作者 / 张霖郁 编辑 / 黄大路 设计 / 土 豆 9月中旬，在一家德系豪华品牌新车型的发布会上，《汽车商业评论》了解到他们已开始削减商超店的数量。 "新店的开店比例上，我们将把商超店控制在20%以下，尽管我们需要商超店曝光，但成本太高，效率又太低。"该品牌的营销负责人告诉《汽车商业 评论》。 2013年，特斯拉在北京侨福芳草地开设了国内首家购物中心直营店，这种线上下单、线下体验的新零售方式，引发"造车新势力"品牌如蔚来、小鹏、 理想等纷纷跟进，在城市核心商圈的购物中心设立体验店或展厅。 然而进入2023年后，这一趋势出现了明显下滑。 头部新能源车企开始收缩商场门店，中小品牌因资金压力缩减网点，消费者的新鲜感也有所下降。 一些高端购物中心发现，"车越来越多，客流却不增反降"，曾经炙手可热的汽车体验店模式正在经历降温和转型。 《汽车商业评论》研究了从2019年至2024年各大车企公开的渠道信息，基本的结论是，商超店以及传统车企之前运营的直营模式，其规模正在缩减， 但即便传统车企更多回归到4S店模式，但整个的流程路径也已经发生变化。直面消费者，是本质。 新势力关闭部分商超店 新能源汽车和豪华品牌在购物中心开设门 ...

Core Viewpoint - Lucid has initiated its entry into the Robotaxi market by delivering its first engineering vehicle to Nuro for integration with the "Nuro Driver" system, marking a significant step towards operational deployment in partnership with Uber [4][5]. Group 1: Delivery and Partnership - The delivery of the first vehicle signifies the beginning of an exciting new chapter for Lucid, with plans to deploy at least 20,000 L4 Robotaxis over the next six years starting in 2026 [5]. - Uber has invested $300 million in Lucid, which has been completed as of September 4, providing initial funding for engineering prototypes and early-stage production [9]. - The vehicle will be exclusively available to passengers through the Uber app, with the first city launch planned for 2026 [9]. Group 2: Production and Regulatory Challenges - Lucid has faced production capacity challenges due to supply chain fluctuations, but claims these issues have been largely resolved, with the Gravity platform ramping up as planned [11]. - The company is extending the $7,500 federal tax credit through the end of the year to stabilize delivery expectations [12]. - Regulatory compliance is another hurdle, with updates from U.S. transportation safety regulators streamlining the temporary exemption application process for autonomous driving [13]. Group 3: Competitive Landscape - The entry of Lucid and other new players is reshaping the autonomous driving landscape, with Tesla recently reigniting interest in Robotaxis through pilot programs [17]. - Waymo is expanding its services in multiple cities, emphasizing a cautious and steady approach to growth [20]. - Uber is diversifying its partnerships and technology routes, moving towards a platform-based model rather than heavy asset ownership [22]. Group 4: Future Outlook - The period from 2026 to 2028 is anticipated to be critical for evaluating the operational capabilities of various autonomous driving models, including those of Lucid, Nuro, and Uber [22].

