市场管理学assignment：CJM and Yamaha
重庆建设雅马哈摩托车有限公司是重庆建设机电有限公司（CJM）和日本雅马哈发动机有限公司（雅马哈）于1992年成立的大型摩托车企业（Bascetta et al。 ，2015）。 CJM已成为中国最成功的摩托车企业之一，同时也成为中外合资企业的成功典范（Sonobe，Hu和Otsuka，2006）。其成功经验值得研究和推广。本文将分析CJM和Yamaha的成功。
Chongqing Construction Yamaha Motorcycle Co., Ltd. is a large-scale motorcycle enterprise founded by Chongqing Jianshe Mechanical and Electrical Co., Ltd. (CJM) and Japan Yamaha Engine Co., Ltd. (Yamaha) in 1992 (Bascetta et al., 2015). CJM has become one of the most successful motorcycle enterprises in China, at the same time, it has also become a successful example of joint ventures between Chinese and foreign enterprises (Sonobe, Hu and Otsuka, 2006). Its successful experience is worth studying and promoting. This article will analyze the successes of CJM and Yamaha.
2.0 Main body主体
2.1 The reason for their success他们成功的原因
The reasons for its success include the following three aspects, first, the alliance is formed by two sides with strong strength, Yamaha is one of the world's most famous motorcycle companies, its brand influence and technology are world-class, and CJM is one of China's strongest motorcycle companies, it can provide sufficient market channels and labor, plant equipment for the development of Yamaha in the Chinese market. Second, both parties uphold the concept of reciprocity and mutual benefits to start an all-round cooperation in various aspects, including product development, personnel training, technical upgrading and market expansion. Finally, both parties have adhered to the concept of common development to continuously deepen cooperation. The cooperation between the two sides is not limited to the Chinese market alone. They even cooperate to open up international markets and has achieved excellent results. All in all, the success of both parties’ stems from that each side has resources that the opposite needs. At the same time, under the concept of mutual benefit and win-win, the two sides can properly handle the contradictions and continuously expand the depth and breadth of cooperation so that the optimal allocation of resources is ultimately achieved.
2.2 Overcome cultural differences克服文化差异
Organizational cultural differences between CJM and Yamaha are reflected in many ways, for example, Yamaha has emphasis on emotional investment in employees to maintain long-term and stable cooperation between the enterprise and the staff; while CJM in the past more valued individual performance appraisal, allowing a moderate phase out of staff. Yamaha attaches great importance to the cultivation of team spirit of employees, while CJM in the past more overlooked that. In order to make up for these cultural differences, both parties have taken some measures. First, Yamaha not only imported technologies into the Chinese enterprise, but also provided advice on quality management, sales solutions and maintenance guidance. CJM dispatched staff to Yamaha headquarters for training and advanced technologies, advanced management methods and advanced concepts of Yamaha. Through these communications, both parties can better understand each other's cultures, learn from each other and adapt to each other, and finally solve the problem of cultural differences better.
2.3 Alliance management
The ways for a future alliance between CJM and Yamaha can include the following aspects. First, in view of the well-established cooperation foundation of both sides, equity alliance can be considered to further enhance the cooperation between the two sides. Second, both parties should continue to leverage their strengths to enhance their capabilities, enabling both parties to work together to promote progress and development of the alliance rather than relying solely on one side to maintain the alliance. Third, both sides should formulate longer-term strategic goals so as to ensure that both sides can maintain long-term and stable cooperative relations with the support of their common strategic objectives. Finally, they should do a good job in managing alliance conflicts, strengthening communication and cooperation between the two sides to handle possible conflicts between the two sides.
In the future, there are several new challenges. Firstly, China's relaxation of control over foreign motorized enterprises, Yamaha can have wholly-owned enterprises in China, so a joint venture might not be necessary for Yamaha. For CJM, how to improve its strength to allow Yamaha to continue to cooperate is a question. Second, as the low-end motorcycle market is already saturated and China's environmental protection policies are increasingly stringent, the new motorcycle is the next major product. Therefore, both parties need to think hard about how to cooperate in the design, production and innovation of new products. However, it is a challenge for both sides to balance their interests and conflicts and how to play the roles of their respective advantages in the nationalization strategy.
CJM and Yamaha is a model for the success of China's joint ventures. However, under the new challenges of the future, both sides should further enhance the cooperation and balance the interests, conflicts between the two sides so as to achieve the long-term and sustainable development of bilateral cooperation.
Bascetta, H. D. L. et al. (2015). A Modelica simulator to support the development of the control system of an autonomous All-Terrain mobile robot. IFAC-PapersOnLine, 48(1), 274-279.
Sonobe, T., Hu, D. and Otsuka, K. (2006). Industrial development in the inland region of China: A case study of the motorcycle industry. Journal of Comparative Economics, 34(4), 818-838.