On June 10, 2004, when the Beijing International Auto Show kicked off, people who had not yet emerged from the excitement of the "Automotive Industry Development Policy" officially released on June 1 were caught in a new round of "car" fevers. Investment thresholds to improve, standardize the sales system, promote personal consumption ... have become the focus of attention of the industry and the public. However, in the new "policy" of "product development", although more than 300 words, but single as a chapter, in the new arrival of China's automobile era, this seemingly inconspicuous "product development" exactly what role?
Who owns the right to speak in Chinese cars
"China's auto industry has a certain level of experience and experience in the development of commercial vehicles, but it still has a gap of 5 to 10 years compared with the world's advanced level. The main work undertaken by major Chinese car manufacturers in the development of new products is to The localization of multinational companies' models has given certain upgrades and improvements to certain products, and they have participated in some joint designs. However, due to the lack of complete self-development capabilities for cars, China’s major car products still do not have their own intellectual property rights. "In recent days, Zhao Ying, a researcher at the Policy Research Office of China National Automotive Industry Corporation, told the China Economic Weekly.
Some experts even stated that the most embarrassing aspect of the development of China's auto industry is that it has not formed its own R&D strength. The advantage brought by the joint venture is to provide foreign auto companies with channels to sell their own cars, but it does not make much contribution to the development of the Chinese auto industry.
It is gratifying that the new "policy" has provided regulations for the independent research and development of automobiles and their own brands. Although it is only a few words, it has already reflected the importance of actively developing products with independent intellectual property rights in China's auto industry and implementing brand management strategies.
Who is speaking on behalf of China?
It has been 18 years since the auto industry was established as a pillar industry in 1986. In the past 18 years, FAW, Dongfeng, and SAIC, which are the main bodies of the Chinese automobile industry, have not assumed the obligation to speak on behalf of the Chinese automobile industry. They are mainly for the domestic market, and the real right to have the right to speak is foreign technology and brand. So, what are the conditions for the Chinese auto industry to speak in the global automotive market? Why does China have no local auto company that can speak for itself in 18 years?
In March 1985, the establishment of the Shanghai Volkswagen Automobile Co., Ltd., a Sino-German joint venture, opened a joint venture in which the Chinese auto industry will "have a bargain against foreigners."
The original intention of the policy at that time was that China had to take a high starting point, large quantities, and professional roads to develop cars. The leaders of the State Council hope that in the process of introducing the first-generation products in the form of CKD (domestic parts assembly abroad), they will accelerate the formation of self-development capabilities through digestion and absorption, and ultimately achieve the goal of getting rid of technology dependence and creating their own brands. This strategy was then summarized as "market-for-technology."
However, the "market" has not changed to "technology." The fact that independent research and development has been weak so far has proved that the change in the situation is far from the Chinese government's blueprint. The strategy of "strateging the skills of foreigners to control foreigners" does not make people wish. On the contrary, the joint venture road of the three major auto groups has gone very hard at each step. Moreover, supporting the three major groups from another perspective is equivalent to putting the fate of the entire Chinese auto industry on the top three auto groups.
The demand for localization rate is an important process for obtaining "technology" from the "market". However, for a multinational company, the higher the degree of localization, the less profitable foreign capital will be. Therefore, both the general public and Citroen have adopted delayed tactics to delay the upgrade. And in terms of brand marketing, pricing, etc., foreign parties are always reluctant to relax control.
Blindly stressing the country's output has also brought another result. In the process of CKD, companies have to invest all capital and human resources in the process of localization. The capacity for independent development and design gradually shrinks. Funds are basically not invested in the development. Technological development organizations are gradually merged into organizations that provide services for localization. Technology is increasingly dependent on technology.
The huge market did not replace the technology of multinational companies, but it led to another result: private and other industrial capitals have been stunned by the auto industry and created a number of heroes. In 1996, "Car Madman" Li Shufu began planning to enter the automobile industry. In 2001, Geely was listed in the automobile catalog and obtained a license for legal production. Chunlan Group had launched the motorcycle and merger truck factory as early as the 1990s, and Tao Jianxing, the president of Chunlan Group, was concentrating on accumulating technology for entering the car manufacturing industry. Tao Jianxing, holding billions of dollars in his hands, promised once and again that he would pledge to invest billions of dollars in capital. If not, he could also absorb billions of funds.
