在中国汽车行业的不同的战略定位外文翻译、英汉互译、中英对照.doc

Different Strategies of Localization in the Chinese Auto Industry:The Cases of Shanghai Volkswagen and Tianjin Daihatsu(Draft)Chunli Lee, Jin Chen, Takahiro FujimotoWorking Paper for the MIT 1996 IMVP Sponsors Meetin Sao Paulo, Brazil9-12 June 19961. IntroductionLocalization in the process of economic development is a topic that has been long long discussed. Along with the process of economic reform and policy of opening to the outside world, China's auto industry, which has been trying to realize subsitution for imports, has come to a point of new development.In terms of its production technology, the Chinese auto industry at the stage of switching from commercial vehicle (esp. truck) production to car manufacturing.After 1984 China's major auto makers began to form technical tie-ups or establish joint ventures with foreign auto companies,accumulated and digested the production and management technologies,and promoted localization gradually. This eventually led to the establishment of the "Big 3, Small 3, and Mini 2" system toward late '80s and '90s. Generally speaking, the manufacturing technology of cars is much more complicated than that of commercial vehicles. Therefore China has adopted a different strategy to develop its car industry- incremental localization by introducing foreign capital and technology, a strategy often seen in other developing countries, but deviating from the "self-reliance" approach in its commercial vehicle production.Although some research has been conducted on the overall industrial organization of Chinese auto industry and the "Big 3, Small 3" system, no one has attempted to examine the localization strategy in China's car production and compare the production systems between typical companies.Although remarkable research has been done on the overall auto industries and localization in developing countries, China has been excluded from the research because of its different economic system.Since China is a culturally and economically diversified nation, its industries and companies are unique in their own way. When conducting research on China or formulating and entry strategy in China, it is dangerous to reach a hasty conclusion without looking deeply into its diversification. In the Chinese auto market, there is surplus demand and shortage of supply. The companies, with little pressure of competition, have discretion to choose different strategies. Meanwhile, being restricted by central, local governments and foreign capital, the Chinese auto companies are faced with a competitive environment that is more complicated than for American, Japanese and European counterparts. Therefore, while general discussions are necessary in examing China's auto industry, more specific approach should be taken in researching each region and company.Since it is impossible to discuss the diversity of Chinese economy and draw the overall picture of Chinese auto industry, this paper will focus on the character of China's car market, system of car manufacturing, and outline of localization policies. Based on the field surveys, the paper will compare and examine the differences in their localization strategies and production systems between Shanghai-VW and Tianjin Daihatsu. By doing