Once upon a time, “Made in Japan†became the benchmark of the global automobile manufacturing industry. However, as Japan’s car companies repeatedly fell in the face of natural disasters such as earthquakes and recalls, the “Made in Japan†haze was fading away.
For Japanese car companies, the biggest difference from the German, U.S., and even Korean cars is the keen grasp of the market. Taking the Chinese market as an example, when the Chinese SUV segment still remains in the concept of a traditional off-road vehicle, Honda has launched the urban SUV CR-V, which has been selling well so far and still needs to queue up.
Accurate insight coupled with comfortable and stylish interior and exterior design, humanized service concept, consistent fuel economy, and technical advantages in hybrid power make Japanese cars' competitive advantages in the market very clear.
It is with these various advantages that Japanese cars have gradually developed a strong sense of self- superiority. However, when faced with all sorts of sudden troubles, it is difficult to translate into the ability to cross the border. Take the Chinese market as an example. In the first 7 months of this year, the top ten car brands sold were: Excelle, Laguna, Jetta, Santana, F3, Cruze, Xiali, Yuet, Fox and Bora. There was no Japanese brand.
According to relevant experts of the China Association of Automobile Manufacturers, the important reason is that the parts supply caused by the earthquake has caused problems, resulting in a general decline in Japanese cars, causing a shortage of market supply.
Unfortunately, the aftermath of the earthquake has not completely subsided and the recall has resurfaced. Recently, Honda Motor recalled 2.5 million vehicles worldwide, including the Chinese market. In 2009, Toyota Motor had already recalled nearly 10 million cars worldwide. The recall of such Japanese brands has once again triggered all parties to "Made in Japan" crisis of confidence.
In recent years, Toyota, Honda, and other Japanese auto companies have repeatedly exposed operational problems. Analysts believe that, apart from the large-scale corporate disease brought about by the ever-increasing scale, the deeper reason lies in the weakened product competitiveness and blind confidence in R&D capabilities.
For example, in the high-end car market, Japanese luxury cars still lost the German brand after years of development. According to Toyota’s plan, about 60,000 Lexus vehicles should be sold in Japan each year, but only 20,000 were sold last year. Corresponding to this, Nissan and Honda have never had a clear idea of ​​the positioning of Infiniti and Acura respectively, which has led directly to the “second-tier†luxury car segment in both the global market and the Chinese market.
The shortcomings in research and development are also increasingly exposed. According to Japanese media, one of the "big three" companies in Japan "sometimes a R & D project hastily launched without careful planning and demonstration because it is afraid that other companies will take the initiative" .
In the mid-to-high-end car market with strong traditional advantages, Japanese cars also have insufficient stamina. In the Chinese market, the mid-to-high-class car corps comprising the Accord, Camry, Xintiandi and the Mazda 6 are in danger of collective siege by the German, American and even Korean cars.
Led by Volkswagen's "TSI+DSG" technology, new Passat, new Magotan, new Mondeo, new C5, LaCrosse, Regal and other European and American high-end cars have introduced turbocharged models, and the eighth-generation South Korean car, Sonata, K5 and other new products have been introduced. From the safety configuration to the 6-speed transmission, the models use the latest technology and strive to achieve optimum comfort and luxury.
The Japanese car that monopolizes 40% of China's mid-to-high-end market has no plans for the launch of new replacements this year. The Accord, Camry, Tianzhu and Mazda 6 only launched 2011 upgrade plans this year, and Camry has entered the end of its life cycle.
The reputation gained over the years and the large amount of possessions will continue to place Japanese cars in the mainstream of mid-to-high-class cars. However, as competition has become more intense and consumer plans for cars have gradually become more rational, the traditional advantages of Japanese cars have gradually been lost.
Judging from the market performance, the market share of Japanese cars in South China is slowly declining under the negative influence of Toyota, Honda’s “recall doorâ€, Japan’s earthquake, and labor disputes between Japanese car manufacturers. In the first half of this year, Volkswagen’s market share in the South China market has increased from 7% a few years ago to 15%.
Market participants believe that the characteristics of comfort and durability of Japanese cars are no longer sufficient to meet consumers' overall car demand. The backwardness of Japanese products in the powertrain system is a major factor in the decline in competitiveness.
The third-party auto analysis agency, Ai Ruipu, previously issued a report that the Japanese automaker’s market share in China dropped from 25% in 2007 to 19% in 2010 and is expected to continue to decline.
The lean production model once considered by Japanese automakers to be the biggest core competitiveness is facing various challenges. The Japanese "partnership model" allows OEMs and suppliers to research and develop simultaneously, which can ensure their respective profits are maximized, the technology is kept confidential, and the satisfaction of suppliers is high.
There is no doubt that the close cooperation mode between the upper and lower reaches of the Japanese car will help reduce costs and form a huge community of interests for both the entire vehicle and the supply chain to achieve a win-win situation. However, due to taking into account the interests of affiliated companies, once the quality of spare parts suppliers is oversight, there will be a situation of “one glory and one co-prosperity, one damage and one lossâ€. The large-scale quality crisis that frequently occurs in Japanese auto companies is precisely due to this .
The procurement model represented by General Motors is based on market competition. OEMs are free to select parts suppliers based on their quality, technical level, product price, and service quality. The quality of the parts is optimal. Although higher costs are required, it is reported that the GM model costs about 8% more than the Toyota model.
