博碩士論文 100450024 完整後設資料紀錄

DC 欄位 語言
DC.contributor高階主管企管碩士班zh_TW
DC.creator簡清俊zh_TW
DC.creatorChing-chun Chienen_US
dc.date.accessioned2013-6-28T07:39:07Z
dc.date.available2013-6-28T07:39:07Z
dc.date.issued2013
dc.identifier.urihttp://ir.lib.ncu.edu.tw:444/thesis/view_etd.asp?URN=100450024
dc.contributor.department高階主管企管碩士班zh_TW
DC.description國立中央大學zh_TW
DC.descriptionNational Central Universityen_US
dc.description.abstract房市及車市一直是國內經濟的領先指標,其中汽車產業從上游的製造整備,到下游的銷售及售後服務,一連串的經濟活動,可創造許多就業的機會及產值,為一個國家相當重要的產業。但隨著近幾年世界汽車產業結構發生巨大的變化,各知名車廠紛紛採行策略聯盟或合併重組以降低成本、提高競爭力,而我國在加入世界貿易組織以及兩岸政策日趨開放之後,面臨開放的競爭環境,各種內外在環境的改變,促使汽車業的經營型態也隨之改變,在此背景之下,國內汽車公司應該如何重新定義其價值鏈並提出何種經營策略,才能使其在競爭激烈的環境中創造獨特的競爭優勢,是本研究的主要目的。 由於全球經濟連帶影響的狀況下,台灣汽車市場的銷售趨勢大致與全球汽車市場趨於一致,在2007年達到高峰,於2008年受到雷曼兄弟金融風暴的影響,大幅下滑。2009~2010年各經濟體皆設法改善衰退的經濟,但2010年底歐洲暴發了歐債危機,又再次造成了世界各國的經濟衰退,也導致車市再度陷入困境。因此汽車大廠面臨新的環境改變,在內、外部因素兩者交互影響下,導致汽車銷售端創新價值鏈的形成。 本研究透過個案Y公司深入研究探討汽車產業價值鏈的改變,結論包括:一、車輛銷貨的毛利逐漸下滑:單純的販售車輛已無法提供車商獲利,甚至損益平衡。二、顧客購買的車型別逐漸改變:省油、省空間及休閒導向的車型需求,車型出現低價省油及高價休閒兩極化市場的發展。三、汽車保險的收入在費率自由化後,未受到車市衰退的影響,呈現逆勢成長。四、國人對車輛保險的重視度逐漸提升。五、經濟成長的遲緩,帶動汽車貸款的需求增加。六、隨著車商保固的延長及保險的增加,願意回廠的顧客增加,使得回廠的收益超越了銷售車輛的收益,成為車商最重要賴以維生的一環。七、顧客對車廠服務滿意度的標準不斷提昇。八、中古車市場逐漸成長茁壯到可以提供車廠經營獲利的供需量。 此結果顯示舊的價值鏈獲利黃金點已逐漸轉移,如何透過銷售來帶動其他的事業體獲利才是未來汽車產業獲利的重點所在。針對台灣汽車產業的未來發展,本研究建議可採行的策略包括:一、販服共戰的行銷策略。二、提供一站式完整性(Total solution)的銷售服務。三、積極發展舊換新推的(Push)行銷策略。四、積極推動TOYOTA油電複合式動力車,落實環保概念。五、透過網路系統建立顧客關係,提升保險業績。六、化被動為主動,提供感動式售後服務。七、創造中古車價值鏈的循環效益。zh_TW
dc.description.abstractThe car and housing markets have always been the leading economic indicators in Taiwan. In particularly, the automotive industry has always played an important role in the national economy, as both its upstream suppliers and downstream sellers make significant contributions to the country’s economic growth and employment. However, as the global automotive industry starts to experience the dramatic changes in recent years, various well-known car manufacturers are now entering strategic alliance, or merging or restructuring to reduce their cost and increase their competitiveness. Taiwan, with the joining of WTO and the opening up of the cross-strait policies, has faced more and more intense competition environment, which expedites the operation of automotive industry to also change. In light of this, how Taiwanese automobile companies should redefine its value chain, and propose a suitable operation strategy to gain a competitive advantage is going to be the purpose of this paper. Owing to the worldwide economic impact, the sales trend of Taiwan automotive industry is basically the same as the global market. It reached a peak in 2007, but with the Lehman Brothers financial crisis in 2008, it slumped dramatically. Every economic body did attempt to improve the situation from 2009 to 2010, however, the Eurozone crisis in 2010 further worsen the world economy and led the automotive industry into a plight. The automakers are now facing up to the new changing environment, and as a result of these, come about the formation of new value chain of car sales. This paper, through the case study of Y company on the changing of the automotive industry value chain, has come to the following conclusions: (1) Dropping gross profit on car sales: car dealers cannot make a profit or break even just by selling cars anymore. (2) Changing car buying preferences: buyers are now looking for fuel-efficient and compact cars. The market trend is now towards either low-priced fuel-efficient cars or high-priced luxury cars. (3) The income on car insurance under rate deregulation has not been affected by the downturn in the car market, instead, it has grown. (4) Growing level of awareness on car insurance. (5) The slowdown in economic growth has brought about increasing demand for car loans. (6) As automakers are offering extended warranties and increasing insurance coverage, more customers are willing to return to the service centers. Making the revenue made in this area to be higher than car sales. (7) Rising level of customers satisfaction standards on services. (8) Used car market has grown big enough to supply the demand for operating profit of the car manufacturers. These results show that the profit-making point of the old value chain is shifting. How to increase sales from other business units is where the automotive industry should focus on. For the future development of Taiwan automotive industry, this paper suggests the followings: (1) Combine marketing strategies for both selling and servicing. (2) Provide a complete sales service (total solution). (3) Actively develop push marketing strategies for trade-ins. (4) Actively promote Toyota hybrid cars to ensure the implementation of environmentally friendly practices. (5) Increase insurance sales by establishing customer relationships through network system. (6) Take a proactive approach to after-sales service. (7) Create a benefit cycle of used car value chain.en_US
DC.subject產業價值鏈zh_TW
DC.subject獲利結構分析zh_TW
DC.subjectValue Chainen_US
DC.subjectProfit Analysisen_US
DC.title汽車產業銷售價值鏈分析-以台灣Toyota經銷商為例zh_TW
dc.language.isozh-TWzh-TW
DC.type博碩士論文zh_TW
DC.typethesisen_US
DC.publisherNational Central Universityen_US

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