Core Viewpoint - The gap between pre-sale and market prices of new energy vehicles has been widening over the past three years, leading to pre-sale prices losing their reference significance [2][5][8]. Group 1: Pricing Strategy - On July 3, Xiaopeng Motors launched the G7 with a starting price of 195,800 yuan, which is 40,000 yuan lower than the pre-sale guidance [4]. - The aggressive pricing strategy is a direct response to market competition, aiming to stabilize sales performance [4][6]. - The G7's pricing strategy reflects a broader trend in the industry where new energy vehicles often see significant price reductions from pre-sale to market launch [8][11]. Group 2: Sales Performance - Xiaopeng Motors has achieved over 30,000 monthly deliveries for eight consecutive months, with the MONA M03 contributing over 40% of sales [5]. - The G7 has already seen strong initial order performance, with over 10,000 units reserved within nine minutes of launch [6][7]. Group 3: Market Trends - The average price drop from pre-sale to market launch for new energy vehicles has increased, with 2023 showing an average decline of 11.3% [11]. - The widening gap between pre-sale and market prices is attributed to intensified market competition and changing consumer sensitivity to pricing over other features [16]. Group 4: Competitive Landscape - The G7 faces competition from various models in the same price range, including the Xiaomi YU7 and Tesla Model Y, which may influence its market positioning [6][7]. - The introduction of advanced technology in the G7, such as self-developed AI chips, aims to enhance its appeal against competitors [7].

Core Viewpoint - Tesla's production target for the Optimus humanoid robot this year is largely unmet, with significant adjustments being made to its hardware and software technology [1][2][3]. Group 1: Production and Supply Chain Adjustments - Tesla has paused the procurement of parts for the Optimus robot, awaiting design adjustments that may take up to two months [2][3]. - As of the end of May, Tesla had procured enough parts to produce 1,200 units of Optimus and had nearly completed 1,000 units, falling short of the initial target of 5,000 units for the year [3]. - The departure of Milan Kovac, the original head of the Optimus project, initiated the current adjustments, with Ashok Elluswamy now leading the project [5]. Group 2: Technical Challenges - The Optimus robot faces several hardware issues, including overheating motors, low load capacity of dexterous hands, short lifespan of transmission devices, and limited battery life [6]. - Tesla is exploring multiple suppliers for dexterous hands and is testing at least three different technological approaches to improve the robot's capabilities [6]. Group 3: Future Production Plans - Elon Musk plans to produce 50,000 units of Optimus next year and aims for annual production to exceed 500,000 units by 2029, a significant reduction from the original target of 1 million units by 2027 [6]. - The development team for Optimus has grown to over 400 people, and the projected parts cost for this year exceeds $300 million, based on a unit cost of $60,000 [7]. Group 4: Market Reactions and Investor Sentiment - Tesla's stock fell by 5.34% recently, with several investment banks lowering their second-quarter delivery expectations due to weak demand in Europe and China [7]. - Concerns over potential policy backlash due to Musk's public disputes with political figures have also affected investor sentiment [7].

Core Viewpoint - The article discusses the departure of He Tao from Xiaopeng Motors and his subsequent plans to enter the Southeast Asian market with a new electric motorcycle company, OMOWAY, aiming to challenge established brands like Honda and Yamaha [5][6][7]. Group 1: Departure from Xiaopeng Motors - He Tao left Xiaopeng Motors without a farewell ceremony, indicating a significant shift in the company's leadership dynamics [5]. - The relationship among the founding partners of Xiaopeng Motors deteriorated, leading to He Tao and another co-founder being reassigned to honorary roles [5][6]. - He Tao expressed a desire to prove himself again through a new venture after experiencing both success and criticism during his time at Xiaopeng [7][8]. Group 2: New Venture - OMOWAY - He Tao announced the establishment of OMOWAY in Indonesia, focusing on smart electric motorcycles, which he believes can disrupt the local market dominated by Honda and Yamaha [6][7][27]. - The Indonesian motorcycle market is characterized by a high demand for affordable transportation, with over 120 million motorcycles in use [27]. - OMOWAY aims to leverage the growing trend of electric vehicles in China to capture market share in Indonesia, where electric motorcycle penetration is currently low [28][42]. Group 3: Market Dynamics and Challenges - The article highlights the competitive landscape in Indonesia, where established brands hold over 95% market share, presenting a significant challenge for new entrants like OMOWAY [26][43]. - He Tao's strategy involves understanding local consumer behavior and preferences, which is crucial for the success of OMOWAY in a market with limited public transportation options [44]. - The company faces challenges related to brand recognition and consumer acceptance of electric motorcycles, as well as the need for infrastructure development [42][43]. Group 4: Leadership and Management Style - He Tao's leadership style has evolved, with a focus on collaboration and understanding team dynamics, contrasting with his previous approach at Xiaopeng Motors [35][36]. - The new management team at OMOWAY includes experienced professionals from Xiaopeng Motors, aiming to combine technical expertise with local market knowledge [33][34]. - He Tao emphasizes the importance of maintaining a unified vision and decision-making process within the company to avoid the pitfalls experienced at Xiaopeng [19][56].

