搜索
上海交通大学硕士学位论文延锋伟世通公司客户结构变动的研究姓名：陆小霞申请学位级别：硕士专业：工商管理指导教师：陈宏民20060611,,,,,,,,,,,;,,.,,.,.,,,,,,,.,,.:,,,,THERESEARCHOFYANFENGVISTEON’SCUSTOMERSSTRUCTURECHANGEABSTRACTThisthesisfirstlyanalyzedthethreedevelopingstagesandcurrentsituationofChinaautomotivemarket,andanalyzedthethreedevelopingstagesandcurrentsituationofChinaautomotivecomponentmarket,introducedYanfengVisteondevelopmenthistoryandcurrentsituation,basedonthetheoryofthecompany’sstrategiesfollowingthechangeofthemarket,andbasedonthefirsthanddataofthecompanyandthedevelopmenttrendofAutomotivecomponentindustry,analyzedandexpatiatedthethreedevelopingstagesofYanfengVisteonwhenithasbeingseekingthecustomersbusinessandmarketshare,thefirststageisthecustomerdecentralizationtacticbasedonmarketconditionandautomotivepoliciesatthattime;thesecondstageistheperiodofpurposelyadoptedcentralizingcustomersmethodonthebasisofthefirststage,andenhancingthecompany’scorecompetence,andalsoreachedthatthecentralizationproducedgreatsynergiesandalsoledtomarketlimitationandbusinessrisk;thethirdstageistoadoptthemethodofre-decentralizingthecustomersduetomuchmorefiercecompetitionbasedonthegreatsynergiesproducedinthesecondstage.Whenmacrodiscussedthecustomerstructurechangedwiththemarketchange,discussedseveraldifferenttacticswhenthecompanyadopteddifferentcustomerstructuremethod.Demonstratedthatitsnecessityandfeasibilityforcentralizinganddecentralizingthecustomersbasedontoday’sfiercemarketcompetitionsituationofautomotiveandautomotivecomponentmarket.Finally,throughtheanalysisandjudgmentsofautomobileandautomotivecomponentmarketfuturedevelopmenttrendandcompetitors’situationandfuturecompetitiontrend,reachedthatYanfengVisteonshalladoptdecentralizationcustomermethodunderrelativecentralization,whenmoreandmorecustomersaresharingthemarket,itwillbeveryriskyifjustfocusingonseveralcustomers,butitshalldecentralizeonseveraltypeofcustomersinsteadofdecentralizationwithoutanypurposeinitially.Afterdefinedthefuturecustomerstructure,thethesisalsoanalyzetheactionsfutureneedtakeforcarryingoutit.KEYTERMS:CustomerStructure,Centralization,Decentralization,GreatSynergy,Competition200642820064282006428YanfengVisteonAutomotiveTrimSystemsCo.,Ltd.1979199450/5020001055100VCDDVD6805419945MBA1112002,,,.2003””,,2003GDP9.1%,GDP1000,,.,,.