中文摘要
烟台SC公司2016年进军新能源汽车行业，随着新能源汽车行业竞争日
趋激烈，SC公司新能源汽车业务发展受到了制约，市场地位受到了严重威胁。
基于此，本文以SC公司新能源汽车为对象，就其市场竞争战略问题进行研究，
以期协助公司制定出切实可行的市场竞争战略，提高SC公司新能源汽车市场
竞争能力，扩大市场份额。
本文首先应用PEST、波特五力模型对SC公司新能源汽车业务面临的外
部环境进行了分析，发现虽然目前新能源汽车产业发展受到一些不利因素的
影响，但是在人们环保意识不断增强和国家政策支持下后续行业发展可期；
SC公司新能源汽车业务市场竞争中，对其构成较大威胁的有国内传统汽车企
业、造车新势力以及国外新能源汽车企业等。同时从SC公司新能源汽车研发
制造能力、营销渠道、财务管理以及人力资源、品牌打造方面分析了公司新
能源汽车内部环境，研究发现：SC公司新能源汽车具备发展新能源汽车业务
的能力和资源，但与竞争对手相比，没有明显优势。总结了SC公司新能源汽
车业务存在的主要问题，研究发现：SC公司新能源汽车存在的主要问题表现
在产品和营销两个方面，产品方面主要表现在没有自己的产品特色，以及缺
乏核心技术；营销方面主要问题同样是没有形成不同于竞争对手的营销策略，
而以同样的营销方式与实力高于自己的对手竞争，势必无法取得理想效果；
其次本文对该公司新能源汽车业务进行了SWOT分析和竞争战略关键要素评
价；对SC公司新能源汽车选择成本领先战略、集中化战略以及差异化战略可
行性进行了分析。
研究得出如下结论：SC公司新能源汽车要在激烈的市场竞争中发展，应
选择差异化战略作为主要竞争策略，具体而言应突出产品、营销和服务三个
方面的差异化。而且为了战略的有效实施必须制定出可靠的战略实施保障措
施。
关键词： SC公司；新能源汽车业务；竞争战略；差异化

ABSTRACT
Yantai SC entered the new energy vehicle industry in 2016. With
the increasingly fierce competition in the new energy vehicle industry,
the development of SC's new energy vehicle business has been
restricted and its market position has been seriously threatened. Based
on this, this paper takes SC's new energy vehicles as the object to
study its market competition strategy, in order to assist the company to
formulate a feasible market competition strategy, improve SC's new
energy vehicle market competitiveness, and expand market share.
This paper first analyzes the external environment faced by SC's
new energy vehicle business by applying PEST and Porter's five
forces model. With the support, the follow-up industry development
can be expected; in the market competition of SC's new energy
vehicle business, domestic traditional auto companies, new car
manufacturers and foreign new energy vehicle companies pose a
greater threat to it. At the same time, the company's new energy
vehicle internal environment was analyzed from the aspects of SC's
new energy vehicle R&D and manufacturing capabilities, marketing
channels, financial management, human resources, and brand building.
The study found that SC's new energy vehicles have the ability and
resources to develop new energy vehicle business. , but there is no
clear advantage over competitors. Summarized the main problems of
SC's new energy vehicle business, and found that the main problems
of SC's new energy vehicles are in the aspects of products and
marketing, and the products are mainly manifested in the lack of its
own product features and the lack of core technologies; The main
problem in marketing is also that there is no marketing strategy that is
different from that of competitors, and the same marketing method is
used to compete with competitors whose strength is higher than their
own, and it is bound to fail to achieve ideal results; secondly, this
paper conducts a SWOT analysis of the company's new energy vehicle

business. and evaluation of key elements of competitive strategy;
analyzed the feasibility of SC company's new energy vehicle selection
cost leadership strategy, centralization strategy and differentiation
strategy.
The research draws the following conclusions: if SC's new
energy vehicles are to develop in the fierce market competition, the
differentiation strategy should be selected as the main competition
strategy, specifically, the differentiation of products, marketing and
services should be highlighted. And for the effective implementation
of the strategy, it is necessary to develop reliable strategy
implementation safeguards.
Key words:SC company; New energy vehicle business; Market c
ompetition strategy; Differentiation
。。。以下略