汽车品牌分析.docx

汽车品牌分析.docx

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汽车品牌分析

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Executivesummary

Introduction

Discussionandanalysis

TheoperationsmanagementofToyot.a

TheoperationsmanagementofVW

TheoperationsmanagementofBMW

TheoperationsmanagementofFord

TheoperationsmanagementofPorscheConclusion

Reference

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.Theobjectivesoftheoperationsmanagementsandthestrategiesadoptetdoachievetheseobjectivesaredifferentsincetheoperatingenvironment,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卡PS,inToyotacontributestothesuccessofthisenterprisesignificantly.Lean

ManagementisasortofphilosophyderivedfromtheToyotaProductionSystem（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,theprinciplesof

TPSrequiresthattheproductionshouldbypushedbytheneedsofcustomersandtheenterpriseshouldadjusttheproductioninaccordancewiththechangesinthemarket（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,theperformanceofVWinthemarketisextremelyexcellentalthoughcurrentlyitsmarketsharedecreasesinthe

fiercercompetition.

Inaddition,theeffectiveinternalmanagementcontributestothesuccessofVW.In

theautomobilemanufacturingindustry,thephenomenonthattheemployeescomplain

abouthigherstresslevelsinthejobexistsinmanyenterprises（Whiting,2011）.

Undoubtedly,withoutreducingthehighstresslevelssufferedbytheemployees,the

workingefficiencyoftheemployeesandeventhecompetitivenessofthewhole

enterprisewouldbenegativelyimpacted.Unlikesomeautomobilemanufacturers

usinghighersalarytoencouragetheemployeestowork,VWimplementedsomerules

toimprovethework-lifebalanceoftheemployeesandreducethestresssufferedby

them.Forinstance,VWhaspassedrulestopermittheemployeestoanswer

after-hoursemailsfromhomeimmediately.Thishumanresourcemanagementis

totallydifferentfromthatofToyotawhichrequirestheemployeestofocuson

the

continuousimprovement.Althoughboththetwostrategiescouldimprove

the

operationsmanagement,thestrategyadoptedbyVWishighlyappreciatedby

the

expertsandemployeessincethishumanresourcestrategyismuchbetterto

the

sustainabledevelopmentofpeople.

Finally,unlikemanyotherenterpriseswhoalwayshopetodefeatthecompetitors,

Volkswagenisextremelygoodatcooperatingwithothersandhasestablishedaclose

relationshipwithPorsche,FirstAutomotiveWorks（FAW）inChina,andsoon.The

cooperationwithotherenterprisesplaysanimportantroleinthedevelopmentofVW.

Forinstance,whenVWfirstlyenteredintotheChina'smarket,insteadofcompeting

withthelocalenterprises,suchasFAW,VWchosetocooperatewiththeselocal

enterprisesJimnez,2011）.Inthisway,VWdidnotneedtorecruittheempioyees.

establishprocessinglinesandextendthemarket.Undoubted,lyplentyofcapitalcould

besavedandtheriskscouidbeavoidedinthisway.Ofcourse,cooperatingwiththe

iocaienterprisesdoesnotmeanthatVWavoidsresponsibiiityandhasnotambitions.

Intheperiodofcooperation,VWtrieditsbesttoimprovetheinfiuenceofitsbrand,

improveitspopuiarityinthecustomersandadoptthemostadvancedtechnoiogy.In

thisway,thisbrandwasacceptedbythemostChinesecustomersandVWbecametheleadingautomobilemanufacturerinChina.

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

TheoperationsmanagementofBM