汽车品牌分析.docx

汽车品牌分析.docx

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汽车品牌分析

Tablecontent

Executivesummary1

Introduction1

Discussionandanalysis2

TheoperationsmanagementofToyota2

TheoperationsmanagementofVW4

TheoperationsmanagementofBMW6

TheoperationsmanagementofFord7

TheoperationsmanagementofPorsche8

Conclusion9

Reference10

Executivesummary

Inordertocomprehensivelyanalyzetheoperationsmanagement,whichconcernswiththeprediction,designandmanagementintheoperationofbusiness,oftheenterpriseoftheautomotiveindustry,inthisresearch,fivefamousautomobilemanufacturershavebeenstudied.Theoperationsmanagementoftheseenterpriseshasbeenevaluatedbytheoperationalperformance.Theresultsshowedthattheoperationsmanagementoftheseenterprisescouldinfluencetheiroperationalperformanceandthestrategieswouldhavebothpositiveandnegativeimpactsonthemanagementofthewholeenterprise.

Introduction

Operationsmanagementisthemanagementconcerningwithpredicting,designing,managingtheprocessofproductionandadjustingthebusinessstrategies.Jayaram（2010）statedthattheoperationmanagementcouldcorrecttheproblems,adoptbeststrategy,linkthestrategywithoperationsandenhancethestrengthsoftheoperations.Undoubtedly,theoperationsmanagementcouldinfluencethecompetitivenessofenterprisesinthemarketandtheefficiencyintheorganizationsignificantly.Toimprovethecompetitivenessandenhancetheoperationoftheenterprise,theoperationsmanagementshouldbeenhancedinadvance.

Currently,thecompetitionbetweendifferentautomobilemanufacturershasbecomemuchfiercer（Chen,2010）.Toimprovethecompetitivenessandmaintainorimprovethemarketsshare,theoperationsmanagementhasbeenpaidmuchmoreattentionsbysomefamousinternationalautomobilemanufacturers,suchasToyota,VW,BMW,FordandPorsche.Althoughtheprincipleaimoftheoperationsmanagementsofdifferentorganizationsisimprovingthecompetitivenessofenterprise.Theobjectivesoftheoperationsmanagementsandthestrategiesadoptedtoachievetheseobjectivesaredifferentsincetheoperatingenvironment,capacitiesofemployees,targetscustomers,typesofproductsofthefiveautomobilemanufacturersmightbedifferentinsomeextent.Inthisreport,theoverallstrategy,especiallytheoperationsstrategy,ofthefiveautomobilemanufacturerswillbepresented.Toevaluatetheeffectivenessoftheoverallstrategyandoperationsstrategy,theoperationalperformanceoftheseenterpriseswillbeanalyzedcomprehensively.

Discussionandanalysis

AccordingtotheresearchconductedbySprague（2007）,operationsmanagementistheprocessofmanagingtheresourcesusedinproductsandserviceanddeliveryofproductsandservice.Ingeneral,therearefouraspectsintheoperationsmanagement,namelyofferinghigh-qualifiedproductswithlowercosts,providingtherightcustomerswithrightproductsattherighttime,maintainingthestablesuppliers,andenhancingthehumanresourcemanagement.

TheoperationsmanagementofToyota

Asthelargestautomobilemanufacturerin2010byproduction,Toyotahasadoptedexcellentstrategiesandfocusedontheoperationmanagementofthewholeenterprise.AccordingtotheresearchconductedbyJayaram（2010）,theTPS,whichisalsocalledas“TPS”,inToyotacontributestothesuccessofthisenterprisesignificantly.LeanManagementisasortofphilosophyderivedfromtheToyotaProductionSystem（TPS）,whichwasfirstlyproposedbySugimorietal.（1977）,andwasidentifiedas"Lean"during1990s.ThemainpurposeofleanmanagementorTPSistoeliminateorreducethewasteintheproduction,delivery,transportationandsoforth.Througheliminatingthewastes,thecostscouldbereducedsignificantlyandthecompetitivenessoftheautomobilessoldbyToyotainthemarketcouldbeimproved.Inaddition,Toyota'srangecoversmostmarketsectorsfromfamilysedanstosportscars,fourwheeldrivestoluxuryvehiclesandsmallhatchestosmallbuses.Amasaka（2007）statedthatonedesiredoutcomeofToyotaisprovidingthecustomerswiththehigh-qualifiedautomobiles,atthelowestprices.Therefore,toreducethecostsofoperationandimprovetheperformanceinthemarket,theintegrationoftheproducts,service,managementanddeliveryhasbeenfocusedonbyToyotawhiletheindividualization,especiallytheindividualizationofemployees,hasbeenneglectedbyToyota.Althoughtheefficiencyofthewholeenterprisehasbeenimproved,thestresssufferedbytheemployeeshasincreased.Sometimes,thismanagementsystemleadstoseriousresults（Shim,2012）.Since2009,ToyotahasrecalledthecarswithpotentialrisksforseveraltimesandthereputationofToyotainthecustomershasdecreasedgreatly.Seemingly,thefactthattherearepotentialrisksandproblemsintheproductsonlyhasrelationwiththeleveloftechnology.However,insomeextent,thisseriousphenomenonwascausedbytherigidmanagementsystem.

