In this regard, the automobile private enterprises that have risen in the rough have gone further and imagined more wildly. Among the three musketeers of private enterprises, Geely and Great Wall have been upgraded from different angles, which is intuitively reflected in their increasingly complex structure, and this time it is BYD's turn.
Recently, BYD officially announced the establishment of Foday Company. Just like when naming children now, I like to quote classics. According to its interpretation, "blessed land" means "Book of Songs". Elegant. Sang Rou-"If you find this lover, you will ask the blessed land". However, the literal translation with the original text is "only this person is kind and has no desire or desire." No, BYD means "honest and trustworthy, practical and diligent".
Accurately speaking, there are five Foday companies established this time, namely Foday Battery Co., Ltd., Foday Vision Co., Ltd., Foday Technology Co., Ltd., Foday Power Supply Co., Ltd. and Foday Mould Co., Ltd. ..
"Honesty and trustworthiness, down-to-earth progress" is used to tell partners, and "no desire and no demand" is used to deceive yourself. In official terms, this marks that BYD's opening strategy has been pushed from 1.0 to 2.0, and the independent Foday will have more autonomy, which will help accelerate the popularization of global electrification.
In fact, BYD has been dubbed as "a new energy company in the guise of a car manufacturer". Starting with battery technology, it has extended its organizational structure to five major business groups, including electronics, batteries, commercial vehicles, passenger cars and rail transit, with more than 20 business divisions, and its core is still its proud battery technology. The position of the car in it is neither important nor important.
Under this special system, vertical integration has always been BYD's characteristic, and its production chain in the field of new energy vehicle manufacturing is almost completely closed. Wang Chuanfu, chairman and president of BYD, said: "The strategy and tactics of BYD's automobile industry are completely different from the usual international practices. The international automobile industry pays attention to the professional division of labor, pays attention to small and fine, and BYD pays attention to vertical integration and pays attention to big and complete. "
BYD Organizational Structure (Part)
When new energy vehicles are just starting, vertical integration ability is the key for BYD to win the favor of Warren Buffett and even the capital market. However, when new energy vehicles and fuel vehicles finally embark on the same development path, the industrial chain extends around the world and production can be outsourced. The closed operation of BYD has led to the embarrassing situation that Baoshan is difficult to mine.
Internally, their own vehicle manufacturing departments can only choose their own products, which determines their choice and control in product quality and cost. Externally, the power battery and other markets were handed over to others in vain, and a giant like Contemporary Amp Technology Co., Ltd. was born in a similar trajectory.
As early as 17, BYD executives began to disclose plans to open the automobile supply chain. In an interview, Li Qian, the then Secretary-General of the Board of Directors, said that it would take one to two years to break the vertical industrial chain, split related businesses and even carry out capitalization operations.
Taking the power battery as an example, He Long, vice president of BYD, once broke the original intention of BYD to split the battery business. "Customers need an independent and financially transparent supplier. If BYD wants to supply batteries externally, it needs to set up an independent company. "
It is difficult to accept a person who is both a referee and a player on the football field, and it is also difficult for the automobile industry to accept a BYD who is both a battery and a car. In 2065438+2008, BYD's top management successively shouted for its battery splitting business. The more important purpose is to send a signal to the new energy automobile factory: "After the battery business is independent, the automobile enterprises can cooperate with me without worries."
Also with the power battery as the forerunner, BYD split it into the second business group and opened the battery supply to the outside world, but the effect was not good. In 20 18, its batteries were only supplied to Dongfeng Motor Group, Chengdu Bus, Xuzhou Xugong Automobile, Beijing Hualinte and Changsha Zoomlion, while the number of supporting enterprises of Contemporary Ampere Technology Co., Ltd. was 12 1.
After several years of preparation, five Foday companies were finally established. As mentioned above, this independent company is not only a power battery, but also covers the research, development, design and production of batteries, automobile lighting, signal system, automobile electronics, automobile chassis, automobile powertrain and automobile white body.
This action is already slower than the Great Wall and Geely. In addition to its main automobile business, Geely established Geely Science and Technology Group several years ago, which keeps pace with Geely Automobile Group and Volvo Automobile Group. There are Cao Cao who likes to travel, Lee Tae who has a flying car and Tao Yu who has a satellite.
At last year's Frankfurt Motor Show, the most eye-catching thing about the Great Wall was not its vehicle brand, but four major parts companies, namely Honeycomb Yichuang and Honeycomb Energy. From the perspective of its subsidiaries, in addition to parts manufacturers, the business scope also covers logistics, * * * * travel, automobile scrap recycling and other fields.
To sum up, the architecture diagram of the three musketeers of automobiles and private enterprises is becoming more and more complicated, but the reasons behind it are similar. One is the management problem of jumping out and pressing the gourd to float the ladle; Secondly, the needs of business development, including the extension of travel concepts such as flying cars and enjoying travel, and the open operation of parts enterprises after independence; Third, it is the need to plan the subsequent independent capitalization operation.
Everyone envies Tesla, but under such a huge burden, it is unrealistic to give up profits and blindly pursue market value. Not only can these businesses not bring intuitive profits in financial reports, but they may also drag down performance. Instead, it is better to let go, carry out market-oriented operation, assume sole responsibility for profits and losses, improve competitiveness, and merge into listed companies after the incubation period, which is a better way to avoid risks. At this stage, lighter assets and better themes have a chance to break out.
This is especially true for BYD. The Foday horn sounded by five companies not only resounded through OEMs such as Geely and Great Wall, but also resounded through the auto parts industry. A "familiar new player" finally entered the game.
Text/Qin Zhicong
This article comes from car home, the author of the car manufacturer, and does not represent car home's position.