According to Chen Yixuan, senior consulting manager of Global Business Consulting Services, IBM Greater China, both models have their own advantages and disadvantages. However, in the crisis period, the consequences of “losses and losses†are worth considering.
For Japanese car companies, the biggest difference from the German, U.S., and even Korean cars is the keen grasp of the market. Taking the Chinese market as an example, when the Chinese SUV segment still remains in the concept of a traditional off-road vehicle, Honda has launched the urban SUV CR-V, which has been selling well so far and still needs to queue up.
Accurate insight coupled with comfortable and stylish interior and exterior design, humanized service concept, consistent fuel economy, and technical advantages in hybrid power make Japanese cars' competitive advantages in the market very clear.
It is with these various advantages that Japanese cars have gradually developed a strong sense of self- superiority. However, when faced with all sorts of sudden troubles, it is difficult to translate into the ability to cross the border. Take the Chinese market as an example. In the first 7 months of this year, the top ten car brands sold were: Excelle, Laguna, Jetta, Santana, F3, Cruze, Xiali, Yuet, Fox and Bora. There was no Japanese brand.
According to relevant experts of the China Association of Automobile Manufacturers, the important reason is that the parts supply caused by the earthquake has caused problems, resulting in a general decline in Japanese cars, causing a shortage of market supply.
Unfortunately, the aftermath of the earthquake has not completely subsided and the recall has resurfaced. Recently, Honda Motor recalled 2.5 million vehicles worldwide, including the Chinese market. In 2009, Toyota Motor had already recalled nearly 10 million cars worldwide. The recall of such Japanese brands has once again triggered all parties to "Made in Japan" crisis of confidence.
In recent years, Toyota, Honda, and other Japanese auto companies have repeatedly exposed operational problems. Analysts believe that, apart from the large-scale corporate disease brought about by the ever-increasing scale, the deeper reason lies in the weakened product competitiveness and blind confidence in R&D capabilities.
For example, in the high-end car market, Japanese luxury cars still lost the German brand after years of development. According to Toyota’s plan, about 60,000 Lexus vehicles should be sold in Japan each year, but only 20,000 were sold last year. Corresponding to this, Nissan and Honda have never had a clear idea of ​​the positioning of Infiniti and Acura respectively, which has led directly to the “second-tier†luxury car segment in both the global market and the Chinese market.
The shortcomings in research and development are also increasingly exposed. According to Japanese media, one of the "big three" companies in Japan "sometimes a R & D project hastily launched without careful planning and demonstration because it is afraid that other companies will take the initiative" .
In the mid-to-high-end car market with strong traditional advantages, Japanese cars also have insufficient stamina. In the Chinese market, the mid-to-high-class car corps comprising the Accord, Camry, Xintiandi and the Mazda 6 are in danger of collective siege by the German, American and even Korean cars.
Led by Volkswagen's "TSI+DSG" technology, new Passat, new Magotan, new Mondeo, new C5, LaCrosse, Regal and other European and American high-end cars have introduced turbocharged models, and the eighth-generation South Korean car, Sonata, K5 and other new products have been introduced. From the safety configuration to the 6-speed transmission, the models use the latest technology and strive to achieve optimum comfort and luxury.
The Japanese car that monopolizes 40% of China's mid-to-high-end market has no plans for the launch of new replacements this year. The Accord, Camry, Tianzhu and Mazda 6 only launched 2011 upgrade plans this year, and Camry has entered the end of its life cycle.
The reputation gained over the years and the large amount of possessions will continue to place Japanese cars in the mainstream of mid-to-high-class cars. However, as competition has become more intense and consumer plans for cars have gradually become more rational, the traditional advantages of Japanese cars have gradually been lost.
Judging from the market performance, the market share of Japanese cars in South China is slowly declining under the negative influence of Toyota, Honda’s “recall doorâ€, Japan’s earthquake, and labor disputes between Japanese car manufacturers. In the first half of this year, Volkswagen’s market share in the South China market has increased from 7% a few years ago to 15%.
Market participants believe that the characteristics of comfort and durability of Japanese cars are no longer sufficient to meet consumers' overall car demand. The backwardness of Japanese products in the powertrain system is a major factor in the decline in competitiveness.
The third-party auto analysis agency, Ai Ruipu, previously issued a report that the Japanese automaker’s market share in China dropped from 25% in 2007 to 19% in 2010 and is expected to continue to decline.
The lean production model once considered by Japanese automakers to be the biggest core competitiveness is facing various challenges. The Japanese "partnership model" allows OEMs and suppliers to research and develop simultaneously, which can ensure their respective profits are maximized, the technology is kept confidential, and the satisfaction of suppliers is high.
There is no doubt that the close cooperation mode between the upper and lower reaches of the Japanese car will help reduce costs and form a huge community of interests for both the entire vehicle and the supply chain to achieve a win-win situation. However, due to taking into account the interests of affiliated companies, once the quality of spare parts suppliers is oversight, there will be a situation of “one glory and one co-prosperity, one damage and one lossâ€. The large-scale quality crisis that frequently occurs in Japanese auto companies is precisely due to this .
The procurement model represented by General Motors is based on market competition. OEMs are free to select parts suppliers based on their quality, technical level, product price, and service quality. The quality of the parts is optimal. Although higher costs are required, it is reported that the GM model costs about 8% more than the Toyota model.
According to Chen Yixuan, senior consulting manager of Global Business Consulting Services, IBM Greater China, both models have their own advantages and disadvantages. However, in the crisis period, the consequences of “losses and losses†are worth considering.
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