摘 要 GAC 公司是由广州汽车集团股份有限公司设立的全资子公司，通过坚持自主创新 与正向研发，成功从中高端切入中国汽车市场，并抓住了中国汽车市场 SUV 爆发式发 展的战略机遇，销量从 2011 年的 1.7 万台快速提升到 2017 年的 50.86 万台。但伴随着 2018 年开始中国车市整体出现增速下滑，以及进口车关税进一步下调、国六排放标准和 新能源双积分政策的施行等宏观政策变化，加上主要竞争对手吉利、长城推出领克、魏 派等中高端品牌，市场竞争进一步急剧，GAC 公司增速出现了下滑。另，在过去十年 的发展当中，GAC 公司存在着车型发展不均衡、畅销车型数量偏少的情况。GAC 作为 中国自主品牌汽车的新生力量，在激烈的市场竞争中如何赢得生存与发展的机会、进而 实现业绩持续增长，因此，GAC 公司需要评估自身的经营环境，制定合适的竞争战略。 本文阐述了课题的研究思路、方法及内容，指出 GAC 公司制定战略的必要性。接 着，用 PEST 分析、波特五力模型等方法分析了 GAC 公司所处的外部环境及主要竞争 对手的基本情况，指出 GAC 公司存在着六大机会：中国汽车市场体量巨大且刚性需求 将持续存在、“一带一路”倡议下汽车出口的持续扩大、短期内宏观政策对新能源车发 展的巨大促进作用，中国汽车消费市场存在的高端化、年轻化趋势，以及公务用车采购 标准下调有利于自主品牌汽车、汽车下乡及旧车置换带来的市场需求；内部环境分析中 指出 GAC 公司在人才、SUV 车型的推出和产品品质、供应链和品牌竞争力方面存在着 四大优势，运用 SWOT 矩阵分析模型将 GAC 公司外部环境和内部资源所具有的优势、 劣势、机遇和威胁进行分析，结合母公司的期望，确定 GAC 公司的战略使命和市场定 位。指出 GAC 公司应定位中国乘用车市场的中高端，采取差异化竞争战略，在产品品 质上领先竞争对手，分析价值链并设计差异化活动策略，在产品企划和营销两个重点领 域制定具体的策略，在母公司“举全集团之力发展自主品牌”支持之下，打造一流人才 队伍、完善组织架构，优化车型企划，推动渠道提升，实现全面质量提升，强化公司“追 寻伟大”的企业文化建设，并明确资源配置和激励机制，打造中国乘用车领域最具影响 力的高端自主品牌，实现“世界级品牌，全球化企业”愿景。 关键词：汽车；自主品牌；竞争战略；差异化战略II Abstract GAC company is a wholly-owned subsidiary of Guangzhou Automobile Group Co., Ltd.. Adhering to independent innovation and positive research and development, GAC has successfully entered the high-end market, and seized the strategic opportunity of the explosive development of SUV in the Chinese automobile market. Its sales volume has rapidly increased from 17,000 in 2011 to 508,600 in 2017. However, since the beginning of 2018, the overall growth rate of China's auto market has declined, with regulatory changes，such as Chinese government will cut the tariffs it charges on imported cars，implement CHINA stage-6 emission legislation，the requirements of CAFC&NEV credit policy. Meanwhile， some major competitors, like Geely, Great Wall Motor, launched their luxury brand Link&Co, Wey. Market competition has further intensified ，and GAC's growth slowed. In addition, in the past ten years of development, GAC has had uneven development of models and a small number of popular models. As a new force of China's self-owned brands, GAC needs to evaluate its own business environment and develop appropriate competitive strategies to ensure its survival and development in the fierce market competition so as to achieve sustainable performance growth. This paper expounds the research contents, methods and ideas, and points out the necessity of making strategy for GAC company. Then, analyses GAC company's external environment and basic information of main competitors, using PEST analysis and Porter’s Five-Forces analysis. It comes out that there are six opportunities for GAC company. Firstly, China's automobile demand will continue to grow. Secondly, “the Belt and Road Initiative” stimulates automobile export volumes, then, policy support of new energy vehicles poses a dramatic impact on the development of the new energy vehicle market. Furthermore, the mid and high-end market became a battlefield for brands of all levels, as the major consumers of this market are the younger generation with personalized demands. On the other hand, official vehicle reform is good for the independent brand cars. Finally, the policy of cars to the countryside and second-hand car replacement bring new demands. From internal environment analysis, GAC company has four major advantages, including talented team, SUV models launch and product quality, supply chain and brand competitiveness. By conducting a SWOT analysis, which will represents key insights into the balance of opportunities and threats, advantages and disadvantages, GAC's marketing strategies and position can be defined, so as to meet the headquarters’ expectations. This paper points out that GAC should target at theIII middle and high end market, adopt differentiation strategy and to maintain the relative superiority of products quality. Analyze value chain analysis and design differential activities, and make specific countermeasures in product planning and marketing. With the support of GAC Group, GAC company will try its best to build a first-class talented team,improve the organization structure, optimize product planning, promote distribution channels, realize the overall quality improvement, strengthen the enterprise culture construction of “pursuing greatness”, optimize resource allocation & integration and motivate mechanism. In order to build GAC company as China's most influential high-end independent brands, at the same time, achieve its world-class brands, global enterprise vision. Key words: Automobile; Independent brand; Competitive strategy; Differentiation strategyIV 目 录 摘 要.....................................................................................................................................I Abstract................................................................................................................................. II 图表清单 ...........................................................................................................................VII 第一章 绪论..........................................................................................................................1 1.1 研究背景 .....................................................................................................................1 1.2 研究意义 .....................................................................................................................3 1.3 理论基础与国内外研究现状.......................................................................................4 1.3.1 理论基础 ...............................................................................................................4 1.3.2 国内外研究现状....................................................................................................5 1.4 研究方法 .....................................................................................................................7 1.5 研究内容及技术路线图 ..............................................................................................7 1.5.1 研究内容 ...............................................................................................................7 1.5.2 技术路线图 ...........................................................................................................8 第二章 外部环境分析 ..........................................................................................................9 2.1 宏观环境分析..............................................................................................................9 2.1.1 政治和法律环境....................................................................................................9 2.1.2 经济环境 .........................................................................................................10 2.1.3 社会和文化环境..................................................................................................11 2.1.4 技术环境 .............................................................................................................12 2.2 行业环境分析...........................................................