Great Wall Motor（GWM）的电动化、网路化、智慧化、共享化布局及策略分析（2023-2024年）

Great Wall Motor（GWM）根据标准评估 IT 巨头，以加速 "流程和数位转型" 。

2022年，Great Wall Motor希望藉助Haval H6庞大的用户基础实现新能源转型，同时销售GEN3 Haval H6的PHEV和燃油版。但事实表明，这项决定是行销层面的策略误判。燃油车品牌转型需要新通路、新排序、新流量等严苛因素。最终，Great Wall Motor2022年销售纯电动车型10.4万辆，插电式混合动力车型2.8万辆，其中新能源乘用车销量占比仅15.0%。新能源转型步伐缓慢且低于公司预期。

NIO、Xpeng、Li Auto等新兴汽车厂商引领汽车通路转型，将传统4S店的功能一分为二。一是开设在中央商务区的零售体验店，以直营为主，负责宣传、体验、销售，拉近与消费者的距离，形成品牌形象。二是在传统4S店集中地区及其他郊区设立配送及售后中心。

基于2022年的教训，GWM Group在2023年做出了多项改变，包括：

首先，Haval品牌打造了自己独立的新能源车销售网路 "Haval Dragon Network" 。

第二，作为彻底过渡到ToC模式，以前是透过经销商卖车，现在全部都是ToC模式贩卖，所有高阶主管都在Weibo等平台上开设了帐号。

第三，作为直接连结使用者的过渡，NIO、Xpeng、Li Auto等新兴汽车厂商都采取了直销模式，透过汽车产品直接与使用者连接，创造出更有效率的产品迭代。Great Wall Motor也在转向直销模式。

四是品牌提升。全方位提升五个品牌的影响力。

策略调整初见成效。Great Wall Motor2023年全年新能源车销量翻倍至26.2万辆，较去年同期成长98.74%。

汽车产业的竞争从技术、产品、品牌到管理系统、组织架构，考验着OEM快速转型的能力。在学习了2023年新兴汽车製造商的行销方法后，Great Wall Motor将在2024年进一步学习Huawei、IBM等IT领导者的管理系统。

Huawei于1998年安装IBM的管理系统，逐步成长为全球领先的科技公司。如今，汽车电动化、网路连线、智慧化、共享化的蓬勃发展，迫使OEM转型为科技公司。

2024年1月，Great Wall Motor与IBM咨询在河北省保定市签署 "流程与数位转型" 策略合作协议。两家公司在数位转型和全球发展的道路上正式建立了长期策略合作伙伴关係。Great Wall Motor目的是全面加强 "行销、供给、人才、财务" 机制建设，抢占汽车产业数位化智慧化发展轨迹。

本报告对Great Wall Motor（GWM）进行了研究分析，提供了该公司在电动化、网联化、智慧化、共享化方面的产品和策略资讯。

目录

第1章 Great Wall Motor概要

第2章 Great Wall Motor平台

第3章 Great Wall Motor EEA

第4章 Great Wall Motor电气化布局

第5章 Great Wall Motor智慧驾驶系统

第6章 Great Wall Motor智慧座舱

第7章 Great Wall Motor智慧网路与车联网服务

第8章 Great Wall Motor主要车型及供应商

第9章 Great Wall Motor其他业务及海外布局

Great Wall Motor (GWM) benchmarks IT giants and accelerates "Process and Digital Transformation".

In 2022, Great Wall Motor (GWM) hoped to use Haval H6's huge user base to achieve new energy transformation, selling both PHEV and fuel editions of GEN3 Haval H6. However, the fact showed that this decision was a strategic misjudgment at the marketing level. Transformation of fuel vehicle brands requires new channels, new sequences, new traffic and other important elements. Finally, GWM sold 104,000 units of BEV models and 28,000 units of PHEV models in 2022 respectively, of which new energy passenger car sales accounted for only 15.0%. The pace of new energy transformation was slow and fell short of the company's expectations.

