上海通用汽車品牌策略案-資料下載頁
2025-01-25 07:52本頁面
【正文】 eInternalExternal(IE)MatrixDecember,2023 26RAPIDMARKETGROWTHQuadrantII QuadrantISGMCOMPETITIVE STRONGPOSITION COMPETITIVEPOSITIONQuadrantIII QuadrantIVSLOWMARKETGROWTHGrand Strategy Matrix development peration development integration integration integrationDecember,2023 27 STRATEGICALTERNATIVESIntegration, selling on the spot.One center, market peration.KeyFactors Weight AS TAS AS TASOpportunities： Mature technology 4 2 Supported by government 4 3 In Free petitive stage ,no strongest opponent 3 2 Market content increasing quickly 3 2 Service improved quickly 3 4 The industry is just beginning， many standards need to be perfected 3 3 Threats： 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 － － Local protection 4 2 SumTotal QSPM (quantitative strategic planning matrix)December,2023 28 STRATEGICALTERNATIVESIntegration, selling on the spot.One center, market peration.KeyFactors Weight AS TAS AS TASStrengths Maturebrand,highbrandloyalty 3 4 Strong RD and Innovation of affiliated enterprises meetmarketdemandintime. 2 3 Customerfirstservingidea,bothproductandservicebeingimproved. 3 2 Goodpublicimage,takeresponsibilityforsociety. 3 3 Strongabilityinproductmixexpanding 3 3 softmarketing,manufacturing,logestics,IT,marketreactionsystem. 3 2 Weakness Crossculturalclashcouldendinfailureofdecisionmakingoropportunitylosing － － Frequencymergingmightgetshortageofcashflow. 2 3 Toomanykindsofproductsbringnoscopeeconomy,costrising. 2 3 Fittingsstockingbyelectronicmerceisnotsomuch. 3 2 Toomuchmediareporting － － Doesn’tholdChineseconsumers’mentalitydeeply. 3 2 SamTotal SamTotalAttractiveScore QSPMContinuedDecember,2023 29Thank you very much!Good luck in final!December,2023 30
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