宁德时代换电业务总经理杨峻表示："汽车行业全面电动化的趋势越发明朗，市场正在呼吁更完善的能 源补给网络。本次和中国石化合作，我们希望实现'换电如加油'。这就是换电行业共同的使命和愿 景。" 经济观察报 记者 郑晨烨 2025年4月2日，经济观察报记者从宁德时代（300750）处获悉，中国石化 （600028）（600028.SH）与宁德时代（300750.SZ）在北京签署了产业与资本合作框架协议，双方将深 化战略合作，共同推进全国换电网络的建设。 根据协议，双方计划在今年内建设至少500座换电站，长期目标是扩展至10000座。此外，双方计划 以"产业合作+资本合作"的方式，共同构建全国换电网络生态和标准建设，统一管理运营换电资产。 此前，宁德时代与中国石化在综合能源站建设运营、储能业务、能源产品和新材料、科技创新等方面已 建立良好合作关系，下一步将充分发挥各自优势，进一步就换电领域拓展合作空间。 中国石化董事长马永生表示："公司将充分发挥自身在能源供应、网络布局和客户服务等方面的优势， 与宁德时代共同探索技术创新、模式创新，携手打造全国性综合能源基础设施。" 值得注意的是，早在2024年3月，中国石化就曾与宁 ...

Core Viewpoint - CATL aims to build no less than 500 battery swap stations this year, with a long-term goal of expanding to 10,000 stations, marking a significant step in establishing a comprehensive battery swap ecosystem in collaboration with Sinopec [1][2]. Group 1: Strategic Partnerships - CATL has signed a cooperation framework agreement with Sinopec to deepen their long-term strategic partnership, focusing on building a nationwide battery swap ecosystem that supports the "dual carbon" goals [2][5]. - The collaboration leverages Sinopec's extensive gas station network to establish battery swap stations, optimizing land resources and enhancing entry into the new energy service market [4][5]. Group 2: Industry Transformation - The battery swap model is a crucial part of CATL's transition from a pure battery manufacturer to an energy service provider, allowing for battery sharing and reducing vehicle ownership costs through battery leasing and swap services [4][6]. - This model promotes efficient energy replenishment and battery recycling, contributing to reduced energy consumption and carbon emissions, thus facilitating low-carbon transformation in the transportation and energy sectors [4]. Group 3: Market Expansion - CATL's battery swap ecosystem is rapidly expanding, with partnerships established with several major automotive manufacturers to develop compatible vehicles, including models from Chang'an, Aion, and FAW [6]. - The collaboration with Sinopec marks a new phase in the systematic construction of the battery swap ecosystem, aiming to create a nationwide integrated energy infrastructure [7].

01 时代电服作用凸显 四家公司背后均是时代电服，预示着今年宁德时代换电市场 "作战"开始进入纵深阶段。 今年以来宁德时代不断成立新公司，三月份共计有十余家，近一周有 4 家。 第一家为沈阳时代电服科技有限公司，注册资本 1000 万元，经营范围有新能源汽车整车 / 换电设施 / 附件销售；电动汽车充电基础设施运 营等，由宁德时代间接全资持股。 第二家为北京时代电服科技有限公司，注册资本 5000 万元，经营范围有新能源汽车整车 / 换电设施 / 附件销售；电动汽车充电基础设施运 营等，由宁德时代旗下的时代电服全资持股。 第三家为济南时代电服新能源科技有限公司，注册资本 500 万元，经营范围有电力高效节能研发、新能源汽车整车 / 换电设施销售等，同样 由时代电服全资持股。 第四家为南通润时新能源有限公司，注册资本 874 万人民币，经营范围有电力高效节能技术研发、新能源汽车整车 / 换电设施销售等，也是 时代电服全资持股。 宁德时代曾经发过 "豪言壮志"称要在 2025 年建设 1000 座换电站，覆盖 30 座以上城市，去年还推出了巧克力换电，时代电服自 2021 年成立后一直较为低调，如今巧克力换电已经 ...

