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].

作 者 / 吴 静 编 辑 / 黄大路 设 计 / 张 萌 2025年夏季，有1222万名2025届高校毕业生走出校门，这个数字比2024年增加43万人。同期，2025 年全国高考报名人数为1335万人，比去年减少了7万人，这是自2017年以来首次出现下降。 当六月的"高考季"与毕业生的"就业季"不期而遇，关于未来职业发展的讨论便不可避免地聚焦到一 个核心问题上：读什么专业才能在未来赢得高薪？ 在就业竞争日趋激烈、经济结构深度调整的当下，专业的"含金量"被前所未有地放大。因为某种程 度上，专业选择已经不仅仅是一次高考志愿的填报，更是未来人生赛道的一次重要锚定。 "刚毕业的时候汽车还是朝阳行业，几乎没有找不到工作的，当时待遇差异在于企业，岗位与岗位 之间的差异也并不大。但是现在情况发生了变化，只要跟电相关的岗位待遇肯定比传统岗位 高。"一位在汽车行业待了十年的从业者对《汽车商业评论》如此表示。 如果想进汽车行业的你现在向一位传统机械或车辆工程专业出身的汽车工程师咨询报考建议，他大 概率会告诉你，在当下行业转型期，应该优先考虑新兴交叉学科而非传统机械专业，甚至过去非常 热门的车辆工程专业也需要慎重选择。 过去，汽 ...

作 者 / 涂彦平 编 辑 / 张 南 设 计 / 赵 昊然 2025年6月27日，新修订的《反不正当竞争法》在十四届全国人大常委会第十六次会议上表决通 过，将自2025年10月15日起施行。 自1993年实施以来，《反不正当竞争法》已经推出了30多年，2017年、2019年有过两次修订，现在 迎来第三次修订。 全国人大常委会法工委发言人黄海华表示，这次修订的方向包括"贯彻党中央关于综合整治'内卷 式'竞争的精神，增加关于公平竞争审查制度的规定""着重解决大型企业等经营者滥用相对优势地 位拖欠中小企业账款问题，提高行政处罚机关层级"等内容。 内卷让中国车企更快转向海外，但是它们在海外市场也打起了价格战。以至于奇瑞控股集团董事长 尹同跃在第十七届轩辕汽车蓝皮书论坛上呼吁，中国汽车出海要有大格局，"不能把价格战卷向海 外，更不能相互诋毁、拆台，让别人笑话"。 当前汽车行业普遍存在车企为抢占市场牺牲利润、发动价格战的行为，在中国国内，不少整车厂还 滥用优势地位长期拖延供应商货款，有的更是登峰造极。 就正在反内卷的汽车行业来说，《反不正当竞争法》修订后新增的第十五条是一个亮点。 "大型企业等经营者不得滥用自身资金、技 ...

Core Viewpoint - The article discusses the overwhelming success of Xiaomi's YU7 SUV, which achieved over 240,000 pre-orders within 18 hours of its launch, raising questions about the automotive market dynamics and the implications for traditional car manufacturers [5][6][8]. Group 1: Market Dynamics - Xiaomi YU7's launch saw a staggering 200,000 pre-orders within just 3 minutes, and over 600 billion yuan in sales calculated at an average price [5][6]. - The automotive industry in China has entered a phase of stagnation, where increased sales for one brand directly correlate to decreased sales for others, highlighting a competitive and challenging environment [8][9]. - Traditional car manufacturers expressed shock and concern over Xiaomi's rapid success, indicating a potential acceleration in the competitive landscape of the automotive sector [11][12]. Group 2: Marketing and Branding - Xiaomi's marketing strategy is perceived as a blend of emotional engagement and leveraging its existing customer base from the smartphone sector, rather than traditional marketing tactics [20][21]. - The success of Xiaomi YU7 is attributed to its ability to resonate with consumer desires for high-quality design at a lower price point, effectively capturing the market's attention [27][39]. - The article notes that Xiaomi's approach is not merely about replicating existing designs but rather about innovating within the context of consumer expectations and market trends [27][39]. Group 3: Controversies and Criticisms - There are concerns regarding the authenticity of the pre-orders, with some suggesting that the high numbers may be inflated due to speculative practices and the involvement of resellers [34][36]. - Critics argue that Xiaomi's definition of "pre-orders" may differ from traditional industry standards, leading to confusion about actual demand [36][39]. - The design of Xiaomi's vehicles has faced accusations of being overly similar to luxury brands, raising questions about originality in the automotive design space [23][25].

