Core Viewpoint - Geely Auto aims to consolidate its brands and resources to enhance competitiveness in a challenging market environment, as stated by CEO Gui Shengyue during the Q1 earnings call [2]. Financial Performance - In Q1, Geely's new car sales reached 704,000 units, a year-on-year increase of 48% - Revenue was 72.5 billion yuan, up 25% year-on-year - Net profit attributable to shareholders was 5.67 billion yuan, with a significant year-on-year growth of 264% [2]. Strategic Moves - Geely announced plans to acquire the remaining shares of its U.S.-listed subsidiary, Zeekr, aiming for full privatization and delisting from the NYSE [2][4]. - The privatization process involves several stages, including negotiations on merger terms and a shareholder meeting for approval [5]. Management Changes - Following the merger, key management changes include: - Gan Jiayue will become CEO of Geely Auto Group, expanding his responsibilities - An Conghui will take over as CEO of Geely Holding Group - Li Donghui will transition to Vice Chairman of Geely Holding Group [6]. Cost Reduction Goals - Post-merger, Geely aims to achieve a cost reduction target of over 15% in R&D, management, and marketing [8]. - The company plans to save at least 900 million yuan in R&D expenses in Q2 compared to the previous year [8]. Integration Challenges - The integration of Zeekr into Geely's structure raises questions about resource allocation and operational efficiency, especially given the different incentive mechanisms of the two companies [12][13]. - The complexity of integrating various brands and ensuring effective collaboration remains a significant challenge for Geely [12][13]. Market Positioning - After the merger, Zeekr will be positioned as a global luxury technology brand, while Lynk & Co will focus on the global high-end new energy market [12]. - The consolidation aims to enhance operational efficiency and reduce redundant investments across Geely's extensive brand portfolio [12]. Future Outlook - Geely's management believes that the merger will facilitate better internal collaboration among its brands, potentially leading to improved performance and market competitiveness [10][11]. - However, uncertainties remain regarding how the integration will affect Zeekr's strategic importance and operational independence [11].

Core Viewpoint - The article discusses the transformation of Qianli Technology under the leadership of CEO Yin Qi, focusing on the integration of AI and automotive technology, aiming to create a sustainable business model that emphasizes the importance of a commercial loop in the AI industry [4][22]. Group 1: Company Transformation - Yin Qi transitioned from the founder of Megvii to the chairman of Qianli Technology, which was previously known as Lifan Technology, with a strategic focus on "AI + Vehicle" [4][5]. - The restructuring aims to leverage existing partnerships with major stakeholders like Geely Group and local governments to enhance Qianli's position in the automotive intelligence supply chain [4][22]. - The company is shifting its focus from pure AI research to practical applications in robotics and automotive technology, emphasizing the need for a commercial model to support technological advancements [4][18]. Group 2: Market Dynamics - The AI industry is experiencing a shift where the focus is moving from pure technology development to creating practical applications that can generate revenue [4][14]. - Yin Qi believes that the future of AI lies in integrating large models with real-world applications, particularly in the automotive sector, where data-driven solutions will be crucial [14][38]. - The competitive landscape is expected to consolidate, with only a few key players emerging as leaders in the AI and automotive integration space [3][38]. Group 3: Strategic Insights - Yin Qi emphasizes the importance of a sustainable business model, stating that without a solid commercial loop, technological advancements cannot be maintained [18][17]. - The company aims to create a dual strategy focusing on both hardware and software integration, which is seen as essential for long-term success in the AI and automotive sectors [22][29]. - Yin Qi's experience highlights the necessity of adapting business strategies based on market conditions and the importance of maintaining a balance between innovation and practical application [4][31].

Core Viewpoint - Geely is shifting its strategy from a multi-brand approach to a more integrated model, focusing on resource consolidation and technological synergy to enhance competitiveness in a challenging automotive market [2][3]. Group 1: Brand and Structural Changes - In 2014, Geely decided to cancel three sub-brands to concentrate sales resources and meet the strong demand from Chinese consumers [2]. - On May 7, Geely announced plans to acquire all issued shares of Zeekr Technology for approximately $6.5 billion, making Zeekr a wholly-owned subsidiary and consolidating its passenger car brands under Geely [2][3]. - This marks the largest adjustment in Geely's passenger vehicle system, aiming to reduce internal competition and streamline management across brands [2][3]. Group 2: Technological Integration and Cost Reduction - Following the release of the "Taizhou Declaration" in September, Geely has undertaken several integrations to minimize redundant investments and promote technology sharing, such as opening Zeekr's advanced driver assistance system to Geely's brands [3]. - Geely's passenger vehicle segment plans to collaborate deeply in areas like vehicle architecture, electronic architecture, advanced driving, smart cockpits, and power batteries [3][4]. - The battery business is identified as the most complex area of strategic integration, with the establishment of a new battery industry group named "Jiyao Tongxing" [4]. Group 3: Battery Business Strategy - Geely is reorganizing its battery-related R&D and manufacturing resources through equity acquisitions, aiming for a platform-based approach to unify R&D, procurement, and manufacturing [4]. - The existing battery brands, "Shendun Short Blade" and "Jinzhuan," will be integrated into "Jinzhuan Battery Cell," offering three versions: super fast charging, high energy density, and super hybrid [4]. - Geely aims to increase the supply ratio of Jiyao Tongxing to 30% within two years while maintaining long-term collaborations with suppliers like CATL and Sunwoda [4].

