| | |
| Summary |
| Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
|
A tune-up for China’s auto industry
With China's domestic automobile market projected to break into the world's top three by the end of the decade, global carmakers should rethink their strategies in the Chinese market. Since most global automakers have had large investments in that country only since 1999, it may seem odd to advocate scaling them back now. Yet an asset-light strategy in China would allow carmakers to concentrate on what they do best—developing products and brands—while contracting out the full production of autos, and not just components, to Chinese manufacturers.
The take-away: Global carmakers can not only manage their costs and capital better by contracting out the manufacture of whole vehicles to Chinese companies but also work their way toward an even more valuable endgame: building Chinese automakers into a global manufacturing resource.
Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc
|
|
|
