Core Viewpoint - The article discusses the increasing scrutiny and criticism surrounding Oliver Blume's dual role as CEO of both Volkswagen Group and Porsche, highlighting concerns over potential conflicts of interest and governance issues [3][5][31]. Group 1: Background and Context - Oliver Blume is the first CEO in Volkswagen Group's history to hold dual positions as CEO of both Volkswagen and Porsche [10]. - The controversy over Blume's dual role began when he took over as CEO of Volkswagen Group, with initial concerns raised by a minority of investors [14][18]. - Following Porsche's IPO in September 2022, Blume's leadership has come under greater scrutiny as both companies face declining performance [18][30]. Group 2: Financial Performance and Market Response - Porsche's performance has been declining, with a 3% drop in global deliveries in 2024 and a significant 28% decline in the Chinese market [27][28]. - As of early 2025, Porsche's stock price has fallen to €43.46, nearly halving from its IPO price of €82.5 [30]. - Financial forecasts for Porsche indicate a projected revenue of €37-38 billion for 2025, down from €40 billion the previous year [66]. Group 3: Governance and Shareholder Concerns - Shareholders have increasingly called for Blume to choose one CEO position, citing governance structures that are unprecedented in both Volkswagen and the broader German corporate landscape [9][32]. - Concerns have been raised about the potential for conflicts of interest and weakened accountability due to Blume's dual role [48][49]. - Some family members of the Porsche-Piëch family, who control a significant voting stake in Volkswagen, have expressed differing views on Blume's dual role, with some advocating for a clearer separation of responsibilities [40][54]. Group 4: Blume's Justification and Strategic Vision - Blume defends his dual role as a strategic advantage, allowing for resource integration and unified decision-making across both companies [56][57]. - He emphasizes the importance of scale in negotiations and the ability to implement necessary reforms across both brands [60][61]. - Blume believes that his leadership can help navigate the complexities of the automotive industry's transition to electric vehicles [59][63]. Group 5: Future Outlook and Strategic Adjustments - Volkswagen plans to launch 30 new models in China over the next two years, with a focus on localizing research and development [63][64]. - The company is also restructuring its dealer network in China, aiming to reduce the number of dealerships by one-third by 2027 [69].

Core Viewpoint - BMW's Steyr plant in Austria is undergoing a complex transformation, expanding electric powertrain production while maintaining its role as a global internal combustion engine manufacturing center [2][5]. Group 1: Transformation and Strategy - The Steyr plant is positioned as a dual-engine facility for both internal combustion engines and electric drive systems, ensuring a flexible and future-oriented supply model for BMW's global vehicle lineup [7][11]. - The plant had 4,900 employees and generated sales of €4.4 billion last year, ranking among the top ten industrial companies in Austria [7]. - BMW is committed to maintaining its internal combustion engine business, producing approximately 1.2 million internal combustion engines last year while also investing in traditional engine improvements [14][24]. Group 2: Technological Advancements - The current fifth-generation electric vehicle drive system has achieved a 40% reduction in energy consumption and a 30% increase in vehicle range compared to the upcoming sixth generation [20]. - The introduction of new technological components, such as inverters, is seen as a key differentiator for BMW in enhancing electric drive efficiency and performance [18][22]. Group 3: Workforce and Production Capacity - BMW aims to maintain the current workforce level of approximately 4,900 employees by 2030, with 700 dedicated to research and development [23]. - The production capacity for electric drive systems is expected to expand to 600,000 units across two production lines, with adjustments based on market demand [24]. Group 4: Future Developments - The first "New Generation" model, the iX3, is set to begin series production in the fall at BMW's new factory in Debrecen, Hungary [29]. - BMW is prepared to evaluate global expansion options if demand increases, ensuring flexibility in production strategies [32].