By 2002, the “three littles†(Tianjin Xiali, Beijing Jeep, Guangzhou Peugeot) who had been the object of policy support were also dismal: Tianjin Xiali has been merged, Guangzhou Peugeot has gone bankrupt, and Beijing Jeep is still waiting, replaced by Anhui Chery, The rise of non-stable car companies such as Shenyang Brilliance and Zhejiang Geely.
The win-win theory of "market-for-technology" proved to be a matter of wishful thinking in practice. Now, the market space is vacated to foreign companies, but technology and brand are still tightly tied to each other. In the 18 years after China’s auto industry was identified as a pillar industry, several giant national key enterprises did not even produce a self-owned car.
An industry expert who asked not to be named called for the Chinese auto industry to take the road of independent development. Otherwise, in the open international environment, the Chinese auto industry will cease to exist.
The source also stated that judging from the current technology and capital-intensive characteristics of the automotive industry, neither the government nor the automotive industry has much hope for the future of private and local auto companies. The government’s hopes for the development of the Chinese auto industry are still pinned on large-scale joint ventures. However, we must clearly understand that independent development is the hallmark of an independent industry. If the CKD method is used for replication, technology dependence will make the Chinese automobile industry an overseas processing factory of multinational corporations. It is also difficult for China to have local companies that speak for themselves.
Non-mainstream hope
At this time, those neglected non-mainstream car manufacturers will bring new hope to the Chinese auto industry.
On June 8th, the high temperature of 33°C did not block people's enthusiasm for watching cars and buying cars. The crowds of people in the showrooms of the Beijing Asian Games Village auto trading market were endless.
"I already have a master. They haven't yet." In the showroom of Chery Automobile, this was written on a paper tag on the windscreen of a red QQ car. A salesman at the scene told China Economic Weekly that seven or eight vehicles were sold every day and that more than 240 vehicles were sold each month.
In the exhibition hall of Geely Automobile, three or four workers are assembling a new car and giving the license plate. A salesperson named Wang told the China Economic Weekly: "The car has been sold and the licenses are all in order. The owner comes to collect the car in the afternoon. Geely's car has recently been sold very quickly. There are about 10 vehicles a day. The monthly sales volume is about 300. "The soaring sales volume shows consumers' acceptance of them, and it is no wonder that Geely and Chery's output has soared! On April 15th, Jiangcheng Wuhu. The 200,000 Chery sedan with its own brand in China drove off the production line.
Chery’s sedan was approved for sale in January 2001 and it was manufactured in 2003. It has produced four models of passenger cars: Fengyun, Qiyun, QQ and Oriental Son. The number of production and sales rose year after year, with 30,000 vehicles in the first year, 50,000 vehicles in the second year, and 100,000 vehicles in the third year. Corporate assets have increased from 1.7 billion yuan to 10 billion yuan. This year's production and sales plan will reach 180,000-200,000 units, and will also export the entire vehicle production line. In 2003, Chery accounted for 90% of China's total car exports, and it became the first Chinese company to export car assembly plants and CKD parts. This cannot but be said to be a miracle developed independently by the Chinese national automobile industry.
May 21, Zhejiang Taizhou production base. Geely Group Chairman Li Shufu announced that the 210,000th Geely car will be rolled out in the 21st century.
Geely Group achieved sales growth of nearly 120% in 2002; Geely's production and sales volume increased from 13th in the country to 9th in 2003, and its share in the economical car market was close to 20%. Its sedan was first exported abroad. 400 Geely cars exported to the Middle East and the United States market and achieved a good market response. At the beginning of 2004, Geely’s car as an independent research and development company put forward the grand goal of being the first to achieve large-scale export, and in the future development plan, it is proposed that exports should occupy 25%-30% of Geely’s total sales.
The sales of independent brands such as Chery, Geely, Hafei, and Changan were once considered by public opinion as "using China's huge market capacity to cultivate their own car brands."
