撰 文 / 牛 一龙 设 计 / s h e l l y 1975年初，中国重型机械进出口公司进口一批美国制造的重型矿用卡车，用于辽宁鞍钢下属的本溪 铁矿，这些矿卡配备了康明斯大马力柴油机。 康明斯和国内主要主机厂合作"朋友圈"还在不断扩展。汪开军透露，和长城商用车合作属于起步阶 段，我们正携手共同打造定制化产品，满足长城在产品定制化方面的全系列需求。 在康明斯工作20年的康明斯副总裁、康明斯中国首席技术官赛俊峰（Stephen Saxby）依然充满了热 情："对于我们来讲没有躺平，我们总是去迎接挑战，勇于创新，不断探索前行。我们有一个非常 强大的技术团队，而且我们的研发中心实力也非常雄厚，推动我们'在中国为中国'的开发策略，并 且积极助力我们的合作伙伴，尤其是整车厂商在海外市场业务拓展。 谈及这50周年成功经验，石内森没有谈到什么原则、长期主义，而是坦言成功源于"远见与运气"。 他提到，当中国向世界敞开大门之际，康明斯即预见到中国市场的巨大潜力。的确，时代的机遇为 康明斯在华发展提供了肥沃的土壤。 这一年的6月，时任康明斯董事长埃尔文·米勒（Irwin Miller）专程访问北京，与中方伙伴签署售后 服务协 ...

Core Viewpoint - The dissolution of Chery Group's subsidiary, Dazhuo Intelligent Technology, signifies a shift in Chery's strategy from a technology-driven approach to a market-driven one, reflecting the challenges faced by traditional automakers in the wave of smart vehicle transformation [4][32][46]. Group 1: Background and Strategic Context - Dazhuo Intelligent was established in February 2023 with an 80% stake by Chery, aiming to spearhead Chery's smart driving initiatives, backed by a commitment of 20 billion yuan over five years [7][8]. - The initial ambitious goals included achieving a domestic and international installation of 1 million vehicles each by 2025, positioning Dazhuo as a focal point in Chery's smart transformation [8][10]. - The dual technical route of developing both L2+ and L4 technologies was intended to balance short-term gains with long-term innovation, but ultimately led to resource allocation issues [10][12]. Group 2: Challenges Faced by Dazhuo Intelligent - Dazhuo faced significant challenges in its L4 development, with insufficient funding and a lack of profitability projections, leading to a strategic retreat from ambitious projects [12][13]. - The reliance on third-party suppliers for core technologies resulted in a "hollowing out" of Dazhuo's capabilities, undermining its goal of being a fully integrated technology provider [15][16]. - Internal conflicts arose from a misalignment between Dazhuo's technological aspirations and Chery's focus on cost control and short-term profitability [18][19]. Group 3: Organizational and Cultural Issues - Dazhuo's organizational structure suffered from a lack of clear responsibilities, leading to inefficiencies and conflicts between technical and production teams [24][25]. - High employee turnover, particularly among core algorithm teams, hindered project progress and led to delays in product launches [26][27]. - Cultural clashes between Dazhuo's innovative management style and Chery's traditional corporate culture created barriers to effective decision-making and collaboration [22][23]. Group 4: Strategic Shift and Future Directions - The formation of the new Chery Intelligent Center marks a strategic pivot towards practical applications of technology, focusing on L2++ level smart driving systems and abandoning the L4 Robotaxi ambitions [32][33]. - The new center aims to enhance cross-departmental collaboration and resource sharing, addressing previous inefficiencies [34][35]. - A stricter budgetary approach emphasizes return on investment (ROI) and requires clear commercialization timelines for projects, reflecting a shift towards accountability and financial discipline [36][37]. Group 5: Industry Implications - Dazhuo's experience highlights a broader trend among traditional automakers facing similar challenges in balancing technological innovation with market demands [39][40]. - The ongoing debate about self-research versus collaboration in the automotive industry underscores the complexities of developing autonomous driving technologies [41][42]. - The case of Dazhuo serves as a cautionary tale for other traditional automakers, emphasizing the need for a balanced approach to innovation and operational efficiency [43][45].

