First, the competitive situation of electric vehicle enterprises.

Although the electric vehicle enterprises started late, but the development speed is fast, in the last five years, the annual growth rate is more than 50%. At the same time, because of the low technical and capital requirements, high profits, promote the rapid development of the industry. It is rare in other industries because the industry is developing so fast that it enters a mature stage in less than 10 years. When an industry enters a mature stage, it will face rapid profit reduction, rapid homogenization of products, and a burning market.

In the rapid development of electric vehicles, a number of automotive enterprises and accessories enterprises have achieved rapid growth. For example, Chaowei batteries, which rely on lead-acid batteries, have been listed. This year, there are at least 10 electric vehicle supporting enterprises with sales of more than 500 million yuan, and the total sales of automotive enterprises close to 1 billion yuan will reach about 3 this year. Enterprises with annual sales of 1 billion yuan will be counted as large enterprises in China.

During the three years from 2005 to 2007, electric vehicle enterprises have grown rapidly, and their market share has increased significantly. In 2007, more than 100,000 electric vehicle enterprises will exceed 30. And the annual output of more than 100,000 vehicles enterprises, has a certain scale of enterprises, have greater breakthroughs are possible, so such enterprises if the channel is stable, the market strategy is appropriate, the product does not have a big problem, can have a better space for development. The regional brands in some regional markets have grown rapidly in the past two years. They only manage one city or the surrounding areas, forming a strong local advantage. Most of their output reaches about 50,000 vehicles. These enterprises have formed a strong regional competitiveness. Therefore, they are also looking forward to expanding their local brands at the same time. Greater market expansion. And the top 10 automobile enterprises, facing the strong competitive pressure of these two types of enterprises, so that in 2007, it was obvious that the enterprise performance growth pan-force, profits significantly reduced.

How to enhance the competitiveness of electric vehicle enterprises? It is an important problem for every electric vehicle enterprise.

Two, enhance the overall competitiveness of electric vehicles strategy

The most common strategy to enhance the competitiveness of the market is product differentiation and cost leadership. For the electric vehicle industry, the author thinks that the core of the competition strategy should be product, cost and channel. Usually, after any enterprise succeeds in any of these three aspects, the enterprise can usually take You have to succeed. Of course, different enterprises in different environments, their competitiveness may not choose the same starting point, but generally speaking, we must consider from these three aspects.

(One)strategy of product differentiation:

The basic idea of differentiation strategy is to create unique market advantages and win the market by providing the target customers with unique products, services or images in the industry.

Electric vehicle products, for the current market products, it is difficult to form a differentiation. However, according to the market environment of their own products, each enterprise can only make the core products through product segmentation and product positioning, product differentiation and combination.

Strategy 1: product competitiveness of regional products.

The product has a strong market competitiveness in the region. For example, a small-wheeled simple car market is better, and the company has a good foundation in the market channel, it can immediately develop for the market in line with the market, as the main model of the market, while forming a strong competitiveness in the market.

Strategy two: Pan market competitiveness products:

For example, in 2007, the Load King is one of the single models with the fastest growth in the national market and the largest sales volume. At this time, we can take this model as a key product, innovate and improve its appearance and function, and then form a detailed list of products, enrichment, diversification, forming its own characteristic products.

For the finished product after the segmentation, also need to play a corresponding role in the market, for example, some products are specifically used to promote sales Yes, some products are specifically used to profit. Generally, products that increase sales are better developed, and products that benefit from it are not so easy to develop.

Perhaps only one product can achieve a business, such as the "Baile Lion" to achieve fame, Eurostar to achieve the power of the tyrant lithium tram, which is a typical product segmentation success story.

Strategy three: strategies to enhance the success rate of new product development

Many companies have made good product planning and designed beautiful products, but it took a long time, many products are difficult to achieve, or can be produced in large quantities. Spent a lot of time, invested a lot of manpower, material and financial resources, the final product can not be listed. How to improve the speed of the product and the feasibility of the product?

(1) product approval

The new product is the key point. Usually, the new product development is put forward by the sales department or product manager, after rigorous market validation, make new product development project, enter the feasibility study of new product development. The core of product selection is to forecast and anticipate the market based on the market and improve the accuracy of product development.

(2) feasibility study of product development

When the feasibility of the product is demonstrated, all departments concerned with the product must be involved. At the same time, some difficult parts need to be eva1uated by external professional organizations. The feasibility demonstration of product development, with the existing technology and resources can realize the product, from development to mass production of the exact time. The feasibility demonstration of product development is to ensure the successful implementation of product development.

(3) key points and details of product opening

The failure of product development results from the neglect of key points in many cases. As far as electric vehicles are concerned, the four major parts and the overall matching are the decisive factors for product performance. For the development of new products, the key to success lies in the location of key parts. Finding the key points and controlling the key points is the key to ensure success.

Detailed positioning is the verification of the core components of a product after the product is basically molded. The details are more about the refinement and perfection of products and the value of products.

The demand for modern market is more and more diversified. Consumers increasingly want to buy products or services that meet their unique needs.  Differentiation strategy can meet consumers' demand. Therefore, in the modern society, most of the enterprises that conscientiously implement the differentiation strategy have a greater chance of growth. Differentiation strategy is also a strategy with less cost and better efficiency. Because the investment needed to implement the differentiation strategy is generally not large, but the successful differentiation strategy can reduce the sensitivity of consumers to the price, so that enterprises can obtain greater autonomy in pricing. Differentiated products are acceptable even if the price is higher. Therefore, differentiation strategy is often an effective way to improve economic efficiency.

