A Study On Value Creation Of Gotion High-tech Based On Strategy Map

Benefiting from the growth of the global new energy vehicle market,the power battery market has also seen steady growth.(hereinafter referred to as GXG),one of the first companies to engage in the research,development,production and sales of power batteries,has gradually become more and more distant from the top players and is being overtaken by others.What are the factors that have driven the value growth of Gotion Hi-Tech in its more than ten years of experience in the field of power batteries? And what are the shortcomings that limit its value growth? Traditional financial indicators reflect only the tangible results of business activities,while the value of power battery companies is also affected by national subsidy policies,customer structure and other factors,which cannot be measured by traditional financial indicators.In this regard,this paper firstly reviews the relevant literature on strategy map and value creation at home and abroad,and identifies the direction of the study;secondly,it elaborates the concepts and contents of strategy map and value creation at the theoretical level,and identifies the relevant theoretical foundations of value creation,including resource base theory,core competence theory and stakeholder theory;then,it introduces the case company and constructs the strategy map of Gotion Hi-Tech.Then,the four dimensions of the strategy map,namely financial dimension,customer dimension,internal process dimension and learning and growth dimension,are examined in the context of the vertical and horizontal comparative analyses of comparable enterprises in the industry to study the value creation and the effect of value creation of Gotion Hi-Tech.Based on the case analysis of Gotion Hi-Tech,this paper draws the following conclusions:Firstly,the lithium iron phosphate batteries based on R&D innovation are widely used in various market segments and are a stable source of revenue for the company,providing a guarantee for value growth.Second,the product structure is unbalanced,with a low proportion of ternary batteries,relying only on lithium iron phosphate batteries to supply the new energy vehicle market leading to a lower market share,making it difficult to drive further growth in enterprise value.Third,the company’s customer structure is broad but not strong,with fewer high-quality customers,generating more bad debts in accounts receivable and affecting the quality of revenue.Fourth,operating costs continued to rise and the period expense ratio remained high for a long period of time,constraining the level of cost control.In response to the above findings,the paper concludes with specific recommendations for optimising value creation.