Core Viewpoint - Chery Automobile has successfully navigated a tumultuous journey in the capital market, culminating in its listing on the Hong Kong Stock Exchange, marking a significant milestone for the company and the Chinese automotive industry [3][4][29]. Group 1: Historical Journey - Chery was founded in 1997 in Wuhu, Anhui, with a registered capital of 1.752 billion yuan, primarily backed by local government entities, which laid the foundation for its complex equity structure [9]. - The company faced significant challenges, including the need for production qualifications, which led to a strategic partnership with SAIC in 2001 to gain access to necessary production licenses [11]. - Chery attempted to go public in 2004 through a reverse merger but faced difficulties due to conflicting interests among stakeholders, resulting in a failed listing [12][28]. Group 2: Strategic Shifts and Challenges - The company adopted a multi-brand strategy in 2009, which ultimately led to resource dilution and financial strain, causing it to miss several IPO opportunities [13][15]. - In 2019, Chery initiated a significant mixed-ownership reform, bringing in strategic investors to improve its governance structure and financial health, which was crucial for its eventual IPO plans [20][21]. - The introduction of Luxshare Precision as a strategic investor in 2022 provided a solid foundation for Chery's listing ambitions, despite the challenges posed by previous investors [21][29]. Group 3: Recent Performance and Market Position - Chery's revenue is projected to grow from 92.6 billion yuan in 2022 to 269.9 billion yuan by 2024, with a compound annual growth rate of 70.7%, and net profit expected to rise from 5.8 billion yuan to 14.3 billion yuan during the same period [25][26]. - The company has achieved significant sales growth in both the new energy and traditional fuel vehicle segments, with a 265% increase in new energy vehicle sales in 2024 [26]. - Chery's strategic focus on technology and product development, including a major push into smart and electric vehicles, positions it favorably in the competitive automotive landscape [24][25]. Group 4: Future Outlook - Chery's successful IPO on the Hong Kong Stock Exchange is seen as a transformative step towards becoming a global public company, enhancing its operational freedom and market competitiveness [29]. - The company aims to leverage its technological advancements and market position to continue leading in the automotive sector, particularly in the context of the ongoing transition to electric and smart vehicles [29].

Core Insights - The article highlights the challenges faced by traditional automakers, particularly Volvo, in the transition to Software Defined Vehicles (SDVs), emphasizing the inadequacies of their current software systems and the need for a fundamental shift in their operational strategies [3][5][7]. Group 1: Volvo's Software Issues - Volvo's EX90 has been criticized for severe software problems, leading to a free upgrade offer for owners, which reflects the company's struggle to address these issues effectively [5][7]. - The software defects have resulted in a long list of malfunctions, including keyless entry failures and infotainment system issues, indicating a lack of readiness for the software-driven automotive landscape [5][7]. Group 2: Industry-Wide Challenges - The automotive industry is experiencing a collective struggle with digital transformation, as evidenced by the increasing number of software-related recalls, which have surged from 5.1% in 2015 to a record 41.6% in 2024 [13]. - Major automakers like General Motors and Volkswagen have faced significant setbacks due to software failures, leading to halted sales and delayed product launches, highlighting the industry's vulnerability in managing software complexities [16]. Group 3: Shift in Development Focus - The transition to SDVs necessitates a shift from hardware-centric development to a focus on software and service ecosystems, requiring automakers to rethink their relationships with suppliers and adopt integrated solutions [12][20]. - Collaborations between traditional automakers and specialized tech firms are becoming essential, as seen in partnerships like that of Volkswagen and Rivian, which aim to leverage external expertise for software development [20]. Group 4: Future Directions - The industry is moving towards a model where automakers focus on their core competencies while outsourcing software development to specialized partners, indicating a strategic shift in how vehicles are designed and maintained [20]. - The successful implementation of SDVs will require overcoming significant challenges, as the industry grapples with the complexities of integrating advanced software into traditional automotive frameworks [20].

Core Viewpoint - Nissan aims to compete with Tesla by launching its next-generation ProPILOT driver assistance system, which utilizes technology from UK-based Wayve, with plans for implementation in mass production vehicles by the fiscal year 2027 [4][10]. Group 1: Technology Development - The new ProPILOT system, currently in L2 level, will require drivers to monitor the vehicle and road conditions at all times, similar to Tesla's Full Self-Driving (FSD) system [4][16]. - The ProPILOT system has evolved from its initial launch in 2016, with the latest version capable of handling complex urban environments using fewer sensors [7][9]. - Wayve's AI Driver software, which focuses on real-world data absorption and transfer capabilities, will be the core component of Nissan's next-generation ProPILOT [7][13]. Group 2: Strategic Partnerships - Nissan's collaboration with Wayve marks a significant step from theoretical partnerships to practical road testing, with a dedicated development center established in Yokohama to adapt to Japan's unique driving conditions [8][10]. - The partnership aims to deliver safer and smarter mobility technologies, leveraging Wayve's expertise in AI and real-world driving data [8][10]. Group 3: Market Positioning - Nissan's strategy emphasizes a "Japan first, then overseas" approach, showcasing its prototype's capabilities in Tokyo's urban settings [9][10]. - The company plans to initiate small-scale L4 autonomous services in Japan by the fiscal year 2027, starting with vehicles equipped with safety drivers [10][16]. - Nissan's focus on L2 capabilities in urban environments reflects a broader trend among Japanese automakers to explore diverse partnerships and regulatory pathways for autonomous driving [16].