Independent brands that lack technology, financial support, and policy protection are doomed to be independent and self-reliant since the day they were born. Xu Gang, president of Geely Holding Group, said that one leg is never far away, and only by learning to walk on both legs, and combining the introduction and going out, can we walk more steadily and faster. This is a stronger and bigger independent brand. only way.
Is the determinism of scale a reality or a fallacy?
An assertion that has become cliché has always influenced and influenced the autonomy path of the Chinese auto industry. That is, the development of independent products must be based on a considerable production scale.
In an interview with the media, a leader of a Chinese auto company stated: "The automobile industry is a large-scale industry. Only when it reaches a certain scale can we engage in research and development. It is different to make 100,000 vehicles and to make 1 million vehicles. Nowadays, domestic companies are Therefore, it is not possible to develop independently, but the key is still a scale problem, because the auto industry needs a scale to support. The development of the Chinese auto industry is now only using absorption methods to solve the problem of localization, which is China's current reality. "Two sessions this year At the same time, the leadership of an automobile group raised the threshold further: Drawing on the experience of international automobile brand development, a mature independent brand of automobile research and development generally requires companies to reach a production scale of 2 million vehicles and a fixed asset investment of 1 billion US dollars. , The operating cost of one billion US dollars, but also requires 8,000 to 10,000 technical R & D team, about 30 laboratories. He stressed that at present, the largest domestic automobile company has a production scale of no more than 1 million vehicles, and capital investment and R&D teams are even less able to compare with international auto giants. Based on this, the road to self-owned brands in the Chinese auto industry still has a long way to go. It has been difficult to achieve for several generations and decades. Another general manager put it even more emphatically: The auto companies that we Chinese control and play a dominant role will certainly emerge. The premise is that after the Chinese auto market reaches 10 million, the market is stable and the industrial base is complete.
Such a high threshold makes many manufacturers daunting, so that some domestic auto companies responsible person publicly stated: "When the annual production of 6 million vehicles, it is possible to have the opportunity for the development of independent brands." This argument was China Automotive Industry Consulting Development Company researcher Jia Xinguang Reprimanded as "fabricated mythology", this myth will first of all encounter a paradox of chickens or eggs first: the latecomers must first have the scale of production to develop independently, but without products, there is no production scale. Thus, this myth essentially became a pretext for relying on foreign product technology: the backward countries must first rely on the introduction of foreign product technology to make the scale bigger, and then have the financial resources for independent development. However, facing the market booming for two consecutive years, we only saw these key companies' financial resources rolling, but they did not see their efforts for independent development. What's more, in accordance with the standards stated by the leaders of the above-mentioned enterprises, FAW and SAIC have long been expected to have "development capabilities."
Ironically, foreign companies have long since broken these myths. In 1984 when Shanghai Volkswagen’s Santana project was launched, there were only 30,000 production capacity, which was inconsistent with the scale requirements of China’s policy formulation and the “internationally recognized†economic scale. Only after the market potential was confirmed, Shanghai Volkswagen only expanded its production scale, reaching 60,000, 120,000, 160,000, 200,000, and 230,000 in several stages to reach today's 400,000 production scale. The fundamental difference between German Volkswagen and Chinese in decision-making thinking lies in the fact that the former has a market concept and the latter does not, and the German public has always been a consistent strategy in China for 20 years. This proves that scale determinism is totally groundless.
In fact, no country in the world has ever followed these myths that certain decision makers have made the truth. The Japanese auto industry's annual output was only close to 500,000 units in 1960, but it not only embarked on the road of fully independent development, but also began to take off. Its export rate has exceeded 8%. Toyota has always insisted on independent development in 1955. The annual production of automobiles was 22,786 units (of which cars accounted for 32.5%), and when its vehicle production reached nearly 155,000 units in 1960, Toyota's production methods that later shocked the world had already taken shape.
Jia Xinguang said that the best example of breaking this tone is the rise of the Korean auto industry. The Korean automotive industry was born in 1962 when the Korean government promulgated the "Act for the Support of the Automotive Industry" to promote the establishment of the first modern automobile assembly plant. Like companies in other developing countries, Korean auto companies started by assembling foreign models, and they also used foreign companies to sell shares to foreign companies. However, the development path of Korean companies has two distinctive features: (1) Adhering to the autonomy of technological learning; (2) Taking self-development as a strategic goal, and constantly elevating at the level of technological learning.
