如何培育我国的汽车产业集群

产业集群的本质是一种高效率的生产组织方式, 有效地结合了产业发展和区域经济发展的优势,是一种经济发展的战略方式。通过对汽车产业集群的培育与发展,能够尽快提升我国汽车产业的竞争力,较快地实现汽车产业的发展目标。我国汽车产业发展已出现汽车产业集群的雏形,在各地汽车产业的下一轮发展中,应将形成、发展、完善汽车产业集群,作为发展汽车产业的战略来培育推进,在汽车产业集群的培育中,注意市场、政府、企业、行业协会各方面的力量,共同促进我国汽车产业集群的发展。     

我国汽车产业竞争力问题分析

汽车产业是一个产业关联度大,对整个国民经济很有影响力的产业.自从20世纪90年代以后汽车产业快速进入全球化,主要表现在产业链的全球化和大规模的跨国界重组两个方面.本文介绍了国际汽车产业发展的现状以及国内汽车产业与国际汽车产业发展的差距,分析了我国汽车产业竞争力不高的原因,提出我国汽车产业提高竞争力的相应策略.     

我国汽车产业FDI与自主创新能力提升的实证研究

汽车产业备受国人关注.特别是近些年来,中国汽车产业通过大量吸收外商直接投资,实现了高速增长.同时,我们必须看到,中国汽车产业自主创新能力还很薄弱,与我们这样的汽车产销大国的地位不相匹配.本文通过对我国汽车产业中FDI与自主创新能力的实证研究,发现外商直接投资对我国汽车产业自主创新能力具有积极作用,并由此提出促进我国汽车产业自主创新能力,进一步提高的措施.     

长三角地区汽车产业的配套与互动研究

以上海为龙头的长三角地区是中国经济最发达的地区,GDP约占全国的20%,也是我国汽车产业最具规模和市场潜力的区域.本文首先从长三角地区汽车产业的分布和市场竞争态势两方面分析了长三角汽车产业的发展现状;然后归纳出长三角地区汽车产业发展中存在的主要问题;接着进行了长三角汽车产业关联性分析并归纳出企业配套与互动的特征;最后提出实施长三角汽车产业集群战略和构建一体化的科技支持保障体系的对策建议.     

汽车产业提升自主创新能力研究——以重庆为例

近年来，重庆汽车产业发展迅速，但综合竞争力不强，拥有自主品牌、自主知识产权的企业仍占少数，自主创新能力弱已成为制约汽车产业发展的瓶颈。本文通过对重庆汽车产业自主品牌发展现状和企业自主开发能力的分析，指出了制约重庆汽车产业自主创新能力提升的主要因素，并在此基础上提出了提升重庆汽车产业自主创新能力的对策建议。     

我国新能源汽车产业发展的国际比较—基于“钻石模型”的分析

在油价高涨和环境问题日趋严峻的背景下,新能源汽车逐步取代传统汽车将成为不可逆转的全球趋势,新能源汽车因此将成为世界汽车产业博弈新的制高点.本文根据“钻石模型”理论,通过与发达国家新能源汽车产业发展的比较,对我国新能源汽车产业发展的竞争优势及劣势进行探讨,并就如何破解我国新能源汽车产业存在的问题,促进新能源汽车产业健康快速发展提出对策建议.     

汽车产业结构政策研读

产业结构政策是指政府通过结构规划和政策措施,提高汽车产业结构的转换能力,依照汽车产业结构发展演变的基本规律,促进汽车产业结构的转换,从而加快产业的发展。     

论盐城汽车产业集群的现状与发展

产业集群作为经济活动的普遍现象,已成为提升产业竞争力、打造区域竞争优势的重要途径,实施产业集群战略对盐域汽车产业实现跨越发展有着重大的借鉴意义.本文结合盐城汽车产业所处的区位状况、自然禀赋、技术资源、基础设施和政府支持等相关因素.阐述了盐城汽车产业集群的形成机制,在对盐城汽车产业集群的发展程度、特征、存在的问题等现状进行分析的基础上,提出了盐城汽车产业集群可持续发展的对策措施.     

产业集群发展的动力机制及其实证研究——以长春汽车产业为例

内外动力机制相互联系、相互作用,共同构成了产业集群形成与发展的竞争基础.本文以长春汽车产业为例,通过对长春汽车产业集群的现状分析,研究长春汽车产业集群发展的动力因素与机制,并提出相应发展对策.研究结论对长春汽车产业集群发展具有理论指导和实践应用价值.     

