【作者】 李伟华；

【导师】 李红昌；

【作者基本信息】 北京交通大学 ， 工商管理（专业学位）， 2023， 硕士

【副题名】以长城汽车为例

【摘要】 改革开放以来,工业经济迅猛发展,同时环境污染、化石能源紧缺、国家能源安全等问题日益凸显。在政策支持与双碳目标的推动下我国新能源汽车产业快速发展,长城汽车作为传统车企,较早开始布局新能源领域的技术研究与产品开发,拥有一定的技术亮点和市场基础,但是想要在竞争日趋激烈的新能源汽车市场上获得持续发展,进一步提高市场占有率和品牌知名度,需要根据不断变化的市场环境以及基于自身内外部的优势劣势进行业务竞争战略的调整与优化。前人主要从技术、行业两个方面对新能源汽车进行研究,从微观层面分析竞争战略的角度还不多,为本人留下了深入研究的空间。本文以波特竞争理论与核心能力理论为理论基础,首先对长城汽车的外部环境进行PEST分析、产业结构分析、波特五力分析和外部因素矩阵分析,其次对长城汽车内部的业务、产品、资源、能力等进行分析,并得出产品的波士顿矩阵、内部因素矩阵与长城汽车的能力树模型,最后将内外部因素整合在一起进行QSPM矩阵分析,得出长城汽车新能源汽车业务应该布局差异化竞争战略,并在差异化竞争战略的基础上提升产品附加值,适当降低产品价格,进行一定的目标集中。本文研究发现,长城汽车新能源汽车业务外部因素中动力电池技术升级对于推动产业发展有较为重要的作用,而行业竞争者众多与技术更新迭代迅速,企业面临产品升级压力成为外部威胁中占比较高的影响因素;内部因素方面,公司拥有全栈自研能力影响因素得分较高,更能给长城汽车的新能源汽车业务提供成长优势,而组织机构冗杂,各品牌独自为营,内部资源争夺严重则成为长城汽车新能源汽车业务内部明显劣势。根据内外部因素的加权总分对比分析长城汽车具有一定的外部应变能力,但是内部面对威胁的防御能力不足。波士顿矩阵分析则发现目前长城汽车新能源汽车拥有现金牛产品、问题产品和瘦狗产品,表示其具有一定的盈利能力。基于此,长城汽车需要在新能源汽车企业进行价格战的竞争战略下另辟蹊径,根据长城汽车产业链上的成本优势和技术优势可选择差异化战略,并在差异化战略基础上提高产品可感知的附加值,降低成本,进行目标集中,可以一定程度上提升内外部的风险防御能力与盈利能力。最后本文从明确市场定位、优化产品性能、提升品牌价值、丰富销售渠道四个方面给出了差异化战略的实施路径,并在组织架构层面、人才激励层面与企业文化层面给出保障措施,以获得更有效的效益提升。更多还原

【Abstract】 Since the reform and opening up,the industrial economy has developed rapidly,while environmental pollution,fossil energy shortage,national energy security and other issues have become increasingly prominent.Driven by policy support and dual-carbon goals,China ’s new energy vehicle industry has developed rapidly.As a traditional automobile enterprise,Great Wall Automobile has begun to lay out technical research and product development in the field of new energy earlier,with certain technical highlights and market foundation.However,in order to achieve sustainable development in the increasingly competitive new energy vehicle market and further improve market share and brand awareness,it is necessary to adjust and optimize business competition strategy according to the changing market environment and its own internal and external advantages and disadvantages.Predecessors mainly study new energy vehicles from two aspects of technology and industry.There are not many angles to analyze competitive strategy from the micro level,which leaves room for further research.Based on Porter ’s competition theory and core competence theory,this paper first analyzes the external environment of Great Wall Automobile by PEST analysis,industrial structure analysis,Porter ’s five forces analysis and External Factor Evaluation Matrix analysis.Secondly,it analyzes the internal business,products,resources and capabilities of Great Wall Automobile,and obtains the BCG matrix of the product,the Internal Factor Evaluation Matrix and the ability tree model of Great Wall Automobile.Finally,the internal and external factors are integrated together for QSPM matrix analysis.It is concluded that Great Wall Automobile ’s new energy vehicle business should lay out a differentiated competition strategy and enhance the added value of products on the basis of differentiated competition strategy.Appropriately reduce product prices,a certain target concentration.This paper finds that the upgrading of power battery technology in the external factors of Great Wall Automobile ’s new energy vehicle business plays an important role in promoting industrial development,while the large number of competitors in the industry and the rapid iteration of technology update make the pressure of product upgrading become a relatively high factor in external threats.In terms of internal factors,the company has a higher score in the influencing factors of the full-stack self-research ability,which can provide growth advantages for the new energy vehicle business of Great Wall Motor,while the organization is complicated,the brands are alone,and the internal resources are seriously contested.It has become a clear disadvantage within the new energy vehicle business of Great Wall Automobile.According to the weighted total score of internal and external factors,Great Wall Automobile has certain external strain capacity,but its internal defense ability against threats is insufficient.BCG matrix analysis found that the Great Wall New Energy Vehicle has cash cow products,question products and dog products,indicating that it has a certain profitability.Based on this,Great Wall Automobile needs to find a new way under the competitive strategy of price war of new energy automobile enterprises.According to the cost advantage and technical advantage of the Great Wall Automobile industry chain,it can choose the differentiation strategy,and improve the perceived added value of the product on the basis of the differentiation strategy.Reducing costs and focusing on goals can improve the internal and external risk defense capabilities and profitability to a certain extent.Finally,this paper gives the implementation path of differentiation strategy from four aspects : clarifying market positioning,optimizing product performance,enhancing brand value and enriching sales channels,and gives safeguard measures at the organizational structure level,talent incentive level and corporate culture level to obtain more effective benefits.更多还原