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Looking back and looking forward to the Chinese car market that straddles the 2006 New Year, 2.5 million cars were sold out, growing by more than 15%, in which the opposing world's new products accounted for one-third of the models. In addition to the continuous growth in production and sales, there are two trends in the Chinese auto industry with annual characteristics:
One of the features is that the self-owned brand has never had an elation. At the decision-making level, government departments, the media and even the young and old
Under the joint promotion, independent brands have gained unprecedented support from policies, markets, funds and public opinion. Xiali, Chery,
The sales volume of independent brands such as Geely and Changan increased significantly, and they seized power in a completely globalized auto market in China, taking back a lot of market share from joint venture brands.
The second characteristic is that the multinational companies and their joint venture partners in China feel unprecedented pressure. The old joint venture company has lost its former glory and ease, from counting a lot of money, to outdated products, overwhelmed costs, shrinking market share, prices plummeted, and looming losses; new companies are still in the midst of a strong, but product launch density Large-scale, lack of volume, to stand firm, a group under the joint venture is inevitably the same room, the operating efficiency is declining.
In particular, as science and technology authorities frequently criticize the Chinese automotive industry for “market-for-technologyâ€, lost the market, and lost pressure on technology, multinational companies and joint venture partners in China are somewhat disillusioned and can only repeat their position and support independent development, and then put forward as soon as possible Create a joint venture company's own brand.
It can be predicted that in 2006, multinational corporations and joint ventures will begin to face a new transitional choice. The localization of talent, management, procurement, and even product development will surely be on the agenda.
The author believes that the development of the Chinese automobile industry is healthy. After joining the WTO, China took the lead in entering the market-oriented and globalized mainstream industry. The biggest benefit to the market for technology is the vast majority of Chinese people! In only a short period of three or five years, the Chinese people have overcome the taboos of half a century and gained the power to enjoy the automobile civilization. Chinese consumers today can use the price close to the international market and have a great deal of freedom to choose contemporary world-quality automotive products. 10 years ago such a good thing really does not want to think.
In such a market, multinational corporations and their joint ventures have gradually lost the benefits and protection they could obtain at the beginning of reform and opening up. The Chinese market is not a calm harbor but a part of the international automobile market. How much competition in the international market will continue in the future, and the reaction to the Chinese market will only be more intense. Today, the world’s top 10 automotive multinationals have entered China in full: European Volkswagen, PSA, BMW, Dyke; U.S. General Motors, Ford; Japanese Toyota, Honda, Renault-Nissan; Korean-based Hyundai-Kia; The adaptability of the Chinese market and Chinese culture is different. Some of them have difficulty getting water and some are struggling. In theory, competition will inevitably lead to the elimination of those who are out. However, judging from the current situation, elimination will not become the mainstream of China’s auto market competition. .
In German companies, the public is undoubtedly the earliest one in China. It has the deepest roots, and has made the greatest contribution to the modernization of China's auto industry. It is also the brand most in need of transformation and keeping pace with changes in the situation. The internal crisis that was covered by rapid growth was exposed. The market share in China has fallen from 60% to 20%. In 2005, Volkswagen took a turn for the better. In 2005, Van Ander, who had become a wealthy young man, served as Chairman of Volkswagen China. In response to the crux of the problem in China, he proposed the "Olympic Plan" with cost reduction as its core. It is hoped that the two joint ventures in Shanghai and FAW will reduce their costs by 40% in three years. This goal is even higher than that of Renault’s Ghosn who reduced the cost by 20% in three years. Actively developing local products in joint ventures is a new initiative of Volkswagen China. By the end of 2008, 12 new products will be introduced to the Chinese market. Half of these models will be developed in China. However, the difficult integration of sales of the two joint ventures will still plague the public.
