In recent years, several major Chinese auto companies have committed themselves to the exploration of transnational business models. This exploration is not so much an inevitable result of economic globalization. Rather, it is a positive stance of Chinese companies actively participating in the international market competition.
In the past four months, SAIC Motor’s own-branded product, the Roewe 750, has sold nearly 6,000 cars, and the nation’s orders have exceeded 10,000.
According to relevant data, during the holiday season, Guangzhou Rongwei franchise stores received more than 100 consumers every day, and the sales of the Roewe 750 in the Pearl River Delta region accounted for 8.6% of the total amount. It is simply that the Pearl River Delta in the world has opened a big one. In the mouth.
Roewe's reputation in the market, Hu Maoyuan, chairman of SAIC, believes that this is attributed to its high starting point and its strategic planning for both international and domestic operations.
"Roewe" is not the beneficiary of the first "transnational operation". In fact, in recent years, several major Chinese auto companies have committed themselves to the exploration of transnational business models. This exploration is not so much an inevitable result of economic globalization as it is a positive stance of Chinese companies actively participating in the international market competition.
"China's auto companies do not have enough knowledge of the international market," said Jia Xinguang, a senior analyst in the automotive industry. "A variety of realities determine that the pace of multinational operations of Chinese auto companies must start with the product, let the overseas market understand us, and then develop. The market has gradually developed."
The different operating conditions of enterprises determine the current multi-mode of transnational operations. From the current situation, the prospects of these modes do not seem bad.
Mergers and acquisitions:
Standing on the shoulders of multinational corporations
Through OEM production, the company not only increased its income, but also became familiar with the production process requirements and gained advanced product management experience.
"Roewe is derived from Rover, better than Rover," Hu Maoyuan introduced Roewe. "The Roewe 750 embodies more than 100 secondary technical innovations, and about 80% of its components have been improved."
Some experts pointed out that economic globalization not only means the opening of the market, but also means the opening of various resources, including technology and human resources. However, if we cannot truly digest and absorb technology, we cannot turn static resources into dynamic ones. Sustained development of capabilities, then everything is awkward.
SAIC's acquisition of Rover’s intellectual property rights clearly draws lessons from other companies in this area. On the one hand, the acquired Rover intellectual property encompasses all the experience of Rover's product design and development; on the other hand, SAIC has forward-lookingly absorbed all of Rover’s technical R&D backbones and established its own overseas research institute. And these excellent engineers from overseas are fully integrated into their own design system.
The SAIC Overseas (Europe) R&D Center (Ricardo 2010) in Warwickshire, England, has been in operation for more than a year.
"Shangqi's international business philosophy is to make full use of domestic and foreign advanced technological experience." Zhang Boshun, Secretary-General of China Automobile Industry Association, called this development model "stand on the shoulders of multinational companies." The same path, as well as the South MG's development model. However, the problems caused by "mergers and acquisitions" are not small, such as corporate cultural problems.
Murphy’s Executive Vice President Murphy always remembered that more than 5,000 Ssangyong employees surrounded the production headquarters buildings in August last year, and the glass was broken: “The proper handling of labor relations and cultural conflicts is an issue facing any international company. "The problem", Murphy said, "From the point of view of the final terms agreed between us and the trade unions, it is generally beneficial to the company, and it also guarantees the long-term interests of the workers. It also lays the foundation for Ssangyong's long-term development in the future."
According to relevant data, the operating profit of Ssangyong Motor has turned to profitability last year. Its operating performance shows that the overall operating conditions of the company are moving in a healthy direction. In the first quarter of this year, Ssangyong’s sales increased by 10% year-on-year.
Build factory:
Plug the "red flag" into Russia
Going overseas to build a factory can avoid the high tariffs on the export of original products, benefit competition, and enjoy local preferential policies to improve the market competitiveness of products.
In 2007, the “China National Exhibition in Moscowâ€, FAW officially announced the liberation agreement with Russia's Amur Automobile Factory to produce medium and heavy trucks. A bigger news comes from the Red Flag. Russia's Lihachev (ZIL Geiler) will appear at FAW's new assembly plant, which will produce red flag cars.
"If the Americas uses eight hours to study the engine, Europe uses eight hours to study the body, and Asia uses eight hours to study the manufacturing process, one can develop a new model one day, which is equivalent to continuous development 24 hours a day. Therefore, informationization has forced all car giants to For cooperation, whoever neglects cooperation will find itself dead.†Yan Yanfeng, president of FAW Group, once stated on many occasions that it is necessary to expand cooperation in a global context and seek a win-win situation.