Core Insights - A survey by Shell reveals a growing reluctance among drivers to switch from fuel vehicles to electric vehicles (EVs), with this trend being more pronounced in Europe than in the US [4] - Current EV drivers report increased confidence and satisfaction, while interest among fuel vehicle drivers is stagnating or declining [4][5] - The survey indicates that 91% of current EV drivers are considering purchasing another EV as their next vehicle [7] Summary by Sections Survey Findings - 61% of global EV drivers feel less concerned about running out of charge compared to a year ago, and 72% believe the availability of public charging stations has improved [4] - Interest in EVs among fuel vehicle drivers has decreased, with US interest dropping from 34% in 2024 to 31% in 2025, and European interest declining from 48% to 41% in the same period [4] Cost Concerns - Cost remains the primary barrier to EV adoption, with 43% of non-EV drivers in Europe citing price as their main concern [5] - High vehicle prices in Europe, despite decreasing battery costs, along with rising energy costs and broader economic pressures, are affecting consumer purchasing intentions [5] Policy Support - 46% of gasoline and diesel vehicle drivers in the US support policies encouraging the phase-out of fuel vehicles, while the support in Europe is at 44% [9] - Support for such policies is contingent on EV pricing and charging infrastructure improvements [9] Charging Experience - Only 51% of European drivers reported improved reliability of public charging stations in the past year, compared to 74% in China and 80% in the US [13] - 78% of EVs driven in Europe are new, down from 82% the previous year, indicating growth in the used car market which may attract more consumers [14] Research Methodology - The survey involved over 15,000 drivers across nine markets, including key markets in Europe, the US, and China, conducted in March 2025 [18][19][20]

Core Viewpoint - The article discusses the environmental impact of electric vehicles (EVs) compared to internal combustion engine (ICE) vehicles, concluding that EVs are generally more beneficial for the environment despite some criticisms regarding their production emissions [4][41]. Group 1: Emissions and Environmental Impact - In cities with high EV adoption, air pollution has significantly decreased [5]. - Toyota's chairman, Akio Toyoda, claimed that 9 million EVs have the same emissions impact as 27 million hybrid vehicles, suggesting that one EV's pollution is equivalent to three hybrids [7][8]. - The production of EVs incurs a higher "carbon debt," with emissions of 11-14 tons of CO2 before they are delivered, compared to 6-9 tons for ICE and hybrid vehicles [16][21]. - EVs begin to repay this carbon debt once they are on the road, leading to lower overall emissions over time [17][18]. Group 2: Lifecycle Emissions Comparison - A study found that an EV needs to drive approximately 19,500 miles to offset its manufacturing emissions, which can typically be achieved within two years for an average American driver [21]. - Another study indicated that the break-even point for carbon reduction could be around 28,000 miles [22]. - The emissions from hybrids and ICE vehicles tend to increase over time, while EVs become cleaner as they are used [18][41]. Group 3: Regional Variations and Energy Sources - The energy mix in different regions significantly affects the emissions associated with EVs. For instance, states like West Virginia and Kentucky rely heavily on coal, while California and Texas lead in renewable energy [25][26]. - Even in less clean energy regions, EVs generally produce lower emissions than hybrids. For example, a Tesla Model Y in West Virginia emits 149 grams of CO2 per mile, compared to 177 grams for a Toyota Prius plug-in hybrid [29]. - In California, the Model Y's emissions drop to about 80 grams per mile, showcasing the benefits of cleaner energy sources [32]. Group 4: Future of Electric Vehicles - The article emphasizes the increasing share of renewable energy in the U.S. energy mix, projected to reach 43% by the end of 2024, which will further enhance the environmental benefits of EVs [25]. - Advances in battery technology, such as lithium iron phosphate (LFP) and manganese-rich lithium (LMR), are expected to reduce the carbon footprint of EV production [39]. - The potential for battery recycling could lead to a circular economy, minimizing the need for raw material extraction and further reducing emissions [37][40].