().,,,.,.,,,,,,,;,,,,,,,,,;,,,””,,,.,,.,.,GDP1000-3000,,,.,1965GDP78219701758,,9.83%11.22%,5.7%22.1%,2060.,,,,GDP1000MBA220301-12003-201100020032002004250200313.6%,2005300200425.5%,200620112010200637650208020380808080908090PassengerCarVolume(Actual+YFVForecast)21892485312037614353503155566013640013.5%25.5%15.7%15.6%10.4%8.2%6.4%20.5%010002000300040005000600070002003200420052006200720082009201020110.0%5.0%10.0%15.0%20.0%25.0%30.0%MBA380209020003390803339020009020032001-1809090200020002080200MBA41-280901-39020001-420061-520061-6201180200639%32%11%90200050%40%10%809080%20%Mazda--4%Geely--4%PeugeotCitreon--5%Ford--3%Nissan--6%Hyundai--7%Chery--7%Honda--9%Toyota--6%M--12%VW--15%Nissan--5.0%Hyundai--6.6%Chery--6.9%Honda--7.6%Toyota--8.5%GM--11.5%VW--11.8%Mazda--3.0%Geely--3.3%PeugeotCitreon--3.4%Ford--3.4%7.1%10.9%1.8%15.5%(incl.GMDaewoo)5.1%5.1%(incl.Kia)12.1%5.1%5.4%MBA580809080203080320001120032002007200740041002000200080809050158050%200020052003200420032004504030MBA61.21-21953-19781978-19921992-20002000--100808090MBA7902001WTO1-32004500200494411.481208.6160280.852115.4213226.85769.78215226.46862.87250198.771429.16288180.482320.9293176.63015.81328158.73513.54336157.47577.97356151.191005.141-3200482MBA8VCD902000CKMobis1-4200520053009030782654186622%57194214%MBA91-5CustomerGroupProductGroupInstrumentPanelsDoorsConsolesandOtherPlasticTrimSVWSGMFAW/VWDongFengCitroenDongFengNissanTianjinToyotaGuangzhouHondaFengshan(DFM/Yulong/Nissan)(//)FordChanganChanganSuzukiYanfengVisteonYanfengVisteonJCI-FAWER/YanfengVisteon–/Feiya/FutureDFV/Faurecia//CalsonicKansei/FutureDFVCK/In-houseSupplyIn-houseSupplyYulonYueki(CK)/Lear(CK)/YanfengVisteonCQ/LearCQ//DajiangYanfengVisteon/Lear/Lear/YanfengVisteon/TKN/DongKuang///JCI-FAWER/YanfengVisteon/Changshui–//YanfengVisteon/DFInterior/Faurecia//FutureDFV/Wanxing/TKN/Wanxing(Taiwan)/Kasai/FutureDFV()//FutureDFV/TKN/Lear//YanfengVisteonCQ/LearCQ/LearCQ,YFBusinessCo.YanfengVisteon/Lear/Huade//YanfengVisteon/Lear/TKN//JCI-FAWER/YanfengVisteon/Yantai/Hua–///Feiya/futureDFV/Faurecia///Kasai/futureDFV/Wanxing/Huade///TKN/WanxingYulongYuchi/CK/futureDFV/CK/YanfengVisteonCQ/LearCQ/Dajiang//LearCQ/YFBusinessCo./Dajiang//上海交通大学MBA学位论文延锋伟世通公司客户结构变动的研究10第二章延锋伟世通公司的发展和客户结构的演变2.1延锋伟世通公司的发展延锋伟世通公司的前身是两家生产铸造用木模以及各类铝模的机模厂:延安机模厂和先锋机模厂.1979年元月1日这两家小厂合并,时称延锋机模厂.其作坊式的生产以及单件定制加工的模式使企业在发展上存在的巨大的局限性.八十年代初开始,延锋开始试制汽车饰件产品,从跃进汽车,上海牌轿车的仪表板,到红旗轿车的方向盘,到上海大众的全套内外饰产品.至此,延锋开始真正走上了汽车零部件制造的道路.1987年,延锋机模厂改名为上海延锋汽车内饰件厂,开始了轰轰烈烈的大发展的历程:1.产品转型:延锋原是标准的作坊模式.其特点为:单件或小批量生产,产品无法规模化,五规模效应.1978年,延锋抓住上海牌轿车内饰改造的机会,凭籍模具制造优势然决然转向汽车内饰件生产.转型成功后,其品种较少,规模大的生产方式使企业的规模效应迅速凸现出来,.它在为延锋带来大量的现金流的同时,使公司的资本积累迅速迈上了一个新台阶.2.引进技术:产品转型同时意味着技术转型,原有的技术基础在新的产品制造过程中难堄踪影.由于中高档轿车内饰产品技术在国内几乎空白,因此只有适时地引进技术才能满足新产品生产的要求.当时正逢我们处在改革开发的初期,国家试行”拨改贷”即由国家拨款进行企