Core Viewpoint - NIO's 2024 financial report reveals a net loss of 22.4 billion RMB, with an average loss of approximately 100,000 RMB per vehicle sold, despite a 38.7% increase in vehicle deliveries and an 18.2% rise in revenue [1][2][29]. Group 1: Financial Performance - In 2024, NIO's vehicle delivery reached 222,000 units, generating revenue of 65.73 billion RMB, but the net loss expanded by 8.1% year-on-year [1][29]. - NIO's gross margin was 9.8%, significantly lower than the ideal 20.5% and compared to competitors like Li Auto and Xpeng, which reported higher margins [25][29]. - Cumulative net losses since 2018 have reached 109.3 billion RMB, indicating a persistent lack of profitability [27]. Group 2: High Investment and Strategic Challenges - NIO's R&D expenses for 2024 were 13.04 billion RMB, accounting for nearly 20% of total revenue, reflecting a high investment strategy that has not yielded proportional returns [22][25]. - The company has invested heavily in its battery swap network, with over 3,000 stations built, but this has led to significant operational costs that negatively impact gross margins [34][35]. - NIO's multi-brand strategy aims to cover various market segments but faces challenges in execution, particularly with the launch of the new brands struggling to gain traction [42][46]. Group 3: Market Position and Competitive Landscape - Despite achieving a record delivery number, NIO's sales and administrative expenses grew by 22.8% to 15.74 billion RMB, far outpacing revenue growth [32][66]. - NIO's average sales and administrative cost per vehicle sold was 71,000 RMB, significantly higher than its competitors, indicating inefficiencies in cost management [32][66]. - The competitive landscape is tightening, with Tesla and BYD establishing strong market positions, putting pressure on NIO's high-end market strategy [47][48]. Group 4: Future Outlook and Strategic Adjustments - NIO plans to reduce costs and improve efficiency by closing underperforming stores and focusing on high-value cities, alongside debt reduction strategies [70][71]. - The company aims for a delivery target of 41,000 to 43,000 vehicles in Q1 2025, which would represent a year-on-year growth of 36% to 43% [71]. - NIO's future hinges on balancing its technological ambitions with the need for financial sustainability in a competitive market [71][72].

Core Viewpoint - CATL has elevated its battery swapping business to a strategic level, indicating a strong commitment to this model and its potential in the energy market [1][9]. Group 1: Strategic Partnerships and Investments - On March 17, NIO and CATL signed a strategic cooperation agreement to build the world's largest battery swapping network and promote the unification of industry technology standards [2]. - CATL is advancing a strategic investment of no more than 2.5 billion RMB in NIO Energy, further solidifying their partnership [3]. - The agreement includes CATL's support for the development of NIO's battery swapping network, with future models under NIO's Firefly brand adopting CATL's battery swapping standards [4]. Group 2: Market Position and Industry Trends - CATL's significant investment in battery swapping demonstrates its commitment to this model amidst ongoing debates about its viability [5]. - By 2030, CATL predicts a "three-way split" in the market among battery swapping, home charging, and public charging stations [6]. - Since 2025, "battery swapping" has frequently appeared in CATL's strategic partnerships, including collaborations with SAIC Group and international logistics giant DHL [7][8]. Group 3: Business Model Transformation - The core of the battery swapping model is transforming batteries from vehicle "accessories" to "shared assets," reducing user costs and creating ongoing revenue through battery leasing and swapping services [10]. - Battery swapping networks can serve as distributed energy storage nodes, helping to alleviate battery production fluctuations and extend battery lifecycle value [10]. - CATL's battery swapping strategy marks a shift from being solely a battery manufacturer to becoming an energy service provider [12]. Group 4: Financial Performance and Challenges - The battery industry faces dual pressures from volatile raw material prices and increasing competition from automakers developing their own batteries [13]. - CATL's battery business gross margin has decreased from 28% three years ago to 19%, while its energy storage business gross margin has risen to 27% [13]. Group 5: Ecosystem Development - CATL's battery swapping strategy is part of a broader exploration of a super ecosystem in the aftermarket, collaborating with over ten automakers to develop battery swapping models targeting high-frequency energy needs [15]. - Partnerships with companies like Didi and Yuxin Second-hand Cars aim to create a comprehensive ecosystem for vehicle purchase, battery leasing, and swapping [16]. - The integration of battery swapping networks with smart grids and energy storage systems could lead to a super ecosystem spanning transportation, energy, and digital sectors [17]. Group 6: Strategic Value and Future Outlook - The strategic value of battery swapping lies not only in enhancing energy replenishment experiences but also in exploring the full value chain of battery operations [18]. - As a leading player in the new energy sector, CATL has established a first-mover advantage in technology and ecosystem layout in the battery swapping field, though it still faces challenges in scaling operations and establishing standards [18].

