上海通用汽車品牌策略(ppt30)(1)-文庫吧在線文庫
【正文】 or city traffic and limited parking place 1 Depend on affiliated enterprises for model 2 Local protection 1 Total: External Factor Evaluation(EFE) MatrixDecember,2023CPM MatrixDecember,2023Market PositioningDecember,2023Internal strength of Shanghai GMAmerica EuropeDecember,2023Shanghai GM? Established in March,1997,is the largest joint venture corporation of GM in China.? Produce cars, engine, gearbox and other kinds of parts.? Main brand: BUICK series, SAIL series.? Want to be the best auto manufacturer in China.December,2023Regal GS and its flagship versionBuickDecember,2023Several Big CorporationsGroup name Profit(10 billion $)Turnover(10 billion $)Global sale (10 thousand)Capital(10 billion $)GM 28 1400 750 166Ford 67 1180 680 230DemlaKreisler 1473 400 250Volkswagen 13 750 458 124Toyota 40 1060 445 230Honda 24 540 234 30December,2023Foreign Carmakers Seek More Presence in China ? Chinese car market, a lucrative cake, has garnered attentions of numerous foreign carmakers.? China39。Friendly,Comfortablethreefuelofwithout686LeaderGPS(GLOBAL POSITIONING SYSTEM)December,2023The? GM became the leader of all auto manufacturers since 1931。CenturyNewDecember,2023Internal weakness of Shanghai GM Customerfirst serving idea, both product and service being improved. colorful Too much media reporting Doesn’t hold Chinese consumers’ mentality deeply. December,2023AdvantagebestIndustryaxis:+()=IFEtoScore(IE) STRATEGIC brand meetproductresponsibilitymarketing,culturalorshortagebringelectronicreporting － Total QSPMAttractiveChinesesocostmany Frequencyin,inimproved. 3 2 Goodtime. 2 3 Customerfirst InnovationALTERNATIVESIntegration, selling on the spot.One center, market peration.Key Severe petition ,size smaller than multinational corporations 4 2 Heavy consumption tax 3 2 Poor city traffic and limited parking place 3 2 Depend on affiliated enterprises for model, poor RD － ISGMCOMPETITIVE STRONGPOSITION COMPETITIVEPOSITIONQuadrantHOLDtotobestStabilitybestStrength Local protectionWeaknesses Cross cultural clash could end in failure of decisionmaking or op
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