The other two German-branded BMWs and Mercedes-Benzes have established joint ventures in China during the “blowout†of the Chinese market. Today, privately they must regret it. BMW's annual production target in China is less than 30,000, and the brand has to start to deviate from ordinary consumers. Mercedes-Benz until the end of 2005 finally began to assemble the E series in Beijing, adjusted production of only 20,000 units. Digging away investment, compared to the direct import of vehicles, two brands in China can not make more money. Fortunately, they have a big say in their respective joint ventures. Outsiders' contact with Shenyang BMW Brilliance never hears Brilliance's voice. Mercedes-Benz’s younger brother, Chrysler, was once a joint venture between Beijing Jeep, China’s earliest automotive joint venture company. Beijing Jeep is a small old man with more than 20 years of production in thousands of cars. In 2006, Chrysler’s success began in the market. 300C limousine models do not know whether it can be bitter.
The French PSA Group has cooperated with Dongfeng for many years and its share in the Chinese auto market is getting smaller and smaller. Since 2004, Shenlong has implemented a dual-brand strategy. Peugeot brands re-entering China have come from behind. The Dongfeng Peugeot 307 and the 206 that will be listed in early 2006 are competing for the high-end of the same class. However, Peugeot’s brand image is relatively vague, and the brand image of Citroen is relatively vague. Cheap low-end cars, pending a 2006 mid-to-high-end sedan B53 brand promotion.
General Motors, which entered China in the late 1990s, once sang all the way and became the biggest advantage of GM, which was in serious crisis in North America. From the end of 2005, Shanghai GM relied on first-rate marketing and Buick, Chevrolet, and Cadillac brands. Products distributed in almost all market segments finally took the top spot in Chinese car sales. In 2006, whether GM can overcome its difficulties and whether it can launch more competitive products will determine the future of GM in China. Another large US company, Ford, has been playing steadily in China in recent years. Changan Group, which is hardworking both in self-development and in joint ventures and joint ventures, has been cooperating with Nanchang and Nanjing from Nanchang, Chongqing, followed by medium-sized vehicles, commercial vehicles, and small cars along the Yangtze River. And next. The layout is very smart. In addition to the Ford brand, its Mazda and Volvo brands have entered this production system one after another, and the team benefits have been brought into play.
The South Korean modernity entered China with a determination to fight against the backdrop of water and war. In Beijing, where the automobile industry has suffered repeated defeats, it has received the full support of the local government. It gained rapid development in 2005 and was known as the Beijing modern speed; Beijing Modern's cousin Dong Fengyue Dachiya is also quite a climate in Yancheng, Jiangsu. However, the two companies bought much better than the mid-size cars represented by Elantra and Celato, while the mid-to-high-class cars could not open up under the impediment of Japanese models. In 2006, China's large and medium-sized small and medium car market may be the largest space for Korean cars.
The most euphoric Chinese car market in 2005 was the Japanese car. This trend was even more pronounced in 2006. In the midst of Japanese cars, Honda was the pioneer and Guangzhou Honda entered into rolling development. From 10,000 to 2.5 million in size during the five to six years, it was benefited from the appearance, technology, configuration and cost performance of Japanese cars. The wide-format Accord and Fit have been selling well. Dongfeng Honda, which was established in Wuhan in 2004, has also received two global best-selling models, CRV and Civic, forming a strong position with Kuanben. Dongfeng and Nissan’s joint venture Dongfeng Co., Ltd. is China’s largest joint venture company and covers most of the Dongfeng Group's automotive business. Among them, the Dongfeng Nissan car model has a new and prosperous vehicle model. Both Tianmu and Qida have become the subversive products of the Chinese auto market. Toyota's construction in China can be described as late, but as long as Toyota exerts force, it is still menacing. FAW Toyota’s crown and Reiz in 2005 ended the small market trials. GAC Toyota, which has just been established, will once again challenge Toyota’s global new version of the housekeeping product Kerry Meme (Camry) to challenge all competition in the Chinese market in 2006. By. (Li Anding)