Core Viewpoint - Luca de Meo, the CEO of Renault, is transitioning to become the CEO of Kering, a luxury goods giant, marking a significant crossover between the automotive and fashion industries [5][8]. Group 1: Renault's Performance and Strategy - Renault's 2024 performance shows an upward trend, with total vehicle deliveries reaching 2.2648 million, a growth of approximately 1.3% compared to 2023 [10][11]. - The company's revenue for the year reached €56.23 billion, reflecting a year-on-year increase of 7.4%, with a real growth rate of 9% after excluding currency effects [11]. - Operating profit hit a record high of €4.3 billion, accounting for 7.6% of revenue, surpassing the 2024 target of 7.5% [12][13]. - Net profit was impacted by one-time financial issues, dropping to €752 million, but adjusted net profit still showed a slight increase to €3.078 billion [15][16]. - Free cash flow reached €3 billion, up nearly €90 million from the previous year, allowing for strategic flexibility and long-term investments in electric and software sectors [17]. Group 2: Luca de Meo's Leadership and Impact - De Meo is recognized as a versatile leader with a marketing background, having previously worked with Fiat and Volkswagen before joining Renault [19][20][25]. - He introduced the "Renaulution" strategy, focusing on cost reduction, brand positioning, and transitioning to electric vehicles [27][28]. - Under his leadership, Renault's brand matrix was restructured, with a focus on high-value models and the establishment of new brands like Ampere for electric vehicles [30][32]. - De Meo's pragmatic approach improved Renault's relationship with Nissan, moving from control-based alliances to project-driven collaboration [34][35]. - His tenure saw Renault recover from a €8 billion loss in 2020 to achieving profitability for three consecutive years, with a doubling of market value [39][40]. Group 3: Renault's Strategy in China - Renault's strategy in China has evolved from traditional manufacturing to a focus on electric vehicle development and partnerships [45][52]. - The establishment of the Renault China Innovation Center in 2024 aims to enhance product development and market analysis for electric vehicles [53]. - Renault continues to collaborate with local companies, such as the joint venture with Geely for powertrain systems, and the launch of the high-end electric brand BeyonCa [55][56]. Group 4: Kering's Challenges and Future - Kering, known for its luxury brands, faces challenges with Gucci's stagnating growth, prompting a need for brand revitalization [61][62]. - De Meo's appointment comes at a time when Kering is restructuring and seeking to enhance brand synergy through acquisitions and investments [63].

撰 文 / A B R 编 辑 部 设计 / 赵昊然 6月15日，父亲节，在今年第一号台风"蝴蝶"的陪伴下，第十七届轩辕汽车蓝皮书论坛"决断"来到 第三天。这天的话题围绕营销、AI、场景，嘉宾发言涉及飞行汽车、车路网云、智能辅助驾驶、人 形机器人、Robotaxi、价格战、合资反击、行业内卷等行业现象与课题。 以下是当天上台嘉宾的分享精华摘录。 有时遇到大事，要当机立断，但也会因自己能力不够或智慧不够，导致决断不了 或者做不了决断，那时会通过长时间的重视来掩盖，是用战术上的勤奋来掩盖战 略上的懒惰。现在我们很大程度上是删除力不够。删除力不够的原因，要么理解 力不够，要么就是有各种利益的牵挂，导致没法决断 。 贾可 轩辕汽车蓝皮书论坛主席 轩辕同学校长 世界新汽车技术合作生态协会理事长 盯着对手竞争就是一种红海竞争，竞争对手是不能告诉你答案的，只有消费者才 能告诉你，靠你非常细致的洞察力、感受力。乔布斯说最好的市场调查就是站在 镜子面前看看自己，你要什么，而不是友商又在生产什么了。友商常用一种你没 有意识到的方式把你往坑里带，虽然他自己也到坑里去了，我们整个行业现在最 怕就是大家在用一种特殊的互害模式，互相误导 ...