Whether it is the Japanese automobile industry in the 1950s or the Korean automobile industry in the 1970s, both the scale of the individual companies and the scale of the entire industry (both measured in terms of annual production) are smaller than today’s Chinese auto industry, but both have Embarking on the track of comprehensive self-development, both of which have begun to take off as the symbol of high-speed expansion of production, have begun to have the momentum of sweeping the world market in the future.
Catch up with the pattern
According to the scholar of the State Council Reform Office, Guo Kuang-fu said: "An international division of labor characterized by the globalization of industrial development is taking shape: the highest level in this division of labor is the research and development of new technologies and new products; followed by the core component producers; Once again, it is an accessory production and processing and assembly country; the fourth is the resource-supplying country, and the bottom is the product-selling country. All countries are hard to seek their own interests outside this international division of labor. "Obviously, the Chinese automobile industry is The lower level of the international division of labor structure is facing a double dilemma: it is unable to share the high profits of the development of the world automobile industry with the developed countries, but also handed over the Chinese automobile market to the world's giants, allowing them to earn high added value. Although the Chinese are not reconciled, they are a reality that they have to endure for a long time.
After analyzing and comparing, Ruan Guomin reached a conclusion: "There are only two modes for the development of the auto industry in the following countries: the Japan-South Korea model and the Brazilian model. The former is under a high degree of protection. The government supports a small number of key enterprises and imports foreign technologies through introduction. Develop models with independent intellectual property rights to form the road for the development of the national auto industry that is independently involved in international competition; the latter, under the protection of high tariffs by the State, encourages multinational automobile companies to carry out localized production through joint ventures to form a multinational corporation. “Foreign brands†compete with each other and divide the domestic market. However, national automobile companies have always lacked competitiveness and can only occupy a lower position in the international division of labor. “From the late 1980s, the Chinese automobile industry began to emphasize learningâ€. The Japan-Korea model has also adopted a protection policy that is even worse than that of the two countries. However, reality tells us that China's auto industry has not been successful. On the contrary, the Chinese auto industry has been able to embark on the "Brazilian model". When the international auto giants are rapidly developing in China, the national auto industry has not made significant progress. At present, there are 15 sedan manufacturers in China, 14 of which are joint ventures. The foreign partners of the joint venture include all the automobile giants in the world. Almost all of them are producing foreign brands, and the core R&D is not in China. As long as China's auto industry policy has not materially changed, it will become a fact that multinational corporations will control the Chinese auto industry after a few years.
Jia Xinguang lamented this: "This type of industrial development will not develop China's own auto brand. If this continues, China will embark on a path of no return like Brazil." At present, many joint ventures including the three major groups are involved. Although the profits obtained are substantial, the independent research and development capabilities have not improved significantly. Originally hoped to use the market to exchange technology through joint ventures, but due to the constraints of foreign joint ventures and the lack of market size and related industries, most of the joint venture's research and development level is limited to adaptive redevelopment.
"Now it is a local company, not a joint venture company, that bears the historic task of raising the level of independent research and development. On the one hand, the country supports local companies in terms of capital, taxation, and market. On the one hand, domestic companies like Geely, Chery and Brilliance are like Korean companies. As hard as it is, there will be plays with independent intellectual property rights." Jia Xinguang said with certainty.
How to dominate the right to speak?
From the perspective of the development of the global automotive industry and our country’s ambiguous auto joint ventures, the core, independent right of speech, is the independent intellectual property of technology.
The independent intellectual property rights must be developed and designed by oneself, understand the technology by oneself, improve the design by oneself, and carry out brand innovation. Now, the domestic self-development model is that there is no knowledge of property rights and no imitation of innovation. This topic has also become an irretrievable pain in the hearts of domestic automakers.
"The independent intellectual property rights are directly linked to independent brands. Good brands are linked to good products," said Xu Min, deputy general manager of Chery.
The history of Chery's adherence to the road of independent research and development undoubtedly strengthens the confidence that we can gain the right to speak in a car.