Emerging automakers such as NIO, Xpeng and Li Auto lead the transformation of automobile channels and separate functions of traditional 4S stores into two parts: 1) Retail experience stores, opened in central business districts, focusing on direct sales, and taking charge of exhibition, experience and sales, to shorten the distance with consumers and shape the brand image; 2) Delivery and after-sales centers, located in areas where traditional 4S stores cluster or other suburban areas.

Drawing lessons in 2022, in 2023 GWM Group made multiple changes, such as:

First, Haval brand created an independent and exclusive new energy vehicle sales network - Haval Dragon Network;

Second, fully shift to the ToC model: in the past, vehicles were sold through dealers, but now they are all sold with the ToC model and all executives open accounts on Weibo and other platforms;

Third, shift to direct connection with users: emerging automakers such as NIO, Xpeng and Li Auto adopt a direct sales model to directly connect with users through automobile products, enabling more efficient product iteration. GWM is also shifting to a direct sales model;

Fourth, improve brands - enhance the influence of its five brands in all aspects.

The strategic adjustment began to bear fruits. For the whole year of 2023, GWM's new energy vehicle sales doubled, totaling 262,000 units, a year-on-year spurt of 98.74%.

Competition in the automotive industry has extended from technology, products, and brands to management systems and organizational structures, which is a big test of rapid transformation capabilities of OEMs. After learning the marketing modes of emerging automakers in 2023, GWM will further learn management systems of IT leaders such as Huawei and IBM in 2024.

Huawei introduced IBM's management system in 1998 and has gradually grown into a global technology giant. Today the boom of automotive electrification, connectivity, intelligence and sharing requires OEMs to transform into a technology company.

In January 2024, GWM and IBM Consulting signed a strategic cooperation agreement on "Process and Digital Transformation" in Baoding, Hebei. The two parties formally formed a long-term strategic partnership on the road to digital transformation and global development. GWM aims to comprehensively enhance the construction of mechanisms in "marketing, supply, manpower and finance" to seize the digital intelligence track in the automotive industry.

Table of Contents

1. Overview of GWM

• 1.1 Profile
• 1.2 Organizational Structure
• 1.3 Subsidiaries and Business Division
• 1.4 Development History
• 1.5 Global Layout of R&D and Production
• 1.6 Positioning of Different Brands
• 1.7 Major Models in 2008-2023
• 1.8 Experiences and Lessons in New Energy Transformation
• 1.9 Strategic Adjustments in New Energy Transformation
• 1.10 Personnel Changes
• 1.11 Channel Adjustment
• 1.12 Overseas Plant Layout
• 1.13 Overseas Sales

2 Automotive Platforms of GWM

• 2.1 New Energy Modular Platform Planning
• 2.2 Modular Platform - Lemon Platform
• 2.3 Modular Platform - Tank Platform
• 2.4 Intelligent Chassis-by-wire System
• 2.5 GWM Intelligent Cloud
• 2.6 GWM & Huawei Cloud
• 2.7 GWM & Tencent Cloud
• 2.8 GWM Ecosystem Layout - Co-creation Platform
• 2.9 GWM Forest Ecosystem

3 EEA of GWM

• 3.1 EEA Technology Route
• 3.2 GEEP 3.0 VS GEEP 4.0
• 3.3 GEEP 4.0 EEA
• 3.4 GEEP 4.0
• 3.5 GEEP 4.0 VIU
• 3.6 SOA Software Framework
• 3.7 Central Computing SOA Software Architecture
• 3.8 GEEP 5.0 Central Computing EEA

4 Electrification Layout of GWM

• 4.1 Electrification Layout
• 4.2 New Energy Development History
• 4.3 New Energy Penetration Rate, 2017-2023
• 4.4 Electrification Platform - Dayu Battery Technology
• 4.5 Electrification Platform - Fast Charging Battery Layout
• 4.6 Comparison of Hybrid Technologies between OEMs
• 4.7 Comparison of PHEV Technologies between OEMs
• 4.8 Comparison between GWM's Own Hybrid Technologies