Core Viewpoint - The 17th Xuanyuan Automotive Blue Book Forum emphasizes the need for innovation and differentiation in the automotive industry, particularly in the context of design and market strategies [2][5][6]. Group 1: Forum Highlights - The forum featured discussions on the "Ten Decisions" for the Chinese automotive industry, which sparked deep conversations about the future direction of the sector [3]. - The importance of design was highlighted, noting a historical shift from imitation to innovation and back to imitation, questioning whether this cycle represents true progress [4]. - The concept of "scenarios" in automotive product planning was introduced, emphasizing the need to integrate energy and drive systems into product design [4]. Group 2: Market Dynamics - The phenomenon of "involution" in the automotive market was discussed, with examples from leading companies like Geely and BYD, showcasing the challenge of product differentiation despite a large number of models [6][53]. - The competitive landscape is characterized by significant price reductions, particularly in the electric vehicle segment, with the need for companies to balance cost-cutting with maintaining product quality [14]. Group 3: Strategic Insights - The necessity for joint ventures to adapt to changing market conditions was emphasized, as they transition from a technology-for-market exchange to seeking new missions and goals [20][25]. - The role of design as a strategic tool for creating emotional connections with consumers was underscored, with a focus on how design can translate technology into meaningful user experiences [29][32]. Group 4: Future Trends - The discussion included the evolution of vehicles into "emotional companions," highlighting the importance of emotional value alongside functional value in product offerings [29][43]. - The potential for hydrogen energy and solid-state batteries was explored, indicating a shift towards diverse energy solutions in the automotive sector [63][67].

Core Viewpoint - The automotive industry in China is at a critical juncture, facing challenges from intense competition and declining overall profitability despite the growth of domestic brands and the electric vehicle market [3][5][13]. Group 1: Industry Challenges and Decisions - The automotive industry is experiencing "involution" or excessive competition, leading to a widening gap in profit margins compared to the average profit margins of industrial enterprises [3][5]. - The forum emphasized the need for decisive actions to address the current challenges, with a focus on long-term strategies rather than short-term gains [5][8]. - The ten key decisions proposed for the Chinese automotive industry include: 1. Consensus against involution 2. Legal regulation to ensure order 3. Safety as a fundamental requirement 4. Exceeding user expectations 5. AI empowerment in business operations 6. Collaboration over comprehensive solutions 7. The necessity of a harmonious ecosystem 8. Commitment to global localization 9. Recognition that new automotive development is just beginning 10. Building strong foundations for future leadership [9]. Group 2: Corporate Strategies and Innovations - Companies like GAC emphasize the importance of a robust supply chain as a strategic partner to ensure product safety and quality [11]. - Chery Motors is focusing on user engagement by connecting engineers directly with customers to better understand their needs [15]. - NIO is committed to long-term strategies, enhancing operational management while continuing to invest in technology and product experience [18]. - Lantu Motors highlights the importance of understanding industry essence and pursuing positive values in every decision made [21]. Group 3: Technological Advancements and Market Trends - The rapid iteration of intelligent driving technology is leading to a significant opportunity in the market, with expectations for L2 and above autonomous systems to exceed 60% penetration by 2025 [27]. - The focus on safety in intelligent driving systems is becoming paramount, with maps playing a crucial role in ensuring safety [29]. - The concept of "intelligent driving equity" is gaining traction, aiming to make advanced driving features standard across various vehicle models [33][41]. Group 4: Globalization and Market Expansion - The forum discussed the risks and strategies associated with overseas expansion, emphasizing the importance of understanding local cultures and regulations [51][63]. - Companies are encouraged to adopt a collaborative approach in international markets, creating value for local communities rather than merely competing [69]. - The need for a dual cultural integration strategy was highlighted, ensuring that both Chinese efficiency and local workplace norms are respected [73].