In order to ensure the quality of new product development, Chery has created at least three firsts in the history of China's automobile industry in recent years: Chery Automobile has become China's first side impact test success; Chery has become the first company in China to pass independent Tricycle organizations that are ISO/TS16949.1999 edition certified vehicle manufacturers are expected to pass TS16949.2002 certification in November this year (Chinese auto manufacturers have not yet obtained this certification); Chery also invests 7 100 million yuan has introduced one of the world's most advanced paint lines (only five such lines worldwide).
At present, Chery has basically completed preliminary planning for product development and design in the next five years. The engine project will be used in cooperation with AVL Austria to develop an engine with international standards and it is expected to be produced in volume next year. The cooperation in the development of gearbox projects with famous foreign companies and the development of complete vehicles with a well-known European design company are proceeding in an orderly manner. Chery has gradually formed its own unique technology development platform with international standards. In the development process, we fully implement the PLM concept of the product lifecycle management concept, make the products closely follow the market requirements, and develop a 3D design software system in the development environment, which has basically reached the world advanced level.
Chery currently has 18 engines in active development. At the end of this year, the TTI supercharged engine will be born at Chery, which will fill the gaps in the country and will be ranked first in the world; China's first V-engine that meets Euro IV emission standards will also be available in the first half of next year. . In the next few years, Chery will launch 3 to 4 new cars each year.
Chery also hired Italian designers to design the entire vehicle and interior design. Japanese engineers conducted mechanical research, and then reviewed the performance of the entire vehicle through advanced automotive appraisal departments in Germany, the United Kingdom, and other countries. Zero, modular supply, so that the advantages of various resources to complement each other, access to such as the East's son, Qiyun and a number of models with independent property rights.
Chery’s new Chinese auto technology development model pioneered by China has increasingly demonstrated its strong vitality. It is understood that many foreign car design companies are coming to China to find opportunities. Many outstanding automotive technicians are also willing to come to China to work. This kind of development mode is different from other domestic manufacturers in designing an entire vehicle model to a foreign design company and simply “borrowing chicken eggsâ€, avoiding the situation of “having property rights and no knowledgeâ€. In this way, Chery spends little money and not only has intellectual property rights, but also raises the level of his own R&D team. It can be believed that in the near future, Chery’s technological accumulation will eventually bear fruit.
In this regard, Yin Tongyao, chairman of Chery, commented that: "In the development process, we feel that we are on the right track, so the more confidence you make, the more you get more and more savory, and the more space you make, the bigger the space is for Chery. The integration, using global technological advantages, has greatly shortened the technology development process. Before the Koreans and Japanese could do it, we can do it.†There are two good news in the new “Auto Industry Development Policyâ€. Let the people be relieved. One is that the specific expression of the new industrial policy for "KD (Parts of Assembly)" is that "the import part of the assembly of vehicles constitutes the characteristics of the vehicle, it is necessary to levy the same tariff as the imported vehicle." And another strategy is to enter When foreign automobile companies in China import products, they must set up corresponding technology research and development institutions. These two points can curb the spread of KD production. Regardless of whether it is for domestic auto industry or ordinary consumers, it has positive significance.
Twenty years ago, domestic cars started from KD. After 20 years, KD became popular again, and the domestic auto industry drew a circle. However, if we look at the history of domestic autos for 50 years, this circle is actually far-fetched. Take the two domestic auto brands owned by the FAW Group as "Red Flag" and "Liberation". That year was also a KD model, but it was completely different in nature. At least it had its own brand. The "Red Flag" originally borrowed from the Soviet Union "Jim" and "Gouss". Later, it borrowed German Audi and Lincoln from the United States. The "liberation" was originally set up by Soviet trucks. Nanjing Automobile's "Yuejin" first borrowed from the Soviet Union "Muse 51", and the "Shanghai" brand car originally borrowed from Poland "Warsaw". In fact, the earliest automobile industry has given us a development path, but later we did not do a good job. , and chose other modes.
