對(duì)市場(chǎng)環(huán)境的分析研究——以福特汽車為例

1、對(duì)市場(chǎng)環(huán)境的分析研究對(duì)市場(chǎng)環(huán)境的分析研究——以福特汽車為例以福特汽車為例創(chuàng)優(yōu)論文整理1.0汽車產(chǎn)業(yè)的市場(chǎng)環(huán)境和結(jié)構(gòu)1.1.市場(chǎng)環(huán)境市場(chǎng)環(huán)境會(huì)影響組織的運(yùn)營(yíng)，也決定了企業(yè)是否可以有效地經(jīng)營(yíng)其業(yè)務(wù)來(lái)保證為客戶提供優(yōu)質(zhì)的產(chǎn)品和服務(wù)，同時(shí)它整合了市場(chǎng)參與者與能力者。(橋波爾2004)依照企業(yè)的市場(chǎng)定位，這些市場(chǎng)力量可以分為兩類：內(nèi)部環(huán)境和外部環(huán)境。附錄a所示這種分析可以看到這兩種勢(shì)力在市場(chǎng)中對(duì)企業(yè)保持作用一致。因?yàn)槲覀冞@是分析汽車行業(yè)和公司的操

2、作在這個(gè)行業(yè)所面臨的這些問(wèn)題，隨后將繼續(xù)探討其中的一些因素。1.2.市場(chǎng)結(jié)構(gòu)克里斯布里頓(2003)認(rèn)為市場(chǎng)結(jié)構(gòu)可以是一種壟斷型競(jìng)爭(zhēng)，也可以是一種完美型競(jìng)爭(zhēng)。而根據(jù)他對(duì)市場(chǎng)結(jié)構(gòu)的定義：市場(chǎng)結(jié)構(gòu)就是競(jìng)爭(zhēng)企業(yè)之間產(chǎn)生的一種大規(guī)模性質(zhì)競(jìng)爭(zhēng)。同時(shí)也是以后總壟斷型競(jìng)爭(zhēng)寡頭壟斷或者壟斷取決于公司的性質(zhì)。1.0MarketEnvironmentStructureofAutomobileIndustry1.1.MarketEnvironmentThem

3、arketenvironmentisthecombinationofactsfcesthataffectanganisationscapabilitytooperateitsoperationseffectivelyindertoprovideitsproductsservicestoitscustomers.(Jobber2004)AccdingtoJobber(2004)thesefcescanbeclassifiedintoint

4、ernalexternalenvironmentthesewillactinaccdancewiththecompanyspositioninthemarketasshowninappendixA.Asthisanalysisisabouttheautomobileindustrycompaniesoperatingwithinthisindustryarealsofacingthesefces.Someofthesefactsaree

5、xpledlateroninthisrept.1.2.MarketStructureChrisBritton(2003)definesmarketstructureastheamountofcompetitionthatexistsbetweentherivalryganisations.Accdingtohimthemarketstructurecanbeperfectioncompetitionmonopolisticcompeti

6、tionoligopolymonopolydependingonthenatureofbusiness.Astheautomobileindustryinnotmainlydominatedbyonesinglefirmindifferentpartsofwldtherearedifferentmarketleaders.Soinbiggerpicturetheglobalautomobileindustryishavinganolig

7、opolisticstructurewheremanyplayeraretheretoshareprofitfcompetition.2.2.HistyofCompany(Fd)FdMotCompanywasfoundedinUSstateMichiganin1903byanautomotivepioneerHenryFdwhichwasfirstofitskindintheautoindustry.TheModelTdeveloped

8、in1908resultedinthesalesofover15millionunits.Bythe1920sithascapturedthe50%ofthemarketshare.Aftergoingintopublicin1956thecompanyhasreachedtheglobalmarketwithsignificantsuccess.3.0MacroeconomicAnalysisofFd(PestAnalysis)Acc

9、dingtoIanWthington(2003)ganisationsoperatestheiroperationsinaneconomicenvironmentwhichisshapedbytheseoperationalactivities.Therearenumberoffactsthatinfluencethedecisionsofabusinessganisationalthoughthesearenotunderthecon

10、trolofthatparticularganisation.Thesefactscanbepoliticalsocialeconomicaltechnological.ThesefactshavethewiderinfluenceontheFdsdecisionmakingasFdisalsoabusinessganisationwhichoperatesthroughitsautomanufacturingoperationsfin

11、ancialoperations.HowthesefactsinfluenceFdsstrategiesisdiscussedbelow:3.1.PoliticalAspectsFdMotCompanyoperatesin50differentcountriessoithastofulfilthelegalsafetyrequirementsinaccdancewiththeirrulesregulations.3.2.Economic

12、Aspects3.3.SocialAspects4.TechnologicalAspects4.0MicroEnvironmentAnalysisofFd(SwotAnalysis)4.1.StrengthstoBuildUpon1.StrongEngineeringDesignCapabilityTheoneofthereasonbehindthesuccessofFdisitsstrongdesignengineeringcapab

13、ilities.FdeverynewdependonthesuccessofitsR&Dprojectswhicharerunthrough50engineeringdesigncentrewhicharelocatedinmanycountriesacrosstheglobe.AccdingtoDatamonit(2008)FdlaunchedBlindSpotMirrinitscarsindertoremovehazardsbuil