Strategic Group Approach for Six SOEs at China’s Automobile Industry
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This study accessed China’s automobile industry through the strategic group theory. Strategic group means a group of firms that pursue the same or similar strategy at the specific industry. Most of all it concentrated on the market control power of big Six SOEs (State Owned Enterprises) of China; SAIC, FAW, DFM, ChangAn, BAG, GAIG, and analyzed the possibility for making them as a strategic group. To do so this study picked out main factors to access the potential barriers for grouping Six SOEs by applying three categories of mobility barriers suggested by Mcgee & Thomas. Firstly, at the governance structure analysis for Six SOEs, as a source of the category for individual firm specific characteristics, Six SOEs have dominated almost all of the alliances relationship with global makers while taking the institutional supports of local governments. However the revenue to profit ratios for Six SOEs did not agree with the nature of a strategic group. Secondly, at the market share trend or economies of scale for Six SOEs, as a source of the category for industry supply characteristics, total market share of Six SOEs has expanded continuously since 2004 without admitting any other makers to enter top six ranking. But the market share difference of inner group is hard to be explained only through strategic group characteristics. Thirdly, at the passenger car price strategy of JVs under Six SOEs or at the market-related strategies, three strategic groups; high price, middle price and low price group were confirmed through the correlation between the group median for average prices of car makers and the group median for revenue to profit ratios from 2007 to 2012. It was relatively very clear to differentiate JVs under Six SOEs from local makers through the passenger car price. Therefore it can be said that mobility barriers by market segmentation or brand recognition of JV makers is so high as to segregate Six SOEs as one strategic group.
Abstract
This study accessed China’s automobile industry through the strategic group theory. Strategic group means a group of firms that pursue the same or similar strategy at the specific industry. Most of all it concentrated on the market control power of big Six SOEs (State Owned Enterprises) of China; SAIC, FAW, DFM, ChangAn, BAG, GAIG, and analyzed the possibility for making them as a strategic group. To do so this study picked out main factors to access the potential barriers for grouping Six SOEs by applying three categories of mobility barriers suggested by Mcgee & Thomas. Firstly, at the governance structure analysis for Six SOEs, as a source of the category for individual firm specific characteristics, Six SOEs have dominated almost all of the alliances relationship with global makers while taking the institutional supports of local governments. However the revenue to profit ratios for Six SOEs did not agree with the nature of a strategic group. Secondly, at the market share trend or economies of scale for Six SOEs, as a source of the category for industry supply characteristics, total market share of Six SOEs has expanded continuously since 2004 without admitting any other makers to enter top six ranking. But the market share difference of inner group is hard to be explained only through strategic group characteristics. Thirdly, at the passenger car price strategy of JVs under Six SOEs or at the market-related strategies, three strategic groups; high price, middle price and low price group were confirmed through the correlation between the group median for average prices of car makers and the group median for revenue to profit ratios from 2007 to 2012. It was relatively very clear to differentiate JVs under Six SOEs from local makers through the passenger car price. Therefore it can be said that mobility barriers by market segmentation or brand recognition of JV makers is so high as to segregate Six SOEs as one strategic group.
참고문헌 (28)
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