so, we intend to establish a base for further research and survey on the future Chinese auto industry.2. The System of "Big Three, Small Three & Mini Two" and the Passenger Car MarketThe system of "Big Three, Small Three & Mini Two" reflects the current policy of the Chinese government, which restricts entries into the passenger car market and allocates car production to 8 manufacturers. This policy aims to substitute foreign cars by protecting domestic car makers-a measure taken by the government after reflecting upon the disperse industrial organization of commercial vehicle production due to heavy entries. In reality, there were 124 auto makers in China in 1993.Among the car makers, First Auto Works (FAW)-VW and Shenlong (with Citroen) are directly under the auspices of central government. Shanghai-VW and the Small Three-Beijing Jeep (with Chrysler), Tianjin ，Daihatsu and Guangzhou Peugeot are controlled by the local governments. And the Mini Two-Chang'an Suzuki and Guizhou Air (with Fuji Heavy Industries) are under the administration of Ministry of Aviation and Spaceflight. In terms of the time of entry, the 2 big makers of the central government and the Mini two were late in entering the passenger car market (in the '90s) compared to the 4 makers (in the mid '80s) is very important in understanding the market structure of passenger car in China.In terms of technical cooperators and pattern of cooperation, the European auto makers dominate the market. Especially Volkswagen hasestablished joint ventures with two companies of the Big Three and manufactured locally three different brands: Santana, Golf/Jetta and Audi. Its market shares were 36.1% (90,000 units of the three brands out of a total of 249,000) in 1992 and 58% (145,500 units out of a total of250,000) in 1994. On the other hand, the Japanese makers have tied up with the relatively lower ranked companies-one of the Small Three and the Mini Two. Except for Chang'an Suzuki, Daihatsu and Fuji Heavy Industries only provide technical licenses to the Chinese Counterparts. The Japanese are late in entering the passenger car market and reluctant to invest heavily in the industry.The most conspicuous characteristics of China's car market are rapid growth of the market because of shortage of supply, seller's market, and high price due to the high import tariffs imposed by the government. In a market that is secluded from the competition of the world market, priority is given to the "amount" of supply over competitiveness and product performance. The domestic auto makers have been able to meet customer needs, which are not highly specific, in a non-diversified market. In the meantime, the high price and the government's policy of restricting entries brought monopolistic profits to the car manufacturers.3. The Production System of Auto Markers: the Shanghai-VW Model(1) Choice of Car ModelThe choice of car model and volume explicitly indicates the production information obtained by three sides-the foreign multinational corporation, local government, and local maker. Once the car brand is decided, the overall production plan can be formulated-from plant design, parts supply and volume to purchasing schedule and marketing. In 1985 Shanghai-VW started to produce "Santana", a luxury (by Chinese standard) small car, as a domestic car model. From 1992 it introduced Passat (the wagon version of Santana), consolidating its models on a company level. By adopting the OEM production system characterized by a single introduced model, Shanghai-VW can be viewed as an orthodox KD production example functioning as a transplant of a multinational corporation in a developing country. (2) Parts Supply SystemBecause Shanghai-VW is purely a KD assembly maker, its in-house rate is low. In 1992 the local content rate of its in-house made parts was 18.35%. It mostly relies on parts supply from outside. In 1988 it introduced the Japanese-style cooperation scheme. It formed the "Shanghai Santana Local Content Cooperative" by bringing together the parts makers, banks, universities, and research institutes. A supplier network was formed under the umbrella of Shanghai Auto Industry Corporation (SAIC). In 1991 133 companies (organizations) joined the cooperative. The "Shanghai Santana Local Content Coordination Office",which is directly under the Shanghai Municipal Government, gives general guidance on management to the auto maker and parts makers, especially plays a leading role in coordinating finances and material supply for the auto maker. The municipal government built a "local content foundation" by adding 28,000 yuan (16% of total price) to the retail price of each car, provided special low-interest loans to the parts makers in Shanghai area. To foster parts makers, the government needs huge sums of money, which is covered by raising the product cost. Other passenger car manufacturers imitate this method, resulting in high prices of cars.(3) Product Development SystemGenerally speaking, the right to develop new models lies in the hands of the Germans. The new model of Santana (Satana 2000) was jointly developed by VW in Germany, Shanghai-VW and Autolatina-Group (Brazil-Argentina VW), and put into the market by the end of 1994. The new Santana has two styles: sedan and wagon. In addition to use of EFI,there was changed in styling and interior finish. improvements in fashion and amenity. The wheel base was extended to 108mm, leaving bigger space inside the car. Since it was a semi model change, there were only 377 newly developed parts. Thirteen Chinese parts makers participated in the preliminary development as "design-in " partners.8 For the Chinesethis was the first model change of passenger car in a real sense, and wasthe learning period for the product development technology.(4) Marketing SystemShanghai-VW turns over almost all of its manufactured cars to the Shanghai Auto Industry Corporation, its authorized supervising department. The Shanghai Auto Industry Supply and Sales Company is responsible for selling the cars. Until 1988 all the cars had been turned over the Ministry of Commodities. The turn-over rate to the central government has decreased to 20%, leaving 80% of the cars to be sold by SAIC itself. Shanghai-VW is selling its own cars within the tax-exempt amount. Along with the establishment of after-service networks, the manufacturer will enlarge its own sales in the future.All these accomplishments of Shanghai-VW have been achieved with the support of the Chinese central government, which determined its pioneer status.9 The government not only gave Shanghai-VW preferential treatment in taxes, but also provided convenience in foreign currency and material supply. In the meantime, the Shanghai government has positioned the auto industry as the city's "first leading industry", and has supported Shanghai-VW. The coordination of central, local governments and company in their efforts of achieving localization is an important factor for the success of Shanghai-VW. .