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Chery Motor Case Discussion

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Chery Motor Company

Instructor: Dr. Deena Burris
Global Management 398
Amanda Holst 921128
Fall 2015

Introduction
Chery Motor Company was founded in 1997 to support the local economy in the underdeveloped Chinese province of Wuhu. Chery’s lack of proper licensing made it impossible for the company to sell automobiles outside the province. In 2001, a 20% share of Chery was purchased by Shanghai Automotive Industrial Association, which allowed the small firm to utilize their retail license and begin its expansion. Also in that year, Chery exported cars to Syria and was then the first company to export cars to the mainland. Chery expanded and was highly successful between 2000 and 2006, when their automobile sales increased by 303,000 units, making them the 3rd largest domestic auto company. To maintain this growth on the global automotive market, Chery has implemented a range of competitive business strategies.
Competitive Strategies
Chery has followed their guiding principle of “stabilizing through the domestic market, strengthening through the overseas market and developing the domestic market through the overseas market in a flexible way.” Their ‘going out’ strategy lead to the company becoming the first car enterprise exporting complete automobiles to foreign countries in China. Chery Motor Co has implemented a cost leadership strategy to establish and defend their desired strategic position. A cost leadership strategy is an integrated set of actions taken to produce goods that are acceptable to customers at the lowest cost, relative to their competitors. The strategy targets a broad market while ensuring the lowest cost. Chery provides a fairly standardized fleet of automobiles, but with competitive levels of differentiation in order to maintain market share. High quality products and technology are essential aims for Chery motors. After analyzing their value chain, the company’s leadership realized that quality and technology were not their core competency. They chose therefore, to found a research institution and consult Japanese innovators to gain core competency in these areas. Chery contracted with AVL of Austria to manage their production of 18 new engine models, outsourcing this aspect of manufacturing in full.
Between 2000 and 2006, Chery motors achieved record results. Unit production increased to 303,000 per year, and foreign exports increased by 178% during 2005 and 2006. To meet growing sales demands, Chery acquired production facilities both domestically and in foreign countries, and also began Greenfield ventures into Iran, Russia and Malaysia. On the domestic market Chery owns the whole value chain and has chosen a vertical integration, compared to the international market where they use horizontal integration. They entered outsourcing agreements in foreign countries such as Malaysia, Ukraine, Indonesia and Turkey to be able to produce automobiles in the regions where they are sold. Today, Chery continues to export cars from China to international markets. During the first half of 2015, Chery exported 50,130 passenger vehicles, which is present 26.7 percent of the exports of Chinese brand passenger vehicles.
Chery met challenges on the North American market when the Chinese auto industry was criticised for poor quality control. For example, a car crash test in early 2007 yielded poor results and concerned consumers when it came to quality and safety of Chinese automobiles. Instead of being dragged down by the negative impacts of the North American market, Chery made a strategic decision to expand on emerging markets such as the Middle East and Latin America, with less quality and safety expectations. Chery expanded the markets they operated in and also expanded their product line to compete in different market segments, such as Subcompact, Economic sedan, Sedan and SUV. As a result, in 2007 Chery was the automobile company that offered the most variety of products and most complete series on the Chinese market.
Corporation
Chery started to look for key partnerships that could offer them resources and expertise to develop and improve manufacturing quality. In 2007 Chery entered a partnership with the automaker Chrysler. Chery knew that they had resources Chrysler needed and in turn, Chrysler could improve on Cherys’ market weaknesses. Chrysler made use of Cherys’ cost-effective production, and Chery got access to Chrysler´s technical and design expertise. By bringing the companies´ core competencies together, the companies were able to gain a competitive advantage and grew on the global automobile market. Later in 2007, Chery signed a contract to sell engines to the automaker Fiat and began producing Alfa Romeo models for sale in China. This cooperation helped Chery strengthen their market in China and tap the Western European market. In addition, Chery opened up a factory in Iran and entered an agreement with Iran Khodro and Canada Solitac. The factory in Iran produces kits supplied from Chery and is sold in Iran and the surrounding countries. This joint venture can strengthen Chery´s competiveness in the Middle Eastern market.
Chery is constantly looking to expand abroad and has invested in foreign countries in the hope of improving their technology and market share. Chery has entered different partnerships since 2003 to expand their production, manufacturing and sales. The new partnerships also allowed Chery to produce their product in the new regional markets, increasing their global sales.
Chery´s performance 2014
Chery´s strategic goal is to build an “international brand”. To reach their goal, Chery launched three new car models in 2014, which were popular within the market. Chery constantly works product development, technology and brand name to reach their strategic goals. Chery exports their products to approximately 80 countries worldwide and wants to keep expanding. The company currently builds around 15 models of passenger vehicles and sells about 800,000 cars a year. During the first half year of 2015, Chery increased their sales with 17% compared to last year and sold 252,439 vehicles on the Chinese market.
Conclusion
Chery was founded in 1997 with strong plans to expand on the domestic and international market. They entered the market by using a cost leadership strategy. They focused on their core competencies, which are engines, automobiles and cost-effective production. To handle weaknesses in their value chain, Chery either outsourced production or entered partnership with other companies. Chery knew that they had resources and competencies that other companies were interested in, and Chery was willing to cooperate to gain other resources in return. Chery established joint ventures with Chrysler, Fiat, Iran Khodro and Canadian Soltiac. By combining their core competencies with other company’s resources, Chery could expand their markets to new countries and regions, and gain a competitive advantage on both domestic and international markets.

