Analysis of the development trend of the global lead-acid battery industry-

Current status of competition in the global lead-acid battery market From the perspective of global lead-acid battery production capacity, China is a large producer, accounting for about 45% of the world’s output, followed by the United States with about 32% of the output, and Japan ranking third. Accounted for close to 13%, in addition to Germany and so on. The leading manufacturers of lead-acid battery sales in the world are mainly American Riot Group, EXIDE Group (including German Sunshine Company), Japanese Yuasa Company, Cu0026D Company and Japanese Panasonic Company. Lead-acid batteries are the world’s largest production battery product. The production volume accounts for 50% of all batteries and 70% of rechargeable batteries. Even in the most developed countries and regions in the world, such as Europe, America and Japan, they are still mass-produced. Use lead-acid batteries. In the product structure of lead-acid batteries, start-up lead-acid batteries accounted for the largest proportion, reaching 48%, followed by power-type lead-acid batteries, accounting for 28%, and backup and energy storage lead-acid batteries accounting for 15%. From the perspective of the number of competitions, industry growth rates, exit barriers, homogeneity, and competition levels, the industry is at a mature stage, and the overall quality of the industry is uneven. Most companies focus on low-end products and fight price wars. Existing companies compete fierce. Multinational companies accelerate their deployment in the Chinese market. China’s huge market potential and cheap resources have always been an important incentive for multinational companies’ direct investment. In recent years, market competition has intensified and the prices of raw materials have risen. Multinational companies are facing more intense market competition. With the increase of China's opening to the outside world, the value link for multinational companies to enter China has gradually increased. 90% of the multinational companies that have entered the Chinese market intend to make additional investments, and their investment areas extend from the original manufacturing industry to various upstream and downstream industries such as Ru0026D, service, and sales. The gradually entering value links lack effective integration with each other, and the synergistic effect cannot be fully utilized. The above reasons require that multinational companies must reintegrate the resources and capabilities of China in order to exert synergy effects and obtain maximum economic benefits. 1. Mergers and reorganizations expand business scope Foreign capital enters China's lead-acid battery industry through joint ventures, mergers and acquisitions of domestic companies. For example, Matsushita Electric Industrial Co., Ltd. and Shenyang Northeast Storage Battery Co., Ltd. jointly established Panasonic Storage Battery (Shenyang) Co., Ltd. Of course, after China's accession to the WTO, it is inevitable for foreign capital to enter China's capital market and conduct joint ventures and mergers and acquisitions with Chinese companies. Foreign businessmen who have both capital and high-tech and advanced management experience should be welcome. When foreign capital, technology and management enter the Chinese market, it also promotes the improvement of China's industrial technology level and competitiveness. 2. Increasing technology research and development efforts. Multinational companies invest more in technology research and development in China, and their investment in research and development in China is increasing. Multinational companies in the lead-acid battery industry enter China through a strong alliance strategy with well-developed, long-standing or more advanced companies in China, so as to gradually grow and occupy China's domestic market. 3. Promote localization management While multinational companies are implementing globalization strategies, they actively promote localization strategies, whether it is employees, operating models, or even suppliers, nearly 100% localization management. This way, on the one hand, it can reduce production costs, be close to users, supply products and provide services locally, and form a local industrial supply chain; on the other hand, by optimizing the management model by using advanced management concepts, it can improve the operating efficiency of the enterprise. Enable companies to better enter the Chinese market. 4. Controlling the core technology market competition is essentially a contest of modern technology and a competition of technological innovation. Multinational companies occupy a dominant position by firmly controlling the most critical elements such as product standards and core technologies in the transfer of industrial chain division of labor. And by continuously increasing investment in research and development, strengthen its own technological innovation capabilities, adopt new materials and new processes to develop new environmentally friendly products, occupy the technological commanding heights, and increase the degree of monopoly on key core technologies in order to obtain high profits.
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