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1、买家的讨价还价能力的竞争结构，行业集中度，音量大小，转换成本和访问信息的程度。 目前，客户有一个较低的所有者程度的访问信息，因此，供应商的议价能力强。The bargaining power of buyers is related to the competitive structure, industry concentration, volume size, switching costs, and the extent of access information. At the present, the customers have a lower owner degree of ac
2、cess information, thus suppliers bargaining power is strong. For example, Che Zhanfei works for Blue Power, a company which provides support for modified cars. He said, “We mostly display turbo and brakes. The turbo is the power source of the car. Its where the speed comes from. But its not enough t
3、o have speed only, so we also display brakes that have high securityhttp:/ ratings.“ Obviously this kind of technology and information of modification is hard to understand by common consumers.On the other hand, it is nominally the status of two sides are equal in all economic activities, but in fac
4、t in a competitive market, the buyers bargaining power is also strong, and living in dominant market position. Not mentioned that the normative operation of the market is not enough, the power of the buyers is the largest one in the market, it has the right of accept concessions, discounts and other
5、 rights. Therefore, no matter which modification providers, must operate based on brand, strong internal strength, and strengthen the internal and external public relations, in order to improve the bargaining power with the supplier effectively, and improve market competitiveness.替代品的威胁4.1.4 The thr
6、eat of substitutesThe threat of substitutes often depends on three factors: the availability of http:/ attractive prices; the satisfaction on quality, performance, and other important aspects, the difficulty of buyers turn to substitutes (including the switching costs). For the Gusto Company, altern
7、ative substitutes may be the modification clubs, which have not independent operation and did not participate in market competition. For these alternative substitutes, their threat is only temporary, because once the clubs clarifies its hard to development, it will naturally move toward professional
8、 vehicle modification providers. 安索夫成长矩阵来分析市场战略的趣味4.2 Using Ansoff Growth Matrix to analyze the market strategy of Gusto Basically the Chinese vehicle modification market started in the beginning of 21 century. Chinese consumers are still looking for suitable service and fair cost for their vehicle
9、modification.市场渗透策略4.2.1 Market penetration strategyObviously Gustos market penetration strategy is success. According to the interviewee, Mr. Xu, Chinese consumers have been influence from HongKong at the beginning of the modification, which is focus on Japanese products. On the contrast, Gusto is
10、more focused on Europe products. Managers of Gusto go to Europe and search for products, because Japanese is indeed a good- looking, and the packaging, and more know how to operate the market. European manufacturers in this regard were less so, but they are very good in the U.S. and European markets
11、. Mr. Xu believes that performance is always important. For example in F1 race, if your products can quickly 0.1s, people will rush out to buy your products, it is still no way to Japan. The European technology keeps to front. And more and more consumers accept and prefer European products.市场发展战略4.2
12、.2 Market development strategyFor Gustos growth strategy, my suggestion is identifying potential users groups in the luxury cars and special vehicles.The special vehicle is a product with higher technical contents. It integrates the advanced technologies in machine, electronics, communications, and
13、environmental protection into the chassis of a special vehicle modularly to realize specific functions. Remarkable progress has appeared in China special vehicle market since 2001. On the other hand, people usually modified low-end cars in the past. Now, more and more luxury cars are being modified.
14、 For example, Mr.Zhang Mengzhe runs a club, which offers modification service only for BMWs. He introduced that it had been trendy to modify luxury brand like BMW cars since 2007. His club only provides products for BMW cars, including appearance, enclosure, wheel, http:/ outtake, shake lever and un
15、dercarriage. It is an effective strategy for Gusto.产品开发策略4.2.3 Product development strategyManagement should also consider new product possibilities. Gusto has a development plan to establish a new department in Zhuhai, it is a R can be developed specifically for the domestic consumers demand. Conce
16、rns about the segmentation of vehicle modification type, secondary controls and miscellaneous products may be more popular in customers, which had been shown as more often on vehicle modification type, according to the online survey.多元化战略4.2.4 Diversification strategy Diversification growth makes sense when good opportunities can be found outside the present business. From my