Core Viewpoint - The Chinese automotive industry is at a critical juncture, requiring decisive actions to overcome challenges such as "involution" and to ensure sustainable growth and competitiveness in the global market [6][10][16]. Group 1: Industry Overview - In 2023, the total output value of the Chinese automotive industry reached 11 trillion RMB, accounting for nearly 10% of the national GDP, surpassing real estate for the first time [9]. - Despite the growth in market share for domestic brands and the rapid penetration of new energy vehicles, overall industry profits are declining, with a widening gap compared to the average profit margin of industrial enterprises [10][11]. Group 2: Key Decisions for the Automotive Industry - **Decision 1: Form a National Consensus Against Involution** The urgency to combat "involution" in the automotive sector has gained recognition at the national level, with various government meetings emphasizing the need for industry self-discipline and regulation [20][21]. - **Decision 2: Legal Norms Must Govern Order** Recent legislative actions, such as the revised "Regulations on Payment of Small and Medium-sized Enterprises' Receivables," aim to establish legal frameworks to prevent involution and ensure fair competition [22][23]. - **Decision 3: Safety as the Bottom Line for Automotive Products** Safety must be prioritized over cost-cutting measures, as neglecting safety can lead to severe consequences for both consumers and brands [25][28]. - **Decision 4: Exceeding User Expectations is Essential** Automotive companies must focus on product quality and innovation to surpass user expectations, rather than relying solely on price competition [30][31]. - **Decision 5: AI to Empower Business Operations** Embracing AI technology can enhance decision-making, production efficiency, and supply chain management, driving the transformation of the automotive industry [32][36]. - **Decision 6: Collaboration Over Comprehensive Control** Companies should focus on their core competencies and seek external partnerships for non-core areas, promoting efficiency through specialization [38][41]. - **Decision 7: A Harmonious Ecosystem is Crucial for Future Success** A balanced ecosystem involving manufacturers, suppliers, and consumers is necessary for sustainable growth, emphasizing mutual benefits and fair profit distribution [42][46]. - **Decision 8: Commitment to Global Localization** As the Chinese automotive market leads globally, companies must adopt a strategy of global localization to mitigate risks associated with international operations [47][50]. - **Decision 9: The Development of New Automobiles is Just Beginning** The transition from traditional vehicles to "new automobiles" is ongoing, with significant advancements still required in areas like AI and smart technology [52][54]. - **Decision 10: Build Barriers and Accumulate Resources for Future Leadership** Establishing technological, brand, and supply chain barriers while maintaining financial reserves is essential for long-term success in the automotive industry [56][60].

撰 文 / 周 洲 设 计 / 赵昊然 6月10日晚8点至6月11日下午两点半，从广汽集团开始，一共17家车企承诺，对供应商的支付账期 不超过60天。 这是车企落实今年3月国务院颁布的《保障中小企业款项支付条例》（第802号令）中的要求。该条 例自6月1日起实施，其中明确规定对供应商的付款期限最长不得超过60日。 这也是近一个月，协会与行业疾呼"反内卷"，工信部对症下药逐条反内卷的措施之一。 接受汽车商业评论采访的供应商们先是喜大普奔。政府出手整顿"内卷"，这是一个好的信号，但供 应商们也持观望态度，认为具体成效还要看行动，比如账期到底要怎么计算、商业承兑是否要取 消？ 一荣俱荣、一损俱损的主零关系如何不在内卷降价潮中抱团下沉，回到正常的商业逻辑中来，需要 有法必依、执法严格，需要整治反内卷操作细则，需要行业自律。 煎熬的账期 承诺落实《保障中小企业款项支付条例》的车企，共有17家，分别是：一汽、东风、长安、上汽、 北汽、广汽、江汽、吉利、奇瑞、比亚迪、长城、小鹏、理想、蔚来、小米、赛力斯、零跑。 Wind数据显示，2024年32家整车企业平均应付账款周转天数达109.74天。日系、德系、美系合资车 企的应付 ...