In recent years, withNew energyMany car companies choose to embrace the times and follow the trend to change tracks and plunge into the tide of new energy. Among them, many car companies have achieved corner overtaking due to electrification transformation and have become popular fried chickens in the auto market.
In the middle of summer, when the auto market is in full swing, SAIC’s MG brand also announced an ambitious plan – “All in New Energy”, which will intensively launch 13 new energy products covering the three major technical routes of pure electric, plug-in hybrid and extended range, spanning cars, SUVs, sports cars and other major categories in the next two years.
This clarion call of “All in New Energy” came from the mouth of the MG brand and was eye-catching.
Because we all know that MG, a brand born in 1924 with track blood, has swept the world with classic models such as MGB. After being acquired by SAIC, it was reborn in the Chinese market. However, in recent years, when the new energy wave has reshaped the pattern with a devastating momentum, the development trajectory of the MG brand in recent years has indeed shown an obvious “internal and external temperature difference”.
On the one hand, it is the rapid progress of overseas markets and has become an important representative of “Made in China” in the automotive field; on the other hand, its brand voice and sales in the domestic market have not fully released their potential. This imbalance not only reflects the phased characteristics of its globalization process, but also reveals the brand’s deep challenges in strategic layout, product positioning and localized operations.
Therefore, it is this challenge and potential opportunity that has allowed the MG brand to choose to make adjustments from a major strategic aspect.
01We need both new energy and fuel vehicles
Considering the influence of new energy in the current auto market, especially in China’s auto market, under the promotion of policies and technological revolutions, the market share of new energy has exceeded 50%, becoming a more mainstream choice for consumers. In this context, MG chose “All in new energy” to find new opportunities for brand development under the development trend of the times, which is understandable.
However, MG did not choose to completely abandon fuel vehicles while devoting itself to new energy, because fuel vehicles currently account for the majority of MG’s sales, including MG5 and MG7 and other fuel vehicles still have good sales. Chen Cui, the newly appointed general manager of MG, also said in an interview: “There will be no future without the present. In the future, we will not only launch new energy vehicles, but also fuel vehicles. ”
Both new energy and fuel vehicles, this seemingly contradictory “dual-track parallel” strategy is actually MG seeking a breakthrough point in the torrent of the times. In Chen Cui’s view, “MG must not only hold on to the present, but also have the courage and firmness to invest in the future.”
And among them, the core is undoubtedly a kind of pragmatism.
Because sales volume is the cornerstone of cash flow that supports the normal operation of an enterprise, employee livelihood, channel network, and supplier system. Cutting off this lifeline rashly is tantamount to self-destructing the Great Wall. For MG, the profits of fuel vehicles, which account for a larger proportion of sales, are indispensable “grain and grass” for MG to invest heavily in R&D, lay charging networks, and build new service systems.
At the same time, the current penetration rate of new energy in China’s auto market has exceeded 50% and continues to rise, and policy orientation, consumption trends and technology iteration are clearly pointing to an electrified future. If MG cannot quickly and resolutely establish a strong product matrix, technical label and brand recognition in the field of new energy, it is only a matter of time before it is completely eliminated by the market. The intensive launch of 13 new cars is a reflection of MG’s determination to seize the market share of new energy with product “saturation attack”.
“We don’t even rule out the launch of HEV models, it’s nothing more than to see what the future customer choice is, if the final customer demand is to choose to install HEV on fuel vehicles, then we can also meet certain customer needs.” Chen Cui added.
In view of the big problem of future technical routes, in the view of Yu Jingmin, executive deputy general manager of SAIC Passenger Car Company, “Europe is the base of MG, we have different power models such as gasoline, HEV, pure electric, etc., and the fuel vehicle MG HS is even the British monthly market champion for many times.” MG All in New Energy has brought some impact to the Chinese market. ”
As Yu Jingmin said, models with different technical routes have made significant contributions to MG’s globalization road, and the launch of 13 new energy vehicles in two years has provided MG with more competitive advantages in the Chinese market.
At the same time, as a brand with a deep international background, MG has a wide range of recognition and sales networks in many markets around the world. While deeply cultivating China, the world’s largest and most voluminous new energy market, MG can feed back its products and technologies honed in China’s new energy battlefield to overseas markets, especially Europe, Australia and New Zealand, Southeast Asia and other regions that have a cognitive foundation for the MG brand and accelerate electrification transformation, so as to achieve the global synergy effect of “blooming inside the wall and fragrant outside the wall”.
