限行、限购：中一集团面临的挑战（A）（B）（C）
案例编号：
CN_2018_4757
被浏览次数：
2271
案例名称：
限行、限购：中一集团面临的挑战（A）（B）（C）
译名：
Driving and purchasing restriction: the challenge faced by ZY Corporation.
案例作者：
韩冀东、宋金哲、李东贤、吴冠之
作者单位：
中国人民大学商学院
译者：
-
案例企业：
匿名
行业：
交通运输/物
学科领域：
市场营销 、其他
规模：
中小型
案例语种：
中文
案例类型：
描述型
中文关键词：
政治环境、萎缩市场、限购、商用车、战略、市场营销组合
英文关键词：
political environment, declining market, purchasing restriction, commercial vehicle, strategy, marketing mixture
中文摘要：
案例描述了限行、限购政策下，中一（ZY）集团所面临的挑战以及为应对挑战所做的思考和尝试。本案例可用于代表中国市场常见的一类现象，即政府政策的变化对消费者的需求产生很大的影响，造成企业原有业务模式受到冲击。为应对外部环境的变化，企业管理者不得不从业务板块、商业模式、具体运营等多层次、多视角展开思考和尝试。
案例(A)讲述了中一集团的高管在乘用车已经被限购、商用车不断有传言要被限购的情况下面临的压力。具体内容包括：中一集团的发展历史；企业目前的业务模式和业绩构成；政府出台限行、限购政策的背景；限行、限购政策对企业造成的影响；企业内部为应对挑战所做的讨论；决策的紧迫性；要求学员从企业高层决策者的视角和战略规划两个方面讨论企业的决策。
案例(B)以案例(A)的描述为大背景。中一的高管透过新东方上市和南汽被收购两条非常简要的信息，意识到了一类常见的顾客需求。即与具体使用者的需求无关，而是客户公司层次在财务方面的需求。案例要求学员以新视角观察顾客需求，寻找企业新的发展机会，并据此完善商业模式。
案例(C)以案例(A)的描述为大背景。通过观察汽修小店的生意，中一的高管意识到了以往流失顾客的真正需求。案例要求学员讨论如何转变业务模式来吸引和满足已经流失的顾客。
英文摘要：
The case describes how ZY deliberated and exploited when trying to react to the challenge of driving and purchasing restriction. The case can be treated as an example to reflect a kind of Chinese market phenomena that government policy change can affect demand dramatically and make a shock to firm’s current business model. To react to the political environment change, mangers have to think and try new ways from multiple perspectives and levels concerning business units, business model, and business running.
Case (A) describes the pressure faced by the top manager when there are full of all kinds of rumor that the purchasing restriction policy of commercial vehicle will be announced. Meanwhile, a similar policy for passenger car had been valid for several years. Case A concerns: the history of ZY; the business model and revenue structure of ZY; the background of driving and purchasing restriction policy; the influence of restriction policy on ZY’s performance; the discussion among managers about how to react to the outside threaten; the urgency of contingency plan. Students are asked to discuss from both the top manager decision perspective and the strategic level to make plan.
Case (B) is based on the context of Case A. By two pieces of information, one about a firm’s IPO, the other about a merge, the top manager of ZY realized a common kind of customer need. It does not concern about end user’s need, but the customer firm level’s financial need. Students are asked to observe customer need from a new perspective, look for new business opportunity and improve former business model.
Case (C) is based on the context of Case A. By observing the business of a small auto repair shop, the top manager of ZY realized what the lost customers really wanted. Students are asked to discuss how to change the former business model of ZY to attract and fulfil the lost customer.
适用对象：
MBA、本科、
编写方式：
采编
开发时间：
2017
索要案例使用说明：
确认订购本案例：
