Стратегия локализации компаний автомобильной промышленности на российском рынке
Цель исследования – выявить различные типы стратегий локализации среди автопроизводителей в России, описав каждый этап цепочки создания ценности в отдельности. Для достижения этой цели была изучена теоретическая основа и проведен анализ данных. Методы исследования включали сбор первичных данных с помощью полу- структурированных интервью, а также контент-анализ.
Основные результаты исследования включают выявление различных способов локализации цепочки создания ценности среди автомобильных компаний, а также анализ преимуществ и проблем, связанных с каждой из стратегий локализации.
Introduction ……………………………………………………………………………………………………………… 7 Relevance of the Study……………………………………………………………………………………………………….7 Research Questions……………………………………………………………………………………………………………8
Chapter 1: Theoretical background……………………………………………………………………………..9
1.1. Standardisation vs localisation………………………………………………………………………………… 9
1.2. Localisation in Russia…………………………………………………………………………………………… 13
1.3. Localisation in the Automotive Industry ………………………………………………………………… 20
1.4. Localisation of the Automotive Industry in Russia ………………………………………………….. 23
1.5. Summary of the Chapter………………………………………………………………………………………. 27
Chapter 2: Research Methodology……………………………………………………………………………..29 2.1. Research Design ……………………………………………………………………………………………………….. 29 2.2. Research Method………………………………………………………………………………………………………. 30
2.3. Methods of Data Collection………………………………………………………………………………………… 30 2.3.1. Primary Data Collection Methods……………………………………………………………………………………… 30 2.3.2. Secondary Data Collection Methods ………………………………………………………………………………….. 31
2.4. Data Collection Process……………………………………………………………………………………………… 33 2.5. Data Analysis Process………………………………………………………………………………………………… 34 2.6. Research Limitations…………………………………………………………………………………………………. 36 2.7. Chapter Summary…………………………………………………………………………………………………….. 36
Chapter 3. Research Findings……………………………………………………………………………………38
3.1. Different Localisation Strategies……………………………………………………………………………. 40
3.1.1. Localisation of Inbound Logistics ………………………………………………………………………………….. 42
3.1.2. Operations ………………………………………………………………………………………………………………….. 43
3.1.3. Marketing and Sales …………………………………………………………………………………………………….. 45
3.1.4. Service………………………………………………………………………………………………………………………… 46
3.1.5. Conclusions on Value Chain Analysis …………………………………………………………………………….. 47
3.2. Reasons and Benefits of Localisation Strategies amongst Automotive Companies in Russia 49
3.3. Main Challenges of the Localisation Policy in Russia amongst Automotive Manufacturers………………………………………………………………………………………………………………… 51
3.4. Chapter Summary ……………………………………………………………………………………………….. 52 Chapter 4: Discussion of Findings and Implications…………………………………………………….54 4.1. Discussion of the Empirical results ……………………………………………………………………………… 54 4.2. Theoretical Contribution …………………………………………………………………………………………… 55 4.3. Managerial Implications ……………………………………………………………………………………………. 55 4.4. Limitations and Opportunities for Further Research ……………………………………………………. 56
5
List of References……………………………………………………………………………………………………..58
Relevance of the Study
With the development of globalisation, the supply chains of large companies have become multinational, and the interdependence of markets has strengthened. For MNEs, the global trend provides an opportunity to penetrate remote markets as countries become more open to foreign investors. At the same time, managers face multiple difficulties while operating in different cultures. The debate among scholars and practitioners on managing MNEs has been going on for decades. One of the crucial questions is whether companies should pursue a standardisation or a localisation strategy while being present in diverse markets. The debate continues almost as long as the term globalisation exists. The theoretical concept referred to standardisation and localisation continuum is often described as “glocalisation” (a blend of two words), meaning the simultaneous occurrence of universalising and particularising tendencies.
This dilemma has become especially vital in Russia due to the aggravation of socio- economic life in the country in recent years. Due to Western sanctions and the subsequent import substitution policy in Russia, many companies were forced to adapt or leave the country. One of the sectors of the economy most affected by the events of recent years is the automotive industry. The Russian state has provided car manufacturers with a wide range of benefits in exchange for localisation of production, which has prompted many car manufacturers to localise their business in Russia.
