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上海交通大学硕士学位论文上海大众销售系统的组织体系优化姓名：祁敏申请学位级别：硕士专业：工商管理指导教师：颜世富200701281985202004THEORGANIZATIONSYSTEMOPTIMIZATIONOFTHESALESDIVISIONOFSVWABSTRACTShanghaiVolkswagenisafamousSino-GermanyJointVentureinChina.Fromitsestablishmentin1985,SVWlaunchedSantana,Passat,Polo,andTouraninthepast20-yeardevelopmenthistory.AlltheproductsplayedanimportantroleinChineseautomotivemarket.InordertoadvancethemarketshareofSVW,SVWcombinedwithSVWSalesCo.from2004.ThechangesofsalesmodeaskforupgradeoftheorganizationstructureofSalesDivision,sotheorganizationfacestheinsistentdemandtochange.Basedoncurrentmanagementsituation,thisthesisgivestheoptimizationsuggestionstoimprovetheorganizationsystemofSVWSalesDivision.ReferringtotheorganizationdesignexperienceofSalesDivisionofthemultinationalanddomesticexcellentautomotivecompany,wehopewecouldprovideaneworganizationstructure,whichisclear,rational,effectiveandefficient.ThechapteroneintroducedthebackgroundofSVWandthestudylogicandmethodsbriefly.ThechaptertwocomparedtheorganizationsystemofSalesDivisionofdomesticautomotivecompanywiththatofexpatriatecompany,andtalkedwiththeeffectfromtherelationshipofproduceandsalestoorganizationdesign.ThechapterthreeintroducesthehistoryofSalesDivisionofSVWandthedisadvantagesofitatpresent.Thechapterfourgivesthebasicissuesabouttheoptimizationoftheorganizationthroughtheanalysistothestrategyobjectivesandcriticalbusinessprocedures.Andthelastchapteristhekeyofthisthesis.ThechapterbringsforwardtheoptimizationschemetotheorganizationofSVWSalesDivisionanddetailedintroductionaboutthescheme.Atsametime,itconcludestheimplementationsuggestionstotheoptimizationoftheorganization.Thearticlestartsfromcurrentcases,andgivestheoptimizationsuggestionsunderthenewsalesmode.ItwouldbehelpfulforSVWtoreplythedrasticcompetitionandupgradethemarketshareatpresent.Becauseofthelimitationofstaffing,performancemanagementandcustomerretaining,theoptimizationsuggestionsshouldcometorealityandbringgoodresultsaftersomeamendmentaccordingtotheactualsituationofSVW.KEYWORDS:ShanghaiVolkswagen,SalesDivision,OrganizationSystem,Optimization2006121200612120061211MBA11.1(1)(2)(3)1.21.2.1(1)(2)(3)MBA2(4)(5)1.2.2(1)MBA3(2)1.3(1)SUVMPVSUVSUVCR-VX5MPVMPV(2)MPS1.41.4.1(1)MBA41-11985350%4510050%50%1-1FIGURE1-1SVWAndItsInvestors321.886.8300045200541120057530020300(2)2004712117500SAIC200484.761.7165372004(3)Wolfsburg2003501.52002498.412.1%51SEATLamborghini3ŠkodaBentleyBugatti43/10011745MBA5336,00021,5001501.4.2(1)19841999122.0L1.8T2.8V620062.8V62.01.8T200248POLOPOLO20032GOL20038GOL20044GOL200412GOLGOL3000200432000MPS200411MPVCCTV2004POLOGOL3000(2)1-219901994200020008MBA6100%1-2FIGURE1-2SAISCAndItsInvestors(3)200081-350%40%10%1-3FIGURE1-3SVWSCAndItsInvestors(4)200381-41-4FIGURE1-4SketchMapOfSVWIntegrationMBA72.12.1.1“”(1)Organizations(2)Organizing(3)Organization2.1.2(1)(2)(3)(4)(5)(6)JobAnalysis(7)JobDescription7S2.1.3MBA8(1)(2)(3)(4)ABC(5)IBMGE2.1.4(1)(2)(3)(4)(5)(6)(7)2.1.52-1MBA92-1MBA10HoldingCompanyStructure50%50%MBA112.22.2.1(1)2-12-1FIGURE2-1SketchMapOfOrganizationalStructureBasedOnFunction2-1(2)2-2CCA0A0AABBCCA0A0AABB2-2FIGURE2-2SketchMapOfOrganizationalStructureBasedOnProductMBA12(3)2-3AABBCCAABBCC2-3FIGURE2-3SketchMapOfOrganizationalStructureBasedOnRegion(4)2-42-4FIGURE2-4SketchMapOfOrganizationalStructureBasedOnCustomer42.2.22.2.1(1)2-52-5FIGURE2-5SketchMapOfOrganizationalStructureOfVWSalesDivisionsMBA1392.2-5(2)2-62-6FIGURE2-6SketchMapOfOrganizationalStructureOfCitroenSalesDivisions(3)2-7…………2-7FIGURE2-7SketchMapOfOrganizationalStructureOfIvecoSalesDivisions(4)2-8MBA14VisfaVisfaCorollaCorollaAutoAutoToyopetToyopetToyotaToyotaVisfaVisfaCorollaCorollaAutoAutoToyopetToyopetToyotaToyota2-8FIGURE2-8SketchMapOfOrganizationalStructureOfToyotaSalesDivisions(5)2.2.3(1)2-9FIGURE2-9DividedProduceAndSalesModeOfToyota2-92-1020038MBA15VWVWAUDIAUDIFIATFIATSKODASKODAVWVWAUDIAUDIFIATFIATSKODASKODA2-10FIGURE2-10DividedProduceAndSalesModeOfVW2.2.1(2)2-112-11FIGURE2-11CombinedProduceAndSalesMode193811131950431982125~~(1)MBA16(2)MBA173.13.1.1200381.4(1)19971991203-190%90%90%90%3-11997FIGURE3-1SalesModeOfSAISCBefore1997MBA18ITIT3-21997FIGURE3-2SketchMapOfSAISCOrganizationBefore19973-2(2)1997~20003-320901997ITIT3-319972000FIGURE3-3SketchMapOfSAISCOrganizationFrom1997To2000MBA19(3)20008~200373-420203-420002003FIGURE3-4SketchMapOfSVWSCOrganizationFrom2000To200320008200124.534%580MBA203.1.2200382003820038ITIT3.23.1.33.2.1RSSCMBA213.2.2(1)(2)CRMSAP800(3)3-5FIGURE3-5OrganizationalChartofRegionalSalesAndServiceCenter243-515~20MBA22(4)4MBA234.14.1.1(1)(2)(3)(4)4.1.2MBA244.24.2.1(1)90%75(2)(3)(4)(5)305~10“”MBA254.2.24-1FIGURE4-1FlowChartOfSVWKeyBusinessProcedures364-1(1)(2)(3)(4)36MBA2634.2.3(1)(2)4-24-2FIGURE4-2ThreeKeyManagementFunctionandTheirCoreTasksofSVWSalesDivision(3)4.2.1MBA274.2.4(1)(2)MBA28(3)4.34.3.13.22.2(1)MBA29(2)(3)(4)//(5)(6)(7)(8)/(9)(10)4.3.24-14-1/“”4.3.31010(1)(2)(3)(4)MBA30(5)(6)(7)(8)4.3.42.1(1)4-3市场销售售后服务4-3FIGURE4-3StructureBasedOnFunction(2)4-4MBA31市场销售售后服务4-4FIGURE4-4StructureBasedOnLayeredMatrix(3)4-5市场销售售后服务4-5FIGURE4-5Str