国际汽车经济的技术发展概况——基于专利数据的分析

世界汽车产业的第四次技术变革,为以发展汽车产业等战略性产业为主的中国提高自主创新能力,转变经济增长方式和提高经济增长质量提供了重要契机。文章主要对世界汽车产业的技术专利情况进行了分析研究,以了解当前世界汽车专利技术的发展概况,发现中国汽车产业的当前的发展差距和机会。     

正向开发最为艰辛

长安汽车的正向开发犹如是硬碰硬的阵地战,注定是一条充满艰辛的道路。此前,当人们提到汽车自主研发时,总会想起奇瑞、吉利、华晨,却很少会想到长安,而实际上,长安对自主研发的重视早已不停留在口头上,已经跨越国内外,做足了研发的功课,之后才有了厚积薄发。所以,长安轿车销售有限公司总经理况锦文认为，     

Organization,technology and management innovations through acquisition in China’s pork value chains: The case of the Smithfield acquisition by Shuanghui

This paper reviews the changes in Shuanghui’s operations after the Smithfield acquisition as well as transformations in China’s pork industries. As income grows and diets change, there has been an increasing demand for high-quality pork and more processed pork products. However, China’s swine and pork industries are still at an early stage of development as evidenced by the low market concentration, intensive use of labour, a proliferation of intermediaries, and low levels of technology. Bounded by the established consumer preferences for freshness and the status quo in the midstream and upstream segments, Shuanghui is in a slow process of upgrading its domestic operations with Smithfield’s leading brands, import of chilled and frozen pork, advanced technologies, and the vertically integrated business model after this acquisition. In particular, it remains unclear whether Shuanghui can follow Smithfield’s experience to establish stable and safe hog supplies by multiplying self-owned hog farms, maintain and expand its current contracts with large-scale commercial hog farms, or rely more on global sourcing of pork primarily from the U.S.     

Factors Influencing Brand Launch in a Global Marketplace

The purpose of this study is to explore the factors that influence the launch of brands into new markets in a global environment. Although multiple streams of literature exist with respect to the entry of brands into new markets and the diffusion of new brands within and across markets, the process of launching products and brands globally over time has received relatively limited attention. To address this issue, this study incorporates multiple indicators of activities that can contribute to experiential learning relevant for launching brands in a global marketplace. Market uncertainty and experiential learning provide a conceptual foundation for the development of relevant hypotheses, which are tested in the context of the global automotive industry from 1981 to 2004. A discrete time event history analysis with time‐varying independent variables is employed to estimate the effects of the independent variables on the probability of a brand being launched in a specific market. The global brand launch observations are extracted from a proprietary dataset containing the global dispersion of automotive brands including 22 countries of origin and 42 countries of brand entry. The sample yields 50,572 spells, derived from 99 companies, 173 brands, and 700 market entries. The results of this study contribute to the literature in a variety of ways. Market attractiveness positively influences the propensity of a brand to be launched into a new market. This supports the idea that potential demand conditions are an important managerial consideration in product introduction decisions. The results reveal significant effects with respect to the role of psychic distance and experiential learning. Brands are reluctant to launch into countries that are culturally and economically less similar to the home market. Yet firms tend to place a lower degree of emphasis on factors of cultural distance when launching brands into larger markets, and global experience enables companies to overcome the uncertainties associated with launching brands into international markets that are economically distant. The results also suggest that companies are more likely to introduce additional brands in markets where they already have a presence. Overall, global dispersion and geographic scope, coupled with local market knowledge facilitate the launch of brands globally. From a managerial perspective, this study suggests companies should focus on acquiring both local and global experience to facilitate the launch of products and brands in the global marketplace.     

庞大的局

是赖以成名的“冀东模式”,还是最近转型升级中推行的“三多政策”？在庞庆华手中,庞大集团这家国内头牌汽车经销商,如何实现布局蜕变？     

Can All Brands Innovate in the Same Way? A Typology of Brand Position and Innovation Effort*

Product innovation is vital to ongoing brand equity and has been responsible for revitalizing many brands, including Apple, Dunlop Volley, Mini, and Gucci. While several scholars have noted the relationship between a brand's position and the form of innovation available to a firm, surprisingly no study has sought to bridge this gap. This study aims to address this issue by, first, building a typology of the innovation practices underpinning differently positioned brands and, second, exploring the strategic and tactical implications of different brand‐related innovation efforts. In so doing, this study addresses a critical question: How do differently positioned brands organize their innovation efforts? A multiple case‐study approach was used in this paper. Cases were sampled from a number of industries and across a range of different countries with a focus on business‐to‐consumer brands. Thirty‐five interviews were conducted across 12 cases. The brands studied differed in their approach to innovation (incremental vs. radical) and in their relationship to the marketplace (market‐driven and driving markets). These two dimensions result in four alternative ways of organizing the innovation effort to effectively reinforce the brand: (1) incremental and market driven (follower brands); (2) radical and market driven (category leader brands); (3) incremental and driving market (craft‐design‐driven brands); and (4) radical and driving markets (product leader brands). For follower brands, new product success is contingent upon the quality of the firm's marketing information systems and speed to market. Category leaders seek to dominate and appeal to the mass market with bold product initiatives. Craft‐designer‐driven brands aim to maintain an aura of authenticity, downplaying the commercial realities of their innovation efforts, while product leader brands seek to reaffirm their status as industry pioneers. This research contributes to the branding and new product development literature in several ways. It illustrates that differently positioned brands require the deployment of different firm capabilities and resources and a unique organizational philosophy to achieve new product success. The findings also enrich the brand extension literature through an examination of alternate bases, beyond that of product category, by which brand fit can be established. Finally, this research demonstrates how brand positioning can pose limitations on an industry leader's ability to respond to disruptive technologies. This study identifies that failed new products or brand extensions are driven by a mismatch between desired strategy and the capabilities necessary for achieving success (suggesting brand extensions are not as low risk as previously thought). As such, managers should carefully attend to brand perceptions when developing innovation strategies, particularly in relation to brand extensions.     

