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Academic Journal of Business & Management, 2024, 6(11); doi: 10.25236/AJBM.2024.061120.

An Overseas Competitiveness Model for New Energy Vehicle Enterprises to Reduce the Risk of International Trade Rule Conflicts

Author(s)

Lei Tian1, Yuan Chi2

Corresponding Author:
Lei Tian
Affiliation(s)

1Data Research Center, China Academy of Information and Communications Technology, Beijing, China

2School of International Relations, Renmin University of China, Beijing, China

Abstract

On 4 October 2023, the European Commission formally announced launched an anti-subsidy investigation into the imports of new battery electric vehicles (BEVs) originating in China. Provisional conclusions were unveiled on 12 June 2024, and on 4 July the Commission imposed provisional countervailing duties on BEV imports from China. The EU countervailing investigation reflects the difficulties faced by China's manufacturing industry to go overseas in the context of rising trade protectionism and increasing competition of international economic and trade rules. The rapid development of China’s new energy vehicle industry has triggered a high degree of vigilance in other countries. The EU's move will significantly raise the barriers to China’s new energy vehicles, and may further spread to other manufacturing industry areas, damaging the international image of Chinese enterprises and undermining their confidence to go overseas. Based on the overseas competitiveness model for new energy enterprises, it is suggested to optimize the enterprises’ overseas strategy from three dimensions: supply chain, market and ecology, so as to reduce the risks caused by the conflict of economic and trade rules, and improve the competitiveness of China’s new energy enterprises in the international market.

Keywords

Electric Vehicles, International Trade Rules, Competitiveness Model, Ecology

Cite This Paper

Lei Tian, Yuan Chi. An Overseas Competitiveness Model for New Energy Vehicle Enterprises to Reduce the Risk of International Trade Rule Conflicts. Academic Journal of Business & Management (2024) Vol. 6, Issue 11: 133-143. https://doi.org/10.25236/AJBM.2024.061120.

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