Core Insights - BYD's decision to discontinue the Song PLUS model marks a significant restructuring of its product line and brand system, aiming to streamline operations and enhance efficiency in response to fierce competition in the new energy vehicle market [3][4][6] - The Song PLUS has been a legendary model for BYD, achieving cumulative sales of approximately 450,000 units in 2022, which accounted for over half of the total sales of the Ocean Network [6][8] - The introduction of the Sea Lion 06, a direct successor to the Song PLUS, has led to a significant shift in market dynamics, with the Sea Lion 06 selling over 30,000 units in its first month, while the Song PLUS sales dropped to around 10,000 units [8][10] Product Strategy - BYD is focusing on resource allocation and efficiency by simplifying its product versions and adjusting its model plans, which includes the discontinuation of overlapping products [3][10] - The Song PLUS was initially launched in 2020 as a fuel vehicle to fill a market gap, later introducing a plug-in hybrid version in 2021, which contributed to its early success [4][6] - The Ocean Network's product lineup has been restructured to include five series: Sea Gull, Dolphin, Sea Leopard, Sea Lion, and a planned MPV series, indicating a strategic shift towards more distinct product offerings [8][10] Market Positioning - The competitive landscape has evolved, with BYD now facing rivals that offer lower prices, higher configurations, and faster iterations, necessitating a clearer product definition to avoid consumer confusion [12] - BYD's strategy includes reducing the frequency of new model launches in favor of upgrading existing models, which aligns with the upcoming tax exemption policies set to take effect in 2026 [10][12] - The independent and unified branding of the Ocean Network is seen as a crucial first step in BYD's product-level adjustments, moving away from merely increasing the number of models to enhancing brand clarity [12]

Core Viewpoint - The discussion highlights the contrasting approaches of Xiaomi and Huawei, emphasizing that their differences stem from their organizational structures, team compositions, and strategic focuses rather than merely their founders' backgrounds [2][3][12]. Group 1: Company Backgrounds - Lei Jun of Xiaomi is characterized as an engineer-turned-entrepreneur, while Yu Chengdong of Huawei is seen as a sales-oriented leader deeply embedded in market operations [3][14]. - Xiaomi's engineering team focuses on consumer perception and user experience, while Huawei's engineers concentrate on building a robust and irreplaceable technology system [15][17]. Group 2: Research and Development Investments - In 2024, Xiaomi employed 21,190 R&D personnel, accounting for 48.6% of its total workforce, with R&D expenditure reaching 24.1 billion yuan, a 25.9% increase year-on-year, representing 6.6% of its revenue [6]. - Huawei, by the end of 2024, had 113,000 R&D staff, making up 54.1% of its workforce, with R&D spending of 179.7 billion yuan, which is 20.8% of its total revenue, and cumulative R&D investment exceeding 1.24 trillion yuan over the past decade [8]. Group 3: Patent and Innovation - Xiaomi holds over 42,000 global patents, with more than 1,000 in the automotive sector, and ranks among the top ten globally for essential 5G patents for three consecutive years [6]. - Huawei has over 150,000 global effective patents and led the world with 6,600 patent applications in 2024 [8]. Group 4: Market Positioning and Strategy - Xiaomi's approach is consumer-driven, focusing on market capacity and product aesthetics, while Huawei emphasizes its underlying technological capabilities, integrating its self-developed 5G, chips, and operating systems into its products [12][14]. - The fundamental difference lies in their business models: Xiaomi aims for short-term consumer satisfaction, while Huawei invests in long-term technological advancements [17].