| ABSTRACT | 第1-7页 |
| 摘要 | 第7-13页 |
| Chapter 1 Introduction | 第13-26页 |
| ·Background and Significance of the Research | 第13-16页 |
| ·Background Information:the Awkward Situation of Self-owned Auto Brands | 第13-16页 |
| ·Significance of the Research | 第16页 |
| ·Research Framework and Approaches | 第16-18页 |
| ·Research Framework | 第16-17页 |
| ·Research Approaches | 第17-18页 |
| ·Theoretical Review | 第18-24页 |
| ·Theories of Brand Competitiveness | 第18-22页 |
| ·Theories Concerning Transnational M&A | 第22-24页 |
| ·Definitions and Explanations | 第24-26页 |
| Chapter 2 Development Status Quo of China's Auto Market andSelf-owned Car Brands | 第26-48页 |
| ·Development Status Quo of Chinese Auto Market | 第26-39页 |
| ·Extraordinary Achievements of China's Auto Industry | 第26-29页 |
| ·Prospering Automotive Multinationals in China | 第29-31页 |
| ·Brand-based Market Structure Analysis | 第31-39页 |
| ·Development Status Quo of Self-owned Car Brands | 第39-48页 |
| ·Rapid Development VS. Unreasonable Growth Structure | 第40-41页 |
| ·Large in Quantity but Small in Size | 第41-44页 |
| ·Low-end Brand Image Thus Limited Premium Ability | 第44-45页 |
| ·Deficiency in Core Technology and Independent R&D Capacity | 第45-48页 |
| Chapter 3 "Five Forces" Analysis of the Competition Environment forSOBs | 第48-61页 |
| ·Michael Porter's Five Force Analytical Model | 第48-49页 |
| ·The "Five Forces" Analysis on Competition Environment of SOBs | 第49-57页 |
| ·The Threat of New Entrants | 第49-51页 |
| ·The Threat of Substitute Products | 第51-52页 |
| ·Bargaining Power of Suppliers | 第52-54页 |
| ·The Bargaining Power of the Buyers | 第54-55页 |
| ·The Threat of Competitions within the Business | 第55-57页 |
| ·Complementary Analysis to the "Five Forces" | 第57-60页 |
| ·CR_n Index —Industrial Concentration Analysis | 第57-59页 |
| ·Economies of Scale | 第59-60页 |
| ·Summary | 第60-61页 |
| Chapter 4 Transnational M&A and Its Motivating Effect on the BrandCompetitiveness of Self-owned Car Brands | 第61-81页 |
| ·Transnational M&A | 第61-62页 |
| ·The M&A Cases of Global Automotive Magnates | 第62-70页 |
| ·M&A Cases from Volkswagen Group | 第62-65页 |
| ·M&A Cases of General Motors | 第65-68页 |
| ·Lessons Drawn from M&A Cases of VW and GM | 第68-70页 |
| ·Successful Mergers and Acquisitions Conducted by SOB Automotive Enterprises | 第70-74页 |
| ·SAIC Acquisition of MG-Rover | 第71-72页 |
| ·Geely's Acquisition of Volvo | 第72-74页 |
| ·The Motivating Effect of Transnational M&A on the Competitiveness of Self-owned Brands | 第74-80页 |
| ·Improvement of Technological Level and R&D Capacity | 第75页 |
| ·Synergistic Effects | 第75-77页 |
| ·Advancement of Brand Image | 第77页 |
| ·Economies of Scale | 第77-78页 |
| ·Optimization of Growth Structure | 第78-79页 |
| ·Amelioration of the Competition Environment | 第79-80页 |
| ·Summary | 第80-81页 |
| Chapter 5 Other Approaches for Brand Competitiveness Enhancementof SOBs | 第81-86页 |
| ·Export Expansion | 第81-82页 |
| ·Domestic Mergers and Acquisitions | 第82页 |
| ·Brand Innovation | 第82-83页 |
| ·A Comparative Study of Various Approaches | 第83-86页 |
| Chapter 6 Conclusion | 第86-88页 |
| REFERENCES | 第88-92页 |
| ACKNOWLEDGEMENTS | 第92-93页 |