撰 文 / 牛一龙 编 辑 / 张 南 2025年6月26日晚上，小米汽车旗下首款SUV车型小米YU7正式上市，开放购买1小时，大定数量便 突破了28.9万。虽然说可能有黄牛搅局，但是造车新势力这样来势凶猛让传统车企可能还是要黯然 伤神。 小米 YU7 正式上市前，当天下午3时，东风汽车集团有限公司（简称东风公司）召开大会，对旗下 20万元以内的东风乘用车业务、组织、人事等进行重大变革，新成立东风奕派汽车科技公司。 官方通稿说，东风汽车集团股份有限公司（简称东风集团）奕派汽车科技公司（简称新东风奕派） 成立，旨在通过聚焦整合商企、研发、生产、供应链、销售及服务等全价值链的优质资源，全速推 动东风汽车自主乘用车事业的发展。 知情人士透露，新公司将实现业务整合和闭环，采用一个公司一体化运营模式，整合东风乘用车销 售有限公司、东风乘用车制造总部、东风公司总部和东风研发总院的相关职能和人员。而旗下的风 神、纳米、奕派三大品牌仍将保留，各自发挥独特优势。 《汽车商业评论》了解到，在东风自主乘用车的大版图中，除了此次变革涉及的20万元以下的新东 风奕派，还有定位在20万-30万元的岚图，以及30万-40万元以上的猛士科技 ...

Core Viewpoint - Continental Group announced the decision to sell its ContiTech division in 2026, marking a strategic shift towards becoming a pure tire manufacturer focused on value creation, profitability, and cash flow [4][5][10]. Company Strategy - The decision to split is a result of extensive analysis and evaluation by the executive board, indicating a fundamental change in the business model to adapt to a complex market environment [5][12]. - The shift from a diversified business model to a focus on core tire manufacturing is seen as essential for enhancing operational efficiency and profitability [12][21]. - The company aims to concentrate resources on the tire business, which is expected to drive growth and improve market competitiveness [14][21]. Financial Performance - The overall sales forecast for the group is adjusted to €19.5 billion - €22 billion, with an adjusted EBIT margin of 12.0% - 14.5% [9]. - The tire division is projected to have a higher profit margin of 13.0% - 16.0%, reflecting a deep reflection and re-planning of the business profitability model [9][21]. - Since the announcement of the split, the stock price has surged approximately 46%, indicating strong market approval of the strategic shift [10][23]. Market Impact - The restructuring is expected to optimize resource allocation, allowing Continental to focus on its strengths in the tire market, thereby enhancing its resilience and sustainable development capabilities [23][28]. - The shift from diversification to specialization may serve as a model for other companies in the industry, encouraging them to reassess their business models and strategies [26][28]. - The transformation of Continental Group is likely to trigger a chain reaction in the industry, promoting further consolidation and a shift towards more specialized and efficient operations [28][29].

