Core Viewpoint - A recent incident involving a Chery vehicle sliding and crashing into a guardrail while attempting to climb the Tianmen Mountain escalator has sparked significant public discussion, raising concerns about the appropriateness of high-risk commercial tests in public scenic areas [2][6]. Group 1: Incident Details - A video showing a yellow Chery Fengyun X3L losing control and crashing into a guardrail while climbing the Tianmen Mountain escalator has gone viral [2]. - The incident resulted in damage to some scenic area structures, and the escalator was closed for two hours following the event [2]. - Fortunately, there were no injuries reported, and there was no damage to the natural environment [6]. Group 2: Company Response - Chery Automobile issued an apology, stating that the direct cause of the accident was the unexpected detachment of a safety protection rope's fixed point, which led to the vehicle sliding and hitting the guardrail [6]. - The company acknowledged insufficient risk assessment and oversight of details, promising to fully repair the damages and take responsibility for compensation [6]. Group 3: Public and Industry Reaction - The marketing activity was intended to replicate Land Rover's 2018 challenge of the escalator, but it has faced criticism regarding the reasonableness of conducting high-risk tests in a public scenic area [6]. - Tianmen Mountain, as a national 5A scenic area, holds multiple values including ecological protection and cultural heritage, suggesting that public interest should take precedence [6]. - Critics argue that the test's relevance is limited, as the target users of the urban SUV are more concerned with fuel efficiency, space, and smart features rather than extreme climbing capabilities [6].

Core Viewpoint - Chery Automobile's recent marketing stunt at Tianmen Mountain has raised significant public concern and criticism regarding the brand's marketing strategies and the potential risks associated with such high-stakes promotional activities [2][3] Group 1: Incident Overview - On November 13, Chery Automobile issued an apology acknowledging that the extreme challenge test of the Fengyun X3L at Tianmen Mountain resulted in damage to some guardrails due to equipment failure, and the company committed to repair and compensation [2] - The event was intended to showcase the vehicle's performance in a unique way, similar to previous successful challenges by Land Rover, but it ultimately backfired [2] Group 2: Brand and Consumer Impact - The incident has not only damaged Chery's brand image but also led to consumer skepticism regarding product safety, creating a counterproductive effect to the intended marketing goals [3] - The damage to the guardrails represents a visible loss, but the more insidious harm lies in the erosion of public trust in the Tianmen Mountain brand, as it is perceived that corporate interests are prioritized over public welfare [3] Group 3: Industry Context - Chery's marketing approach is not an isolated case; the automotive industry has seen a rise in extravagant marketing tactics, often reflecting a deeper issue of innovation stagnation and growth anxiety amid fierce competition [3][4] - The focus on flashy marketing can detract from the core values of product quality, safety performance, and user experience, which are ultimately what consumers prioritize [4][5] Group 4: Future Implications - The automotive industry should view the Tianmen Mountain incident as a catalyst for reflection on marketing strategies, encouraging a shift back to product-centric approaches that emphasize technological innovation, quality improvement, and customer satisfaction [5]

Core Viewpoint - The automotive industry is experiencing a "year-end sprint" as 2025 approaches, with companies employing unconventional marketing strategies to capture consumer attention amidst a crowded market [4][5]. Group 1: Innovative Marketing Strategies - Mercedes-Benz collaborated with McDonald's to promote the new electric CLA by transforming the car into a "giant hamburger" and using youth-oriented language in their campaign [6][8]. - Chery Jetour's G700 made headlines by successfully crossing the Yangtze River, showcasing its capabilities and significantly boosting brand visibility, with over 15,717 orders within 24 hours of its launch [10][12]. - GAC Group partnered with JD.com for a promotional event leading up to Double Eleven, generating significant buzz and engagement through a blind auction that attracted over 23,000 bids [14][18]. Group 2: Celebrating Milestones - FAW-Volkswagen celebrated the production of its 30 millionth vehicle with a month-long marketing campaign, including a cultural festival and promotional offers that attracted around 130,000 participants [16][20]. - The success of FAW-Volkswagen's campaign highlights the importance of integrating celebration with promotional activities to maximize brand value [20]. Group 3: Unique Brand Engagement - Leap Motor's 61-year-old sales representative gained widespread admiration, leading to the launch of a training program that emphasizes the brand's commitment to employee empowerment and customer connection [21][23]. - Avita introduced a unique dining experience in its showrooms, offering high-quality meals to visitors, aiming to enhance customer engagement and brand perception [35][37]. Group 4: Product Testing and Globalization - Avita and Great Wall Motors are conducting extreme environment tests in Antarctica to validate their vehicles' performance, addressing the growing demand for adaptability in various climates [25][30]. - This focus on rigorous testing reflects the industry's shift towards ensuring product reliability in diverse global markets [30]. Group 5: Addressing Safety Concerns - Multiple incidents of vehicle fires in October raised safety concerns across the industry, with Li Auto taking proactive measures by recalling over 11,000 vehicles to address identified issues [41][45]. - The response from Li Auto contrasts with the silence from other brands, highlighting the importance of transparency and accountability in maintaining consumer trust [45].