Core Viewpoint - The article discusses the ongoing price war in the Chinese automotive market, emphasizing that while price competition is a natural market behavior, the industry lacks clear rules and regulations to govern such competition [4][11][14]. Price War Dynamics - Tesla's announcement of price cuts for Model 3 and Model Y triggered a price war, with BYD and other domestic brands quickly following suit [2][3]. - The first five months of 2024 saw a significant increase in vehicle production and sales, yet the industry's profitability continued to decline, leading companies to prioritize market share over profits [4][3]. Market Conditions - The automotive market has shifted to a buyer's market, where consumers have more choices and are highly price-sensitive, prompting companies to lower prices to clear inventory [7][8]. - The concept of "orderly price wars" is rejected, with the focus instead on the need for established rules to prevent excessive competition and ensure fair practices [9][11]. Regulatory and Industry Response - Industry leaders call for the establishment of clear regulations to govern pricing and competition, emphasizing the importance of legal frameworks such as the Price Law and Anti-Monopoly Law [11][12]. - The role of industry organizations is highlighted as crucial in creating fair contracts and facilitating self-regulation among members [12][14]. Dealer Dynamics - The relationship between manufacturers and dealers remains strained, with dealers facing pressure from manufacturers to maintain inventory while dealing with fluctuating market prices [15][16]. - Regional dealers have shown better adaptability compared to national groups, as they can pivot more quickly to new market demands, particularly in the growing electric vehicle sector [16][18]. Transition to New Energy Vehicles - The transition to new energy vehicles is deemed essential for traditional dealers, with a significant market shift already underway, as evidenced by a penetration rate exceeding 50% for new energy vehicles [18].

先调整自己，迎接这场更难的战斗。 文 丨 赵宇 编辑 丨 龚方毅 我们获悉，理想汽车今日发布内部信，宣布多项组织与人事调整，主要涉及销售与服务群组相关变 动：原销售与服务群组将和研发与供应群组合并，成立新的智能汽车群组，对理想汽车智能汽车业务 的战略到经营闭环负责。 总裁马东辉将担任智能汽车群组的负责人，向董事长兼 CEO 李想汇报。其余一级群组不受影响，包 括理想汽车董事长、CEO 李想直管的产品与战略群组，CTO 谢炎负责的系统与计算群组，CFO 李铁 负责的组织与财经群组。其中，李想除了继续负责汽车业务相关的产品线、产品部、品牌、战略等团 队，也会将更多精力投入 AI（人工智能）领域。 理想汽车在内部信中称，智能汽车群组成立后，将通过研发、供应、销售、服务的端到端经营与深度 协同，更有力地支撑面向用户的价值创造、价值传递与经营闭环，为理想汽车构筑面向下一个阶段的 领先优势。 今年 7 月和 9 月，理想将先后发布 i8 和 i6 两款非常重要的纯电 SUV 产品。一位接近理想汽车的人 士对我们分析称，理想希望借助这样的组织调整，更加快速地适应当下国内汽车市场激烈的竞争环 境，因此进一步消除部门墙、让公司 ...

