(Automobile Report reported on January 6, 2006) Entering 2006 is the first year for the country to implement the “Eleventh Five-Year Planâ€. For auto and parts companies, it has entered a new round of competition and development. stage. In the new round of competition and the new stage of development, the pressure on the upper reaches, the price increase on the lower reaches, and the severe challenge of multinational companies competing on the same platform are three major challenges that have to be solved in the face of the reality of domestic auto parts companies. It is the "three big mountains" that must be surpassed by parts and components companies. In order to solve these three major problems and to span this “three mountainsâ€, the parts and components companies can adopt the following countermeasures.
Establish an "integrated development cooperation system." With the further intensification of competition in the automotive market, price reduction is an inevitable result of market competition, and in the next few years I am afraid it will also be an "eternal theme." As a host or an OEM, in order to ensure their own profit margins, they have to lower prices for downstream companies. I am afraid there are also their difficulties. Then, how can auto parts companies evade the risk of “price reduction†and reduce losses to the maximum?
Auto parts companies should establish strategic partnerships with mainframes or automakers, implement the "integrated development" strategy of "going hand in hand, collaborating, working together, and achieving win-win" with the host or OEM, through their own independent innovation. , improve core competitiveness.
Establish internal tapping mechanisms. There is a saying that people often say: "Although we can't change the objective facts, we can change ourselves." As an auto parts company, for the objective facts of price hikes of downstream products, we can think from ourselves if we cannot change the circumstances. Measures to reduce losses by establishing internal tapping mechanisms.
Build your own unique comparative advantage. In the new economic era of economic globalization, resource internationalization, regional economic integration, and multinational corporations in the automotive industry, domestic auto parts enterprises have been pushed onto the stage where they have to compete with multinational companies on the same stage, and some even become " The game between masters and apprentices. In this unfair competition in the beginning, how do auto parts companies seek survival and development? Domestic auto parts companies may learn to learn the story of "Tian Ji's Horse Racing" and establish their own unique comparative advantages. Compared with multinational companies, if our products and brands are not as good as others, we can do better in services, such as faster response speed and more meticulous service; in terms of products, we cannot compete with others on the entire line of products. We can focus on a specific market and a specific group of people. We can do better than others in this section. On the technical side, we can't compete with high-grade precision, but we can use it with multinational companies in certain technological applications. Competition, etc., ultimately results in the company’s own unique comparative advantage. I believe that each company can do it as long as it is willing to innovate.
Some experts believe that during the "11th Five-Year Plan" period, it is not only a crucial period for the survival of the fittest and competition for auto parts companies, but also a "golden period" for auto parts companies to achieve rapid development. Ebb Tide, who will take the lead in the new round of competition, will become the “pride†of the market and we will wait and see.
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