According to relevant sources, in the next two to three years, Russia will become the most important base for FAW's overseas operations of complete vehicles and components. At present, FAW Group has determined the market strategy for heavy-duty commercial vehicles and economical cars in the Russian market, supplemented by medium- and light-duty trucks, passenger cars and mini-vehicles. Undoubtedly, cooperation to establish a large-scale production base, the Russian market has become a breakthrough for FAW's "international operation."
At the same time, in southern China, Chery's dual-footed South America - it is jointly invested with the Argentinean SOCMA (Sukma) Group to form "Chery Socma SA" company, from the beginning of May this year to assemble Chery Tiggo. This is the first time that a Chinese car brand has established a production base in South America.
The western Chongqing Lifan automobile plant in Russia was officially put into production in August this year. It is expected that by 2009 the plant will have an annual production capacity of 25,000 Lifan cars.
“Chinese auto companies building overseas can avoid the high tariffs of the original product export and are conducive to competition. They can also apply for local preferential policies that are equivalent to locally manufactured products and increase the competitiveness of the products in the local market.†Secretary of the Car Association Zhang Boshun commented on the overseas construction plans of Chinese auto companies.
Export:
Service network all over the world
The export of Chinese automotive products is crucial for building sales and service networks in different countries. The quality of sales services directly affects the acceptance of products by the local market
In early 2007, an article in the economic edition of The Times of the United Kingdom, which looked at the integration of the world's auto market in 2007, distributed a picture of the Junjie sedan. The Chinese trademark was particularly prominent on the pages of English newspapers.
With the first batch of 3,000 Chinese lofts sent to Germany, and large-scale entry into the European market from Germany, Shenyang Huachen Automobile Co., Ltd.'s products have a good price/performance ratio in the European market and have received more and more praise from European consumers.
According to the person in charge of Huachen Company, Huachen Company established a large European accessories distribution center in Bremen at the early stage of sales. In addition, Brilliance reached a consensus with partner HSO of Germany to establish a customer profile for each customer and conduct follow-up service for them. After the problem was discovered, HSO was promptly fed back to Brilliance to solve the problem as soon as possible.
In fact, before the German project, the number of overseas markets in Brilliance China has grown to 33, establishing good trading relationships with customers in Africa, Asia, Europe, North and South America, and initially forming an overseas sales service network for Brilliance Automotive and its parts and components. .
In 2007, Brilliance will export 15,000 Chinese cars in Germany, and plan 50,000 cars in 2011. During the "2007 Moscow China National Exhibition", Brilliance and Russia signed a contract for exporting 80,000 Golden Cup sea lions with a total value of US$1.3 billion, which has created the largest scale of export of passenger cars and commercial vehicles in China, and has completely changed the European and American Japanese cars. Long-term division of the official car market in Russia. At the same time, Brilliance Automotive's exports to the United States and Canada are progressing smoothly. The opportunity to enter the North American market has matured.
Shanghai General Motors will export nearly 10,000 Chevrolet winds to Ukraine in the form of a complete vehicle; at the same time, it exports more than 70,000 inline four-cylinder L4 series engines to South Korea. These engines will supply Chevrolet globally through the Korean supply chain system.
OEM:
From "wage earner" to "owner"
By purchasing overseas high-quality assets or acquiring overseas companies, owning or controlling international brands and advanced technologies, SAIC and Nanjing Automotive are seeking to achieve independent innovation and internationalization strategic goals at a high starting point, at a low cost, and quickly.
Despite the impact of the spin-off by the DaimlerChrysler Group, Chery will renegotiate Chery’s OEM Chrysler compact sedan. However, the industry believes that the US private equity fund CERBERUS Capital Management will not abandon the Chinese market and it is expected that it will continue to cooperate with Chery Automobile.
In accordance with international practice, foreign-invested groups selected Chery Automobile's products for OEM production and will pay Chery Automobile's OEM and R&D expenses. Zhang Boshun, secretary-general of the China Car Association, called the Chery OEM production project a "work" type of international cooperation. "With OEM production, companies not only increased their income, but also became familiar with the production process requirements and gained advanced product management experience."
According to reports from relevant parties, the car produced by OEM was from Chery Auto's five self-developed products. The cooperative project first selected the Chery A1 brand, and the models would be formally introduced to the market after they were commissioned and transformed according to the requirements of the foreign party. The shape of this car was designed by Chery and Italy's Broadcom Design Co., Ltd. It is very dynamic and attractive. Matching the design is a sophisticated interior designed by British experts.
DC Motor
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