Core Viewpoint - The article highlights the intense competition and challenges within the Chinese automotive industry, emphasizing the need for decisive actions and strategic shifts to adapt to changing market dynamics and consumer expectations [6][5][54]. Group 1: Industry Dynamics - Xiaomi's YU7 achieved remarkable sales, with 200,000 orders in just three minutes, showcasing the brand's strong consumer loyalty and market appeal [78][80]. - The automotive industry is experiencing a shift from price wars to a more complex competitive landscape, with companies like NIO facing significant challenges from negative public relations and online attacks [30][27]. - The CEO of Volkswagen, Oliver Blume, acknowledged the company's complacency and the need to adapt to digital and electric trends, indicating a critical juncture for traditional automakers [39][40]. Group 2: Key Statements from Industry Leaders - Guo Chuan, chairman of Zhejiang Konghui Automotive Technology, expressed a vision for a more responsible automotive industry, urging companies to prioritize ethical practices and supplier relationships [18][17]. - Li Bin, founder of NIO, revealed that the company faces monthly expenditures of 30 to 50 million yuan on negative publicity, highlighting the pervasive issue of online smear campaigns in the industry [30][29]. - Yang Xueliang from Geely criticized the current state of competition, calling for a legal and ethical approach to disputes, rather than engaging in personal attacks [35][36]. Group 3: Strategic Decisions and Future Outlook - The automotive industry is at a critical decision-making point, with calls for a collective effort to avoid destructive competition and foster a healthier market environment [54][59]. - The report from Roland Berger emphasized that the Chinese market's competitive intensity is unmatched globally, pushing suppliers to innovate and adapt rapidly [46][48]. - The need for a unified approach among Chinese automakers to enhance their global presence and avoid internal conflicts was stressed by industry leaders [62][61].

编 译 / 钱亚光 设 计 / 赵昊然 来 源 / w w w. b l o o m b e r g . c o m , w w w. t h e v e r g e . c o m , i n si d e e v s. c o m 在内华达沙漠中的山丘上，两座巨大的建筑物之间，805块退役电动汽车电池整齐地排列着，每一 块都用不起眼的白色防水布包裹着——而且就静静地躺在那里，毫不起眼。这就是Redwood Energy 为人工智能基础设施公司数据中心供电的微型电网。 6月27日，电池回收企业Redwood Materials公司的子公司Redwood Energy公司在其位于内华达州斯 帕克斯的工厂举行的活动中宣布，将推出一项能源存储业务。该业务将利用其在电池回收业务中收 集到的电动汽车电池来为各类企业提供电力支持，而他们首先将从人工智能数据中心入手。 即使经过多年的使用，电动汽车电池仍能为不同的应用场景提供大量可用容量。Redwood Materials 表示，电池在被回收之前可以被重新用于构建固定式储能系统。这类系统有助于稳定电力电网，并 帮助各国摆脱化石燃料。 过去十年间，电动汽车的销量一直在迅速增 ...

Core Viewpoint - NIO has demonstrated resilience in a challenging automotive market, achieving significant growth in vehicle deliveries despite intense competition and market pressures [3][8]. Delivery Performance - In June, NIO delivered a total of 24,925 vehicles across its three brands, marking a year-on-year increase of 17.5%. For Q2, total deliveries reached 72,056 units, a quarter-on-quarter increase of 71.2%, achieving the second-best performance in history [3]. - The main brand, NIO, delivered 14,593 units in June, while the Lada brand reached a new monthly high with 6,400 units, and the Firefly brand delivered 3,932 units, also a record for the year [7]. Chip Development - NIO's self-developed 5nm automotive-grade chip, the Shenji NX9031, has met its performance design goals, showcasing the company's strong chip design and engineering capabilities [10][12]. - The Shenji NX9031 chip significantly enhances vehicle safety and user experience, while also optimizing single-vehicle costs by approximately 10,000 yuan, thereby improving gross margins [12]. Organizational Changes - Starting in early 2025, NIO will implement a Cell Business Unit (CBU) mechanism to address the complexities of managing multiple brands and projects [23]. - The CBU mechanism emphasizes operational autonomy, with each unit responsible for its own ROI, thus shifting from a traditional KPI-driven approach to a focus on profitability [26]. Market Expansion - NIO is actively restructuring its sales system, particularly for the Lada brand, which has seen significant delivery growth due to improved sales team effectiveness and brand recognition [30]. - The company is also expanding its battery swap station network, with over 2,000 stations currently operational, enhancing its market penetration in lower-tier cities [33]. Long-term Investment Strategy - NIO has consistently invested in R&D, with cumulative investments exceeding 60 billion yuan since its inception, maintaining quarterly R&D expenditures around 3 billion yuan since 2022 [20]. - The development of the SkyOS, a comprehensive operating system for smart electric vehicles, exemplifies NIO's commitment to technological innovation and long-term strategy [36][38]. Future Outlook - NIO's foundational infrastructure, including its self-developed chip and operating system, is expected to yield significant returns as vehicle sales and financial performance improve [43].