罕见联手。 作者 I 刘博 报道 I 投资界PEdaily 宁王又出手了。 投资界获悉，今日蔚来宣布与宁德时代在福建宁德签署战略合作协议，双方将构建覆盖全系乘用车的换电网络。在此基础上，宁德时代 正在推进对蔚来能源不超过2 5亿元人民币的战略投资。 值得一提的是，蔚来创始人、董事长、CEO李斌与宁德时代创始人、董事长兼CEO曾毓群也共同到场见证。 没有最卷，只有更卷。透过这次强强联手，背后上演的则是一场轰轰烈烈的车圈淘汰赛。正如多年来投资圈内一个共识：智能电动汽车 将重现当年国产手机的厮杀一幕。 李斌和曾毓群 站在了一个战壕里 对于李斌和蔚来而言，这无疑是近期难得的好消息。 根据协议，此次合作旨在打造全球规模最大、技术最领先的乘用车换电服务网络。具体来看，宁德时代将支持蔚来换电网络的发展，蔚 来旗下fir e fl y萤火虫品牌后续开发的新车型将适时导入宁德时代巧克力换电标准和网络。 此外，双方还将联合推动换电技术国家标准的制定和推广，促进跨品牌、跨车型电池兼容；共同构建"电池研发-换电服务-电池资产管 理-梯次利用-材料回收"全生命周期闭环，助力新能源汽车全产业链安全降本增效。 在李斌看来，这次合作标志着换 ...

" 高调调整、低调裁员。 " 作者丨韦艳娇 编辑丨相辉 雷峰网获悉，上周蔚来对UR Fellow（售后客户服务 ）、PT能源部门、NIO House运营、售后门店等多 部门及终端销售团队进行了不同程度的裁员调整，提供赔偿及调岗等裁员方案。 此次裁员计划的重心除锁定在销售团队外，还将矛头指向了一直以来内部最重视的服务板块，涉及UR Fellow部门、NIO House、售后门店等售后服务部门。 多位知情员工表示此次裁员比例应该在10%左右，不同地区会有一定差异。上海地区的UR Fellow部门团 队总人数为80人左右，此次裁员优化掉7至8人，裁员比例在10%，而深圳地区的UR Fellow团队裁员比 例达到50%，部分被撤裁员工离开后已入职到目前正在建设用户服务的小米汽车。 蔚来员工对雷峰网表示，此次裁员的流程非常迅速，部分接受n+1赔偿方案的员工从通知到完成交接，仅 过了20分钟。 01 蔚来瘦身，乐道合并 此次裁员的核心原因或许可以归结为：组织架构冗余、人效比低。 UR Fellow部门作为蔚来的售后关系部 门，也是蔚来车主售后服务输出的核心部门，该部门员工直接对接蔚来车主，并在车主用车过程中提供持 续服务 ...

这种产品标准化的理念也不断在各个领域复现。20 年前中国电商产业还没有造出 "集装箱"，淘宝网在上 线前 5 个月没有发生一笔交易。当时的电商用户还在纠结一个很基础的问题：到底是买家付钱，还是卖家 先发货。支付宝用一套标准化的担保交易系统，解决了卖家和买家的信任问题。 "没有集装箱，就没有全球化。" 美国经济学家马克·莱文森（Marc Levinson）在《集装箱改变世界》一书 中如此评价集装箱给现代世界带来的变化。 现代运输系统是经济全球化的基础，而这一系统的核心是集装箱。这个不起眼的铁箱子既能安置于火车之 上，也可装载于卡车与轮船之中。在集装箱出现之前，沃尔玛不会开遍全球。集装箱出现之后，货运成本 变得如此便宜，东半球的产品运抵纽约销售，其价格竟可以低于纽约近郊本土生产的成本。 集装箱成功的关键在于，实现了产品的标准化，并以此构建起了一整套完备且高效的运输体系——不仅仅 在于它是什么，更在于它怎样被使用，背后的运输体系如何建立。 换电给行业提供了一种更高效的运行方式。 这套系统陆续衍生出了一套完整的信用体系。十余年后，其构建的生态近乎覆盖线上支付的每个角落，早 已突破 "买家卖家" 的交易双方界限，进而演 ...