自 2010 年以来，新能源汽车产业作为国家大力推动的战略性新兴产业，在国家政策 的猛烈推动下，得到了迅猛的发展。截至 2016 年底，中国的新能源电动汽车已超越其他 国家，成为世界第一，也是全球最大的新能源汽车市场。新能源汽车的发展，也冲击着国 内业已成熟的传统造车格局开始发生改变。各大传统汽车巨头，积极转型新能源市场，而 且以制造新能源汽车为目标的一系列新车企成立，甚至大量互联网企业也介入进来。 汽车行业是集资金密集、智力密集、劳动力密集、技术密集于一身的行业，随着科技 的发展，又加入了一个新的特征 “创新密集”，对于成立时间不长的新能源汽车企业而 言，尽管在构建生产线、整车开发能力、销售和售后保障能力上面投入了大量人力、物力、 财力，但仍和和传统汽车巨头在造车技术方面相比没有任何优势。但这并不意味着新能源 企业在造车方面全然没有竞争力优势，随着互联网、信息技术、人工智能等高科技技术对 国内经济形态的改变，企业的价值创造模式已经发生了根本变化。在网络经济时代背景下， 以顾客为中心并受利益相关者影响的价值生成、分配、转移、传递也越来越成为衡量一家 企业发展实力的标准。 因此，本文将尝试基于对顾客价值理论的分析和研究，为新能源汽车企业构建一个企 业竞争力的评价体系，来对新能源汽车企业的企业竞争力进行评价和分析。同时，本文还 将以现实中真实企业案例上海蔚来汽车有限公司为研究对象对所构建的新能源汽车企业 竞争力评价体系进行实证探究，对蔚来汽车的企业竞争力进行综合评价，并就其面临的问 题在顾客价值创造层面提出提升对策。研究过程中，笔者将从顾客价值理论及企业竞争力 理论的演变和发展等文献资料入手，剖析顾客价值和企业竞争力之间的内在关系，在此基 础上基于顾客价值构建新能源汽车企业竞争力评价体系，来对蔚来企业竞争力进行分析和 评价，最后从战略角度出发，就研究对象的企业竞争力给出提升建议和对策。 互联网时代企业的竞争要素已发生了实质性改变，仅通过过去已知的竞争要素构建评 价指标来分析企业的竞争力，并不能对新创企业的发展潜力和优势有精准的认识，而在以 顾客价值为核心的网络经济时代，是否能为顾客创造比竞争对手更高的价值，正逐渐成为 评价新创企业竞争力的重要指标。所以，基于顾客价值为新能源汽车企业构建一套企业竞 争力评价体系，论述其合理性的同时进行案例研究，对于精准了解新能源汽车企业的竞争 潜力和优势具有重要的实践指导意义。而且，本文所选择的研究案例对象，对于中国新能 源汽车产业而言就是一个典型案例，将蔚来汽车作为研究对象进行调研和分析，将对中国 新能源汽车企业潜力和所达到的高度有一个更加直观和深刻的认识。同时，合理运用顾客 2 价值理论和企业竞争力的关系来对新能源企业最新案例进行梳理和系统研究，也将填补新 能源汽车产业在企业竞争力评价方面案例研究的空白，所得结论也能为新能源汽车新创企 业和同行发展提供经营决策的依据和支撑，给予正确指导。

Since 2010, the new energy automobile industry has been strongly promoted and developed rapidly by the national policy as a strategic emerging industry that the country has vigorously promoted. By the end of 2016, China's new energy electric vehicles have surpassed other countries and become the world's number one, ranking among the world's largest new energy vehicle market. The development of new energy vehicles has also impacted the changes in the traditional domestic vehicle manufacturing pattern. Major traditional automobile giants have actively transformed into new energy markets, and a series of new car companies aiming at manufacturing new energy vehicles have been established, and even a large number of Internet companies have also stepped in. The automobile industry is an industry that is densely funded, intellectually intensive, labor intensive, and technology intensive. Nowadays, with the development of science and technology, it has added a feature of “innovation-intensive”, for new energy auto companies that have not been established for a long time. Although it has invested a lot of manpower, material resources and financial resources in building production lines, vehicle development capabilities, sales and after-sales support capabilities, it still has no advantage compared with traditional automobile giants in terms of vehicle manufacturing technology. However, this does not mean that new energy companies have no competitive advantage in building cars. With the changes in the domestic economic pattern of high-tech technologies such as the Internet, information technology and artificial intelligence, the value creation model of enterprises has undergone fundamental changes. In the context of the network economy era, the value generation, distribution, transfer and transmission of customer-centered and inter-influenced 4 stakeholders have become an important guide to measure the development strength of a company.Therefore, this paper will try to build a corporate competitiveness evaluation system for new energy automobile enterprises based on the analysis and research of customer value theory, to evaluate and analyze the enterprise competitiveness of new energy automobile enterprises. At the same time, this paper will also empirically explore the competitiveness evaluation system of new energy automobile enterprises based on the real real enterprise case Shanghai NIO Automobile Co., Ltd., and comprehensively evaluate the competitiveness of NIO Automobile. The problems it faces raise countermeasures at the level of customer value creation. In the research process, the author will start with the literature on customer value theory and the evolution and development of enterprise competitiveness theory, and analyze the internal relationship between customer value and enterprise competitiveness. On this basis, build new energy automobile enterprise competition based on customer value. The evaluation system evaluates and evaluates the competitiveness of NIO enterprises. Finally, from the strategic point of view, it gives suggestions and countermeasures for the competitiveness of the research objects. The competitive elements of enterprises in the Internet era have undergone substantial changes. Only by using the known competitive factors in the past to construct evaluation indicators to analyze the competitiveness of enterprises, and to have a precise understanding of the development potential and advantages of new ventures, In the era of network economy with customer value as the core, whether it can create higher value for customers than competitors is gradually becoming an important indicator for evaluating the competitiveness of new ventures. Therefore, based on customer value, constructing a set of enterprise competitiveness evaluation system for new energy automobile enterprises and discussing their rationality while conducting empirical research has important practical guiding significance for accurately understanding the competitive potential and advantages of new energy automobile enterprises. Moreover, the research case object selected in this paper is a typical case for China's new energy automobile industry. The research and analysis of NIO Automobile as a research object will have a potential for China's new energy automobile enterprises and the height reached. A more intuitive and profound understanding. At the same time, rationally use the relationship between customer value theory and corporate competitiveness to sort out and systematically study the latest cases of new energy companies, and also fill the gaps in the empirical research on the evaluation of new energy automobile industry in the competitiveness of enterprises. The conclusions can also 5 be new. Energy vehicle start-ups and peer development provide the basis and support for business decision-making and give correct guidance.