Recently, Rees Strategic Positioning Consulting announced that it will establish a global automobile strategic positioning and category innovation service team with Wang Fengying automobile expert group, and is committed to building the strongest service team in the global automobile industry, and to building the future king of new energy automobile category for automobile enterprises.

At the same time, the team released the Research Report on Global New Energy Vehicle Category Trends. It is pointed out that the key force behind the growth of the new energy vehicle market is still category innovation. The off vehicle enterprises in the industry scuffle need more rational support, form a differentiated cognition from the perspective of truly solving consumer pain points, and repeatedly mention the issue of China's automobile going to sea.

According to the report, China's automobile market has not really entered the era of pure electricity. In the long run, 80000-250000 will be the mainstream market in the future. However, in the economic price segment, all major auto enterprises are conducting an "arms race" around intelligence, and improving product competitiveness by stacking intelligent configurations, resulting in high costs and difficulties in entering the mass market.

According to the survey of consumers in Riis, there is no significant difference between the purchase logic of economic electric vehicles and the era of fuel vehicles. The focus is on the so-called "basic characteristics" such as endurance, driving control, safety, and space comfort. Building differentiation around intelligence is the only way for luxury brands to build "high-end awareness".

For automobile enterprises, power battery is just the "engine" in the era of pure electric vehicles. Any automobile enterprise that can bite the hard bone of "power battery" has the opportunity to become the king of categories.

"Chinese brands have accounted for more than 80% of the new energy market share, realizing the comprehensive compaction of joint venture brands." According to the report, it is hard for ABB to turn around, hesitating in transformation and strategically riding the wall, and trying to layout new pure electric products by extending its parent brand, which has lost the starting line.

At present, a group of independent brands have made efforts to promote super hybrid, clearly establishing the identity of super hybrid as "fuel subverter". Therefore, PHEV not only subverts the existing fuel vehicle category, but also is the "new fuel vehicle" in the future. Ms. Wang Fengying, former president of Great Wall Motors, analyzed that although PHEV will encounter BEV in the long run, PHEV still has a development window of more than ten years. The past hybrid belongs to a Japanese brand, and the future hybrid belongs to a Chinese brand.

Laura Rhys, global chairman of Rhys Strategic Positioning Consulting, said that in terms of internationalization, Chinese auto brands will have the only historical opportunity to achieve the first place in the world. However, the strategy of Chinese automobile enterprises going to sea should change the past misunderstanding, and they can not avoid the high potential energy market of European and American automobiles. The trade model with the core goal of harvesting the weak market is difficult to build a global brand.

Wang Fengying said that it is blind for auto enterprises to enter overseas at present. It is suggested to plan the path and enter the core market gradually and rhythmically. In addition, she suggested that car enterprises should be advanced in such high potential markets as Europe and the United States, and establish brand awareness. They should not enter the low-end market at will through product trade, which is not conducive to establishing market influence and brand, nor to compensating for domestic brand influence. She mentioned in particular that many brands have exported hundreds of thousands of products, but there are no star products, which is not conducive to establishing brand influence.

Referring to the history of the development of local fuel vehicle brands in the United States, Reese's strategic positioning consulting with Zhang Yun, the global CEO and chairman of China, put forward suggestions on how to break the situation of new energy vehicle brands: in the next 20 to 30 years, there will be no more than 10 Chinese new energy vehicle brands that can establish global influence, and the key to brand success will still rely on category innovation.