Core Viewpoint - The market's expectations for JD's new car seem overly optimistic, with a recent auction for the "National Good Car" reaching a staggering price of 78.193399 million yuan, indicating a significant marketing strategy rather than a focus on product quality [3][5][12]. Group 1: Marketing Strategy - JD's auction strategy involved a starting bid of 1 yuan and a maximum bid increment of 4,490 yuan, with a 100 yuan deposit required, showcasing an innovative approach to engage consumers [11]. - The auction attracted over 23,000 bids, demonstrating the effectiveness of creating a social event around the car launch, which is crucial in the internet age [5][6]. - JD's marketing approach contrasts with traditional car marketing by allowing consumers to participate actively, transforming them into creators of the event rather than passive recipients of information [29]. Group 2: Product and Collaboration - The new car, developed in collaboration with GAC and CATL, is set to be officially announced on November 9, with test drives starting at the end of October [13][16]. - JD's role is primarily as a sales platform, leveraging its extensive user data to match consumer needs effectively, while GAC handles manufacturing and CATL provides advanced battery technology [16][30]. - The car is positioned in the competitive price range of 100,000 to 120,000 yuan, with features such as a range of 401-600 km and a quick battery swap time of 99 seconds, enhancing its market appeal [16][17]. Group 3: Industry Implications - JD's entry into the automotive market signals a shift in how cars are marketed, focusing on the entire lifecycle of car ownership rather than just the sale [31]. - The collaboration model allows JD to act as a resource integrator, which could lead to a more efficient automotive ecosystem, contrasting with traditional car manufacturers who may struggle with all aspects of production and sales [30][32]. - The success of JD's automotive venture could redefine its business model from an e-commerce company to an ecosystem-driven technology company, highlighting the importance of supply chain capabilities in adapting to the automotive industry [33].

Core Insights - The automotive marketing landscape is shifting from CEO-led promotions to celebrity endorsements, raising discussions about the effectiveness and risks associated with this strategy [1][2] - The increasing competition and product homogeneity in the electric vehicle market are making marketing more challenging for automakers [1][3] Group 1: Marketing Strategies - The trend of using celebrities for car promotions aims to leverage their fan base and media attention to enhance visibility and discussion around new vehicle launches [2] - However, the conversion of celebrity endorsements into actual sales is uncertain, as seen in cases where celebrity scandals negatively impacted brand image [2][3] - The high costs associated with celebrity endorsements and advertising are often passed on to consumers, suggesting that automakers might benefit from reducing prices instead of investing heavily in celebrity marketing [3] Group 2: Consumer Behavior - Modern consumers are more informed and can easily compare vehicle specifications, prices, and reputations, making it crucial for automakers to focus on product quality and performance [3] - The essence of market competition lies in resource allocation and value creation, indicating that automakers should prioritize technological advancements and quality improvements over celebrity endorsements [3]

