福特汽车中国转型智能移动出行战战略研究略研究 RESEARCH ON FORD MOTOR COMPANY’S CHINA BUSINESS TRANSFORMATION STRATEGY INTO SMART MOBILITY 学 校： 上海交通大学 学 院： 安泰经济与管理学院 专 业： 工商管理（MBA） 作 者： 尹文英 导 师： 谢富纪 学 号： 116120910341 班 级： M1612093 答 辩 日 期： 2018 年 12 月 22 日 福特汽车中国转型福特汽车中国转型智能移动出行智能移动出行智能移动出行战略研究战略研究 摘摘摘 要要要 随着中国汽车工业的不断发展壮大，中国汽车发展已经由高速增长 回归理性，汽车市场增速放缓，未来外资股比开放还将加剧各汽车制造 商对于中国汽车市场的竞争，而不断收紧的环保法规要求和不断提升的 消费者对品质的追求，都导致传统汽车制造商在中国市场面临着极大的 挑战。与此同时，信息技术进步带动的互联网经济与共享经济在中国蓬 勃发展，汽车产业链的价值与利润开始向下游的移动出行服务领域转移， 传统的汽车制造与销售模式将被进一步挑战，但是新形势也孕育着新的 机遇。传统汽车制造商力求巩固传统汽车制造与销售业务的同时，如何 突破传统汽车制造商的形象，转型新兴智能移动出行领域寻求新的商机， 将是传统汽车制造商普遍面临的难题之一。 本文将围绕这一课题，首先通过 PEST 法分析中国汽车行业的宏观 环境与发展情况，再使用迈克尔波特五力模型对中国汽车行业进行分析， 两者与福特汽车公司自身情况及其现有在华业务相结合，运用大战略矩 阵和 SWOT 模型深入剖析福特汽车在华业务面临的竞争格局，传统业务 面临的威胁与窘境，转型智能移动出行业务面临的机会与挑战。未来， 智能移动出行业务必将为人类交通出行打开全新的局面，而汽车作为交 通工具之一是智能移动出行网络中的重要一环，汽车制造商寻求从单纯 的汽车制造销售企业升级为移动出行服务提供商将是必然。 本文将依据福特汽车在华现有业务的竞争格局，并围绕未来智能移 动出行生态，提出福特汽车在华业务的横向多元化转型战略，转型后福 特汽车在华将兼具汽车制造商与智能移动出行服务提供商的双重身份。 同时还为转型战略的实施提出包括组织结构调整、技术开发管理、用户 需求管理、供应链管理等诸多保障措施。本文意在为福特汽车在中国的 长久健康发展提供战略支持，同时也为国内传统汽车制造商的转型升级 提供相应的参考。 关键关键关键词关键词词词：：：：福特汽车中国，智能移动出行，转型战略，横向多元化 RESEARCH ON FORD MOTOR COMPANY’S CHINA BUSINESS TRANSFORMATION STRATEGY INTO SMART MOBILITY ABSTRACT With the continuous development and growth of China’s automotive industry, the development of China’s automotive industry has returned to a rational adjustment period from rapidly growth, and the growth rate of automotive market has slowed down. The open of foreign-owned shares will intensify the future competition of all automobile manufacturers for China market. And the tightening of environmental regulations and the ever- increasing consumer demand for quality will also place higher demands on individual automobile manufacturer. Therefore, the traditional automakers are facing great challenges in China market. At the same time, the internet economy and sharing economy driven by the advancement of information technology are booming in China, the value and profits of the automotive industry chain begin to shift to the downstream side of mobility service, the traditional automobile manufacturing and selling model will be further challenged, however the new situation are also pregnant with new opportunities. How traditional automakers break through the image of traditional automakers, transform into emerging smart mobility and look for new opportunities while striving to consolidate the traditional automobile business will be one of the common challenges that traditional automakers must face. This thesis will focus on this topic, firstly analyze the macro environment and development of China’s automotive industry through PEST method, then analyze the industry with Michael Porter's five-force model, finally do analysis by combing Ford Motor Company’s own situation and its existing business in China. The Grand Strategy Matrix and SWOT models will be used to deeply analyze the competitive landscape faced by Ford Motor Company in China; the threats and dilemmas faced in traditional business; the opportunities and challenges faced in transforming into smart mobility business. In the future, the smart mobility industry should bring a new look to human transportations, vehicle as a means of transportations will be an important part of the smart mobility network. It will be inevitable that automaker seeks to upgrade business from a simple automobile manufacturing and selling enterprise to a mobility service provider. This thesis will propose horizontal diversification transformation strategy for Ford Motor Company's China business based on its own competition situation and the future intelligent mobility ecology. Ford Motor Company will own the dual role of automaker and smart mobility service provider in China after transformation. And providing safeguards including adjustment of organization structure, management of technique development, management of user demands, management of supplier chain and etc. This thesis intends to provide strategic support for Ford Motor Company’s long-term healthy business in China, and also provide reference to the domestic traditional automakers for the transformation and upgrading of business. KEY WORDS：：：Ford Motor Company (China), smart mobility, transformation strategy, horizontal diversification 目目目 录录录 第 1 章 绪论 ................................................ 1 1.1 研究背景及意义 ......................................... 1 1.1.1 研究背景 .......................................... 1 1.1.2 研究意义 .......................................... 2 1.2 研究思路与方法 ......................................... 2 1.3 研究结构与内容 ......................................... 4 第 2 章 福特汽车在华业务外部环境分析 ................................ 6 2.1 福特汽车在华业务概况 ..................................... 6 2.2 福特汽车在华业务宏观环境分析 ............................... 6 2.2.1 政治环境因素 ...................................... 7 2.2.2 经济环境因素 ...................................... 8 2.2.3 社会环境因素 ...................................... 9 2.2.4 技术环境因素 ...................................... 10 2.3 福特汽车在华业务行业环境分析-波特五力模型 ...................... 11 2.3.1 同业竞争程度 ...................................... 11 2.3.2 新进入者的威胁 .................................... 12 2.3.3 供应商的议价能力 .................................... 12 2.3.4 消费者的议价能力 .................................... 13 2.3.5 替代品的威胁 ...................................... 14 2.4 福特汽车在华业务外部环境分析结论 ............................. 15 第 3 章 福特汽车公司在华业务内部条件分析 ............................ 16 3.1 福特汽车全球产品研发组织结构 ............................... 16 3.2 福特汽车的传统汽车业务 ................................... 17 3.3 福特汽车的新兴汽车业务 ................................... 18 3.4 福特汽车品牌与企业文化 ................................... 19 3.5 福特汽车在华业务 ....................................... 20 3.5.1 汽车研发与设计业务 .................................. 20 3.5.2 汽车金融业务 ...................................... 20 3.5.3 汽车制造与销售业务 .................................. 21 第 4 章 福特汽车在华业务战略转型 .................................. 24 4.1 福特汽车在华业务大战略矩阵分析 ............................. 24 4.2 福特汽车在华业务 SWOT 综合分析 .............................. 26 4.2.1 优势分析 ........................................ 26 4.2.2 劣势分析 ........................................ 27 4.2.3 机会分析 ........................................ 29 4.2.4 威胁分析 ........................................ 30