90后高管放话，对标比亚迪海豚；A 车企谈判有狠招，供应商遭遇小黑屋；J 公司拟设需求部，销售将介入造车丨智驾情报局Vol.3

Group 1 - Company A employs aggressive negotiation tactics, including physically confining supplier sales representatives in a "black room" until price reductions are achieved or issues are resolved, which creates a tense atmosphere for suppliers [2] - A new 90s-born executive at a foreign automotive brand boldly claims to directly benchmark against BYD Dolphin, expressing confidence that matching its pricing will lead to success [3][4] - Company A undergoes significant leadership changes, with executive B losing power and executive C regaining control to reshape the company's strategy in the new energy sector after previous missteps [5][6] Group 2 - Domestic brand B Company struggles with its dual focus on L4 Robotaxi and integrating smart driving suppliers, leading to insufficient investment and ultimately a failed strategy [7][8] - Company C's organizational restructuring leads to internal conflicts and project delays, as the merging of technical teams disrupts previously balanced dynamics [9][10] - D Company's IPO process is stalled due to existing investor E's reluctance to sign off, complicated by potential competition from investor F, creating a challenging situation for D Company [11][12] Group 3 - G Company faces a legal dispute with H Company over alleged intellectual property theft, which is impacting its IPO progress [13] - I Group adopts a conservative approach, restricting communication about technology and strategy, reflecting a shift in leadership style that stifles innovation [14] - J Company plans to establish a user demand research department, involving the sales team in the vehicle development process to better align products with consumer needs [15]