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1、GlobalcarmakerscouldmanagetheircostsandcapitalinChina—andgainastrategicoptionfortheirglobaloperations—bycontractingoutthemanufactureofwholevehiclestoChinesecompanies.PAULGAOTheMcKinseyQuarterly,2002Number1Facedwiththeprospectofstagnantglobalsalesoverthenextfiveyears,theworl
2、d抯biggestcarmakersarejockeyingforashareofoneofthefewbuoyantnationalmarkets.China抯domesticcarsales,growingatmorethan10percentannually,willprobablyaccountfor15percentofglobalgrowthoverthenextfiveyears.Sofar,globalautomakershavepursuedsuccessfuljoint-venturestrategiesbyinvesti
3、ngheavilyinassemblyplantsoperatedbyChinesepartners.ButascompetitioninChinaheatsup,anewtackmaybeneededinthequestforprofitablemarketshare.Anasset-lightstrategywouldhavethemajorautocompaniesconcentrateonwhattheydobest—developingproductsandbrands—whilecontractingoutnotjustcompo
4、nentsupplybutalsothewholeassemblyprocesstoChineseautomakersthatcancapitalizeoncompetitivecoststructures.Althoughscalingbackcapitalinvestmentinsuchahealthymarketmightseembold,outsourcingmanufacturingisneitheruncommoninotherindustriesnorentirelyunprecedentedinthisone.Moreover
5、,thenatureoftheChineseautoindustryandmarketmakesoutsourcingparticularlyattractive.OutsourcingmightalsohelpChineseautomakerstaketheirfirststepstobecomingaglobalmanufacturingresource.Butifthestrategyistowork,globalcarmakersmustbuilduptheskillsoftheseChinesepartners,whichintur
6、nmustembracecontractmanufacturingasamoreprofitablepathtocreatingagloballycompetitiveindustrythanlaunchingtheirownbrands.COMPETITIONISABOUTTOHEATUPWithsalesof2.1million-plusunitsin2000,Chinabuysmorefour-wheeledvehiclesthanallbutsixothernationalmarkets,yetitspassengercarmarke
7、tisstillintheearlystagesofgrowth.IndeedChina,withonly600,000carsalesayear,hasfewerthan10passengercarsontheroadper1,000people,comparedwith250inTaiwanandmorethan500inGermanyandtheUnitedStates.Butdemand—promotedbybetterroads,newsalesanddistributionchannels,thederegulationofthe
8、automarket,andChina抯entryintotheWorldTradeOrganization(WTO)—willincreaseasthecount