在中国汽车行业的不同的战略定位： 上海大众和天津大发案件（草案） 白春礼，陈进，藤本隆宏麻省理工学院1996年IMVP的工作文件，赞助，巴西圣保罗Meetin，1996-61 介绍 在经济发展过程中的定位是一个已经长期讨论的话题。随着经济改革和开放，外面的世界，中国的汽车产业，其中有政策的过程中一直在努力实现进口替代性，已经到了一个新的发展点。 在其生产技术，在中国汽车工业从商用车（特别是货车）生产切换到汽车制造阶段。 1984年以后中国的主要汽车制造商开始形成技术结盟，或与外国汽车公司，生产和管理技术积累和消化，并促进本地化逐步建立的合资企业。这最终导致了“大，小三，和迷你2”向80年代后期和90年代的编制体制。一般来说，汽车的制造技术，比商用车复杂得多。因此中国已经采取了不同的策略，以发展其汽车产业 - 通过引进外资和技术，经常看到在其他发展中国家的战略，但背离“自力更生”的商用车生产方式的增量本地化。 虽然一些研究已进行了整体工业组织和中国汽车工业的“大，小3”的系统，没有人试图研究的本土化战略在中国的汽车生产和比较生产系统之间的典型公司。虽然显着的研究已经完成整体在发展中国家的汽车产业和本地化，中国一直排除因为其不同的经济体系的研究。 由于中国是一个文化和经济多样化的国家，其行业和公司都在用自己的方式独特。当进行研究中国或在中国制定和进入策略，它是达到草率的结论，没有深入到它的危险多样化。在中国汽车市场，有盈余的需求，并供应不足。该公司与小的竞争压力，有权选择不同的策略。与此同时，被限制由中央，地方政府和外国资本，中国汽车公司正面临着一个竞争的环境，更复杂，比美国，日本和欧洲同行。因此，在一般性讨论是必要的，审视中国的汽车行业，应采取更具体的方法在研究每个地区和公司。 讨论中国经济的多样性和借鉴中国汽车工业的大局，因为它是不可能的，本文将专注于中国的汽车市场，汽车制造系统的特点，勾勒出本地化政策。实地调查的基础上，本文将比较和研究的本土化战略和生产系统之间的上海大众和天津大发的差异。通过这样做，我们打算建立一个基地，为进一步研究和调查未来的中国汽车行业。2 “三巨头，小三及小两个”和系统 乘用车市场系统的“三巨头，小三及小二”反映了中国政府限制进入乘用车市场的条目，汽车的生产和分配8家厂商的现行政策。这一政策的目的是保护国内汽车替代外国汽车制造商 - 后反映后，政府采取的措施商用车生产分散的产业组织沉重的条目。在现实中，有124个汽车制造商在中国于1993年。 汽车制造商中，第一汽车制造厂（一汽）大众和神龙（雪铁龙车队）是直属中央政府的支持下。上海大众和小三峡 - 北京吉普（克莱斯勒），天津大发和广州标致是由地方政府控制。和迷你 - 长安铃木和贵州航空（富士重工）是根据“航空航天部的管理。在入境时，中央政府和迷你2大厂商进入乘用车市场（在20世纪90年代）相比，4制造商（在80年代中期），是非常重要的了解市场结构 在中国的乘用车。在技术合作伙伴和合作模式，欧洲汽车制造商主导市场。尤其是大众化建立合资企业和两家公司的三大本地制造三种不同的品牌有：桑塔纳，高尔夫/捷达和奥迪。其市场份额分别为36.1（9万台的三个品牌的共有249000）在1992年，共有58（145500个单位，250,000）于1994年。另一方面，日本厂商已经绑起来相对较低的排名公司 - 小三峡之一，迷你双。除了长安铃木，大发汽车和富士重工行业唯一的中国同行提供技术许可。日本是后期进入乘用车市场并不愿意在同行业中投入巨资。 中国汽车市场的最突出的特点是快速增长的市场，因为供应，卖方的市场短缺，由政府征收的高额进口关税，由于价格高。在幽静，是从世界市场的竞争市场，优先考虑了竞争力，以“量”的供应和产品的性能。国内汽车制造商已经能够满足客户的需求，这是非常具体的，在非多元化市场。与此同时，高昂的价格和政府的政策限制条目的汽车制造商带来垄断利润。3上海大众生产系统：自动标记模型（1）汽车模型的选择 汽车模型和体积的选择，明确指出生产由三个方面获得的信息 - 外国跨国公司企业，当地政府和当地的制造商。一旦汽车品牌决定，可以制定整体生产计划 - 从植物设计，零部件供应和体积采购计划和.营销。在1985年上海大众开始生产“桑塔纳”，奢侈品由中国（标准）的小型车，作为国内汽车模型。从1992年它推出帕萨特（桑塔纳旅行车版），巩固其模型公司的水平。采用贴牌生产系统的特点一个单一的引进模式，上海大众可以被看作是一个正统KD生产运作的跨国公司移植的例子公司在一个发展中国家。 （2）零部件供应体系 由于上海大众是纯粹的KD组装生产商，其内部率低。在1992年的本地内容，其内部零件率为18.35。它主要依赖于零部件供应从外面。在1988年介绍了日本风格的合作计划。它形成了“上海桑塔纳本地内容合作”，汇集零部件制造商，银行，大学和科研院所。供应商上海汽车产业的保护伞下形成网络（集团）总公司。在1991年的133家公司（机构）加入合作。 “上海桑塔纳本地内容的协调办公室”，这是上海市委政府直属，给人一般管理指导汽车制造商和零部件制造商，特别是在协调财政和物质起着主导作用对于汽车制造商提供。市政府建立了一个“本地内容基础“，由28000元（总价的16）每辆汽车的零售价格，提供特殊低息贷款的部分在上海地区的制造商。为了促进零部件制造商，政府需要巨额的资金，包括通过提高产品的成本。其他乘用车制造商模仿这种方法，导致高房价车。（3）产品开发系统一般来说，开发新车型的权利在于在手中国税发德国。共同的桑塔纳新车型（Satana 2000）由大众在德国，上海大众和Autolatina集团开发（巴西，阿根廷大众），由1994年年底投入市场。 “新桑塔纳有两种风格：轿车和旅行车。除了使用电喷被改变的造型和室内装饰。在时尚的改进和美化。轴距延长到108毫米，留下更大的车内空间。因为它是一个半模式的转变，只有新开发的377件。十三中国零部件制造商参加“设计”对于中国伙伴的初步发展这是轿车的第一款车型，在真正意义上的变化，产品开发技术的学习期间。 （4）营销体系 上海大众将其生产的汽车几乎所有的转向上海汽车工业总公司，其授权的监督部门。上海汽车工业供销公司负责销售汽车。直到1988年，所有的车已变成在商品部。以上投票率中央政府已下降至20，剩下80的汽车将出售上汽集团本身。上海大众销售自己的汽车内免税量。随着售后服务网络的建立，在未来制造商将扩大自己的销售，上海大众所有这些已实现的成就在中国中央政府支持下，从而确定其先锋地位。.政府不仅给了上海大众在税收优惠待遇，但也在外汇和物资供应提供方便。在此期间，上海政府已定位为城市的“第一主导产业”的汽车产业，并支持上海大众。协调中央，地方政府和公司在努力实现本地化是为上海大众成功的重要因素。