Core Viewpoint - Xiaomi's automotive division achieved an astonishing record by securing 289,000 pre-orders for the YU7 model within just one hour, significantly impacting the traditional automotive industry's sales dynamics and prompting a reevaluation of competitive strategies [2][3][5]. Group 1: Market Performance - In July 2025, 14 new automotive companies reported their sales figures, with four leading companies (Leap Motor, AITO, Li Auto, and Xpeng) exceeding 30,000 monthly sales [6][10]. - Xiaomi's sales in June reached over 25,000 units, with a total of over 150,000 units sold in the first half of the year [8][31]. - Leap Motor reported a record delivery of 48,006 units in June 2025, marking a year-on-year growth of over 138% [11]. - AITO's series delivered 44,685 units in June, with the M9 model being a significant contributor [21]. Group 2: Competitive Landscape - The automotive industry is experiencing a shift in competitive logic, with Xiaomi's rapid success challenging established norms and creating anxiety among traditional manufacturers [4][5]. - Other companies, such as Li Auto and NIO, are facing pressure as they report declining sales figures, with Li Auto experiencing a 24% year-on-year drop in June [15][27]. - The emergence of new players like Deep Blue and AITO is reshaping the market, with both companies showing strong growth in sales [31][29]. Group 3: Future Outlook - Xiaomi's YU7 model's success has raised questions about the sustainability of its sales momentum, as the company now faces challenges related to production capacity and order fulfillment [31]. - The competitive environment is expected to intensify, with established brands like NIO and Li Auto planning to launch new models to regain market share [16][27]. - The overall market dynamics indicate a potential for further disruption as new entrants continue to innovate and capture consumer interest [5][4].

Core Viewpoint - Ford's CEO Jim Farley publicly supports Waymo's lidar-based autonomous driving technology, contrasting it with Tesla's camera-based approach, highlighting the importance of lidar for safety in autonomous systems [2][4][18]. Summary by Sections Autonomous Driving Technology Comparison - Waymo's sixth-generation autonomous driving system includes 13 cameras, 4 lidars, 6 millimeter-wave radars, and multiple external audio receivers, creating a comprehensive sensory system. In contrast, Tesla relies on 8 cameras for 360-degree coverage [3]. - The industry debate centers on two core technological paths: Tesla's camera and AI-based perception versus Waymo's multi-sensor approach, which includes lidar for enhanced environmental recognition [5]. Cost and Economic Considerations - Elon Musk argues that Tesla's pure vision approach is more cost-effective, estimating that Tesla vehicles cost only 20% to 25% of Waymo's due to lower production volumes and expensive high-end sensors used by Waymo [7]. - Waymo's autonomous vehicles, typically modified from Chrysler Pacifica, have advanced sensor suites with lidar costs reaching tens of thousands of dollars, while Tesla's upcoming Model Y with FSD is priced between $40,000 and $60,000 depending on configurations [7]. Competitive Landscape - Tesla has begun piloting its autonomous ride-hailing service, while Waymo is integrating its technology into consumer vehicles through partnerships with Toyota and Hyundai [9]. - Waymo operates over 1,500 autonomous vehicles in cities like San Francisco and plans to expand to 2,000 vehicles by next year [16]. Ford's Strategic Direction - Ford has abandoned plans for developing its own Level 4 fully autonomous driving system, opting instead to collaborate with existing autonomous driving companies [18]. - The company is focusing on its BlueCruise system, which allows drivers to temporarily disengage from driving under certain conditions, and may integrate lidar in future models to enhance safety [19]. Industry Trends - Farley's statements reflect a broader industry trend of balancing safety and cost, with different companies making varying trade-offs as technology and policies evolve [20].

