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비야디(BYD)의 성장역사와 성공전략

BYD’s Growth History and Success Strategy

이은미|박영렬|황지연
한국경영사학회 (The Korean Academy Of Business Historians)|2024.05|경영사연구 (The Review of Business History)|제39권 제2호|pp. 33-65|DOI 10.22629/kabh.2024.39.2.002

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전략적 적합성BYD비야디성장역사성공전략success historysuccess strategystrategic fit
주제분류사회과학일반

초록

본 연구는 현재 신에너지 자동차 분야에서 글로벌 선도자의 역할을 하고 있는 중국 비야디 기업의 성장역사와 성공전략에 대해 분석하였다. “환경-전략-성과” 관점을 설명하는전략적 적합성 이론을 바탕으로 비야디 기업의 28년 동안의 성장과정을 시기별로 구분하여 기업사적 방법으로 설명하고자 한다. 이에 따라 배터리 OEM산업 시기(1995~1997), IT 산업 시기(1997~2003), 자동차 산업 시기(2003~현재)로 나누었으며 각 산업이 발전하던 시기에 기업 외부의 환경과 전략의 적합한 배치가 비야디의 경쟁우위를 창출하여 성장을 이루게 하였음을 설명하고자 하였다. 배터리 OEM산업 시기에는 환경의 불확실성이낮았기 때문에 원가우위 전략을 사용하였고, IT 산업 시기에는 시장경쟁이 치열해지면서원가우위 전략에서 차별화 전략으로 전환하게 되었으며, 해외시장에 우선적으로 진출하였다. 자동차산업에 진입한 후 비야디는 우선 중급, 중고급 레벨의 시장을 목표로 하였고신에너지 자동차를 생산하기 시작하여서부터 집중화된 차별화 전략을 사용하는 동시에기술력을 우위로 하는 차별화 전략과 해외전략을 전면적으로 펼치게 되면서 글로벌 선두기업으로 발전하게 되었다. 마지막으로 본 연구는 비야디의 28년간의 성장역사를 전략적적합성이라는 이론적 기반을 바탕으로 중국 정책의 변화와 글로벌 환경의 변화 그리고 비야디 기업의 내부 전략의 변화를 함께 분석함으로써 신흥국의 민영기업들이 앞으로 나아가야 할 방향을 제시했다는 점에서 학문적, 실무적 시사점이 있다.

Abstract

This study analyses the growth history and success strategies of the Chinese BYD company, which is now a global leader in new energy vehicles. Based on the strategic fit theory, which explains the “environment-strategyperformance” perspective, this study attempts to explain the 28-year growth process of the company through a corporate history method by dividing it into four periods-battery OEM industry period(1995~1997), IT industry period (1997~2003), automobile industry period(2003~present) to explain how the right deployment of the company’s external environment and strategies during the development of each industry created competitive advantages and led to growth. In the battery OEM industry, the company used a cost-advantage strategy due to low uncertainty in the environment. And in the IT industry, as market competition intensified, the company switched to a differentiation strategy. In the automotive industry, the company initially concentrated on the mid- to high-end market segment and commenced the production of new energy vehicles. Over time, it has evolved into a prominent global leader through the implementation of a focused differentiation strategy, coupled with a technology-driven differentiation approach and an international expansion strategy. Finally, this study has both academic and practical implications in that it analyses the 28-year growth history of BYD company based on the theoretical framework of strategic fit, along with the changes in Chinese policies, the global environment, and the changes in BYD’s internal strategies, suggesting directions for private companies in emerging economies.

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