5 Intelligent Driving System of GWM

• 5.1 Overall ADAS Layout of GWM
• 5.2 GWM Intelligence Strategy - Coffee Intelligence
• 5.3 GWM ADAS Strategy - Coffee Pilot
• 5.4 GWM ADAS Development History
• 5.5 GWM ADAS: HPilot
• 5.6 HPilot 3.0
• 5.7 NOH (Navigation On Highwaypilot)
• 5.8 Typical ADAS-enabled Models of GWM
• 5.9 Haomo.ai's ADAS Technology Layout: Autonomous Driving Domain Controller
• 5.10 Haomo.ai's ADAS Technology Layout: Autonomous Driving Data System MANA
• 5.11 Haomo.ai's ADAS Technology Layout: Intelligent Computing Center MANA OASIS
• 5.12 Haomo.ai's ADAS Technology Layout: Autonomous Driving Foundation Model
• 5.13 Haomo.ai's ADAS Technology Layout: DriveGPT
• 5.14 Software Layout of Coffee Pilot
• 5.15 GWM's Investments in Chips
• 5.16 GWM's Dynamic Layout of ADAS

6 Intelligent Cockpit of GWM

• 6.1 Intelligent Cockpit Layout
• 6.2 Intelligent Cockpit Platform Iteration Route
• 6.3 Cockpit Domain Software Architecture
• 6.4 Coffee Intelligent Cockpit 2.0
• 6.5 Coffee Intelligent Cockpit 3.0
• 6.6 GWM Self-developed Cockpit Operating System: GC-OS
• 6.7 GWM Cockpit Operating System: Coffee OS 2
• 6.8 Nobo Intelligent Cockpit Domain Products
• 6.9 Nobo Intelligent Cockpit Solution: iNest 3.0
• 6.10 Hardware Architecture of Nobo Intelligent Cockpit Platform In9.0
• 6.11 Software Architecture of Nobo Intelligent Cockpit Platform In9.0

7 Intelligent Connection and Telematics Services of GWM

• 7.1 Positioning of Brands and Telematics Strategy
• 7.2 Telematics System Layout
• 7.3 Installations and Installation Rate of Telematics Systems
• 7.4 Development History of Haval's Intelligent Interconnection System
• 7.5 Main Functions of Haval's New Generation Intelligent Connection System
• 7.6 Core Highlights of GC-OS
• 7.7 Typical Models with GC-OS
• 7.8 Development History of WEY's Telematics System
• 7.9 Main Functions of WEY MO.Life 1.0
• 7.10 Typical Models with WEY MO.Life 1.0
• 7.11 Development History of ORA's Intelligent Connection System
• 7.12 Main Functions of ORA Smart-cafe OS
• 7.13 Typical Models with ORA Smart-cafe OS
• 7.14 Introduction to Tank Smart Connect System
• 7.15 Typical Models with Tank Smart Connect System
• 7.16 The First Model with Saloon's Telematics System
• 7.17 Cockpit Entertainment Ecosystem of GWM's Brands
• 7.18 GWM's Telematics Partners
• 7.19 GWM 5G + Distributed Telematics Architecture
• 7.20 GWM's Telematics Dynamics (2021-2023)

8 Major Models and Suppliers of GWM

• 8.1 Sales Volume of GWM Group
• 8.2 Sales Targets of GWM Group
• 8.3 Technology Planning of GWM Group
• 8.4 Model Planning of Haval Brand
• 8.5 Typical Models of Haval Brand
• 8.6 Model Planning of WEY Brand
• 8.7 Typical Models of WEY Brand
• 8.8 Model Planning of ORA Brand
• 8.9 Typical Models of ORA Brand
• 8.10 Model Planning of Tank Brand
• 8.11 Typical Models of Tank Brand

9 Other Businesses and Overseas Layout of GWM

• 9.1 Overseas Development Planning
• 9.2 Overseas Development History
• 9.3 Overseas Production and R&D Layout
• 9.4 Overseas Sales and Service Layout
• 9.5 Overseas Sales Volume