每经记者｜孙磊 每经编辑｜裴健如 日前，有消息称，理想汽车将在2026年春节后推行"门店合伙人"计划，以提升门店运营效率和市场响应速度。对此，《每日经济新 闻》记者从理想汽车方面确认了该消息的真实性。 据《每日经济新闻》记者了解，在"门店合伙人"计划中，理想汽车将给予店长更大的经营决策权，并优化门店考核机制，将评价标准 从单一的销量考核升级为涵盖销量、利润和用户满意度等多个维度的综合评价体系。 视觉中国图 除此之外，记者从理想汽车方面了解到，其在后续会关闭一些能效低、扩张期铺开的门店，目前还处于评估阶段。 北方工业大学汽车产业创新研究中心主任纪雪洪告诉《每日经济新闻》记者，当汽车品牌进驻商超成为一种潮流，商超租金自然会上 升，从而推高车企或经销商的运营成本。另外，在总体客流量基本稳定的情况下，随着竞争对手增多，各品牌的转化效率往往会出现 下降。从成本角度进行综合评估，若某些商超门店出现较为明显的亏损状况，则退出商超就会成为必选项。 从上述车企的渠道调整来看，成本压力是新势力企业进行调整的核心要素。为降低运营成本，新势力品牌在渠道模式上的另一重要调 整是从直营模式转向代理制或经销商模式。 以小鹏汽车"木星计划" ...

不仅是新势力车企，随着中国汽车市场发生结构性转变，传统 车企的渠道也在持续调整，呈现出全新的发展态势。一场覆盖 全行业的渠道变革已然上演。 作者：周菊 封图：图虫创意 近日，理想汽车对销售渠道进行调整，计划在2026年上半年关闭约100家效益较低的零售门店， 部分一二线城市商超核心地段的门店也在其中。尽管理想汽车回应称，仅会调整关闭少量低效门 店，"关闭100家门店"系不实信息，但新势力车企调整缩减销售渠道已成为一个显著的行业现 象。 除了理想汽车，特斯拉、小鹏及蔚来等企业也有类似的渠道收缩举动。2025年，蔚来整合旗下三 个品牌的渠道和服务，乐道和萤火虫的车辆在蔚来NIOHouse展示销售，并关闭了部分商超门店； 广汽融合旗下埃安和昊铂两个新能源品牌的渠道；特斯拉减少了一线城市商超体验店数量，在传统 汽车商圈增设更多传统4S店形态的销售网点；小鹏早在2023年就推进"木星计划"，关闭经营不 善、效率低下的直营门店，扩大授权经销商规模。"这标志着新势力已经从'跑马圈地'进入'精耕细 作'期。这个变化的核心是商业逻辑变了，以前烧钱换流量，现在必须算细账。高昂租金换不来销 量就是浪费，车企开始回归商业本质，砍掉低 ...

Core Viewpoint - In 2025, the Chinese automotive industry is at a historic turning point, with the penetration rate of new energy vehicles exceeding 50%, marking a shift towards a high-quality development phase characterized by a balance between traditional and electric vehicles [2][16]. Group 1: Industry Transformation - The automotive channel system is undergoing unprecedented restructuring, shifting from scale expansion to integration optimization, model innovation, and deepening market penetration [2][16]. - The era of merely pursuing the number of outlets has ended, with a focus on quality improvement and efficiency optimization becoming the core issues [2][3]. - The automotive channel transformation is clearly presenting three major trends: lightweight, hybrid, and downward expansion, aimed at addressing high costs and low efficiency in the industry [2][3][11]. Group 2: Lightweight Trend - The traditional heavy asset 4S stores are facing high rent and inventory pressures, prompting automakers to explore lightweight outlet models [4][19]. - Lincoln China's "Spark Plan" serves as a benchmark for lightweight transformation, significantly reducing single-store investment from 20-30 million yuan to 4 million yuan, leading to a 40% decrease in dealer operating costs [4][18]. - The optimization of profit structure in lightweight stores allows after-sales profits to fully cover operating costs, enhancing profitability [4][18]. Group 3: Hybrid Trend - The trend of channel hybridization, which began in 2024, continues to deepen in 2025, with brands exploring flexible combinations of direct sales, agency, and authorization models [7][21]. - NIO is cautiously adopting a hybrid approach, allowing local agents to manage market operations while maintaining brand control [7][21]. - BYD's Tengshi and Fangchengbao brands are implementing a dual-track system of direct sales and authorization to enhance channel efficiency [8][22]. Group 4: Downward Expansion Trend - The trend of channel downward expansion is accelerating, with significant sales growth in lower-tier cities, reflecting a clear shift in the automotive consumption market [11][25]. - Leap Motor's strategy of lowering the price of main models to the 150,000 yuan range has led to a 113.42% year-on-year increase in deliveries, with over 60% of sales coming from lower-tier markets [11][25]. - Third-party involvement, such as JD Auto's collaboration with GAC and CATL, is creating new models for the lower-tier market, significantly reducing the purchase threshold [12][26]. Group 5: Efficiency Revolution - The core of channel transformation is an efficiency revolution, focusing on serving more users at lower costs [12][26]. - The automotive channel is undergoing structural reshaping through lightweight, hybrid, and downward expansion trends, but the evolution of channels is far from over [12][26].

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].