摘要 近年来，在国家实施供给侧结构性改革的大背景下，制造业开始逐步向高质量发展 转变，推动制造业转型升级、创新发展成为全国上下的共识。 作为经济社会发展重要引 擎之一的汽车产业，发展形势严峻，一方面是欧美等发达国家对汽车制造关键技术长期 垄断，另一方面是国内能源安全、环境保护等问题日益严峻，国 内外不利因素的双重挤 压严重阻碍了汽车产业高质量发展。所以，为加快发展新制造、培育新动能，推动新能 源汽车产业发展成为了破题的关键。 新能源汽车作为我国汽车产业 未来的战略发展方向，前景十分广阔。江铃汽车集团 长期深耕汽车领域，是一家集研发、生产、销售为一体的传统汽车厂商，同时也是国内 最早获得新能源汽车“双资质”的造 车企业之一，在纯电动汽车领域有着丰厚的核心技 术积淀，拥有国内外领先的“三电”实验室及研发能力，建立了南昌市新能源汽车运行 监控系统，掌握了电驱动系统、整车控 制系统、整车系统集成与匹配等核心技术。但是， 与国际一流汽车制造企业以及国内汽车领军企业相比，在公司体量、产品质量、技术研 发与储备、营销能力等方面都还有不小 的差距。当前，汽车行业竞争愈演愈烈，如何在 未来竞争中抢占先机、建立优势，推动汽车产业转型升级，是当下汽车制造企业急需解 决的问题。 首先，本文对研究背景等进行 了简要介绍，对研究内容、研究方法及工具进行了简 要说明，对战略管理基本理论、新能源汽车基本理论、可持续发展基本理论进行了综述。 其次，对国际国内新能源市场发展 现状及趋势和江铃集团新能源汽车发展所面临的外部 环境进行了系统分析，利用PEST模型对现阶段江铃新能源汽车外部环境因素进行了全 面分析，并运用波特五力模型对江铃新 能源汽车的竞争环境进行深入研究，得出江铃新 能源汽车除还有少数零部件供应商议价能力较强，整体的供应商议价能力较弱，现有竞 争者威胁较大，短时间潜在进入者的威胁 较小的结论。最后，对企业基本情况进行简要 介绍，对企业核心竞争力进行系统梳理。并以此为基础，运用SWOT模型对江铃新能 源汽车进行全面分析，并归纳出企业的战略方向 ，选取适合江铃集团新能源汽车的发展 战略，为其发展战略制订实施与保障措施，并根据新能源汽车发展实际需要，提出了对 政策的需求建议。 本文通过对江铃集团新能源汽车 案例具体分析，探索研究中部次发达地区的龙头企 业发展新能源汽车的战略，经过系统全面地分析，提炼出应对市场变化的战略方向，有 助于江铃集团新能源汽车实现高质量发 展。 关键词：江铃集团；新能源汽车；发展战略 I 江铃集团新能源汽车发展战略研究 Abstract In recent years, in the context of the country's implementation of supply-side structural reforms, promoting the transformation and upgrading of manufacturing and achieving high-quality development have become the main theme of economic development. Vigorously developing the manufacturing industry has become a consensus throughout the country. As one of the important engines of economic and social development, the automobile industry is facing double pressures at home and abroad. On the one hand, developed countries such as Europe and the United States have a long-term monopoly on key technologies for automobile manufacturing; on the other hand, domestic energy security and environmental protection issues have become increasingly serious, which have seriously hindered the high-quality development of the automotive industry. Therefore, promoting the development of new energy automobile industry has become the key to solving the problem. As the future strategic development direction of China's auto industry, new energy vehicles have very broad prospects. Jiangling Motors Group has been deeply involved in the automotive field for a long time. It is a traditional automobile manufacturer integrating R & D, production and sales. It is also one of the earliest domestic automobile manufacturers that have obtained "double qualification" for new energy vehicles. The accumulation of core technology, with the leading "Sandian" laboratories and R & D capabilities at home and abroad, the establishment of a new energy vehicle operation monitoring system in Nanchang, mastering core technologies such as electric drive system, vehicle control system, vehicle system integration and matching . However, compared with the world's first-class auto manufacturing companies and domestic auto leading companies, there is still a big gap in terms of company volume, product quality, technical R & D and reserves, and marketing capabilities. At present, the competition in the automobile industry is intensifying. How to seize the opportunities and establish advantages in the future competition to promote the transformation and upgrading of the automobile industry is a problem that urgently needs to be solved by current automobile manufacturers. First of all, this article gives a brief introduction to the research background, a brief description of the research content, research methods and tools, and a summary of the basic theory of strategic management, the basic theory of new energy vehicles, and the basic theory of sustainable development. Secondly, a systematic analysis of the development status and trends of the international and domestic new energy markets and the external environment facing the development of new energy vehicles by Jiangling Group was conducted. A comprehensive analysis of the external environmental factors of Jiangling new energy vehicles at the current stage was carried out using the PEST model. The special five- force II model conducted an in-depth study of the competitive environment of JMC New Energy Vehicles, and concluded that in addition to a few parts suppliers, JMC New Energy Vehicles have strong bargaining power, and the overall supplier bargaining power is weak, and existing competitors threaten Larger, shorter-term potential entrants have less threatening conclusions. Finally, the basic situation of the company is briefly introduced, and the core competitiveness of the company is systematically sorted out. Based on this, the SWOT model is used to conduct a comprehensive analysis of Jiangling New Energy Vehicles, and the company's strategic direction is summarized. The development strategy suitable for Jiangling Group's new energy vehicles is selected, and implementation and safeguard measures are formulated for its development strategy. The actual needs of the development of energy vehicles put forward suggestions on the demand for policies. In this paper, through a specific analysis of the case of Jiangling Group's new energy vehicles, it explores and studies the strategies of leading enterprises in the sub-developed regions in the central region to develop new energy vehicles. After a systematic and comprehensive analysis, it refines the strategic direction of responding to market changes and helps Jiangling Group's new energy Cars achieve high-quality development. Key words:Jiangling Group;new energy vehicles;development strategy III 江铃集团新能源汽车发展战略研究 目录 第1章绪论 ................................................................ 1 1.1研究背景 ........................................................... 1 1.2研究意义 ........................................................... 6 1.2.1研究实践意义 ................................................. 6 1.2.2研究学术价值 ................................................. 7 1.3国内外研究现状 ..................................................... 7 1.3.1企业战略管理国外研究现状 ..................................... 7 1.3.2新能源汽车国外研究现状 ....................................... 8 1.3.3企业战略管理国内研究现状 ..................................... 9 1.3.4新能源汽车国内研究现状 ....................................... 9 1.4研究内容 .......................................................... 10 1.5研究方法与工具 .................................................... 11 1.5.1研究方法 .................................................... 11 1.5.2研究工具 .................................................... 11 第2章理论基础 ........................................................... 13 2.1战略管理理论 ...................................................... 13 2.1.1战略管理概述 ................................................ 13 2.1.2 战略管理的过