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在中国的轿车行业,华晨所打造的中华轿车模式应算做一个另类。首先它走的是既不同于合资也不同于独立开发的第三条道路:依靠外部研发力量,获取自主产权与品牌;另一方面,同其他自主品牌汽车从低端入手不同,华晨一开始就将产品定位于中高端的商务车。不过,这些独特的模式似乎并没有带来好运,时至今日,华晨交出的答卷是令人失望的。那么,我们要追问的是:究竟是整个战略错了,还是局部的失误与执行不力?华晨又依靠什么突破现有的困局?
In the Chinese car industry, Brilliance China car model to create should be considered as an alternative. First of all, it takes a third path that is different from that of joint ventures and independent development. It relies on external research and development to gain independent property rights and brands. On the other hand, unlike other self-owned cars, which starts from the lower end, Brilliance Product positioning in the high-end commercial vehicles. However, these unique models do not seem to bring good luck. Up to now, the responses handed out by Brilliance have been disappointing. So, we have to ask is: whether the entire strategy is wrong, or local mistakes and poor implementation? Brilliance relies on what breakthrough existing difficulties?