一汽-大众产品开发战略研究 一汽-大众成立三十年以来，创造了很多中国轿车市场的经典车型，“车坛常 青树”之称的捷达、“驾驶者之车”的宝来 以及“两厢车的代名词”高尔夫等车 型成为中国家喻户晓的车型。一汽-大众的乘用车市场份额一直以来位居国内乘 用车市场的前列。然而，随着全球汽车产业升级变革，汽车行 业朝着智能化、新 能源方向发展，以及共享经济的流行与渗透，加之汽车欧亿·体育（中国）有限公司的高度成熟，欧亿·体育（中国）有限公司内 竞争加剧。一汽-大众凭借其品牌影响力，销量和利润依然保持增长，但增速放 缓。在传统燃油汽车领域和新兴的新能源汽车以及智能网联汽车、移动出行领域， 行动均表现出落后于市场，表明一汽-大众的企业战略有待调整。 本文梳理了战略管理经典理论 和战略管理分析工具。本文分析过程明确以战 略管理理论为指导，遵循战略管理制定流程。战略管理制定流程依次包括战略分 析、战略选择以及战略实施和战略评价四个方面。 基于以上梳理的战略理论和分 析工具对一汽-大众的产品战略进行了分析和调整。 本文运用文献分析以及案例分析的方法，结合一汽-大众的基本概况、现有 产品战略进行了分析 ，认为一汽-大众存在现有产品布局不均衡、研发滞后于市 场需求等问题。运用 PEST 分析法从经济、政治和社会因素以及技术方面分析一 汽-大众的外部环境；通过数据对比分 析，对影响汽车市场需求的因素如：居民 的收入水平、汽车的销售价格、油价以及消费者的偏好对汽车市场需求进行了分 析；运用竞争五力模型对一汽-大众的欧亿·体育（中国）有限公司内竞争者、新 进入者竞争者、潜在的 替代品的竞争、供应商的讨价还价的能力以及购买者的讨价还价的能力进行分析； 并对汽车市场面临的机遇分析以及一汽-大众的内部优势和短板进行分析 。 基于以上分析，利用 SWOT 矩阵分析为一汽-大众产品开发战略调整提供选 择，并确定多元化扩张战略：布局传统产品线，实现高、中、低端市场全覆盖， 加快推出 SUV 车型 ，实现细分产品市场全覆盖；加快新能源汽车产品的研发和 布局；加快智能网联汽车的研发和布局；进军移动出行，提供服务型产品。本文依据分析制定了企业战略目标：保持品 牌影响力、提升市场份额、布局新能源汽 车、智能网联汽车以及移动出行。为保障战略目标的实现制定出具体战略实施的 措施及为战略实施提供组织保障、企业文化保障、人力 资源保障等，确保战略的 顺利实现，助力一汽-大众企业可持续发展。 关键词： 产品战略，SWOT 分析，新能源汽车，智能网联汽车ABSTRACT Research on FAW-Volkswagen Product Development Strategy Since the establishment of FAW-Volkswagen for 30 years, it has created many classic models of Chinese cars in the Chinese market, such as Jetta, which is known as "evergreen tree in the car world", Polaris, "driver's car", and "synonymous for hatchback" Golf and other models have become household models in China. FAW-Volkswagen's passenger car market share occupies the forefront of the domestic passenger car market. However, with the global auto industry upgrading and reform, the auto industry is developing in the direction of intelligence, new energy, and the popularity and penetration of the sharing economy, coupled with the high maturity of the auto industry, and increased competition within the industry. Although FAW-Volkswagen still maintains growth in sales and profits due to its brand influence, the growth rate has slowed down, and its actions lag behind the market in both the traditional automobile field and the emerging new energy vehicles and smart connected cars and mobile mobility. Indicating that FAW-Volkswagen's corporate strategy needs to be adjusted. This article sorts out the classic management theory and analysis tools of strategic management, and uses the strategic management theory as a guide to follow the process of strategic management formulation: strategic analysis, strategic selection, strategic implementation and strategic evaluation, and analyzes FAW-Volkswagen's product strategy and adjustment. This article uses the methods of literature analysis and case analysis, combined with the basic profile of FAW-Volkswagen, and analysis of existing product strategies. It finds that FAW-Volkswagen's existing product layout is uneven, and research and development lags behind market demand. Political factors, economic factors, social factors, and technical factors analyze the external environment of FAW-Volkswagen.Through comparative analysis of the data, the factors affecting the demand for the automobile market are the income level of residents, the average price of cars, the price of oil, and consumer preferences. Car market demand is analyzed; the five-competitive force model is used to analyze the competition of FAW-Volkswagen's competitors, new entrant competitors, potential alternatives, the bargaining power of suppliers, and the bargaining power of buyers An analysis of the opportunities facing the automotive market, as well as the internal strengths and shortcomings of FAW-Volkswagen. Based on the above analysis, use the SWOT matrix analysis to make choices for FAW- Volkswagen's product development strategy and determine a diversified expansion strategy: lay out traditional product lines to achieve full coverage of high-, mid- and low-end markets, full product coverage, and accelerate the introduction of SUV models; Layout the research and development and layout of new energy vehicle products; speed up the research and development and deployment of smart connected cars; enter mobile travel and provide service products. Based on the above strategic choices, formulate strategic goals: maintain brand influence, increase market share, deploy new energy vehicles, intelligent connected cars, and mobile travel. In order to ensure the realization of strategic goals, we have formulated specific measures for implementing the strategy and provided organizational guarantee, corporate culture guarantee, and human resource guarantee for the implementation of the strategy to ensure the smooth realization of the strategy and help FAW-VW's sustainable development. Keywords: Product strategy, SWOT analysis, New Energy Vehicle, Intelligent Connected Vehicle目 录 第 1 章 绪 论 ................................................................................. 1 1.1 研究背景与意 义...................................................................... 1 1.2 研究方法与内 容...................................................................... 2 1.3 文献综述与理论基 础............................................................... 4 第 2 章 一汽-大众汽车产品开发战略布局现状分析........................ 8 2.1 一汽-大众汽车 有限公司概况 .................................................. 8 2.2 一汽-大众汽车产品开发战略布局现状................................... 8 2.3 一汽-大众汽 车产品开发战略布局存在的问题及原因........... 11 第 3 章 一汽-大众汽车产品开发战略环境分析............................. 15 3.1 我国汽车欧亿·体育（中国）有限公司产品发展前景分 析.......................................... 15 3.2 我国汽车欧亿·体育（中国）有限公司产品市场需求分析.......................................... 21 3.3 我国汽车欧亿·体育（中国）有限公司产品竞争态势分 析.......................................... 24 3.4 一汽-大众汽车有限公司汽车产品 SWOT 分析..................... 28 第 4 章 一汽-大众汽车产品开发战略的制定及 实施...................... 44 4.1 一汽-大众汽车产品开发战略的目标..................................... 44 4.2 一汽-大众汽车产品开发战略的选 择..................................... 45 4.3 一汽-大众汽车产品开发战略的实施..................................... 46 4.4 一汽-大众汽车产品开发战略实施的保 障措施...................... 49 结 论 .............................................................................................. 52。。。。。。以下内容略