汽车行业非传统进入者战略分析

汽车行业正在进入转型期，其未来越来越取决于 CASE 技术，市场多元化为价值链上的新进入者创造了机会。 从汽车到机动性的思维转变无疑迫使传统汽车製造商在许多方面与新进入者竞争。 这些进入者的最终目标是探索各种商业模式并在这个具有经济吸引力的细分市场中扩张，同时在汽车价值链中获得关键地位。

本报告探讨了汽车行业的非传统进入者，提供了市场概览，包括战略要务、新进入者概况和增长机会。

调查亮点

内容

战略要务

• 为什么增长越来越难？
• 战略要务
• 三大战略要务对汽车行业非传统进入者的影响
• 增长机会加速增长管道引擎

增长机会分析

• 分析范围
• 本研究回答的问题
• 增长动力
• 抑制增长的因素

非传统市场进入者概览

• 推动非传统进入者进入汽车行业的趋势
• 非传统进入者：概览
• 竞争对手基准测试：共享出行
• 竞争对手基准：电子
• 竞争对手基准测试：电子商务
• 竞争对手基准：技术

公司简介：索尼集团

公司简介：百度

公司简介：富士康

公司简介：阿里巴巴集团

公司简介：Ola

公司简介：小米

潜在进入者：苹果和华为

主要发现、结论和未来展望

• 基准市场进入策略
• 对标车辆发展战略
• 商业模式：电动汽车开发
• 非传统 OEM 的能力分析
• 总结

增长机会领域

• 增长机会 1：专注于开发服务生态系统
• 增长机会 2：通过合作伙伴关係和知识共享生存
• 增长机会 3：业务多元化和新业务模式

下一步

Emerging Competitors Identify Future Growth Potential by Establishing Themselves as End-to-end Electric Vehicle Solution Providers through an Ecosystem-based Approach

The automotive industry is undergoing a transformation as CASE technologies increasingly influence its future and diverging markets open opportunities for new players along the value chain. A shift in mindset from automotive to mobility is certainly forcing traditional car manufacturers to compete with new entrants on multiple fronts. Mobility providers (e.g., Ola), tech giants (e.g., Baidu, Apple), eCommerce giants (e.g., Amazon, Alibaba), and many others are entering the automotive market, making it complex, competitive, and fragmented. The end goal of these players is to gain a significant position in the automotive value chain while exploring various business models and expanding in this economically attractive segment.

Research Highlights:

This study provides the following:

• Strategic overview of nontraditional players entering the automotive industry, analysis of their car-building capabilities, and exploration of their diversification strategies, focusing on corporate, CASE, manufacturing, and sales

• Overview of nontraditional players' product portfolios, growth strategies, product planning, platform development, and positioning

• Go-to-market strategies for nontraditional players with analysis of their initiatives and partnerships in the automotive industry

• Exploration of synergies among nontraditional players and their vision in the overall automotive industry and mobility ecosystem

• Discussion of drivers and restraints for these companies in the automotive industry

• Analysis of nontraditional players' business models

Key Issues Addressed:

• Who are the nontraditional players entering the electric vehicle (EV) space? Why are they entering the automotive market?

• What are their capabilities, and how are they placed in the EV market?

• What are nontraditional players' strengths and opportunities in the automotive market?

• What are these companies' business models and go-to-market strategies?

• What is the long-term vision for these nontraditional companies in the automotive market?

Table of Contents

Strategic Imperatives

• Why Is It Increasingly Difficult to Grow?
• The Strategic Imperative 8™
• The Impact of the Top 3 Strategic Imperatives on Nontraditional Players in the Automotive Industry
• Growth Opportunities Fuel the Growth Pipeline Engine™

Growth Opportunity Analysis

• Scope of Analysis
• Questions this Study will Answer
• Growth Drivers
• Growth Restraints

Overview of Non-traditional Market Entrants

• Trends Driving Nontraditional Players into the Automotive Industry
• Nontraditional Players: Overview
• Competitor Benchmarking: Shared Mobility
• Competitor Benchmarking: Electronics
• Competitor Benchmarking: eCommerce
• Competitor Benchmarking: Technology