02Can MG run out of acceleration?
It is true that the juxtaposition of multiple technical routes shows MG’s understanding of market diversity. For example, pure electricity is oriented to pioneer users and policy highlands; plug-in hybrid solves battery life anxiety, which is the smoothest transition solution for fuel vehicle users; The range extension provides another electrification experience without mileage anxiety. This “there is always one for you” strategy can maximize the coverage of consumer groups with different needs.
But the strategic vision is not fully realized.
In this regard, some industry insiders are worried: “With the launch of 13 cars in the next two years, how can MG ensure a positive breakthrough in the new energy track?” Such a voice is not unreasonable. The plan given by MG is to have the courage to make changes first, taking 13 models in two years, no brand can do it yet.
But standing on the shoulders of SAIC, a giant, such as battery technology, intelligent cockpit, intelligent chassis technology and other technical reserves, if they are put on MG’s new energy vehicles, MG with “weapons” will also have greater confidence and more confidence.
“On the MG product matrix, there is the 300,000 yuan MG Cyberster up, the entry-level MG5 below, and the best HEV models overseas.” In Yu Jingmin’s view, from entry-level cars to sports cars, MG models are also a plus in differentiation.
Not only that, MG has also brought a “killer move” in the strategic transformation – MG and OPPO Zhixing released the latest achievements of both parties in the field of vehicle-machine interconnection, bringing users a continuous iterative intelligent interactive experience.
Based on the deep integration of SAIC’s zero-beam self-developed architecture and OPPO ecology, the vehicle-machine system upgrades the intelligent cockpit from a single vehicle-machine interconnection to the ecological level, and at the same time carries out innovative iterations for functional scenarios such as mobile phone voice car preparation, handcar application integration, and handcar non-inductive interconnection, so as to truly realize the “smart cabin” into the pocket.
It is worth mentioning that the upcoming 2025 MG4 will be the first to realize OPPO’s full capabilities in the interconnection of car machines.
As a century-old car brand, MG has set a number of world speed records in the first century-old internal combustion engine era, bringing the ultimate driving experience to users who pursue speed and passion. Sports and driving fun have also become MG’s century-old brand imprint.
Now, in the face of the global wave of automobile electrification, the 101-year-old MG has opened the second new century with an all-in new energy attitude. MG’s “All in New Energy” declaration is indeed a Jedi counterattack that is not willing to be left behind. The plan of 13 new cars is a reflection of its explosion after relying on the capabilities of SAIC’s system, and it is also a necessary “armament” to compete for the minds of users in the fierce competition.
But MG’s situation is not easy.
Especially when BYD continues to lead with its vertical integration advantages and huge new energy product matrix; When Great Wall creates differentiated labels with core technologies such as Hi4 intelligent four-wheel drive, when Geely relies on the vast architecture and sub-brand synergy to quickly roll out the electrification product line…… MG still has a lot to do.
For example, how to ensure the competitiveness of the fuel vehicle market while continuously and intensively investing talents, funds and attention resources in the research and development, production and marketing of new energy? This tests the strategic determination and execution of management.
At the same time, how to clearly convey the dual image of “MG is not only a performance brand with track heritage, but also a smart electric brand that embraces the future” in the minds of consumers? Avoid falling into the “not pure enough” cognitive ambiguity. Brand renewal requires a systematic narrative and continuous user communication.
In addition, shifting from traditional fuel vehicle thinking to electrification and intelligence-driven user-centered thinking requires the entire organization to carry out in-depth changes in processes, collaboration models, and talent structure. Breaking down departmental walls and building a more agile, software- and experience-oriented team culture is the underlying guarantee for successful transformation.
And the rhythm of 13 new cars in two years is also radical. How to ensure that each product has sufficient market competitiveness, has a clear positioning, avoids internal mutual struggle, and can keep up with quality, delivery, and service is a huge systematic engineering test.
Therefore, when the fuel vehicle market gradually becomes a red ocean and the new energy track is competing for deer, MG’s success depends not only on whether it can use 13 new cars as a fulcrum to leverage the reshaping of the market pattern, but also on whether it can accelerate in dual-track parallelism.