作者 / 涂彦平 编辑 / 黄大路 设计 / 土 豆 有人说，车企搞发布会，往往会先找大师算一算日子，但不知为什么，2025鸿蒙智行秋季新品发布会还是赶上了据说可能是建国以来登陆珠江口的最 强台风——"桦加沙"。 2025年9月23日，一部分媒体被取消航班，一部分媒体虽然位移到了深圳但也只能窝在酒店观看线上发布会。原本备受期待的尚界H5发布会成了一场 无观众在场的演出。 不过，当尚界H5在长达将近两个小时的发布会中作为压轴产品出现在舞台上时，人们忽然就有了一种新的领悟。 这款中型SUV与17级台风天气如此巧妙契合，同样是呼风唤雨的狠角色，不正是主流车市的"桦加沙"吗？ 上述参数的对比，坦然地写在PPT上，一切解释权归余承东所有。 安全方面，尚界H5不但有全向防碰撞能力，越级支持eAES增强型自动紧急转向辅助，同级唯一后向横穿目标制动，更支持误挂挡踩油门防碰撞。 当然，尚界H5最大的亮点还是"真正的智能来到了这个级别"。 顶着最亲民鸿蒙智行产品的标签，尚界H5甫一登场就显露出了超级吸引力。自8月25日开启小订以来，这款新车小订破16万台，其中顶配Max版占比 超75%。 发布会现场，上汽集团总裁贾健旭走上台，宣 ...

编译 / 杜 咏 芳 编辑 / 黄 大 路 设计 / 杜 咏 芳 全触控的浪潮席卷而来，但梅赛德斯-奔驰却向用户承认，对不起，我们错了！是时候把物理按钮请回来了。 这一转变正从新款GLC和纯电CLA Shooting Brake开始——它们的方向盘上将重新出现摇杆、滚轮和实实在在的按键。 梅赛德斯-奔驰的软件主管马格努斯·奥斯特伯格（Magnus Östberg）在慕尼黑车展上向《Autocar》坦言："如果你从配备触摸屏和较少实体按钮的CLA （轿车）换到重新配备滚轮和按钮的（新款）GLC，立刻就能感受到区别。" 而且，这不只是一两款新车的试验。目前，梅赛德斯-奔驰已确认将在其现有和即将上市的车型中增加更多物理按钮，而物理按钮也将成为梅赛德斯- 奔驰未来车型的标准配置。 值得注意的是，梅赛德斯-奔驰并非唯一一家选择让物理按钮回归的汽车制造商。宝马、法拉利、大众等多个汽车供应商都决定将物理按钮保留在汽 车上。 正如梅赛德斯-奔驰集团董事长兼首席执行官康林松（Ola Källenius）所言："有时你必须后退两步，才能真正前进一步。" 将物理按钮重新请回驾驶舱的集体"倒车"，倒退的是盲目追随潮流的冲动，进的则是 ...

作者 / 魏 微 编辑 / 黄大路 设计 / 土 豆 一个炎热夏日的午后，上海虹桥机场的网约车候车点，一辆黑色纯电B级车悄然停稳。身着白衬衫的司机迅速下车，利落地协助三位携带好几个大箱子 的乘客安置行李，就在其中一位男乘客的登机箱似乎无处可放时，司机毫不犹豫地掀开前机舱盖，一把将箱子拎起，准备塞进前备箱。 这一幕恰好被包括笔者在内的候车人群看在眼里。原本因闷热和等车而略显烦躁的旅客们，此刻仿佛都忘了暑气，目光纷纷聚焦过去。"前面还能放箱 子诶！"有人忍不住低声惊叹，语气里满是新奇。 可惜，这辆车的前备箱宽度虽够，容得下箱子横置，深度却略显不足——机舱盖怎么也合不上。 后方车辆已响起不耐烦的喇叭声，司机冒着汗又尝试了几次，还是不行。最后，他只能将箱子取出盖上舱盖，将其塞进副驾驶座前本已狭窄的腿部空 间，坐副驾的男乘客只得勉强缩回双脚，为箱子腾出一点位置。 候车区空气中弥漫的微妙尴尬，也随着这辆车迅速驶离逐渐消散。 以后，在不同的机场、高铁站网约车上车点，相信虹桥机场的这一幕会更频繁地上演。因为，仅仅在过去两个月里发布的12款新车中，就有6款配前备 箱，"前备箱率"达到50%，其中3款容积超过100升，最大的达到 ...