(Two) cost leadership strategy:

The cost leadership strategy is also a low cost strategy. The concept of low cost strategy is to find and tap the resource advantages of enterprises, to maintain the overall cost leadership position in the industry, so as to gain competitive advantage in the industry. Cost leadership strategy is an effective strategy for many enterprises to gain competitive advantage, even to maintain survival. In the electric vehicle industry, cost leadership is a business strategy chosen by many enterprises. In particular, a number of enterprises achieved rapid success through the strategy of cost leadership. For example, the electric vehicles in Tianjin are mostly successful by cost leadership.

But as far as the electric vehicle industry is concerned, in recent years, manufacturers have lowered the supply price to the merchants to the lowest level through various means, and some manufacturers only charge tens of yuan to add the factory fee. But this approach is not the area of cost leadership.

There are many ways to achieve cost leadership. Enterprises can achieve economies of scale by expanding production or distribution channels, thereby gaining cost advantages; enterprises can also reduce costs by increasing the utilization of existing production equipment; enterprises can also improve product design to reduce costs; in addition to the use of technology, equipment and product factors and means By improving the management system and improving the management level, enterprises can also tap the potential of reducing costs. The new technology may cause the original cost-leading enterprises to lose all overnight and be eliminated. At the same time, the cost leadership strategy is difficult to maintain long-term advantages in the market. Because this strategy is the most easily imitated. In addition, the cost-leading strategy may be mostly to attract low-end market demand, as the market changes and development, this part of the demand will change. At this point, the target market customers of the enterprises that implement the cost leadership strategy will change, resulting in market instability.

As far as market competition is concerned, cost is a comprehensive concept. Its cost includes not only the cost of product formulation, but also the marketing cost, management cost, financial cost, etc. Cost leadership is not to reduce the manufacturer's profit, but through a series of management, in the case of guaranteeing reasonable profit, to ensure that the product cost-effective maximization.

In the current electric vehicle market, the physical cost is about 60%, the market cost is 20%, and the profit is 15%. In terms of manufacturing cost of electric vehicles at present, the cost difference is not large under the condition of similar preparation.

In the manufacturing industry, there are many successful enterprises that rely on cost leadership, but in practice, it is difficult for such enterprises to develop sustainably.  However, as a competitive strategy, if well applied, it can rapidly improve the performance of enterprises in the electric vehicle industry, relying on cost-leading development success such as urban wind.

Taking cost leadership as the competitive strategy orientation of enterprises can not form a strange circle of low price and low quality, otherwise it will produce serious consequences.

For electric vehicle enterprises, after the success of cost leadership, they must transform immediately to make the enterprises grow healthily. Otherwise, it will be difficult to break through in technological innovation, brand building, channel construction, quality improvement and other aspects, and the sustainable development of enterprises will face major risks.

(Three) channel optimization strategy:

Channel is the most important resource for any enterprise to develop. Through the development of nearly 10 years, the battle of electric vehicle channel has risen and fallen several times, but at present, the electric vehicle power merchants in the first-tier cities have basically formed. Under the condition of extremely serious product homogenization, to a large extent, it can be said that channels are also losing.

For new brands entering the market, they either form strategic alliances with local channel merchants or develop their own channels. As a channel that has been formed, we must carry out channel innovation on the basis of maintaining the existing channel system. For new brands that have just entered the market, it is necessary to expand channels.

1, maintain channel strategy:

The key elements of maintaining channels include the frequency of personnel visits, the speed of solving problems, the listing of new products, the training quality of business personnel, and the innovation of market operation. This requires a group of highly qualified business management teams.

As a company level, there should be a sound market operation and operation process, market management system, performance eva1uation system. While doing a good job of routine maintenance, many whole vehicle enterprises will also have unpleasant relations with manufacturers because of many aspects, such as rebate, advertising fees, refund and replacement, after-sales accessories, and so on, and some even with manufacturers.

Turn it over and finally terminate cooperation.

In this regard, at the beginning of the cooperation must have a detailed agreement on the cooperation contract, at the same time, before each market behavior, there must be a clear approval process and procedures, do things rigorously and carefully, as the manufacturer should fully estimate these problems in cooperation, do the corresponding work in advance.

2, channel development strategy:

Channel construction, generally there are two ways, one is to create their own independent establishment of a new channel system, the other is to cooperate with channel providers. Different enterprises and in the face of different market environment, in the channel construction strategy, is also different.

For large and powerful enterprises, it is relatively easy to cooperate with local channel providers to jointly launch the market. But if the company thinks that there is a big channel business cooperation will be successful, it is wrong, your brand in the channel position and market operation strategy, is the most important factor to ensure the success of the brand. This channel system is easy to succeed if it operates properly.

The investment of self-built channels is large, but in the first-tier cities, the risk of self-built channels is usually high, but in the second and third-tier cities, self-built channels have considerable opportunities.

For the enterprises with weak brand power, we should choose the most advantageous market. The second and third-line markets should create their own channels. For the first-line market, it is better to cooperate with strong channel providers, but we must establish a close cooperative relationship with them. Otherwise, it is difficult to cooperate successfully with channel providers.

3, development and Management Countermeasures of special channels

At the present stage of the electric vehicle industry, due to the particularity of the high demand for after-sales service, the development and management of channels such as Shang Chao Channel also put forward special requirements.

In China, in addition to several big cities Shangchao electric car operation is better, other market malls basic operation is not successful, as a manufacturer, how to operate Shangchao?

Because Shang Chao mainly obtains the competitive advantage by the price strategy, therefore, after the electric vehicle enters the Shang Chao, inevitably faces the "price reduction" promotion. Therefore, as a manufacturer, it is necessary to strictly divide business super products and traditional channel products. At the same time, we should divide the business super channel and traditional channel as far as possible under the conditions.