Research on Sustainable Competitive Advantage Strategy of Leading Electric Vehicle Enterprises

Yang Mu

doi:10.54097/fbem.v9i3.9654

Authors

Yang Mu

DOI:

https://doi.org/10.54097/fbem.v9i3.9654

Keywords:

New energy vehicles, Competitive strategy.

Abstract

The objectives of this research were 1) to study the competitive environments of A Co, and 2) to formulate the sustainable competitive advantage strategies of A Co. A qualitative approach was employed in this research. Primary data was obtained through a questionnaire and semi-structured interviews. Secondary data was derived from previous research studies, reports, and documents pertaining to A Co. In the form of a questionnaire, 50 internal employees were selected to investigate the current situation of market competitiveness, including industry analysis, consumer purchase factors, and competitor analysis. Interview data was gathered from 3 experts within the company, and PESTEL and core competence were analyzed. This was followed by the creation of the external factor analysis (EFA) matrix and internal factor analysis (IFA) matrix, which provided an overall factor evaluation score. Additionally, interviews were conducted with employees to collect data supporting the SOTAR analysis. Brainstorming sessions were conducted with 3 experts to perform SOTAR analysis and develop sustainable competitive advantage strategies, as well as a guideline for implementing the sustainable competitive advantage strategy. The research findings indicated that A Co operated in a competitive environment. A Co demonstrated strengths in technological innovation, production service, marketing service, and financial management, but there was room for improvement in sales service. Opportunities for A Co included increased consumer disposable income, market expansion, advancements in battery technology, AI-driven demand prediction, and government support. However, A Co faced challenges such as decreasing subsidies, emerging alternative transportation options, market competition, battery safety demands, and the entry of traditional automobile companies into the new energy sector. Additionally, A Co's strengths were reflected in brand awareness, capital enrichment, core technological advantages, a strong supply chain, and stable human resources. According to the SOTAR analysis, the sustainable competitive advantage strategies identified for A Co were technological leadership and innovation, vertical integration and supply chain management, market expansion and brand building, customer-centric approaches, and partnerships and alliances.

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