Core Insights - The interview with Wei Jianjun, Chairman of Great Wall Motors, reveals the company's strategy to navigate the challenges in the Chinese automotive market, emphasizing a shift from chaotic competition to value-based competition [5][23]. Group 1: Market Context - In 2025, the Chinese automotive market is experiencing an 8% year-on-year increase in passenger car sales, but industry profit margins have dropped to 5.1%, the lowest in five years, due to issues like excessive marketing and homogenized competition [1][5]. Group 2: Company Strategy - Wei Jianjun advocates for a long-term approach to overcome market challenges, encapsulated in the principle of "integrity and conscientious manufacturing," which serves as a guiding star against industry volatility [6][8]. - The company has committed over 10 billion yuan in R&D for three consecutive years, with a projected R&D investment ratio of 5.2% in 2024, positioning it among the leaders in domestic automotive R&D [8][9]. Group 3: R&D and Innovation - Great Wall Motors has established a robust R&D framework, including advanced facilities like the environmental wind tunnel and Asia's largest independent safety testing lab, reflecting its commitment to high-quality vehicle development [9][10]. - The company has a team of 23,000 engineers and has applied for nearly 50,000 patents, with over 30,000 granted, of which more than 40% are in the field of new energy [8][12]. Group 4: Global Expansion - Great Wall Motors has established three full-process bases in Thailand and Brazil, along with KD factories in Ecuador, and has over 1,400 overseas service channels, achieving cumulative overseas sales of over 2 million vehicles [10][12]. - The company's global strategy focuses on comprehensive output of technology, industry, and services, with overseas sales projected to reach 454,100 units in 2024, marking a 44.61% year-on-year increase [12][21]. Group 5: Value Principles - The company adheres to the "Four Not to" principles, which include respecting capital, valuing users, maintaining ethical standards, and protecting the industry ecosystem, aiming to reject short-term profit temptations [15][16]. - These principles are operationalized through a "user value audit" mechanism, ensuring that new vehicles meet rigorous real-world testing standards before market release [15][16]. Group 6: Strategic Framework - The "Four Modernizations Strategy" includes equal emphasis on fuel and electric vehicles, diversification of new energy sources, and strategic globalization, which are not isolated but interconnected approaches to enhance competitiveness [16][18]. - The company aims to ensure that fuel and electric vehicles meet the same quality standards, which has led to growth in a declining fuel vehicle market [18][20]. Group 7: Future Outlook - Wei Jianjun expresses optimism for the future of the automotive industry in China, suggesting that with perseverance, the country could emerge as a leading automotive power in 20 years [23].

9月27日晚，在央视财经《对话》节目中，长城汽车（601633）董事长魏建军首次披露长城汽车超级跑 车产品的推出规划。据他透露，长城汽车将在明年年底推出一款超级跑车。 2025年，中国汽车市场仍存在诸多需要面对的问题。在这样的背景下，长城汽车仍有底气进击新赛道， 底气在何处？ 在节目中，魏建军多次强调要回归价值创造本质，强调用诚信和良心造车。"扎根汽车产业这么多年， 我们在外部看都是比较轴。我们考核市场只有一个考核指标，就是用户满意度，我觉得我们（做到这一 点）就做到了良心。" 为了实现这个目标，长城汽车在研发上持续投入、对安全"锱铢必较"甚至为0.1秒的差别持续投入了二 十年，对产品质量严格把控、在全球市场上持续精心布局。同时，长城汽车以"四不为"为行为基底， 以"四化战略"为进击方法，逐渐构筑了独特的增长引擎和护城河，这或许就是长城汽车的底气所在。 投3亿，只建一个"呼风唤雨"的地方？ 站在长城汽车的环境风洞试验室前，魏建军将这一看上去平平、实则需要"奢侈"投入的试验室历史娓娓 道来：2015年建立、投入3个多亿、能模拟雪雾、赤道光照和各种动态情景，目前在国内仅有测试机构 拥有类似的试验室。主持人精辟地评 ...