References

“Chery Automobile Co., Ltd. Revenue and Financial Data”, last modified 2015, accessed September 16 2015 http://www.hoovers.com/company-information/cs/revenue-financial.Chery_Automobile_Co_Ltd.92044f506e48d605.html “Chery overview”, last modified 2014, accessed September 16 2015 http://www.cheryinternational.com/corporate-overview.html “China's Chery reports 17 pct rise in H1 auto sales despite slowdown”, last modified August 5 2015, accessed September 21 2015 http://www.reuters.com/article/2015/08/05/china-autos-chery-automobile-idUSL1N10G10B20150805 “China´s Chery to open auto factory in Iran”, last modified August 13, 2007, accessed September 15 2015 http://www.nbcnews.com/id/20246342/ns/business-autos/t/chinas-chery-open-auto-factory-iran/#.VfmEgs79Ffg “Chinese carmaker Chery sales up 17% in sluggish market”, last modified August 6 2015, accessed September 2015 http://www.chinadaily.com.cn/business/motoring/2015-08/06/content_21515102.htm ”Company overview of Chery Automobile Co., Ltd”, last modified 2015, accessed September 16 2015 http://www.bloomberg.com/research/stocks/private/snapshot.asp?privcapId=13413384 “Fiat and Chery driving towards joint venture”, last modified April 19 2008, accessed September 15 2015 http://www.scmp.com/article/634339/fiat-and-chery-driving-towards-joint-venture Michael A.Hitt, R. Duane Ireland and Robert E. Hoskisson, Strategic Management competitiveness & globalization, (Canada: Cengage Learning 2013)

W. Gerry Sanders, Mason A. Carpenter, ”A Cheap Chery Ride articel” 2007

--------------------------------------------
[ 1 ]. A Cheap Chery Ride
[ 2 ]. Ibid
[ 3 ]. Strategic Management competitiveness & globalization
[ 4 ]. A Cheap Chery Ride
[ 5 ]. Strategic Management competitiveness & globalization
[ 6 ]. China's Chery reports 17 pct rise in H1 auto sales despite slowdown
[ 7 ]. Chinese carmaker Chery sales up 17% in sluggish market
[ 8 ]. A Cheap Chery Ride
[ 9 ]. A Cheap Chery Ride
[ 10 ]. Fiat and Chery driving towards joint venture
[ 11 ]. China´s Chery to open auto factory in Iran
[ 12 ]. A Cheap Chery Ride
[ 13 ]. Chery overview
[ 14 ]. Company overview of Chery Automobile Co., Ltd.
[ 15 ]. China's Chery reports 17 pct rise in H1 auto sales despite slowdown

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