目前,外资已控制了 50%的国内大型轮胎企业的股份。与之形成鲜明对比的是,国
内轮胎企业却只有40%的产能依靠出口,在2009年美国政府提出了轮胎“特保案”
以来,欧盟也在不断提高进口轮胎技术标准,受种种因素的影响,专家对我国汽
车轮胎的出口形势并不看好。面对当今竞争逐步加剧的中国市场和政策不断紧缩
的出口市场,CD公司必须树立强大品牌,抢占市场份额,其屮认真分析、论证、
设计适合公司发展的竞争战略,是CD公司整体战略规划的重要部分。
CD公司的主要优势表现在:品牌具有一定的竞争优势;公司知名度较高;产
品线完善;具备一定的规模优势;销傳服务网络完善;技术优势比较明显。CD公
司的车要劣势有:成本比较高;库存总费用居高不下;产品同质化程度高,多品
牌战略未得以真正贯彻执行;配套合作联盟薄弱。CD公司面临的机遇主要表现在:
:《轮胎行业产业政策》出台后对大型轮胎企业的发展比较有利;国内轮胎市场增
长势头强劲;市场产品结构的调整为企业提供了发展机遇。CD公司所面临的挑战
主要是:竞争品牌F1益加剧,且逐渐出现许多新的竞争对手,导致市场竞争异常
激烈;供应者的议价能力在增强;产品的更新换代速度过快对企业形成了一定威
胁;天_樣胶进口关税使公司的成本压力大;人民币升值压力较大,不利于CD公
_产品出口;市场将面临持续的工资上涨,带来更火的成本压力。
在上述分析及综合评价的鞋础上,可以得出以下结论:CD公司应在控制成本
的前提下,采取成本领先的竞争战略,才能够在激烈的竞争屮获得高额利润。同
时CD公司又具备实现差异化的条件,可以大力发展差异化的产品。根据CD公司
在市场竞争中的地位,以及面临的内部和外部环境,成本领先战略的目标市场是
公司必然的选择。为了降低成本,可以采取以下的方法:通过技术创新和管理创
新降低生产和制造成本;通过扩大市场份额,实现规模经济;通过提高管理效率
以降低生产成本;通过集中采购、规模化采购以减少产品的变动成本;通过兼并
和收购,来扩大企业的生产规模;通过产品结构的调整,增加优势产品所占的市
场份额。
该论文的研究不仅有利于的CD公司竞争战略的制定和实施,有利于该公司的
产品大规模的发展,并赢得绝对的市场优势,同时也为其他国内轮胎企业的竞争
战略提供参考和借鉴。
关键词:CD公司;轮胎产品;竞争战略;成本领先战略;差异化战略
Abstract
CD company mainly produces automotive bias tires, TBR tire, OTR tire,
agricultural machinery tires industrial tire, solid tires and rubber air springs,the annual
production capacity of 5.2 million, more than 1,000 varieties of specifications.lt is the
most complete specifications and varieties tire manufacturer in China. In addition to
selling the domestic market, the products are also exported to more than 70 countries
and regions,such as South Korea, the United Kingdom, Italy, Australia, South Africa,
the United States, Canada, the annual export volume accounts for 35% of the total
production. Stimulating long-term rapid growth of car manufacturing and mechanical
engineering industries,the Chinese tire industry, in recent years,is high-speed
developing. Due to the huge Chinese market, the top ten tire companies in the top 75 in
the global tire manufacturers have vied to China, to build factories or set up a joint
venture.Currently, 50% domestic large tire enterprises is owed by Foreign investment.
With foreign tire brand large-scale occupation of the Chinese market in stark contrast,
domestic tire companies, only 40% of the production can rely on exports. By 2009 the
U.S. tire special safeguard case and the EU to improve the technical standards of the
imported tires,the export situation is not optimistic. Facing today's competitive escalate
dometic market and policy continuously shrinking export markets, CD companies must
seize market shareestablish a strong brand and careful analysis, feasibility studies,
design competitive strategy suitable for the company's development.
The main advantage of the CD the company's performance in: the brand has certain
advantages; company visibility; improve the product line; with certain scale advantages;
perfect sales and service network; obvious technical advantages. The main disadvantage
of the CD company: the cost is too high; inventory high total cost; product homogeneity,
the multi-brand strategy is not to really implement; supporting weak alliance. The CD
companies face opportunities mainly in: after the introduction of the tire industry,
industrial policy favorable for the development of a large tire companies; robust growth
momentum of the domestic tire market; product structure adjustment in the market for
enterprise development opportunities. The CD companies face challenges mainly in:
The growing competitive brands as well as the emergence of many new competitors
exacerbate the degree of competition in the market incentives; in enhancing the
bargaining power of suppliers; upgrading too fast a threat to the enterprise; natural
rubber import tariffs on the company's cost pressures;pressure of RMB appreciation is
not conducive to the CD company exports; future facing the continued acceleration of
market-oriented wage increases to bring greater cost pressures.
On the basis of the above analysis and comprehensive evaluation, concluded: CD
company under the premise of controlling costs, take cost leadership strategy, to be able
to be obtained excess profits in the competition. CD company with differentiation
conditions, should also vigorously develop differentiated products. According to the
status of competition in the market as well as internal and external environment, the cost
leadership strategy target market is the inevitable choice of the CD. It could reduce
costs by the following ways: lower production and manufacturing costs through
technological innovation and management innovation;achieve economies of scale by
expanding market share;improve the efficiency to reduce management costs;reduce the
variable costs of the product by centralized procurement and the large-scale
procurement; expand the size of the business through mergers and acquisitions; adjust
product structure to expand the size of the market of the advance product.
This study has the effective formulation and Implementation for CD company
competitive strategy, is conducive to the company's products to achieve scale
development and win the absolute market advantage, also provides the reference for
other domestic tire enterprises competition strategy.
Key words: CD Company; Tire Products; Competitive Strategy; Cost Leadership
Strategy; Differentiation Strategy
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