自2001年起，奇瑞，吉利，长安等代表自主品牌的车企，抓住市场机遇，
进军国内汽车市场，成为一股新生力量，与合资品牌进行激烈的角逐。在市场
开放的大背景下，这些企业既迎合了中国汽车市场消费升级的趋势，又促进了
中国汽车市场在大小规模，层次结构，经营模式，竞争方式等方面的提升。中
国自主品牌汽车历经了漫长的发展历程，从初露端倪到成为市场的主力军，期
间解决了基础薄弱的难题，克服了竞争态势严峻等诸多障碍，并在不断提升市
场份额，取得满意的成绩。然而，自主品牌汽车发展所面临的质量缺陷和创新
能力不足等问题也越发突出，最终导致竞争力下降，利润下滑和流失。自主品
牌车企应结合自身和市场大环境进行分析，制定出适合自身发展的战略模式，
取得竞争优势，增强抗风险能力
成本领先战略即低成本战略这一概念是由美国著名企业战略学家迈克尔·II
波特于1980年提出的，旨在帮助企业在激烈的市场竞争下取得优势和获取更大
的发展空间。低成本战略是集成了精益生产思想、扩张策略手段、企业文化的
培养等多方面的精髓理念，通过不断优化和演变而形成的科学的企业治理方法
低成本战略应用范围广，适用性较强，对于竞争日趋激烈的汽车产业来说，
实施低成本战略的企业等于主动把握住了先机。经过国家多年来对产业政策的
调整和完善，中国汽车市场呈现新型态势。因此，整车制造企业应掌握好产业
动向，以国家政策为导向，及时推出适应发展的战略部署，为更好地立足于市
场和建立发展优势打下坚实的基础
有效地实施低成本战略能够帮助企业强化抵御行业内风险的能力，在产业
格局中形成强大的壁垒和维持已有的优势，而且在产品价格上也能拥有机动性
和主导性。同时，作为典型的整车生产制造企业，在经济发展新常态下，实施
低成本战略也能够满足国家大力倡导的节约资源，减少浪费等要求。企业所生
产的产品也能在实用性上变得更加合理化和人性化，企业也因此扩大了利润空
间，实现经济效益的全面增长。企业还能从中得以优化自身的组织结构和管理
方式，革除弊端，推陈出新，在内部沟通和信息交流上更加顺畅和便捷，提高
决策效率。面对错综复杂的市场竞争环境，面对愈演愈烈的行业内博弈，企业
应把握好机遇，利用低成本战略的优势，占据发展中的先导地位，使自身持续
稳健地运行下去
在本文中，以恒通公司中所存在的问题为出发点，希望在低成本战略指引
下，公司在管理方面从本质上得以改善，增强优势，弥补劣势，进而从容地面
对市场竞争，扩大份额，实现健康稳健的发展目标。本文是从四个方面对情况
进行论述。首先是绪论，该章节对研究背景和意义进行说明，并对所阅读的文
献进行综述来加以强调观点。第二部分则交代了恒通公司当前的运营情况，并
深入剖析了公司存在的问题。内容结构为首先叙述了公司当前的经营情况，然
后给出了公司核心产品的市场反馈信息，及时找到不利于公司发展的薄弱环节
论文的第三部分，着重对公司所处的竞争环境给出解读，先从外部环境找到切
入点，之后加以分析，其中既分析了宏观环境又分析了行业环境。而在公司的III
内部资源和能力这一块，则逐一对管理和研发等方面的现状进行阐述，此外还
详细阐述了公司的价值链。最后，从公司的实际情况出发，给出SWOT分析，并
从公司应该采取低成本战略的角度做出分析，帮助公司更好地面向未来。论文
的第四部分是对如何制定恒通公司的低成本战略进行总结，在顺序上先是以公
司应当全面实施低成本战略为出发点，之后为低成本战略的实施搭配必要的保
障措施
关键词：
低成本战略、价值链、产品设计IV
Abstract
Research on the Low-Cost Strategy of Hengtong Co.ltd
Since China&39;s reform and opening up, there are earth-shaking changes in China&39;s
manufacturing industry. Especially the center of the vehicle manufacturing industry
cluster has made remarkable achievements. As the world economic recovery, the
global auto market present a new trend. Since 2002 to 2010, China&39;s auto market
maintained the momentum of rapid growth for 10 years in a row. After six years,
rising trend is still rapid. At present China has become the world&39;s third largest auto
producer and the largest car consumer. Under the momentum of developing
automobile industry, Chinese independent brand car companies came into being,
such as FAW, SAC, GAC, DFAC and so on. These companies take up the heavy
responsibility and contribute to the development of China&39;s independent brand cars.
At the same time，Foreign automakers have also entered the Chinese market by the
way of joint venture. They produce and sell various brands. They seize market share
with the independent brand. Independent brand can draw lessons from foreign brand
management model and introduce some mature technology to shorten the
development cycle through the way of joint venture. But it has to admit that market
space was caught in serious extrusion It contribute to face the severe test and
unprecedented pressure for development of independent brands.
Since 2001, Many company seize market opportunities and enter the domestic
car market on behalf of the independent brand car companies such as Chery, Geely,
Changan, etc. They become a new force to complete for the joint brand. Under the
background of opening market, these businesses don&39;t cater to the trend of the
Chinese car market consumption upgrading, but also promote the China&39;s autoV
market in size scale, hierarchical structure, operation mode, competition mode, etc.
The development of China&39;s independent brand cars have experienced a long time.
From emerging in market to becoming the main force, China&39;s independent brand
cars have solve the problem of the weak foundation and overcame many obstacles,
such as severe competition. It also improve market share constantly with satisfactory
results. However, the most prominent problems which emerge in development of
Chinese independent brand lead to less competitive, profit declining and loss
eventually,such as quality defect and lack of innovation, etc. Chinese independent
brand auto enterprises should analyze with combining their own and the market
environment. After that, It can develop a suitable strategy mode for their own
development to gain competitive advantages and enhance the anti-risk ability.
Cost leadership strategy which is the concept of low cost strategy was proposed
in 1980 by American famous enterprise strategy scientist Michael porter. It was
designed to help enterprises get advantages and obtain a bigger development space
in fierce market competition. Low cost strategy is a scientific method of corporate
management which is integrated with many aspects of philosophy essence through
continuous optimization and evolution, such as idea of lean production, expansion
strategy means, the cultivation of corporate culture, etc.
The range of low cost strategy application is wide with a strong applicability.
For the increasingly fierce competition in the automobile industry, the low cost
strategy of enterprise is equal to the initiative to seize the initiative. After years of
industry policy adjustment and improvement, Chinese automobile market shows new
trend. So the vehicle manufacturing enterprises should grasp the industry trend to
adapt to the development of the strategic plan timely in direction of state policy
oriented. Meanwhile, They should lay a solid foundation for better foothold in the
market and establishing development advantage.
Effectively implementing the strategy of low cost can help enterprisesVI
strengthen the ability of resisting risk in industry and form strong barriers to
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