電動車產業競爭優勢分析--中國廠商比亞迪汽車個案分析

Abstract

The purpose of this thesis was threefold. The first aim was to examine the national environment in China to see if the necessary determinants existed for national competitiveness in the electric vehicle (EV) industry. Having examined the global and national environment of the EV industry, this paper applied Porter’s diamond model to analyze the potential for the government and industry to create a national competitive advantage in the EV industry. Secondly, this paper presented the case of BYD Auto, a domestically branded auto and battery maker, and analyzed how conditions in the home environment led them to develop strategies and competencies which allowed them to leap ahead of more established rivals to take a leadership position in the still developing EV industry. Finally, after examining the external and internal environments for BYD, this paper attempted to offer suggestions on new strategic directions for the company in order for them to overcome the challenges they face in the still emerging EV industry. The study indicates that China has the necessary determinants in place to assume a leadership position in the EV industry based on favorable home conditions and the active support offered by the Chinese government. The analysis also shows that BYD’s current competitive advantages are unsustainable given the changing conditions of its industry and home environments. This study also shows that given the industry’s early stage of development, and BYD’s capabilities in battery technology, BYD still has the ability to succeed in the EV industry. This paper offers several actions required by BYD to change its competitive positioning.