| Summary: | 碩士 === 中華大學 === 企業管理學系碩士在職專班 === 100 === In 2011, many unpredictable and emergent incidents occurred and affected global vehicle market sales, including the disaster of Japan 311 Earthquake, the implementation of luxury tax, the continuous worsening European debt crisis and the floods in Thailand, etc., that had caused severe challenges to vehicle manufacturers for their crisis management and responsive production and marketing strategy.
Since the public has increasingly concerned with the global environment and resource issues, the automotive manufacturing industry therefore paid even more attentions to meet new market demands, such as energy-saving, carbon reduction and fuel diversification, etc. By making use of their high-end technology competence, Japanese automotive companies are expected to be obtained advantage from the keen competition in global vehicle market, and further to achieve the result of improving its domestic economic and employment environment. The global vehicle industry has developed toward the diversification, and the American way of thinking with focusing on large-sized and long-distance transportation vehicles has been changed into the small cars and oil-saving orientation, the European or Japanese way of thinking. Currently, the small and low-price vehicles are the focus for these emerging markets in China and India; however, along with the future economic situation and policy adjustment, it cannot be denied the possibility of the change in the future market structure.
This study is based on different models of Japan-made cars from 4 major Japanese vehicle brands in Taiwan, including HONDA, TOYOYA, NISSAN and MAZDA, to construct the competitive dynamics model and competitor mapping. In addition, this study analyzed the development and evolution of competitive dynamics strategy according to the market share and resource similarity in the vehicle industry.
|
|---|