Core Insights - Great Wall Motors plans to unveil its supercar model by the end of 2026, a project that has been in development for four to five years under the direct supervision of Chairman Wei Jianjun [1][3] - The supercar's prototype has been completed, and the company is actively seeking suppliers with experience in ultra-luxury brands to assist in building its BG brand [3][5] - Wei Jianjun emphasizes a strategic focus on small electric vehicles for urban use, while advocating for hybrid models for larger vehicles, indicating a clear direction for the company's product lineup [3][4] Group 1 - The supercar project has been personally overseen by Chairman Wei Jianjun, with the prototype already completed [1] - Great Wall Motors is conducting a tender for suppliers to assist in the development of its ultra-luxury BG brand [3] - The company aims to create a true supercar, moving beyond just market survival [1] Group 2 - Wei Jianjun advocates for small electric vehicles as city cars, while promoting hybrid models for larger vehicles, reflecting a strategic product differentiation [3][4] - The Ora brand is expected to focus on A0 and A-level pure electric vehicles, aligning with the company's vision for electric mobility [4][5] - Great Wall Motors has set a "four modernization strategy" aimed at global expansion and product diversification, with a significant portion of sales coming from overseas markets [5]

Core Viewpoint - The article discusses the rapid development of the new energy vehicle (NEV) industry in China, highlighting the need for "oil-electric equality" to address the tax and subsidy disparities between fuel and electric vehicles, as proposed by Wei Jianjun, Chairman of Great Wall Motors [1][2][3]. Summary by Sections New Energy Vehicle Development - From 2009 to 2019, China's subsidies for NEVs exceeded 100 billion yuan, leading to significant growth in the sector [1]. - By 2024, NEV retail sales are projected to reach 10.899 million units, with a penetration rate of 47.6%, which has surpassed 55% as of August this year [1]. Tax and Subsidy Disparities - Fuel vehicle owners face higher tax burdens, with taxes approximately 15% more than those for NEV owners [1]. - The automotive industry is increasingly advocating for oil-electric equality to create a fairer competitive environment [3]. Great Wall Motors' "Four Modernizations" Strategy - Wei Jianjun introduced the "Four Modernizations" strategy, which includes: 1. Pan-internal combustion engine development 2. Diversification of new energy sources 3. Oil-electric equality 4. Strategic globalization [2][3]. Importance of Oil-Electric Equality - Achieving oil-electric equality is crucial for fair development between fuel and NEVs, reducing tax burdens on fuel vehicle owners and promoting healthier market dynamics [3]. - The strategy aims to address the diverse demands of global markets by developing various power systems, including pure electric, hybrid, and hydrogen vehicles [3]. Hi4 Technology System - Great Wall Motors has developed the Hi4 technology system, which integrates high-efficiency engines, transmissions, and electric drives, offering a complete hybrid ecosystem [4]. - The Hi4 system is designed to meet different market needs, with specific models for various vehicle types, including compact SUVs and off-road vehicles [4]. Globalization Strategy - Great Wall Motors is implementing the "ONE GWM" brand strategy to adapt to different international markets, focusing on localized product development [5]. - The company has established a presence in multiple countries, with over 400,000 units of overseas production capacity and sales channels in more than 170 countries [8]. Financial Performance - In Q2 2025, Great Wall Motors reported revenue of 52.316 billion yuan, a year-on-year increase of 7.72%, and a net profit of 4.586 billion yuan, up 19.42% [8][9]. - NEV sales reached 97,900 units, reflecting a growth of 38.69%, while overseas sales also showed steady growth [9].

Core Viewpoint - The automotive industry is currently facing intense competition, leading to unhealthy practices that obscure the essence of car manufacturing and genuine user needs [1] Group 1: Company Values and Principles - Great Wall Motors emphasizes the importance of integrity and conscience, adhering to principles such as respecting capital without being controlled by it, valuing users without excessive marketing, and maintaining a bottom-line mindset [5][7] - The company aims to break away from follow-the-leader competition by promoting technological integration and a global strategy, thereby reshaping its value chain [7] Group 2: Technological Investment and Innovation - Great Wall Motors has invested over 10 billion in R&D for three consecutive years, with a projected R&D investment ratio of 5.2% in 2024, and has developed key technologies such as the 4.0T V8 engine and Coffee OS 3.0 [8][12] - The company has established advanced testing facilities, including China's first dedicated automotive wind tunnel, to ensure product safety and performance [9][11] Group 3: Safety and Compliance - Great Wall Motors prioritizes safety as a non-negotiable standard, achieving multiple five-star safety ratings from C-NCAP, EuroNCAP, and A-NCAP, and establishing a global safety compliance chain [11] Group 4: Global Market Strategy - The company has transitioned from a product export model to an "ecological overseas" model, focusing on R&D, production, supply, sales, and service [12] - Great Wall Motors is implementing a "four modernization strategy" to address diverse global market demands, including equal emphasis on fuel and electric power, and a comprehensive approach to energy sources [14][15] Group 5: Future Vision and Commitment - The company is committed to a global strategy, aiming to integrate into international markets and adapt to local policies while promoting its brand [17] - Great Wall Motors believes in the potential for China to evolve from a major automotive manufacturer to a strong automotive power, emphasizing the need for sustained effort and innovation [17]

