Ding Lu
ABSTRACT
This study aimed to investigate the relationship between the extent of implementation of brand-building strategies and the level of performance of BYD New Energy Vehicles (BYD NEV). It employed a mixed-methods approach, integrating quantitative descriptive and correlational analyses with qualitative case studies, interviews, surveys, and thematic analysis. Strategy implementation was assessed across four dimensions—brand core, brand messaging, brand identity, and brand application—while performance was evaluated using a Balanced Scorecard framework focused on financial and customer-related indicators. Data were collected from 2025 to 2026 during BYD’s global expansion phase, involving internal stakeholders, external partners, and customers at the company’s corporate and operational facilities in Shenzhen, Guangdong Province, China. The findings revealed that BYD NEV implements brand-building strategies to a moderate extent and achieves moderate financial and customer-related performance, with significant differences in assessments observed across age, educational attainment, and position, and gender differences evident only in strategy implementation. A significant positive relationship was identified between the level of strategy implementation and both financial and customer-related performance. The results highlight key challenges, including brand image rigidity, complex brand structure, limited marketing capability, and internal coordination issues, underscoring the need for stronger execution of brand-building strategies to enhance organizational performance and informing the development of an action plan to address these concerns.
Keywords: Balanced scorecard, brand building strategies, brand performance. BYD new energy vehicles, organizational performance
https://doi.org/10.57180/fvka8268