Core Viewpoint - The legal dispute between Xinjingda and Geely highlights the survival anxieties faced by both automakers and suppliers in the electric vehicle industry, revealing three major issues: the restructuring of power dynamics in the supply chain, profit distribution in the automotive manufacturing industry, and the balance among consumers, automakers, and suppliers [1][21]. Group 1: Restructuring of Power Dynamics in the Supply Chain - The automotive industry has witnessed a shift in power dynamics, where suppliers now hold significant influence, contrasting with the past when automakers dominated the market [21][23]. - Data indicates that by Q4 2025, the domestic market for power battery installations is expected to grow by over 10%, with leading companies like CATL and BYD operating at over 70% capacity utilization, while second-tier manufacturers struggle with utilization rates below 30% [3][21]. - The inability of battery manufacturers to meet the demands of new energy vehicle companies signifies a loss of the traditional dominance held by automakers, leading to suppliers gaining absolute power [23][24]. Group 2: Profit Distribution in the Automotive Manufacturing Industry - The balance of profit distribution has been disrupted in the new energy era, where suppliers have gained more leverage and are now able to demand a larger share of profits, breaking the previous equilibrium [6][24]. - Historically, during the fuel vehicle era, automakers maintained a harmonious relationship with suppliers by allowing reasonable profit margins, but this balance has been upset in the current market [6][24]. - The shift to a competitive market has forced automakers to lower prices to maintain competitiveness, significantly reducing their profit margins [6][24]. Group 3: Balance Among Consumers, Automakers, and Suppliers - The new automotive era necessitates a reevaluation of the balance among consumers, automakers, and suppliers, as consumer expectations for value must align with the realities of market competition and supplier power [30][31]. - Successful examples of vertical integration in the industry, such as those by Geely and BYD, demonstrate the effectiveness of combining production capabilities from batteries to intelligent driving systems to enhance product competitiveness [31][33]. - Collaborative models, like those seen with Huawei's HarmonyOS, illustrate the potential for deep partnerships between suppliers and automakers to create high-quality products that meet consumer demands [31][35].