SWOT、五力分析以及Hill & Jones的策略管理理論等，找尋M公司的獨特能力以及價值。接下來，本研究針對一項新的巴士產品進行產品分析，辨認可以國產化的部分進行國產化規劃，以便更能符合市場需求，並降低生產成本。
希望透過本研究探討，可以引領汽車產業內的銷售與服務能夠避開以價格為主要競爭條件的「紅海市場」，尋找獲利好的「藍海市場」。
In recent years, with stabilized Cross-Strait relationship between China and Taiwan, and the booming Chinese overseas tourism, the Taiwanese government has been actively
promoting Chinese tourists to visit Taiwan. This expanding domestic tourism industry
triggers a rapid expansion in demand of buses. However, there are a dozen of companies
in bus manufacturing, resulting in fierce competition. Local makers tried all their efforts
to find effective strategies in order to improve their effectiveness and flourish in the
competitive market.
By providing warm and touching after-service, and value-for-money merchandise, companies could expand their revenue from after service operation, leading to higher
Profit. Moreover, a good after service helps to improve customer satisfaction as well as brand loyalty, resulting in repurchases. In all, after service and new vehicle sales are equally important and complement to each other.
The target of this study is a bus manufacturer, company M, which is Taiwan-Japan joint venture, and is a subsidiary of a well-known automotive company that has been established for 66 years and is a benchmark in The industry. This study first conducts strategic analyses using various tools, including Poter’s Competition models, SWOT analysis, and Hill and Jones’ Strategic Management Theory. The objective is to identify
the unique capabilities and value of the company. Next, this study analyzes a new product
based on its characteristics, and identify opportunities for localization. The objective is
to deliver a product that better meets local users’ needs at a lower cost.
Through this study, we hope to find a profitable “Blue Ocean Strategy” of the bus business and avoid the severe price-only “Red Ocean” competition in the automotive industry. |