Core Viewpoint - Porsche is undergoing a significant strategic shift in response to declining sales and increasing profitability pressures, moving back towards internal combustion engine (ICE) and hybrid models while postponing the launch of several electric vehicle (EV) models [4][6][10]. Group 1: Strategic Adjustments - Porsche is extending the production life of ICE and hybrid vehicles for the next decade, including popular models like the Panamera and Cayenne, which will continue to offer both hybrid and traditional powertrain options [6][10]. - The new SUV series, originally planned to be fully electric, will now only feature ICE and plug-in hybrid options, marking a clear retreat from previous electrification commitments [6][10]. - The company has confirmed that its next-generation EV platform will still receive an investment of up to €1.8 billion, indicating a continued commitment to electric mobility despite the strategic pivot [7][10]. Group 2: Financial Implications - The restructuring is expected to cost Volkswagen, Porsche's parent company, approximately €5.1 billion, with Porsche anticipating a loss of up to €1.8 billion in operating profit this year [6][7]. - Porsche has revised its sales return expectations for 2025 down to a maximum of 2%, significantly lower than the previous forecast of 5% to 7% [6][7]. Group 3: Market Challenges - The decision to adjust the product strategy is influenced by a slowdown in EV demand, a cooling luxury car market in China, and increased competition from local EV brands [12][14]. - The company faces additional pressures from a 27.5% import tariff in the U.S. and has expressed a desire for more flexibility regarding the EU's 2035 phase-out of new ICE vehicles [12][14]. - Porsche's previous plans to produce high-performance batteries in-house have been scrapped due to changing market conditions, further complicating its transition to electric vehicles [12][14]. Group 4: Industry Implications - Porsche's shift highlights broader challenges faced by luxury brands in the transition to electric vehicles, suggesting that high-performance hybrid technology will remain relevant for a longer period than previously anticipated [10][12]. - The move raises questions about whether other European luxury brands will follow suit and refocus on high-performance hybrid vehicles, impacting innovation in the ultra-high-end EV sector [15].

作者 / 温 莎 编辑 / 黄大路 设计 / 吴 静 2024年3月，林长波出任东风柳汽总经理，没有传说中的新官上任三把火，他在沉淀了大半年后，从2025年掀起了改革风暴，直指传统车企和国企弊 病。 消瘦、皮肤白，说话语气舒缓，林长波给人的第一印象是书生，然而在采访中，他经常会用到作战，打仗这样的词汇，在他带领下，东风柳汽已经进入 了战时状态。 计划中， 2025年东风柳汽将完成商用车5万辆，乘用车10万辆的目标。2026年稳住基盘，2027年向上爬坡，2028年达到产销20万辆。 其中，菱智向商用 MPV发展，在原有产品基础上进行细分，扩展为有三款产品的产品系列。未来将通过"菱智、大菱智、小菱智"三个产品矩阵，支撑 每年10万～12万辆的规模。目前，菱智年销量稳定在4万-5万台。 "（即使是在东风公司统一平台基础上）年产销20万辆的规模实际还是没有脱离危险区，想要进入主流要50万辆，我的远期目标奔着年销50万辆去的。" 林长波对《汽车商业评论》说。 两条腿走路，双线布局 风行，菱智，雷霆，星海系列覆盖了 MPV 、SUV和轿车市场，林长波刚接任总经理时，东风风行的产品系列很多，但缺少爆款，很难让人记得住。 ...