Based on the basis of the production of parts and components that our country already possesses today, the earliest industrial model has been fairly recapitulated. Actually, auto companies such as Geely, Chery, Zhonghua, and Hafei, which are gradually being favored by the industry, are following this path. Their initial successes show that self-development is not an outdated thing. Japan and South Korea are already close at hand. To set an example for us, it is important whether our entire industry can calm down from its impetuousness and think about its own affairs: Geely, who was not favored in the past, has now transformed from a family business to a modern automobile company; Chery’s sedan In 2002, it also officially entered the ranks of mainstream depots with 50,000 outstanding achievements; Brilliance succeeded in focusing its business on the automotive industry. China’s sedan was sold for 18,000 units in 7 months and cooperated with BMW to become an international company. The well-known brand partners; Hafei, which successfully launched the racehorse, has also launched Lobo, which has been recognized by the market...
"It may be that these Chinese companies' attempts to develop cars autonomously are still rough, but in comparison, some of the more powerful auto companies are bragging about selling KD models. This is by no means the way out for the domestic auto industry, at least not because Chinese auto companies should Performance attitude." Jia Xinguang frankly.
A single spark can start a prairie fire. Although the road to independent research and development of the Chinese automobile industry has been tortuous, it has already embarked on a journey. The promulgation of the new "Automobile Industry Policy" will provide the most favorable policy guarantee and the greatest thrust for independent research and development.
Document 1:
New "Automobile Industry Policy" - Product Development Article 27 The state supports the production enterprises of automobiles, motorcycles, and parts and components to establish product research and development institutions to form product innovation capabilities and independent development capabilities. Independent development can take various forms such as self-development, joint development, and commissioned development. If the investment in the construction of scientific research facilities independently developed by the enterprise meets the relevant taxation provisions for the promotion of enterprise technological progress by the enterprise, it may be listed before income tax. The state will soon introduce policies that encourage enterprises to develop independently.
Article 28 Automobile production enterprises shall strive to master the technology of car body development, pay attention to the development of product technology, and form chassis and engine development capabilities as soon as possible. The state supports the large-scale automobile enterprise groups, enterprise alliances, or auto parts production enterprises in the industrialization transformation to develop complete vehicles or component assemblies with advanced levels and independent intellectual property rights.
Article 29 Automobile, motorcycle and component manufacturing enterprises shall actively participate in major scientific and technological research projects organized by the state, strengthen cooperation research with scientific research institutions and institutions of higher learning, and pay attention to the application and transformation of scientific research results.
Information 2:
Korea Hyundai Group's independent research and development road South Korea Automotive Corporation Hyundai Group was established in December 1967, 14 years later than China FAW was established, and it is also eight months later than the commencement of construction of the FAW. Hyundai Motor was originally produced by joint venture CKD assembly, but it soon embarked on the road of self-development.
Assembling Ford cars since 1967 has gone through the process of assembling half-disassembled vehicles (SKDs) to assembling fully assembled and disassembled vehicles (CKDs), but it has always maintained a high degree of technical learning. In 1973, the South Korean government formulated the "Long-Term Development Plan for the Automotive Industry," requiring Korean companies to develop self-designed Korean cars. Taking this as an opportunity, the Hyundai Group will transform the assembly and disassembly of foreign cars into the development of domestic design cars. To achieve this goal, despite the lack of technical capabilities, Hyundai Group insists on not introducing complete sets of technologies, but instead acquires non-complete sets of technologies from various sources and sends engineers to 26 companies in five countries for technical learning. After Hyundai Group entered the international market in the 1980s, Japan’s Mitsubishi, the original main technology provider, was no longer willing to provide advanced technology, so Hyundai intensified its efforts in independent research and development, and embarked on the road to innovation by independently developing models and engines. This high-intensity technology learning has led to the rise of the Korean automotive industry.
In 1973, when the Hyundai Group independently designed according to the requirements of the Korean government, the company’s car production was 5426 units. In 1975, when the first model of the Hyundai Group's self-designed "Pony Horse" was put into production, the company's annual production of cars was 7,100, and the country's total automobile production was 36,800. The Hyundai Group and even the Korean auto industry only began to explode after they embarked on their own development road.
After accumulatively surpassing 1 million vehicles in January 1986, it has accelerated development. In the early 1990s, it had an annual production capacity of 2 million vehicles. At present, there are 1.51 million vehicles in Ulsan alone, making it the largest single-factory production base in the world.