在"卷价格""卷配置"成为行业常态的当下，中国汽车产业竞争下半场究竟路在何方？在最新一期央视财 经《对话》栏目中，长城汽车董事长魏建军指出，车企必须回归制造本质，摒弃追求短期效应。 35年积淀，基于深刻的市场洞察，长城汽车提出以"泛内燃机化、新能源多元化、油电平等化、战略全 球化"为核心的"四化战略"，以"长期主义"对抗"短期投机"。 这种"长期主义"并非消极等待，而是一种基于深度产业洞察的主动布局。它要求企业管理者具备抵抗行 业噪声的强大内心，将资源持续投入于核心能力的构建，而非被动地跟随市场热点左右摇摆。 01 内燃机再"进化" 长城汽车提出的"泛内燃机化"，似乎在证明，内燃机在低碳时代依然拥有强大生命力。2025年，在新能 源车快速扩张的背景下，燃油车市场并未持续萎缩，反而展现出企稳，甚至阶段性增长的趋势。 中国汽车工业协会发布的数据，2025年8月，国内传统燃油乘用车销量达到90.2万辆，同比增幅高达 13.5%。这并非偶然的月度波动，而是燃油车市场销量连续第三个月保持增长。 有业内人士指出，这一市场数据的背后，是庞大存量用户的基础性需求、特定使用场景（如长途出行、 偏远地区货运）对可靠性的要求，以及 ...

Core Viewpoint - The article highlights the strategic transformation and growth of Tianyoude Liquor during China's 14th Five-Year Plan, emphasizing its proactive approach to adapt to industry changes and enhance brand value through innovation and market expansion [1][15]. Group 1: Industry Context - The liquor industry in China is undergoing a profound structural adjustment and a period of stock competition during the 14th Five-Year Plan [1]. - Tianyoude Liquor, rooted in the Qinghai-Tibet Plateau, is responding to these changes with forward-looking strategic layouts [1]. Group 2: Company Transformation - In 2022, the company rebranded from "Qingqing Barley Wine" to "Tianyoude Liquor," reflecting a five-year transformation from a regional player to a national brand [1][5]. - The company has expanded its product range from low-priced bare-bottle liquor to high-end products priced in the thousands [1]. Group 3: Raw Material and Supply Chain - Since its A-share listing in 2011, the company has established a unique "order agriculture + self-built base" model, creating 250,000 acres of barley planting bases [4]. - The company has purchased 347,800 tons of barley, with procurement exceeding 1 billion yuan, benefiting thousands of farming families [4]. Group 4: Brand and Product Development - The brand name change signifies a strategic upgrade aimed at breaking regional boundaries and enhancing national market presence [5]. - The "Guozhide Zhen Nianfen" series has become a key product for entering the high-end market, certified by the China Alcohol Industry Association [6]. Group 5: Market Strategy - The company targets the mid-range market with products priced between 150-200 yuan, while maintaining a stable base with classic products [7]. - New product innovations include lemon-flavored barley liquor and barley whiskey, expanding the product line and appealing to diverse consumer preferences [7]. Group 6: Research and Development - Cumulative R&D investment has exceeded 120 million yuan during the 14th Five-Year Plan, with a significant increase from 21.07 million yuan in 2021 to 37.77 million yuan in 2024 [8]. - The establishment of research platforms, including the China Barley Wine Research Institute, supports technological innovation [9]. Group 7: International Expansion - The company has successfully entered the U.S. market with its Tashi barley liquor and Tibetu barley whiskey, marking a significant milestone for Chinese barley liquor [10]. - The company has developed a complete operational system in North America to support its international strategy [10]. Group 8: Social Responsibility - The company has developed high-value products from barley waste, contributing to a circular economy and exploring green transformation paths [13]. - Through initiatives like the "Barley Education Assistance Program," the company has donated over 10 million yuan to support students from remote areas [14]. Group 9: Future Outlook - The company has achieved a 19.07% increase in revenue and a 79.23% increase in R&D investment, indicating strong growth and innovation [15]. - The implementation of the "Four Transformations" strategy is expected to open new growth avenues and enhance competitive barriers [16].