At the moment, many researchers have paid attention to the issue of the localisation of production in Russia. Many studies have also focused on the localisation of automotive companies. However, these studies are rather fragmentary and do not contain data on the localisation of car manufacturers in Russia at all value chain stages. In addition, there is no full-fledged comparison of various cases of different car companies with a discussion of the pros and cons of their strategies. At the same time, understanding the main components of a localisation strategy in Russia is necessary for the successful functioning of car manufacturers in Russia, as well as for the academic understanding of the topic.
This proves both the scientific and practical relevance of the present research. It is necessary to develop the basic principles of localisation of automotive production in Russia, which will be based on the practical experience of leading companies.
Bahadur, S., Bhatia, R., & Kacker, S. K. (1982). Nerve decompression for intratemporal facial nerve injuries. Indian Journal of Otolaryngology, 34(4), 64–68. https://doi.org/10.1007/BF02992358
2. BCG. (2020). Automotive Review
3. Business Sweden. (2020). Investor;s Guide to localisation in Russia
4. CEE. (2020). The Automotive Industry in Russia
5. Celhay, F., Cheng, P., Masson, J., & Li, W. (2020). Package graphic design and
communication across cultures: An investigation of Chinese consumers’ interpretation of imported wine labels. International Journal of Research in Marketing, 37(1), 108–128. https://doi.org/10.1016/j.ijresmar.2019.07.004
6. Dement’ev E.S. (2015). Russia’s place in global value chains. Nation Interests: Priorities and Security
7. EY. (2014). Localization in the Russian automotive industry.
8. Ger G. (1999). Localizing in the global village: Local firms competing in global markets.
California Management Review
9. Hardaker, S. (2018). Retail Format Competition: The Case of Grocery Discount Stores and
Why They Haven’t Conquered the Chinese Market (Yet). Moravian Geographical Reports,
26(3), 220–227. https://doi.org/10.2478/mgr-2018-0018
10. Hofstede G. (2001). Culture′s Consequences: Comparing Values, Behaviors, Institutions
and Organizations Across Nations
11. Hollensen, S., & Møller, E. (2018). Is “glocalization” still the golden way for Electrolux?
Is there more to be done? Thunderbird International Business Review, 60(4), 463–476.
https://doi.org/10.1002/tie.21923
12. Ivaniva N.I. (2019). Entering the Russian Market: The Peculiarities for Foreign Companies
13. Jeong, I., Lee, J. H., & Kim, E. (2019). Determinants of brand localization in international
markets. Service Business, 13(1), 75–100. https://doi.org/10.1007/s11628-018-0366-9
14. Kandrashina E.A. (2020). The Level of Production Localization of Automotive Industry
Enterprises in Russia
15. Khan, H., Lee, R., & Lockshin, L. (2017). The effects of packaging localisation of Western
brands in non-Western emerging markets. Journal of Product and Brand Management,
26(6), 589–599. https://doi.org/10.1108/JPBM-08-2016-1302
16. Kirti. (2019). From globalization to glocalization: An Indian perspective. Contributions to
Management Science, 307–321. https://doi.org/10.1007/978-3-030-11766-5_11
58
17. Lavrikova. Y. (2020). ocalization of Foreign Production as a Tool to Develop the Export Base of the Russian Federation.
18. McDonald M. (2021). Understanding Russian Culture To Engage Your Audience
19. Narayandas D. (2000). Prepare your company for global pricing. MIT Sloan Management
20. Naumova, A.E..(2018). Russia’s participation in global added value chains. Azimuth of
Scientific Research: Economics and Management
21. Porter M. (1985). The Competitive Advantage: Creating and Sustaining Superior
Performance
22. PwC (2019). What is SPIC?
23. Ratner A. (2019). Localization of Foreign Production as a Tool to Develop the Export
Base of the Russian Federation
24. Suslin D.A. (2016). Russia in the global chains of added value. Innovation and Investment
25. Uyen-Minh Le (2017). A Dynamic View of Global and Local Responsiveness Framework.
International Journal of Emerging Research in Management and Technology.
26. Yankelovich D. (2006) Rediscovering Market Segmentation. Harvard Business Review
Хочешь уникальную работу?
Больше 3 000 экспертов уже готовы начать работу над твоим проектом!
5 (9 отзывов)
0 (13 отзывов)
4.2 (25 отзывов)
4.7 (82 отзыва)
4.8 (1033 отзыва)
4.5 (330 отзывов)
5 (8 отзывов)
4.1 (20 отзывов)
5 (188 отзывов)