Why South Korea can only survive the financial crisis, Hyundai Motor vice president Park Bing Chau answered: "The first is self-development, the second is self-development, and the third is self-development. The most important thing for an auto company is not to do business. It is to establish its own research and development capabilities.†After China determined to develop the car industry at the end of the 1980s, it had used Korean cars as a model. At that time, the management of Chinese automobiles summarized the world's automobile development model as three kinds: one is the free competition form of the United States, the other is the foreign capital-led type of Brazil and Canada, and the third is the self-development style of South Korea. For the US model, it is considered that resources will be wasted and the competition will take too long. The Brazilian and Canadian model is simply an "industrial colony," which is almost the same as the "falling the party and the country". The management tried hard to avoid the first two models and praised the Korean model. However, the results have been so rampant that Chinese cars have not established independent R&D capabilities. What are the reasons? Because we praise the South Korean experience, we value Korea’s “government’s strong intervention†and talk about the “tangible hand†of the Korean government. We rarely want to make a big effort in the market.
The Korean auto industry does have strong government intervention and strict market access restrictions, but as they do all this, they clearly define the goal for cars entering the family, and they independently developed the first model “Pony†with a displacement of 1.3. The price is only around US$5,000. It targets the largest civilian market, and it wedges into the US market at a low price. It can quickly realize the “economy scale†and only then can the independent development have a possible basis. Therefore, the start must conform to its own basic strength, and it must not be conceived.
On the other hand, China's development of automobiles puts forward the principle of "high starting point, large quantities, and specialization." Sedan cars started from official vehicles. For a long time, the actual entry of cars into the family has not become a development goal. In official vehicles, it is not distressed to spend on public funds, and it is not easy to buy a car because of “control†restrictions. From the establishment of the first joint-venture car company in 1985 to 2001, the scale of the car market reached 720000 vehicles in 18 years, and the “big volume†has become an empty talk.
Document 3:
In the past 20th century, with the help of external forces, the road to global development was spurred by the automobile. In the 50s of the world's automotive industry's golden period, July 15, 1953, the first clay in the outskirts of Changchun was opened. The first page of the history of the development of new China's autos, China FAW officially started construction, "build their own cars" to stimulate a generation of Chinese auto workers.
After 50 years of heavy rain, on July 15 this year, China’s automobile industry has gone through a period of 50 years. From the birth of the first “liberation†truck in 1956 to the current annual production and sales of 325 cars, the Chinese auto industry’s Development has attracted worldwide attention. At the same time, the Chinese auto manufacturing industry has also initially formed the "3+9" structure of nine independent manufacturers including FAW, Dongfeng, SAIC, and Guangzhou Honda.
The real rapid development period of China's auto industry began with the joint venture between Shanghai Volkswagen and Beijing Jeep in the early 1980s. Since Shanghai Volkswagen and Beijing Jeep, joint venture vehicles have sprung up across the land of China, driving the entire Chinese auto market.
However, behind the current "3+9" layout of China's automobile production plants is the "6+3" shadow of multinational auto giants, namely GM, Ford, Daimler-Chrysler, Toyota, Volkswagen and Renault-Nissan. And the relatively independent Honda, Peugeot-Citroen (PSA) and BMW 3 companies. In the era of global auto industry dominated by big groups, the 9 companies’ annual sales of cars accounted for 92% of the world total. In China, the “6+3†joint venture company in China controls more than 95% of the Chinese market. Almost all core technologies are in their hands. Most of our manufacturers are assembling foreign models.
The status quo of the auto industry is very similar to that of China's home appliance industry. It is also based on the same basis. It is also necessary to rely on foreign technology and funds to form a joint venture company to win rapid development. The path of the home appliance industry gave us at least two revelations. The first is to develop our own brand. It is entirely feasible to think that China’s color TV is the Japanese cargo, and now not only domestic brands are overwhelmingly dominant in the domestic market, but also export a lot of other countries. , To the foreign veteran manufacturers great pressure; Second, the lack of core technology has always been a heart disease, the bulk was taken away by others, we spent a lot of effort, resulting in high income, the profit is very low.