Core Viewpoint - The launch of Xiaomi's YU7 electric vehicle has generated significant market interest, with impressive initial order volumes that suggest strong consumer demand and potential competitive challenges for existing players in the automotive market [2][3][11]. Group 1: Market Performance and Initial Reception - On the first hour of its launch, Xiaomi sold 289,000 units of the YU7, translating to an estimated order value exceeding 70 billion yuan, comparable to the revenue of major A-share companies [2]. - Following the announcement, Xiaomi's ADR stock price saw a notable increase, reflecting positive investor sentiment [3]. - The YU7's order volume is projected to nearly match Xiaomi's current production capacity, indicating robust demand [3]. Group 2: Competitive Landscape - The YU7's pricing strategy effectively positions it against competitors in the 220,000 to 350,000 yuan range, covering a wide array of existing models [4]. - Potential competitors identified include Tesla Model Y, Li Auto L6, and others, with the Model Y averaging over 25,000 deliveries per month in the first five months of the year [9]. - The competitive environment is intensifying, with other brands like Xiaopeng and Li Auto preparing to launch their models, raising concerns about their ability to compete with the YU7's aggressive pricing [10]. Group 3: Production Capacity and Sales Strategy - Xiaomi's first-phase factory has an annual production capacity of 150,000 units, which can be optimized to approximately 300,000 units, with plans for a second-phase factory to add another 150,000 units [3][13]. - The company plans to allocate 20,000 to 25,000 units of monthly production capacity to the YU7, with a total expected capacity of around 150,000 units for the year [13]. - Xiaomi's sales network is highly concentrated, with 209 stores across key provinces, representing 70.1% of the total sales outlets in the country [13][16]. Group 4: Store Expansion and Consumer Engagement - Xiaomi's retail strategy includes a mix of experience centers and flagship stores, designed to attract high foot traffic and enhance consumer engagement [16][17]. - The company aims to establish 335 sales outlets by the end of June, with plans to increase its presence significantly throughout the year [17].

地瓜机器人 CEO 王丛 未来会有好用的通用人形机器人，但它无法解决所有问题。 文 丨 李梓楠 编辑 丨 程曼祺 具身智能产业还处在分歧多于共识的状态。最基础的外观就百花齐放，带双腿、带轮子的，身高分布在 1.3 米到 1.8 米的区间；至于机器人大脑，现有技术路线分歧更大，行业中大部分人甚至还无法准确描述面对的问题是什 么。 与大部分追求确定性的供应商不同，芯片供应商地瓜机器人在具身智能技术路线仍未明确且收敛的情况下就已入 局。 地瓜机器人 CEO 王丛说这很符合地平线做事的思路——选择够难够长期，最好当下还不大但未来可能很大的赛 道做，"在没有人竞争的地方竞争"。 地瓜机器人孵化于地平线的机器人事业部，原本职责是在自动驾驶以外，给地平线的芯片寻找客户。2023 年末， 看到大模型技术加持下机器人的进步后，地平线机器人事业部从独立成地瓜机器人，意为地平线结的瓜。 和当年地平线进入智能汽车市场类似，智能机器人虽然是一个目前总规模不大的新兴市场，但这里也有巨头徘 徊：如英伟达就正在机器人市场主推 Jetson 嵌入式系统，它是一套包含 CPU、GPU、内存、 闪存和电源管理系 统等核心模块的机器人端侧电脑。 " ...

绿牌越开越远，油箱越装越大。 文 丨 赵宇 制图 丨 赵宇 黄帧昕 编辑 丨 龚方毅 曾最坚定推动纯电化的汽车品牌之一，正在为留住油箱寻找合理性；而在全球电动车竞争最激烈的中 国市场，传统与新造车公司早已就保留油箱达成共识。 6 月 18 日，奥迪全球 CEO 高德诺（Gernot Döllner）向媒体确认，奥迪已撤回原定于 2033 年停止研 发和销售燃油车的计划，目前不再设定明确的终止时间表。 奥迪的官方解释是全球汽车市场复杂多变，为保持竞争力，奥迪需要以尽可能灵活且稳定的方式提供 包括纯电动、插电混动和内燃机车型在内的多样化产品组合。 这一趋势得以成立，首先要归功于电池技术的日趋成熟。当前，部分插混车型的纯电续航达 300 公里 以上（是 2019 年市场平均水平的 3-6 倍），基本摆脱了此前 "续航短、体验差" 的尴尬定位。此外， 插混车型更具韧性的成本结构，也使其具备比纯电车型更强的灵活性。一些车企顺应原材料价格变化 趋势推出插混车型，试图享受与纯电车型相似的政策优待。 尽管出发点有所不同，但结果殊途同归，这终究是品牌由理想向现实的妥协。 市场销量结构变化已印证这一趋势。乘联会统计数据显示，今年 ...

