车展季·大咖说丨上汽通用卢晓：中国团队掌握决策权，未来以盈利为目的推新能源车

Core Viewpoint - The necessity for joint ventures to adapt in the Chinese market is emphasized, with a focus on transferring decision-making power to local teams and implementing internal reforms [1][3]. Group 1: Management Changes - The decision-making authority has been fully transferred to the Chinese team, reflecting a significant shift in the company's operational structure [3]. - The management team has undergone substantial changes, leading to a transformation in the company's identity from a traditional joint venture [3][6]. - The company has implemented a restructuring plan aimed at enhancing project development speed, reducing costs, and reforming internal decision-making processes [6][7]. Group 2: Sales Performance - In the first seven months of the year, the company achieved a cumulative sales volume of approximately 287,000 units, representing a year-on-year growth of 19.43%, outperforming the overall growth of joint venture brands [3][6]. - The introduction of a "one price" strategy has effectively reduced inventory levels, which previously exceeded 300,000 units [6]. Group 3: Product Development - The company is accelerating the introduction of new models, including the recent launch of the GL8陆尊 and plans for at least five new intelligent electric products [6][8]. - The new "逍遥" architecture supports rapid product iteration, allowing for development cycles as short as 12 to 18 months [7][8]. - The company aims for electric vehicles to account for over 50% of its sales by next year, with plans to cover all price segments and vehicle types [8].