Of course, in the era of international cooperation in the automotive industry, it is impracticable to close behind the door to develop itself and engage in research and development. The use of external forces is the only way. Toyota Toyota founder Toyota adhered to this credo: Imitating is easier than creating. Japanese cars also began with the imitation, but after learning the strengths of others, they studied the market even more. The cars they started didn't use any modern technology, but they were very elaborate, firm, practical, and inexpensive. As a result, it created a sales miracle.
Document 4:
The independent development has its own advantages: As the 6th largest automobile manufacturer in China, it has learned the world-class design process through cooperation with Italy's Pininfarina, and "China-Italian", "Loubao" and other products have come out one after another. The technicians were sent to Italy for follow-up study from time to time, and eventually formed their own product development capabilities. At present, Hafei has formed a technical team of about 200 people and can completely design and produce more complete products. The leader of the research group, Professor Lu Feng of Peking University, believes that Hafei's ability to rapidly develop its own development capabilities through external cooperation is the key to adhering to an independent product development platform and always grasping the product development process at the product system level.
Geely and Chery: Completed their own technological growth through imitation. Through the absorption of a group of experienced skilled workers, and cooperation with foreign companies for product development. Learned and mastered the standardization of the vehicle design process and more design details. At present, Geely and Chery have gone through product upgrading, gradually mastered the procedures for the formal development of products, and entered a completely independent development stage.
According to the research report of the Ministry of Science and Technology, China’s current fastest-growing self-development company is Chery.
Self-developed enterprises are more competitive than joint ventures. Although it takes high investment to develop products by itself, it is still cheaper than relying on the purchase of foreign products. Because China's R&D engineers have low labor costs, low investment costs, and low prices for domestic equipment and materials.
International experience also supports this judgment. Toyota and Nissan used to be the two largest automakers in Japan. They took different paths in the process of learning about car manufacturing technology. Nissan relies more on foreign technology, and Toyota has always insisted on independent learning. As a result of the two roads, Toyota has developed a stronger organizational capability than Nissan and has created a world-famous Toyota production method. Nissan is not only unable to catch up with Toyota, but it was also in a difficult situation in the 1990s. Do not introduce foreign capital for restructuring.
Document 5:
Policy evolution For the first time, the automobile industry was identified as a pillar industry. It appeared in the article “The Seventh Five-Year Plan for the Economic and Social Development of the People's Republic of China (1986-1990)†promulgated in April 1986.
In August 1987, the State Council clearly established three production sites for FAW, SAIC, and SAIC. After that, it was further determined that the production of cars should be based on the principles of "high starting point, large quantities, and specialization", focusing on spare parts production and related industries, and accelerating the localization rate. 1988å¹´,å›½åŠ¡é™¢åœ¨ã€Šå…³äºŽä¸¥æ ¼æŽ§åˆ¶è½¿è½¦ç”Ÿäº§ç‚¹çš„é€šçŸ¥ã€‹ä¸æ˜Žç¡®æ出轿车生产布局的"三大三å°"战略,å³å›½å®¶æ”¯æŒä¸€æ±½ã€äºŒæ±½å’Œä¸Šæ±½ä¸‰ä¸ªè½¿è½¦ç”Ÿäº§åŸºåœ°ï¼ˆä¸‰å¤§ï¼‰å’ŒåŒ—京ã€å¤©æ´¥ã€å¹¿å·žä¸‰ä¸ªè½¿è½¦ç”Ÿäº§ç‚¹ï¼ˆä¸‰å°ï¼‰,而ä¸å†æ‰¹å‡†ä»»ä½•å…¶ä»–的生产点。 1989å¹´3月å‘布的《产业政ç–è¦ç‚¹ã€‹æŠŠå·²ç»æ‰¹å‡†çš„轿车项目列为国家é‡ç‚¹æ”¯æŒé¡¹ç›®ã€‚æ¤åŽ,1990年国务院é¢å¸ƒçš„《90年代国家产业政ç–》和1994å¹´é¢å¸ƒçš„《汽车工业产业政ç–》æ€è·¯ä»ç„¶ç›¸åŒã€‚
资料6:
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