Organizational Learning and New Product Introductions

Organizational learning widely is believed to be important to competitive performance of companies. The purpose of this article is to examine how organizations learn from their experiences in new product introductions. Theory suggests that organizations will display a “competency trap” that reduces their ability to learn from organizational experience. Often initial success can cause a firm to rely on a single or a few experiences to develop routines, discounting later experiences. Therefore it is expected that organizations will have trouble learning from experience. The theory was tested by examining all new product introductions in the U.S. shampoo industry from 1974–1987. The dynamic nature of the business—the average brand survives about two years—made this an attractive research venue. Using the econometric technique of survival time modeling, a model was fitted of survival of brands as a function of organizational experience and organizational experience squared. The model also included controls for financial resources available to the firm and the level of first year's advertising. The model confirmed the general hypothesis that firms' brands are less successful the more experience they have. This study interprets this as evidence of a competency trap in new product introductions. The results broadly are supportive of the hypothesis that organizations find it harder to learn from experience as experience grows. Untangling the source of this problem is a goal of further research. For practice, the article suggests caution to brand managers in experienced companies. There is no guarantee that firms grow in their ability to build brands; results here suggest the opposite. Formal reviews of the new product, its process, and its performance by senior managers for lessons learned is desirable. Management of individuals and organizations may facilitate learning from experience. For managing individuals, often product success brings about a reassignment of successful personnel; care should be taken to insure that individuals' learning is captured by the new product organization before reassignment. On the organizational level, formal brand management may be a highly effective method for managing an ongoing stable of long‐lived brands but may be a poor choice in a dynamic market like shampoo. Companies may explore new organizational structures and departments to conceive and to develop new products since the skills required for managing ongoing brands may be different from creating new ones.     

Estimation of the Effects of New Brands on Incumbents’ Profits and Consumer Welfare: The U.S. Processed Cheese Market Case

I estimate the effects of new brands on market competition and consumer welfare in the U.S. processed cheese market. I find that an observed increase in consumer welfare was attributable mainly to an increase in the number of brands in the sample market, while the price effect, which measures welfare change caused by adding new brands to existing brands, decreased welfare as the prices of the existing brands increased in a large portion of sample markets. The price increase was most pronounced among the introducers existing brands. I also find that the data used in the paper identify a significant enhancement of consumer welfare as a result of the change in product characteristics provided by new brands even if a large portion of welfare gain is explained by the assumption on the error term in the utility function.JEL classification: D40, D60, L13, L66, H20     

The Impact of Seasonality on the Launch of Infrequently Purchased Products

Few published articles have dealt with the unique problems associated with the management of new, infrequently purchased products that exhibit seasonal patterns of demand. Marvin Berkowitz demonstrates how seasonality influences the performance of a new consumer durable good, a new brand of battery-operated lights, during a 2-year period following its launch. The data presented support four hypotheses: (I) the newest brands in a product category, when compared to dominant brands, will be subject to higher seasonal variation in consumer awareness, advertising recall, product attribute positioning, and purchase intent; (2) the relationship between seasonal effects and brand share within a product category will not be linear; (3) differences between product attributes for competing brands will be most apparent to consumers during periods of peak seasonal activity; and (4) perceptions of product attributes that are most important in the buying decision are subject to the least seasonal variation. The article also demonstrates how seasonal variations may be charted and discusses how this analysis contributes to the overall management of the new product.     

提升中国自主品牌汽车的品牌力

随着中国汽车领域开放程度的提高,国内汽车市场开始进入高速成长期,其中代表着中国民族汽车工业的自主品牌汽车开始崭露头角,并在短短几年时间里飞速发展,成为中国车市不可忽视的一股新生力量。中国车市的品牌力时代已经到来,面对大品牌占绝对主导的中国汽车市场,目前尚处于弱势的中国自主品牌汽车应该如何应对?关键在于提升品牌力,打造强势品牌。就如何提升中国自主品牌汽车的品牌力,作者从品牌定位策略、渠道构建策略以及品牌国际化策略三个方面进行了阐述。     

Brand Imitation: Do the Chinese Have Different Views?

Trademark infringement is a big problem for international brands in Asia, especially among the three Chinese societies — the PRC, Taiwan, and Hong Kong. An exploratory study of the perceptions and attitudes of these consumers regarding their acceptability and willingness to purchase brands which imitate the look of multinational brands was carried out. The results showed the Hong Kong Chinese to be more aware and loyal to multinational brands. The PRC nationals and Taiwanese generally had low awareness of which brands were originals and which were imitators. All respondents thought the manufacture of imitator brands to be unethical, but not the purchase of such brands. The major predictor of choosing an imitator brand was the respondent's ability to identify the original brand. The results from this study suggest marketers should educate their new consumers that they are the original brand or market leader in their product category.