Core Viewpoint - The article emphasizes the importance of integrity and quality in business operations, highlighting the shared values between Wei Jianjun and Yu Donglai, particularly in opposing price wars and focusing on long-term development rather than short-term gains [2][3]. Group 1: Support for Yu Donglai and Integrity in Business - Wei Jianjun publicly supported Yu Donglai and his company, Pang Donglai, advocating for a business model based on honesty and transparency [2][3]. - Pang Donglai faced criticism from a blogger regarding the quality of their jade products, leading to a public defense and legal action from the company [1][3]. - The sales data from Pang Donglai indicated a total of 4,177 jade items sold from January to April, generating nearly 30 million yuan with an average gross margin of no more than 20% [1]. Group 2: Long-term Strategy and Quality Focus - Wei Jianjun's approach to business emphasizes quality over blind expansion, aligning with Yu Donglai's philosophy of maintaining integrity in operations [4][6]. - Long-term investments in research and development have allowed Great Wall Motors to maintain a strong position in the market without succumbing to competitive pressures [5][6]. - The company has consistently focused on specific market segments, such as SUVs, which has led to significant sales success, exemplified by the Haval H6 model [5]. Group 3: Corporate Culture and Leadership - Great Wall Motors fosters a culture of transparency and accountability, with regular self-reflection meetings to address issues and improve operations [9]. - Wei Jianjun's leadership style is characterized by a hands-on approach, actively engaging in key projects and maintaining close communication with teams [7][8]. - The company has a clear stance against unethical practices, emphasizing the importance of maintaining order and rules within the industry [8][9].

一季度净利润转好，但考验还未结束。 文 丨 郭瑞婵 归母净利润和扣非归母净利润分别为 30.23 亿元和 28.5 亿元，同比增长 11.4% 和 34.4%。 其中销量增长但收入下滑，主要是因为平均售价较低的上汽通用五菱贡献了集团最多的销量增量。今 年前三个月，上汽通用五菱销售 35.3 万辆车、同比增长 57.58%。同期高利润的合资品牌销量持续下 滑：上汽通用下滑 2%、上汽大众下滑 8%。 自主品牌表现分化。上汽乘用车整体销量只微增 0.77%，在国内自主品牌整体强势崛起的背景下，这 一表现相对平淡，未能有效弥补合资品牌下滑带来的营收缺口。 在这种情况下，当前的利润改善很大程度上是依靠成本和费用端的 "节流" 实现的。一季度上汽销售费 用、管理费用和研发费用分别减少 5.45%、7.14% 和 1.76%，占收入比重也低于去年同期。此外，上 汽经营端的利息收入以及股票和基金等投资，合计带来了超过 18 亿元的账面收益。 十年前上汽早早提出包含电动化、智能网联化的 "新四化" 理论。为了跟进软件定义汽车的大趋势， 2019 年就谋划组建软件中心即后来的零束科技，培育全栈自研的软件能力，在电动化的过程中， ...

月初对外释放上市信号后，4 月 28 日，赛力斯申请港股主板上市，募资将用于技术研发、海外渠道扩 张及产能升级等。对于高速成长期的企业来说，港股二次上市是扩充融资渠道、增强抗风险能力的重 要途径。 当大多数同行还在亏损中，2024 年，赛力斯净利润 59 亿元，成为全球第四家年度盈利的新能源车 企。而赛力斯的崛起离不开华为——有时候，选择或许比努力更重要。 截至 4 月 29 日，赛力斯市值 2071 亿元，业内仅次于比亚迪和小米。 文 丨 曾兴 编辑 丨 龚方毅 赛力斯成立近 40 年，2016 年全面转型新能源但未有起色，2021 年与华为以 "智选车" 模式推出问界 品牌后，才真正迎来爆发式增长。去年赛力斯销量 42.7 万辆，超过此前四年总和。其中，问界 M9 全 年累计交付超 15 万辆，在 50 万元以上的豪华市场中连续数月蝉联销冠。聚焦 25 万元级市场的问界 新 M7 全年交付 20 万辆。 高售价车型的畅销带动赛力斯毛利率同比提升 16.6 个百分点、至 23.8%，高于行业平均水平。除了扭 亏，赛力斯 A 股股价也从多年徘徊在 30 元以下，升至每股超过 120 元。截至 4 月 29 日 ...

