| It's no doubt that China has been considered as one of the most attractive markets for motor vehicle because of its great potentiality and high speed of development. In order to get as much market share as possible, motor vehicle corporations vie with each other in increasing their investment in China including enlarging its production capability and launching newly-designed cars. According to the statistics, there have been 135 types of new car being launched out in China, since China became the member of WTO. What's more, " there were no less than 30 types of new car came into market in the year of 2006 only, that is to say, 2-3 types of new car appeared in the market per month. However, the sold cars were not as many as imagined. In 2006, less than 10 types of new car made such a good performance as making the number of sold cars reached 100, 000. For the other 125 type, the number was no more than 20, 000, which was even under the level of scale economy. GOLF A4 produced by First Automobile Works-Volkswagon Joint Venture came across the same predicament as what I mentioned, and it makes both the two parties of the Company and experts on management puzzled and want to know what makes this shaking the heaven and earth giant in the global market become the business lack of attraction. The author, one of the sales managers in FAW-Volkswagon, has participated in the whole process of introduction and launching-out of GOLF A4 and wants to do the case study with the help of the methodological analysis and management theory learned during the MBA study so as to find the solutions to problems followed:1. What can we do in order to win a reputation for GOLF A4?2. From what step did Volkswagon be doomed to failure in the matter of introducing GOLF A4?3. What is the decisive reason for the failure in introducing GOLF *A4? 4. What should we, motor vehicle producer learn from this case?In order to answer these questions, in the first part, I first summarized the theory on new product research and the theory on launching-out of the new product in our country and abroad, especially on the theory of the Integrated Marketing Communication method, which has great advantages for the compare-analysis of the GOLF A4 launching process. Then in the second part, I discussed the centralism GOLF type production. In addition to that, I also wrote something about the magnificent performance of Volkswagen Company in the German market and other international markets. Then I wrote nearly one chapter to describe the whole process of how we launch and promote GOLF A4 in China and how disappointing the final result was. I also used one chapter, from an objective and comprehensive point of view, to elaborate the reason why the whole process of introducing and launching-out of GOLF A4 could become such a big defeat. In the last part, I made a summary about my own opinion on this case.During the period of writing this article, I found two important things: firstly, the failure in launching GOLF A4 out in the Chinese market mostly resulted from the poor management in FAW-Volkswagen. Because of its poor management, the launching-out of GOLF A4 seemed cursory since nobody realized that BORA, another type of car produced by FAW-Volkswagen would definitely have some influence on the marketing of GOLF A4. As far as I am concerned, FAW-Volkswagen joint venture should concentrate on promoting BORA and on finding ways to increase its. production capacity in order to reduce cost and enter positive cycle. Secondly, FAW-Volkswagen was so confident in the sales of GOLF A4 only in terms of its competitive edge in the international market that he totally forgot Chinese auto market was unique and much different from the international one, and this resulted in many evil consequences such as lacking of efficient management on launching-out a new product and insufficient marketing activities, which are worth being pondered by we automobile manufacturer. |
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