o:32365 CHINESE ELECTRIC CARS PRODUCERS’ STRATEGIES IN GLOBAL MARKET STRATEGIJE KINESKIH PROIZVOĐAČA ELEKRIČNIH AUTOMOBILA NA GLOBALNOM TRŽIŠTU sr Abstract: Automotive industry is one rare capital and technology intensive industry. It was considered that this type of industry faced with incremental changes of competitive relations. Emerge of Tesla as pioneer in electric vehicle segment has resulted in disruptive changes in the industry. Technological, ecological and institutional factors have triggered restructuring of business ecosystem in the industry. These changes have created business opportunities for late followers from China. Chinese late followers have couple sources of competitive advantage. First, strong position in large and fast-growing domestic market enable them to achieve economy of scale. Economy of scale is important to created competitive advantage, due to capital and technology intensive industry. Second, Chinese natural resources companies have internationalized their operations, which result in safe and constant access to necessary natural resources for Chinese electric vehicle producers. Third, Chinese electric vehicle producers have created strategic alliances with tier suppliers from China and Asia-pacific region. Due to that, their supply chains have been sustainable and flexible even during the Covid-19 pandemic. Four, demand for “value for money” products grow during a crisis and these companies have capabilities to design and produce this type of products. Finally, these companies use foreign alliances, minority and full acquisitions to obtain access to embedded knowledge and intangible resources. Rezime: Auto industrija predstavlja jednu retkih grana koje su po svojoj suštini kapitalno i tehnološki intenzivne. Dugo se smatralo da su ove vrste industrija podložne samo inkremantalnim promenama konkurentskih odnosa. Međutim, pojava kompanije Tesla kao pionira u razvoju električnih vozila izazvala je radikalne promene u grani. Promene poslovnog ekosistema u okviru grane su posledica delovanja tehnoloških, ekoloških i institucionalnih faktora. Ove promene su otvorile prostor za pojavu kasnih sledbenika iz Kine. Ove kompanije svoju konkurentsku prednost grade na nekoliko izvora. Prvo, veliko i rastuće domaće tržište, na kome su dobro pozicionirane, pruža ovim kompanijama mogućnost ostvarivanja ekonomije obima, koja je od suštinskog značaja zbog kapitalne i tehnološke intenzivnosti grane. Drugo, internacionalizacija kineskih kompanija koje se bave eksploatacijom prirodnih resursa je obezbedila sigurnost snabdevanja prirodnim resursima. Treće, strateška partnerstva sa dobavljačima iz Kine i azijsko-pacifičkog regiona su učinile lanac održivim, čak i tokom pandemije Covid-19. Četvrto, kompanije su posedovale kompetencije u proizvodnji value for money proizvoda, za kojima raste tražnja tokom kriznih perioda. Konačno, ove kompanije su kroz akvizicije, partnerstva i manjinske investicije obezbedile pristup znanju i nematerijalnim resursima iz razvijenih zemalja. Keywords: electric vehicles, strategy, late followers, China Ključne reči: električna vozila, strategija, kasni pratioci, Kina 1552100 978-86-6305-139-3 1552101 2620-0597 2024-01-17T14:06:23.790Z 44 no 46 Dušan Marković Univerzitet u Beogradu Ekonomski fakultet 0000-0003-1512-739X Slobodan Aćimović Univerzitet u Beogradu Ekonomski fakultet person 0000-0003-3112-3268 Veljko Mijušković Univerzitet u Beogradu Ekonomski fakultet person 0000-0002-0668-8614 application/pdf 578259 https://phaidrabg.bg.ac.rs/o:32365 no yes 16 70 92000006 11A03 XIX International May Conference on Strategic Management – IMCSM[23] Proceedings, [May 25, 2023, Bor, Serbia] 84 94 Bor : Technical Faculty, Department of Engineering Management 2023