Great Wall Motor（GWM）的電動化、網路化、智慧化、共享化佈局及策略分析（2023-2024年）

Great Wall Motor（GWM）根據標準評估 IT 巨頭，以加速 "流程和數位轉型" 。

2022年，Great Wall Motor希望藉助Haval H6龐大的用戶基礎實現新能源轉型，同時銷售GEN3 Haval H6的PHEV和燃油版。但事實表明，這項決定是行銷層面的策略誤判。燃油車品牌轉型需要新通路、新排序、新流量等嚴苛因素。最終，Great Wall Motor2022年銷售純電動車型10.4萬輛，插電式混合動力車型2.8萬輛，其中新能源乘用車銷量佔比僅15.0%。新能源轉型步伐緩慢且低於公司預期。

NIO、Xpeng、Li Auto等新興汽車廠商引領汽車通路轉型，將傳統4S店的功能一分為二。一是開設在中央商務區的零售體驗店，以直營為主，負責宣傳、體驗、銷售，拉近與消費者的距離，形成品牌形象。二是在傳統4S店集中地區及其他郊區設立配送及售後中心。

基於2022年的教訓，GWM Group在2023年做出了多項改變，包括：

首先，Haval品牌打造了自己獨立的新能源車銷售網路 "Haval Dragon Network" 。

第二，作為徹底過渡到ToC模式，以前是透過經銷商賣車，現在全部都是ToC模式販賣，所有高階主管都在Weibo等平台上開設了帳號。

第三，作為直接連結使用者的過渡，NIO、Xpeng、Li Auto等新興汽車廠商都採取了直銷模式，透過汽車產品直接與使用者連接，創造出更有效率的產品迭代。Great Wall Motor也在轉向直銷模式。

四是品牌提升。全方位提升五個品牌的影響力。

策略調整初見成效。Great Wall Motor2023年全年新能源車銷量翻倍至26.2萬輛，較去年同期成長98.74%。

汽車產業的競爭從技術、產品、品牌到管理系統、組織架構，考驗著OEM快速轉型的能力。在學習了2023年新興汽車製造商的行銷方法後，Great Wall Motor將在2024年進一步學習Huawei、IBM等IT領導者的管理系統。

Huawei於1998年安裝IBM的管理系統，逐步成長為全球領先的科技公司。如今，汽車電動化、網路連線、智慧化、共享化的蓬勃發展，迫使OEM轉型為科技公司。

2024年1月，Great Wall Motor與IBM諮詢在河北省保定市簽署 "流程與數位轉型" 策略合作協議。兩家公司在數位轉型和全球發展的道路上正式建立了長期策略合作夥伴關係。Great Wall Motor目的是全面加強 "行銷、供給、人才、財務" 機制建設，搶佔汽車產業數位化智慧化發展軌跡。

本報告對Great Wall Motor（GWM）進行了研究分析，提供了該公司在電動化、網聯化、智慧化、共享化方面的產品和策略資訊。

目錄

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電氣化佈局

第5章 Great Wall Motor智慧駕駛系統

第6章 Great Wall Motor智慧座艙

第7章 Great Wall Motor智慧網路與車聯網服務

第8章 Great Wall Motor主要車型及供應商

第9章 Great Wall Motor其他業務及海外佈局

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