Core Insights - The article highlights the challenges faced by traditional car dealers in China, with a significant increase in losses and a decline in the number of dealerships, indicating a tough market environment for them [4][5][6] - It discusses the shift towards new sales models, including direct sales and online platforms, as traditional manufacturers and new players explore innovative ways to connect with consumers [5][6][34] - The article emphasizes the importance of user-centric strategies and the need for traditional car manufacturers to adapt their sales channels to meet changing consumer preferences [28][34][56] Group 1: Traditional Dealers' Challenges - In the first half of 2025, 52.6% of car dealers reported losses, with only 29.9% achieving profitability, highlighting a dire situation for traditional dealerships [4] - A staggering 74.4% of dealers experienced price discrepancies, with 43.6% facing price drops exceeding 15% [4] - The number of 4S dealerships in China decreased by 1.9% in the first half of 2025, totaling 4,419 closures in 2024 [4] Group 2: Shift in Sales Models - The launch of the "Auto Home Mall" by Auto Home, featuring 15 brands, signifies a move towards online sales platforms [5] - The introduction of the Aion UT super by JD.com, in collaboration with GAC Group and CATL, reflects a new model for car sales and after-sales services [5] - Traditional manufacturers are increasingly open to new sales channels, indicating a shift away from the historically strong ties with dealers [5][6] Group 3: Direct Sales and User Engagement - Great Wall Motors' transition to a direct sales model for its WEY brand marks a significant change in its sales strategy, focusing on user engagement [6][8] - The "Long Wall Smart Choice" initiative aims to enhance user experience by establishing a direct connection between manufacturers and consumers [12][14] - The need for a user-centric approach is emphasized, with manufacturers urged to adapt their organizational structures and decision-making processes to better serve consumers [34][35] Group 4: New Players and Hybrid Models - New energy vehicle brands like NIO and Firefly are exploring hybrid sales models, combining direct sales with authorized dealerships to enhance market reach [42][48] - Xiaopeng Motors has initiated a "Jupiter Plan" to expand its dealer network, indicating a shift towards a more flexible sales strategy [50] - Leap Motor has established a channel strategy that balances direct sales and dealership networks, achieving significant sales growth [53]

Core Insights - JD.com, in collaboration with GAC Group and CATL, has launched the "National Good Car" Aion UT Super, priced at 49,900 yuan for battery rental and 89,900 yuan for outright purchase, significantly undercutting market expectations [1][2] - This launch marks JD.com's entry into the automotive sector, leveraging its supply chain capabilities to reshape the automotive commercial landscape and value chain [1][2][12] Company Strategy - JD.com is not manufacturing cars but is focused on empowering car manufacturers by providing a comprehensive product circulation system, including market demand insights, product definition, online channels, offline transactions, and after-sales services [2][12] - The launch of Aion UT Super completes JD.com's automotive blueprint, enhancing its ecosystem to cover the entire vehicle lifecycle from purchase to maintenance [7][12] Market Positioning - JD.com has over 700 million users, allowing it to effectively gather consumer insights through extensive surveys, which informed the development of the Aion UT Super [3][12] - The partnership with GAC and CATL ensures high product quality and addresses consumer demands for battery and battery-swapping solutions [3][12] Industry Challenges - The automotive industry faces fragmented value chains, with manufacturing, sales, finance, insurance, and after-sales services operating as isolated entities, leading to a disjointed consumer experience [6][14] - Traditional car manufacturers struggle to respond quickly to market demands due to lengthy R&D cycles, resulting in a lack of innovative products that meet consumer needs [2][6] Supply Chain Advantage - JD.com's supply chain capabilities allow it to reduce costs and delivery times, providing a seamless one-stop shopping experience for consumers [7][12] - The establishment of delivery centers across the country aims to enhance service coverage and efficiency, allowing consumers to compare multiple brands in a shorter timeframe [12][13] Future Outlook - JD.com plans to expand its automotive offerings with additional models, aiming to create a sustainable and evolving service capability through data empowerment and ecosystem collaboration [18] - The company is positioned to inject new vitality into the automotive industry's channel transformation, leveraging its supply chain strengths to support both traditional and new car manufacturers [18][14]

Core Viewpoint - Traditional automotive giants such as BMW, Toyota, and Ford are undergoing significant channel transformations in response to the aggressive competition from domestic brands, indicating a critical shift in the automotive market landscape [2][3]. Group 1: Channel Transformation Trends - The channel transformation in China's automotive market has moved from tentative reforms to substantial progress, driven by the rapid adoption of electric vehicles and changing consumer expectations for direct sales, transparent pricing, and personalized services [3][4]. - BMW plans to abandon the traditional dealership model by 2027, aiming for full control over the sales process, where dealers will transition to service intermediaries focusing on vehicle display, delivery, and after-sales service [3][4]. - Toyota is implementing a more pragmatic approach by consolidating its dealerships to a single store per city, allowing for the simultaneous sale of multiple models and shared after-sales services, thereby reducing costs and enhancing service efficiency [3][4]. Group 2: Ford's Strategy and Market Impact - Ford's strategy involves establishing a wholly-owned sales service company to unify its sales channels in China, which aims to eliminate internal competition among dealers and maximize efficiency under a unified command [4][5]. - The channel integration has improved consumer experience by allowing customers to view multiple vehicle types in one location, thus enhancing sales opportunities for dealers and broadening their customer base [5][6]. Group 3: Common Characteristics of Channel Transformation - The automotive industry is shifting towards a "light asset, heavy operation" model, exemplified by Lincoln's plan to reduce dealership size and investment requirements significantly [5][6]. - Companies are adopting a "city-specific strategy" to optimize dealership locations based on market capacity and competition, avoiding blind expansion and ensuring resource efficiency [6][7]. - The traditional 4S dealership model is being redefined, focusing on sales and after-sales services while separating product experience and delivery processes, as demonstrated by Dongfeng Nissan's successful N7 model [6][7]. Group 4: Recommendations for Manufacturers and Dealers - Automotive manufacturers should enhance technological innovation and product competitiveness while exploring new channel models and fostering closer, mutually beneficial relationships with dealers [7]. - Dealers are encouraged to adapt to channel changes by improving service capabilities, optimizing store layouts, and expanding into used car and automotive finance businesses to diversify revenue streams [7].