Core Viewpoint - NIO plans to introduce strategic investors for its chip-related business, potentially leading to a spin-off of this segment while maintaining control over the project entity [2][3][4]. Group 1: Chip Development and Strategy - NIO's chip self-research team currently operates as a business department and plans to establish a project entity, with a small equity stake to be offered to strategic investors [3]. - The chip self-research project has reportedly passed its strong development phase, with operational costs expected to decrease significantly in the short term [6]. - NIO's chip self-research initiative began in 2021, inspired by Tesla's approach, and aims to develop advanced autonomous driving chips [7]. Group 2: Chip Products and Performance - NIO has launched two self-developed chip products: the lidar main control chip "Yang Jian" and the intelligent driving chip "Shen Ji NX9031," the latter being a significant achievement for the team [7]. - The Shen Ji NX9031 chip has superior performance metrics, including the ability to process data from up to 25 high-definition cameras simultaneously and a data processing latency of less than 5 milliseconds [8]. - The actual computing power of the Shen Ji NX9031 is approximately four times that of NVIDIA's Orin-X, with a memory bandwidth of 546 GB/s, double that of NVIDIA's Thor-U chip [8]. Group 3: Financial Implications and Cost Management - The introduction of external investors for the chip business may help NIO achieve its goal of "quarterly profitability" in financial reports [10]. - NIO incurred a cumulative loss of approximately 22.4 billion yuan last year, with a net loss of 6.75 billion yuan in the first three months of this year [10]. - To improve performance, NIO has implemented a series of cost control and efficiency enhancement measures across various operational areas, with significant organizational adjustments expected to be completed by the third quarter [10].

Core Viewpoint - The article discusses the ongoing price war in the Chinese automotive industry, highlighting the competitive strategies of various companies, particularly BYD, and the implications for suppliers and dealers in the market [2][12][24]. Group 1: Price War Dynamics - The recent price war in the automotive sector was triggered by BYD's significant price cuts on its models, leading to a ripple effect where multiple brands followed suit with their own price reductions [4][6]. - The Chinese government has implemented regulations to shorten payment terms for suppliers to 60 days, which has been adopted by at least 17 major car manufacturers [3][12]. - The average selling price of new energy vehicles has been declining, with projections showing a drop from 184,000 yuan in 2023 to 164,000 yuan by 2025 [11][12]. Group 2: Competitive Strategies - BYD has aggressively targeted the sub-100,000 yuan market, with models like the Qin PLUS DM-i seeing prices drop from 99,800 yuan to 63,800 yuan [5][7]. - The company has integrated advanced driving assistance features into its lower-priced models, creating a competitive edge that other manufacturers are struggling to match [5][6]. - The article notes that BYD's cost advantages stem from its vertical integration, allowing it to produce a significant portion of its components in-house, which reduces reliance on external suppliers [7][19]. Group 3: Impact on Suppliers and Dealers - The pressure on suppliers has increased as car manufacturers demand shorter payment terms and more aggressive pricing strategies, leading to a shift in the dynamics of supplier relationships [13][14]. - Dealers are facing significant challenges due to the price war, often selling vehicles below the suggested retail price, which creates financial strain and leads to a high rate of dealership closures [15][16]. - The article highlights that many dealers are now operating under a "negative margin" model, where the selling price is lower than the purchase price, exacerbating their financial difficulties [16][20]. Group 4: Government Policies and Market Effects - Government subsidies for new energy vehicles have played a crucial role in supporting the industry, with significant funds allocated to encourage consumer purchases [17][19]. - The "trade-in" policy introduced in 2024 aims to stimulate sales further, particularly benefiting companies like BYD that dominate the electric vehicle market [20][21]. - The article emphasizes that while these policies have fostered growth, they have also contributed to an oversupply in the market, intensifying the current price competition [21][24].