Core Viewpoint - The electric luxury vehicle market is facing significant challenges, with major brands like Mercedes, Ferrari, and Porsche experiencing disappointing sales and production cuts despite a general increase in global electric vehicle sales [4][5][6][7]. Group 1: Sales Performance - Mercedes' electric G-Class SUV has seen poor sales, with only 1,450 units sold in Europe by April, compared to 9,700 units of the gasoline version [11]. - Ferrari has delayed the launch of its second electric vehicle to at least 2028 due to weak demand [5]. - Porsche has reduced production plans for its electric models, including the Taycan, which has seen a 49% drop in sales [20]. Group 2: Market Dynamics - The global electric vehicle market is booming, with a projected 20 million units sold by 2025, accounting for over 25% of total vehicle sales [18]. - The International Energy Agency (IEA) forecasts that by 2030, electric vehicles will make up over 40% of the market, driven by smaller and more affordable models [19]. - China dominates global electric vehicle production, accounting for over 70% of output, and has exported nearly 1.25 million electric vehicles [19]. Group 3: Consumer Preferences - Consumers are gravitating towards lower-priced gasoline models rather than expensive electric versions, as seen with the G-Class where buyers prefer the gasoline variant for its better value [14][21]. - The electric G-Class has a significantly lower range (239 miles) compared to its gasoline counterpart (500 miles), which is a critical factor for consumers [15]. - The trend indicates a shift away from high-end electric vehicles towards more affordable entry-level models, as traditional luxury strategies are becoming less effective [21][23]. Group 4: Strategic Shifts - Luxury brands are reassessing their electric vehicle strategies, with companies like Bentley and Lamborghini delaying electric vehicle launches and extending the timeline for phasing out gasoline engines [20]. - The automotive industry is encouraged to adopt a strategy similar to Ford's Model T, focusing on affordable, mass-produced electric vehicles rather than high-end models [23].

Core Viewpoint - The article discusses the mixed opinions surrounding Tesla's Robotaxi initiative, highlighting both skepticism from experts and enthusiasm from the market, indicating a significant divide in perceptions about its potential success and valuation [4][26]. Group 1: Expert Opinions on Robotaxi - Michael Smitka, an economics professor, expresses skepticism about the Robotaxi business model, citing high operational costs and limited market size as major concerns [5]. - Horizon founder Yu Kai also downplays the significance of Robotaxi, suggesting that true personalization in transportation is the larger trend [5]. - In contrast, there is considerable excitement in the market following Tesla's entry into the Robotaxi space, with many stakeholders eager to participate [6]. Group 2: Tesla's Robotaxi Trial - Tesla launched a trial of its Robotaxi service in Austin, Texas, with 10-20 vehicles, although reports suggest up to 35 were deployed [8]. - The service operates on an invitation-only basis, utilizing the Tesla App for ride requests and is available in a designated area from 6 AM to midnight [10]. - The fare is set at a flat rate of $4.20 per ride, with plans for dynamic pricing in the future based on various factors [12]. Group 3: Performance and Challenges - User feedback on the trial has been generally positive, though some issues such as slow navigation and route misjudgments have been reported, prompting an investigation by the NHTSA [14]. - Tesla's Full Self-Driving (FSD) system relies on a vision-based approach without Lidar, which the company claims enhances scalability and cost efficiency [15]. - Elon Musk aims to deploy 1,000 Robotaxis within months and expand to 25 cities by the end of 2025, competing directly with Waymo [16]. Group 4: Market Valuation and Expectations - Following the trial launch, Tesla's stock surged over 8%, with analysts raising price targets significantly, suggesting a potential market cap of $2 trillion [21]. - Some analysts predict that the Robotaxi business could be valued at nearly $1 trillion by 2029, emphasizing a shift from one-time vehicle sales to a recurring revenue model [21]. - Morgan Stanley estimates that the potential valuation of Tesla's FSD and Robotaxi business could account for nearly half of the company's current valuation [22]. Group 5: Regulatory Environment - The regulatory landscape for Robotaxi operations is inconsistent, with Texas being one of the few states allowing Level 4 autonomous driving trials [30]. - California has a more stringent regulatory framework, requiring multiple permits for testing and commercial operations, which Tesla has yet to secure [33]. - The article highlights the potential risks associated with regulatory changes and the need for Tesla to enhance transparency and communication with regulators [38]. Group 6: Cleaning Technology for Robotaxi - Tesla is developing an automated cleaning system for its Robotaxi fleet to ensure maintenance without human intervention [41]. - The cleaning system includes features for automatic camera cleaning and a robotic cleaning system at operational hubs [45]. - This approach aims to address the challenges of maintaining cleanliness in a fully autonomous vehicle environment [48].