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2004年客车行业竞争十分激烈,低价格成为一些客车企业的杀手锏,导致整个行业获利水平较低,客车企业发展陷入非良性环境: 1)原材料价格上涨,客车价格下调,造成客车利润水平极低。2)客车厂家普遍存在的供大于求、订单不饱满导致客车企业拓展非传统市场,各个细分市场竞争参与者增多;客车订单竞争过程中,竞标者过多导致客车购买过程处于买方市场,大批量订单竞争出现严重的价格竞争。竞争加剧的结果是企业获利能力降低,可持续发展的环境受到破坏。如何带领客车行业摆脱“中标流血,失标流泪”的窘境,成为龙头客车企业面前的新课题。2004年,以金龙、宇通为首的客车企业开始在主要产品上大量应用新技术,以期增加产品附加值来获取客车价值的提升,摆脱价格竞争的困惑。
Bus industry in 2004 was very fierce competition, low prices became the killer of some bus companies, resulting in lower profitability throughout the industry, the bus company into a non-benign environment: 1) rising raw material prices, passenger car prices, resulting in very low level of bus profits . 2) Bus manufacturers are generally oversupplied, incomplete orders lead bus companies to expand non-traditional markets, competition in all market segments increased; bus order competition process, too many bidders lead to the bus buying process in the buyer’s market, large Bulk orders compete for serious price competition. As a result of intensified competition, the profitability of enterprises is reduced and the environment for sustainable development is destroyed. How to lead the bus industry out of the predicament of “winning a bid to shed blood and missing a bid to shed tears” has become a new topic in front of leading bus companies. In 2004, the bus companies headed by Jinlong and Yutong started to apply large amounts of new technologies to their main products in an effort to increase the added value of their products to enhance the value of passenger cars and get rid of the price competition.