汽车品牌分析文档格式.docx
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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(Jimé
nez,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