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BYD should continue to establish complementary infrastructure to support its EVs. This includes building its own network of electrical battery charging stations and partnering with local factories for production. By enriching its service line and achieving vertical integration, BYD aims to reduce production costs, offer competitive pricing, and ultimately capture a substantial market share. 

An extensive portfolio of comprehensive, practical training courses are available to customers and service partners alike – putting drivers and fleet managers in full control. At its heart, BYD has created a dedicated professional training team with the key aim of providing customers with the technical know-how to operate a new vehicle or keep their existing vehicles on the road.

A strategic marketing initiative that would elevate brand visibility and establish market presence is to sponsor the Formula E competition, an electric vehicle equivalent of Formula 1. This high-profile sponsorship would not only underscore BYD's commitment to sustainability and high-performance, but also place it on a global stage alongside other prestigious brands such as Porsche, Maserati and McLaren . 

BYD should then develop their own race car to compete in Formula E to show the innovative strengths of BYD. This would significantly enhance BYD’s public awareness and brand prestige, showcasing the performance capabilities of its EVs against some of the best in the industry.  This involves integrating advanced battery technology, regenerative braking systems, and lightweight materials to enhance speed and efficiency on the track.

Further enhancing brand presence and consumer engagement, BYD plans to open flagship stores in central urban locations. For now, BYD has two stores in London and could open more in main cities of other European Countries, such as Barcelona, Milan, Paris, and Berlin. 

These stores will serve as experiential hubs where potential customers can learn about BYD's offerings, test drive vehicles, and gain first hand experience with the brand. This direct-to-consumer approach is expected to bolster BYD's market position by building stronger consumer relationships and increasing brand loyalty. 

BYD should continue to expand their semiconductor division firstly for phones and consumer electronics, and secondly to specialise production to bring down the unit cost of chips used in electric vehicles. 

In the next 3 years, BYD should launch an IPO of the Semiconductor arm to raise funds for additional semiconductor investment and to fuel chip growth.

BYD invested in 6 new lithium mines in 2022, but they should continue to expand into cobalt and nickel extraction to own more of the supply chain in BYD's battery technologies. 

In the last three years shipping costs spiked 350% and lithium prices jumped 500%. Supply chain issues over the pandemic and chip shortages cost auto makers $210 billion in total, although it had less impact on BYD due to in-house production strategies. 

In an increasingly uncertain global landscape, vertical integration and local production is crucial to keep vehicle prices down and to ensure BYD can capture market share.

Source: Trading Economics

BYD has partnered with NVIDIA to bring the centralised compute platform to their vehicles.

BYD should leverage the hardware technology skill spill-overs brought by its partners, and develop its own software technology by reaching out to technology giants like Microsoft and IBM.

Two other emerging clean energy sources include biofuel and hydrogen. 

BYD should continually assess alternative energy related investments to secure future market position, combined with continuous experimental trials as to superseded by new market entrants.