市场管理学assignment：CJM and Yamaha

1.0 Introduction简介 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 其成功的原因包括以下三个方面，第一，联盟是由双方强大的力量组成，雅马哈是世界上最着名的摩托车公司之一，其品牌影响力和技术是世界一流的，而CJM是其中之一。中国最强的摩托车公司，它可以为雅马哈在中国市场的发展提供充足的市场渠道和劳动力，工厂设备。第二，双方坚持互惠互利的理念，开展产品开发，人员培训，技术升级和市场拓展等各个方面的全方位合作。最后，双方都坚持共同发展的理念，不断深化合作。双方的合作并不仅限于中国市场。他们甚至合作开拓国际市场并取得了优异的成绩。总而言之，双方的成功源于每一方都拥有相反需要的资源。同时，在互利共赢的理念下，双方能够妥善处理矛盾，不断扩大合作的深度和广度，最终实现资源的优化配置。 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 CJM与雅马哈之间的组织文化差异体现在很多方面，例如，雅马哈强调员工的情感投入，以维持企业与员工之间的长期稳定合作;而CJM过去更重视个人绩效考核，允许员工适度退出。雅马哈非常重视员工团队精神的培养，而CJM过去更加忽略了这一点。为了弥补这些文化差异，双方都采取了一些措施。首先，雅马哈不仅将技术引入中国企业，还提供质量管理，销售解决方案和维护指导方面的建议。 CJM派遣员工到雅马哈总部进行雅马哈的培训和先进技术，先进管理方法和先进理念。通过这些沟通，双方可以更好地了解彼此的文化，相互学习，相互适应，最终更好地解决文化差异问题。 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. 2.4 Challenges 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. 3.0 Conclusion 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. References 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.