Core Viewpoint - The company, Qinghai Huzhu Tianyoude Barley Wine Co., Ltd., is experiencing a significant decline in revenue and net profit, continuing the downward trend from 2024, with its newly established "Four Modernizations" strategy yet to show results [1][2][4]. Group 1: Financial Performance - In the first half of 2025, the company's revenue decreased by 11.24% to 674 million yuan, and net profit fell by 35.37% to 51.46 million yuan [2][4]. - Revenue from barley wine priced above 100 yuan was 299 million yuan, down 10.19%, while revenue from barley wine below 100 yuan was 271 million yuan, down 11.44% [2]. - The company's main market in Qinghai generated 461 million yuan, a decrease of 8.49%, while revenue from outside Qinghai was 198 million yuan, down 17.18% [2]. Group 2: Strategic Initiatives - The company aims to solidify its core markets in Xining, Lanzhou, and Lhasa while accelerating development in Shanxi, Shaanxi, and Henan, as part of its "Four Modernizations" strategy [2][10]. - The strategy includes focusing on county-level markets, internationalization, youth engagement, and terminal market development, with an emphasis on introducing light bottle and 100-yuan boxed wine products [1][3][10]. - The appointment of veteran executive Lu Shuilong as vice president is intended to enhance market expansion beyond the Northwest region [5][6]. Group 3: Market Challenges - The company faces significant pressure from industry adjustments and competition, particularly in the context of a declining high-end product market [1][4]. - The "Four Modernizations" strategy is seen as practical but challenging, as the company struggles to leverage its unique barley wine characteristics to gain market share [1][4]. - The company’s expansion efforts have been hampered by a lack of brand recognition and operational experience in broader markets, particularly in the face of competition from established brands [10][14]. Group 4: Product Line and International Ventures - The company has been expanding its product line to include wines and whiskies aimed at younger consumers, but these segments have not yet proven profitable [11][12][13]. - The overseas subsidiary, OG, has consistently reported losses, raising questions about the viability of the international strategy [12][14]. - Despite the challenges, the company remains committed to its internationalization efforts, viewing them as a long-term strategic direction [13][14].

Financial Performance - In 2024, the company achieved total revenue of CNY 59.7 billion, a decrease of 0.64% year-on-year [4] - The total profit reached CNY 6.659 billion, an increase of 0.21% year-on-year [4] - The net profit attributable to shareholders was CNY 4.989 billion, down 1.26% year-on-year [4] - Fresh products revenue was CNY 30.33 billion, down 2.1% year-on-year, with operating profit of CNY 440 million, down 35.6% [4] - Meat products revenue was CNY 24.79 billion, down 6.2%, but operating profit increased by 6.8% to CNY 6.65 billion [4] - Other business segments generated CNY 9.96 billion in revenue, up 10.4%, with operating profit improving [4] Strategic Initiatives - The company is implementing a "Four Modernizations" strategy and focusing on "two adjustments and one control" to enhance operational efficiency [4] - A new board of directors has been established, emphasizing marketing innovation and digital transformation [5] - The company plans to expand its network and improve sales through targeted marketing and customer engagement [6][8] Sales and Market Development - In 2025, the company aims to enhance meat product sales through specialized sales teams and a comprehensive customer network [6][8] - The company will focus on market research to align products with consumer demands across various demographics [6][8] - New product development will target health-conscious consumers with reduced salt, fat, and sugar options [12][15] Production and Operations - The company anticipates a significant increase in pig production in 2025, with improved management and cost control measures [16] - The poultry sector is expected to achieve profitability through enhanced disease prevention and production management [16] - The company plans to maintain low inventory levels for frozen products while scaling up fresh product offerings [18] Shareholder Returns - The company will continue its stable and sustainable dividend policy, ensuring returns to shareholders while supporting long-term growth [17]