Core Viewpoint - Since Elon Musk's acquisition of Twitter (now X) in 2022, Tesla has faced significant challenges, including declining brand reputation, slowing global sales, and shaken investor confidence, compounded by frequent changes in its executive team [4]. Group 1: Executive Changes - Tesla's North America and Europe operations VP, Omead Afshar, was recently fired amid declining sales in these key markets [4][12]. - Afshar had a varied background, including roles at St. Jude Medical and Abbott, before joining Tesla and leading significant projects like the Austin Gigafactory [6][8]. - His departure is part of a broader trend of executive turnover at Tesla, which has seen several high-profile exits in the past 14 months, including leaders in robotics, battery technology, and public policy [16][20]. Group 2: Sales Performance - Tesla's sales in Europe have dropped significantly, with a reported 37% year-over-year decline in the two months leading up to May [20]. - In the U.S., Tesla's sales are also weak, with a 15% year-over-year decline in China reported in May [21]. - Analysts predict a global delivery drop of at least 10% for the second quarter, with expected deliveries around 392,800 vehicles compared to 444,000 in the same period last year [21]. Group 3: Strategic Shift - Tesla is shifting its strategic focus towards AI-driven autonomous driving technology and robotics, moving away from solely relying on electric vehicle sales [16][23]. - The recent launch of the Robotaxi pilot program in Austin has faced scrutiny, with reports of unstable driving behavior during tests, raising concerns about Tesla's readiness to compete with established players like Waymo [23].

撰 文 / 轩辕矩阵 2025年6月25日上午，轩辕矩阵（Xuan Yuan Matrix）管理委员会对旗下媒体作出三项重要任命。 其一，正式任命温莎女士为《汽车商业评论》主编。 设 计 / 张 萌 温莎，女，生于1987年6月，北京人，毕业于英国东英吉利亚大学媒体与国际发展专业，获文学硕 士学位。回国后，曾就职于《中国青年报·青年参考》，2020年加入《汽车商业评论》，历任记 者，副主编。 对于温莎此番升任主编，轩辕矩阵总裁贾可博士表示，新主编年轻、勤奋、勇于担当，敢于较真， 她将带领团队在《汽车商业评论》走向第3个10年的新征程中创造全新的成绩。 其二，正式任命涂彦平为《轩辕商业评论》主编。 涂彦平，女，1984年出生，先后就读于东北师范大学、首都师范大学，文学硕士。2012年6月加入 《汽车商业评论》，2024年12月加入《轩辕商业评论》。有超过10年汽车行业报道经验。 《轩辕商业评论》是《汽车商业评论》向上发展的全新触角，创办于2024年12月，定位为"洞见时 尚新科技"，使命是"发展新质生产力"。 轩辕矩阵媒体板块，包括2B的《汽车商业评论》《轩辕商业评论》，2C的《汽场》《新汽车实验 室》以及其他 ...

Core Viewpoint - Lyft is adopting a unique approach to the challenges posed by autonomous driving by involving drivers in the decision-making process through the establishment of the Driver Autonomous Forum, aiming to address the future of work and societal acceptance of Robotaxi deployment [4][5][6]. Group 1: Lyft's Strategy - Lyft has launched the Driver Autonomous Forum to engage experienced drivers in shaping Robotaxi policies and service planning, with the first group of drivers providing key insights before the launch of Lyft's autonomous service in Atlanta [10][11]. - The forum will focus on three main topics: Robotaxi policy formulation, deployment pacing, and exploring future roles for drivers, such as remote vehicle support and fleet management [11]. - Lyft's approach contrasts with competitors like Waymo and Tesla, which are pursuing more technology-driven paths, highlighting Lyft's emphasis on collaboration and community involvement [7][20]. Group 2: Industry Context - The rise of Robotaxi technology presents a paradox, as it promises efficiency and cost reduction while potentially threatening the livelihoods of gig economy workers [12][13]. - Analysts have warned that aggressive expansion of Robotaxi services could lead to significant job displacement for ride-hailing drivers in the U.S. [13]. - Lyft's strategy is seen as a "soft landing" approach, acknowledging the importance of human factors in the deployment of autonomous vehicles, such as safety, user acceptance, and emergency response [16][15]. Group 3: Competitive Landscape - Competitors like Tesla and Waymo are rapidly advancing their Robotaxi initiatives, with Tesla planning to scale its fleet significantly and Waymo expanding its service areas and vehicle numbers [21][24][25]. - Uber has shifted its strategy to a platform-based model, collaborating with multiple autonomous vehicle companies to create a diverse Robotaxi alliance [26]. - Lyft's focus on community and driver participation may provide a more sustainable path, allowing it to leverage its platform advantages while gaining policy support amid regulatory scrutiny [28][29]. Group 4: Future Implications - The real challenge in the Robotaxi era lies not in technology but in building trust and addressing societal concerns regarding employment and urban ethics [30]. - Lyft's Driver Autonomous Forum signals a rare bottom-up exploration approach, aiming to reintegrate drivers into the system rather than exclude them, though the effectiveness of this strategy in the face of aggressive competition remains to be seen [31].