宝马认为，创新绝非技术的堆砌，而是以适合且只适合宝马的方式创造用户价值。 汽车产业的周期性波动，结合电动化和软件定义汽车（SDV）趋势的加速，为所有参与者带来了新的 挑战和机遇。 对于那些拥有深厚历史积淀的传统豪华品牌来说，这是一个转型升级的黄金时期。他们可以将长期积 累的优势转化为面向未来的创新动力，同时积极应对一个加速变化的市场，特别是来自本土新兴力量 的竞争。其中一大课题是如何在这样的竞争中保持自身稳健的发展步调与独特的品牌价值。 宝马集团给出的答案是 "新世代"（Neue Klasse）。2025 年的上海国际车展，成为宝马展示 "新世代" 阶段性成果的重要舞台，不仅带来了 Vision Neue Klasse X 概念车的中国首秀 ，还重点发布了全新一 代 BMW iDrive 系统以及专为中国市场深度定制的全新操作系统 BMW Operating System X 。此外， 宝马还通过展示其核心技术 "驾控超级大脑"（Heart of Joy）的性能，强调了智能化对驾驶乐趣的提 升。 宝马新世代概念车家族。图源：宝马中国（左右滑动查看） 不堆砌参数，宝马如何用智能再次激活 "驾驶乐趣"？ 宝马的核 ...

在具体的场景中，看见真实的人、车和生活。 汽车行业日益残酷的销量竞赛浓缩在 2025 年的上海车展：这里聚集了约 100 款新车、1000 家公司。 车企请明星、发礼物或者让机器人现场表演，希望争夺更多关注和订单。 一些车企调整了传播策略，除了讲技术、做对比，也更重视从用户视角展示体验，有的车企直接将行 李箱、滑板或高尔夫球包放进后备箱、证明空间足够或者为儿童乘客设计了调节高度的空调出风口。 为了展示多人出行时怎么放行李，一位 CEO 直接坐在了前备箱里表演钓鱼。 新车密集上市，但用户注意力有限，所有车企都希望比对手更快接近、更早说服用户——关键前提是 找准核心用户，理解他们是什么样的人。 车逐渐承载了人们对理想生活的投射，所有的性能、参数和品质最终落在每一个人的具体生活。一些 用户把车当作 "移动的家"，要带父母孩子周末出行，在乎舒适性、娱乐性，也有用户短途出差频繁， 常需要车内办公、开会，所以车内最好有小桌板、也要够静谧。 关键是聚集丰富的创作者。汽车博主分享测评、对比或改装经验，普通用户讲真实体验，这里还吸引 了了大多数中国汽车公司的销售、工程师、产品经理和 CEO。他们在摸索更适宜小红书的表达，解释 ...

当前，中国市场新能源车型的四驱渗透率仅为 17%，具有很大发展空间。 "未来，哈弗新能源只做四驱。"4 月 23 日上海车展首日，长城汽车旗下哈弗品牌总经理赵永坡在发布 会上宣布。据他介绍，长城自主研发的 Hi4 超混四驱技术能够在多个方面带来更好的用户体验，哈弗 将聚焦新能源四驱技术的迭代和产品研发。 本届上海车展期间，二代哈弗枭龙 MAX、官方改装车力魂·猛龙这两款搭载 Hi4 技术的车型一同亮相 哈弗展台。其中，橘黑撞色的力魂·猛龙官方改装车造型独特，展现哈弗在车型个性化定制方面实力的 同时，也与用户建立情感连接。 传统四驱车型的购买和使用成本都很高。在国内新能源市场，30 万元以上豪华车型四驱占比超 50%， 而在经济型 SUV 领域，仅有约 5% 的车型配备四驱系统；包括轿车、SUV 和 MPV 在内，当前新能 源车型的四驱渗透率仅为 17%。 哈弗试图解决高性能、高效率与高价值难以兼得的问题。一位哈弗用户评价称，Hi4 技术能够实现 "两驱能耗、四驱享受"。赵永坡寄望哈弗能够开启新能源四驱时代，让每个家庭都可以享受四驱。 不止驾乘体验出色，Hi4 技术让用车更省、更爽、更安全 Hi4 技术将长城的 ...

此前，智能驾驶之所以在市场宣传层面过于激进，和中国汽车市场的销量竞赛直接相关。为了说服消 费者买车，车企的市场部门和一线销售人员都有动力强调自家智能驾驶技术的先进性。 随着工信部等监管部门从官方层面收紧对于智能驾驶的宣传口径，风向大调整。一些平时耳熟能详的 词语忽然从车企和智驾供应商的物料上消失，"安全" 成为大多数厂商在市场营销层面的关键词 —— 这些在 2025 年上海车展上体现得淋漓尽致。 智驾普遍成 "辅助驾驶"， "安全" 成宣传关键词 工信部监管新规发布后，"安全" "辅助驾驶" 成为车展智驾宣传关键词。 文 丨 赵宇 郭瑞婵 曾兴 魏冰 编辑 丨 龚方毅 像往届上海车展一样，在本届车展媒体日第一天最早举办发布会的车企，依旧是 "本土作战" 的上汽集 团。上汽集团总裁贾健旭说，上汽要 "All in 尚界"，并得到华为终端 BG 董事长余承东的到场支持。 但这一次，余承东全程没有提及智能驾驶，只说尚界的第一款车为了加强被动安全，研发团队把车身 质量增加了 100 多公斤。 前一天晚上，华为与央视新闻共同举办了一场智能技术大会。会上，华为车 BU CEO 靳玉志宣布推出 ADS 4 方案，称其已在云 ...