AlthoughToyotatakesmeasurestopromotethesalesofitsproducts,theprinciplesofTPSrequiresthattheproductionshouldbypushedbytheneedsofcustomersandtheenterpriseshouldadjusttheproductioninaccordancewiththechangesinthemarket（Raab,2006）.Forinstance,in2012,duetosomepoliticalreasons,theproductsmadebyJapanarenotfavoredbytheChinesecustomers,ToyotadecidedtocloseitsindustriesinChinaimmediatelyandmonitorthechangesintheneedsoftheChinesecustomers.Inthisway,thewastecausedbythedecreaseofneedscouldbereduced.Undoubtedly,adjustingthestrategiesinaccordancewiththeneedsofcustomersimprovesthestrengthsofToyotasignificantly.

TheoperationsmanagementofVW

Comparedwithotherautomobilemanufacturers,VW,onefamousGermanautomobilemanufacturer,couldfindmorepotentialmarketandpotentialcustomers.Inaddition,thework-lifebalanceoftheemployeeshasbeenimprovedbysuccessfuloperationsmanagement（Stowell,2010）.Finally,VWcouldimprovetherelationwithitscooperators.

Inthefirstplace,thepotentialmarketsandcustomerscouldbefoundbyVWinadvance.Inthisway,thecompetitivenessofitincertainmarketisstrongerthanthatofitscompetitors（Koplin,2007）.Forinstance,severaldecadesago,whenthepurchasingpowersoftheChinesearenotsogreat,VWchoseChinaasitstargetmarketandbeguntoenterintothispotentialmarketwhileotherautomobilemanufacturersdidnothopetoinvestinChina.SoVWbecametheleadingautomobilemanufacturerinChinaeasilyandhadgreatreputationinChina’scustomers.ThatisthemainreasonwhyuntilnowthegreatinfluenceofVWinChinahasnotbeenthreatenedinthefiercerenvironment.Therefore,findingthepotentialcustomersandpotentialmarketsisanessentialsectorofVW’soperationsstrategyalthoughthisactionsometimesmighthavenegativeresults.Ingeneral,theperformanceofVWinthemarketisextremelyexcellentalthoughcurrentlyitsmarketsharedecreasesinthefiercercompetition.

Inaddition,theeffectiveinternalmanagementcontributestothesuccessofVW.Intheautomobilemanufacturingindustry,thephenomenonthattheemployeescomplainabouthigherstresslevelsinthejobexistsinmanyenterprises（Whiting,2011）.Undoubtedly,withoutreducingthehighstresslevelssufferedbytheemployees,theworkingefficiencyoftheemployeesandeventhecompetitivenessofthewholeenterprisewouldbenegativelyimpacted.Unlikesomeautomobilemanufacturersusinghighersalarytoencouragetheemployeestowork,VWimplementedsomerulestoimprovethework-lifebalanceoftheemployeesandreducethestresssufferedbythem.Forinstance,VWhaspassedrulestopermittheemployeestoanswerafter-hoursemailsfromhomeimmediately.ThishumanresourcemanagementistotallydifferentfromthatofToyotawhichrequirestheemployeestofocusonthecontinuousimprovement.Althoughboththetwostrategiescouldimprovetheoperationsmanagement,thestrategyadoptedbyVWishighlyappreciatedbytheexpertsandemployeessincethishumanresourcestrategyismuchbettertothesustainabledevelopmentofpeople.

Finally,unlikemanyotherenterpriseswhoalwayshopetodefeatthecompetitors,VolkswagenisextremelygoodatcooperatingwithothersandhasestablishedacloserelationshipwithPorsche,FirstAutomotiveWorks（FAW）inChina,andsoon.ThecooperationwithotherenterprisesplaysanimportantroleinthedevelopmentofVW.Forinstance,whenVWfirstlyenteredintotheChina’smarket,insteadofcompetingwiththelocalenterprises,suchasFAW,VWchosetocooperatewiththeselocalenterprises（Jiménez,2011）.Inthisway,VWdidnotneedtorecruittheemployees,establishprocessinglinesandextendthemarket.Undoubtedly,plentyofcapitalcouldbesavedandtheriskscouldbeavoidedinthisway.Ofcourse,cooperatingwiththelocalenterprisesdoesnotmeanthatVWavoidsresponsibilityandhasnotambitions.Intheperiodofcooperation,VWtrieditsbesttoimprovetheinfluenceofitsbrand,improveitspopularityinthecustomersandadoptthemostadvancedtechnology.Inthisway,thisbrandwasacceptedbythemostChinesecustomersandVWbecametheleadingautomobilemanufacturerinChina.

Insummary,byinvestinginthepotentialmarket,thecompetitivenessofVWinsomeregionshasbeenimprovedgreatly;byreducingthestresssufferedbyitsemployees,theefficiencyofVWhasbeenincreased;bycooperatingwithsomeothermanufacturers,insteadofcompetingwiththem,thestrengthsofVWhavebeenenhanced.Therefore,theoperationsstrategyadoptedbyVWmakesgreatcontributiontoitssuccess.

TheoperationsmanagementofBMW

BMW（BayerischeMotorenWerke）,whichwasestablis