This study investigates the intricate relationship between the ecological business model for new energy vehicles (NEVs) in China and its impact on brand competitiveness. Anchored in the value ecosystem theory, the research unravels the components, mechanisms, and dimensions shaping the NEV sector's competitive landscape. Through a comprehensive exploration guided by research questions, the study constructs a structural model detailing the interactions between China's NEV eco-business model and brand competitiveness. Empirical analysis reveals the significance of competitive advantage derived from the NEV eco-business model and its positive impact on brand competitiveness. Furthermore, the study elucidates the mechanisms through which customer perceived value and ecosystem expansion influence brand competitiveness within the NEV market. By offering actionable insights for industry practitioners, policymakers, and scholars, this research contributes to a nuanced understanding of the NEV ecosystem and its implications for brand competitiveness in China's automotive sector.
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