(Nissan). 1981. 5. 1995. 1. 1996. 2 Cefiro. 2000. 5. 2003. 5. 2004. 12. 2005. 1. (
Cadillac Opel Buick). 2009. 1 .... Hyundai-Grand Starex 2.5. Nissan-Serena 2.5.
2008
2008
2010
(Strategy map)
Abstract
Since Lehman Brothers broke out the crisis of their operation, one after another financial enterprises economy, but also affect many countries in the world with serious depression, even the government of Iceland declared bankruptcy. When the crisis aggravated, -General Motors, also announced bankruptcy, and
reorganization. This event struck the global vehicle market; take Taiwan business YULON corporation as the example, its monthly stock price chart showed that YULON s stock price dropped seriously since the third quarter in 2008. This study focus research on YULON corporation, and would try to realize what strategies did YULON take after global financial crisis to let YULON have an outstanding performance at the end of 2010.
This study took YULON corporation as the major research subject, through in-depth interviews, discussed whether the corporation s business model and business strategy have significant changes or not after the enterprise had experienced financial crisis during these two years. This study use strategy map as the theoretical framework, sorted and analyzed the interviews data, to study how did YULON corporation take successful strategies to respond global financial crisis.
Abstract
market share
(LUXGEN)
(tobe)
2008 $12.1(2009/12/31)
2010 $138(
$61.7( 2010/12/31
$21.3(2009/12/31)
2010/12/31
(Corporate strategy)
(Business
(Functional strategy)
strategy)
1960
Chandler(1962) Porter (1980)
Mintzberg (1994)
Kaplan and Norton (2010)
(strategy map)
Rise and Fall of Strategic Planning
2
Robert S. Kaplan and David P. Norton (2010)
Doyle(2001)
Business CEO
Doyle(2001
Doyle(2001)
(Brands within the resource-based theory of the firm) Peter Doyle(2001)
1994) (versatility)
2008
2009
1953
9
1957
2
1981
5
1995
1
1996
2
2000
5
2003
5
2004
12
2005
1
(Nissan)
Cefiro
(Cadillac Opel Buick) 2009
1
2009
11
2010
12
2011
4
LUXGEN Tobe LUXGEN
LUXGEN
19
1995
(OEM
ODM
1996
2009
Cefiro
LUXGEN
Cmoney
TEJ
2009
1
Chung and Pruitt(1994)
(Earning per share, EPS) EPS
(Return on assets, ROA) ROA
(Return on equity, ROE) ROE
(Tobin's Q)
Chung and Pruitt(1994) Tobin's Q= (MVE+PS+DEBT) / TA MVE PS DEBT TA
(Structural changes) (Structural breaks)
Quandt (1960) Chow max-Chow
15%
sup-F
70% 5%
Quandt
90%
sup-F
Andrews(1993)
sup-F
Quandt-Andrews breakpoint test
2005
1
2010
12
(
Toyota)
(
39
Eviews f f
3.1296
2008
)
STRUCN 5
4
3
2
1
0 5
10
15
20
25
2005 12
2009
1
1
30
35
40
~2007
2010
45
12
12
(test of equality)
1
2010
55
60
65
2008
70
1
2008
Cmoney
TEJ 2005
50
12
t ANOVA f
4
ANOVA F
Mean 62847.92
60205.75
40872.29
2.029
485844.00
368359.50
452464.30
1.387
-422996.08
-308153.75
-411592.01
(-13.105***)
(-4.610***)
(-6.698***)
807.833
810.711
685.120
0.392
750.638
803.350
726.338
0.116
57.195
7.361
-41.218
(0.386)
(-1.363)
(-0.929)
10251.92
5995.00
9342.286
2.016
27000.25
17333.75
25417.14
2.682*
-16748.33
-11338.75
-16074.854
(-6.500***)
(-2.853**)
(-7.853***)
7691806
4376040
6362626
2.634*
18699228
13259098
18364641
2.454
-11007422
-8883058
-12002015
(-7.371***)
(-3.651**)
(-7.139***)
0.703
-12.084
26.213
3.246*
4.345
-9.953
9.608
2.328
-3.642
-2.131
16.605
(-0.713)
(-0.473)
(1.090)
0.676
0.063
0.384
5.847**
1.752
1.153
1.911
1.837
-1.076
-1.09
-1.527
(-5.479***)
(-3.417**)
(-4.893***)
1.406
0.143
0.867
5.314**
3.890
2.575
4.354
1.828
-2.484
-2.432
-3.487
(-6.100***)
(-3.748***)
(-4.363***)
1.878
0.165
0.999
6.049***
5.443
3.235
3.354
4.416**
-3.565
-3.07
-2.355
(-5.502***)
(-3.743***)
(-4.653***)
0.908
0.728
0.927
1.796
1.668
1.708
1.606
0.258
-0.76
-0.98
-0.679
(-12.355***)
(-8.405***)
(-5.104***)
2005
2010
1 market share vehicle number
(
)
2005
2006
2007
2008
2009
2010
14.44%
12.64%
12.43%
12.89%
12.65%
16.37%
(64,635)
(39,788)
(35,319)
(23,980)
(30,254)
(47,378)
32.14%
31.54%
34.98%
37.28%
40.70%
40.17%
(99,377)
(69,336)
(97,315)
(116,280)
(143,824) (99,326)
2008
LUXGEN
L
Luxury
Genius
(
2011
)
2009
1-12
1,186
2010
1-12
11,181
2011
1-3
5,472
1
2011
LUXGEN 7 MPV
82 92 100
106 109 LUXGEN 7 SUV
86 93 100 2WD
110
4WD
117
(5+2
)
LUXGEN 7 CEO
126 165 U-CAR
LUXGEN 7 MPV
LUXGEN 7 SUV
LUXGEN 7 CEO
Hyundai-Grand Starex 2.5
Honda- CR-V 2.0
Toyota-Alphard 2.4
Nissan-Serena 2.5
Mazda- Mazda 5 2.0
Toyota-Sienna 2.7
Toyota- Previa 2.4
Mitsubishi-Outlander 2.4
Volkswagen-Multivan
Toyota- Wish 2.0
Nissan-Rogue 2.5
2.0
Toyota- RAV4 2.4 Volkswagen- Tiguan 2.0
LUXGEN 7 MPV
3D LUXGEN 4
LUXGEN 7 MPV LUXGEN 7 SUV
LUXGEN 7 CEO
LUXGEN 7 MPV LUXGEN 7 SUV LUXGEN 7 CEO
CEO
2008 134
30% 20%
Robert S. Kaplan and David P. Norton (2000)
Think+
IT
LUXGEN EV+
2011
2007
2000
Michael E. Porter
1997
1984
-
1998
2010 http://www.gem.com.tw/fin/p153.htm http://www.ttvma.org.tw/cht/index.php
http://www.yulon-motor.com.tw
http://www.LUXGEN-motor.com.tw/
Chung K.H. and S.W. Pruitt (1994), Financial Management, 3, 70-74.
toward a unified perspective, Journal of business research, 58: 726-735.
Peter Doyle (2001),
-based brand
Journal of strategic
marketing, 9, 255-268.
Ramon Casadesus-
esign a winning
Harvard business review.
Having trouble with your strategy? Then map it Harvard business review.
Scott M. Shafer, H. Jeff Smith and Jane C. Linder (2005) Business Horizons, 48, 199-207.