Company Profile: Sony Group

• Sony Group: Overview
• Core Capabilities and Existing Business Segments
• Existing Products Catering to Automotive
• Business Segments and Probable Automotive Products
• Business Segments and Probable Automotive Products (continued)
• Activities Related to Vehicle Development
• Sony's Mobility Playbook
• Sony Mobility Inc: Mobile to Mobility
• Sony Vision-S: The eMobility Platform
• Capability Analysis: Blueprint to Build a Car
• Go-to-market Strategy
• Takeaways

Company Profile: Baidu

• Baidu: Overview
• Core Capabilities and Existing Business Segments
• Existing Products Catering to Automotive
• Business Segments and Probable Automotive Products
• Baidu: Apollo's Autonomous Driving Tech Supplier
• Apollo Go: Baidu's Autonomous Mobility Service
• Apollo Ace: Baidu Services and Products to Power the Intelligent Transportation Ecosystem
• Baidu's Mobility Playbook
• Activities Related to Vehicle Development
• Jidu Automotive: Baidu's EV Brand
• Capability Analysis: Blueprint to Build a Car
• Go-to-market Strategy
• Takeaways

Company Profile: Foxconn

• Foxconn: Overview
• Core Capabilities and Existing Business Segments
• Business Segments and Probable Automotive Products
• Mobility Initiatives and Possible Mobility Entry Points
• Activities Related to Vehicle Development
• Announced Partnerships and Products in Mobility
• Foxconn's Mobility Playbook
• Foxtron: Foxconn's EV Venture
• Capability Analysis: Blueprint to Build a Car
• Go-to-market Strategy
• Takeaways

Company Profile: Alibaba Group

• Alibaba Group: Overview
• Core Capabilities and Business Segments
• Existing Solutions and Probable Automotive Products
• Alibaba Cloud Service for Automotive
• Existing Products Catering Automotive
• Banma Technology for Connected Vehicle Ecosystems
• Activities Related to Vehicle Development
• Alibaba's Mobility Playbook
• IM Motors (Zhiji Motors): Alibaba's EV Brand
• Capability Analysis: Blueprint to Build a Car
• Go-to-market Strategy
• Takeaways

Company Profile: Ola

• Ola: Overview
• Core Capabilities and Business Segments
• Business Segments and Probable Automotive Products
• Activities Related to Vehicle Development
• Ola Electric: e2Ws
• Ola Electric: Passenger Vehicle
• Ola Electric: EV Battery Initiatives
• Capability Analysis: Blueprint to Build a Car
• Go-to-market Strategy
• Takeaways

Company Profile: Xiaomi

• Xiaomi: Overview
• Core Capabilities and Business Segments
• Business Segments and Probable Automotive Products
• Xiaomi: Activities Related to Vehicle Development
• Xiaomi Auto
• Capability Analysis: Blueprint to Build a Car
• Go-to-market Strategy
• Takeaways

Possible Entrants: Apple and Huawei

• Apple: The Rumored Automotive Journey
• Apple: Granted Automotive-related Patents
• Apple's Automotive Team and Recent Developments
• Apple Automotive-related Developments
• Apple in Automotive: Frost & Sullivan Perspective
• Huawei: Activities Related to Automotive
• Huawei: Automotive Solutions and Services
• Huawei In Automotive: Principal Findings

Key Findings, Conclusions, and Future Outlook

• Benchmarking Market Entry Strategies
• Benchmarking Vehicle Development Strategies
• Business Model: EV Development
• Business Model: EV Development (continued)
• Capability Analysis of Nontraditional OEMs
• Takeaways

Growth Opportunity Universe

• Growth Opportunity 1: Focus on Developing an Ecosystem of Services
• Growth Opportunity 1: Focus on Developing an Ecosystem of Services (continued)
• Growth Opportunity 2: Surviving through Partnerships and Knowledge Sharing
• Growth Opportunity 2: Surviving through Partnerships and Knowledge Sharing (continued)
• Growth Opportunity 3: Business Diversification and New Business Models
• Growth Opportunity 3: Business Diversification and New Business Models (continued)

Next Steps

• Your Next Steps
• Why Frost, Why Now?
• List of Exhibits
• Legal Disclaimer