Core Viewpoint - The article highlights various marketing strategies and initiatives taken by different automotive brands in China during September 2025, showcasing how they leverage significant events and collaborations to enhance brand visibility and consumer engagement [4][5][6]. Group 1: Red Flag's Marketing Strategy - Red Flag's actions during the 93rd National Day parade included returning nearly 80 ceremonial cars to their owners, accompanied by a thank-you letter and a detailed vehicle inspection, which fostered a sense of pride among car owners [4][5]. - The brand's approach of combining emotional marketing with tangible actions has created a strong connection between the owners and the Red Flag brand, setting it apart from competitors who also attempted to capitalize on the event [5][6]. Group 2: Deep Blue's Brand Positioning - Deep Blue launched a promotional video titled "Running Chinese Cars," which honored 27 automotive brands while subtly positioning itself, emphasizing the collective growth of the Chinese automotive industry [6][9]. - The marketing strategy reflects a shift from aggressive competition to a more collaborative approach, aligning with the brand's new identity as a state-owned enterprise [9][10]. Group 3: Zeekr's Global Outreach - Zeekr hosted a "Global First Luxury Electric Car Diplomat Experience" event, inviting diplomats from 40 countries to experience its vehicles, aiming to establish a strong association with luxury and enhance its global presence [11][12]. - The event generated significant online engagement, with related topics on social media reaching over 210 million views, indicating a successful branding effort [14]. Group 4: NIO Day 2025 - NIO Day 2025 focused on the theme of "Growth," involving extensive user participation in creating a song and documentary, which reflects the brand's commitment to community and user engagement [15][17]. - The event was strategically timed to address year-end sales pressures and improve brand perception amidst challenges faced earlier in the year [17][18]. Group 5: Lantu's Cultural Integration - Lantu's "Era Fashion Night" showcased its vehicles in a culturally rich setting, emphasizing the integration of Chinese aesthetics with modern technology, aiming to establish a unique brand identity [19][20]. - The event highlighted Lantu's commitment to creating a luxury brand that resonates with Chinese cultural values, which is crucial in a competitive high-end market [22]. Group 6: Li Auto's Brand Evolution - Li Auto announced a partnership with celebrity Yi Yangqianxi, marking a shift in its marketing strategy from product-driven to a dual approach that includes brand ambassadors to attract younger consumers [23][26]. - This change comes in response to declining sales and aims to reposition the brand in the eyes of a younger demographic, enhancing its appeal [26][27]. Group 7: Leap Motor's Innovative Collaboration - Leap Motor collaborated with IKEA for a pop-up event, focusing on the concept of "space" in automotive design, which aligns with contemporary consumer preferences for lifestyle-oriented products [28][31]. - The event successfully increased foot traffic and sales, demonstrating the effectiveness of experiential marketing in the automotive sector [31]. Group 8: Great Wall's Endurance Race - Great Wall Motors' founder participated in a challenging endurance race, showcasing the reliability of its vehicles and reinforcing the brand's commitment to quality and performance [32][36]. - This hands-on approach by the founder enhances brand credibility and connects with consumers on a personal level, promoting a culture of adventure and resilience [36][37]. Group 9: BYD's Youth Engagement - BYD's "I Di New Generation 2025" event aimed to reshape its image by highlighting the talents of its young employees, fostering a connection with the younger audience [38][41]. - The initiative reflects BYD's strategy to engage with younger consumers through innovative and entertaining formats, moving away from traditional marketing methods [41]. Group 10: Xiaomi's Strategic Shift - Xiaomi's founder delivered a speech outlining the company's strategic shift towards becoming a "hardcore technology company," aiming to redefine its market position amidst challenges in the automotive sector [42][45]. - The speech, however, faced criticism for lacking substance and failing to address product-related issues, which negatively impacted investor confidence [45][46].

Group 1 - The chairman of Great Wall Motors, Wei Jianjun, criticized the exaggerated marketing tactics of car companies, stating that such behavior is not sustainable and often misleading [1] - Wei emphasized the importance of establishing a correct value system within the company to ensure steady and solid growth, indicating that executives would face consequences for over-exaggeration during public announcements [1] - A recent joint notice from six departments aims to combat false advertising in the automotive sector, focusing on misleading claims regarding vehicle and battery performance [1] Group 2 - Great Wall Motors, along with 17 other car manufacturers, has committed to the "Payment Norms for Automotive Whole Vehicle Enterprises" initiative, ensuring timely payments to suppliers [2] - The company plans to use bank transfers and bank acceptance bills exclusively for payments, eliminating electronic voucher payments, and aims to further optimize payment processes [2] - In the latest semi-annual report, Great Wall Motors reported a revenue of 92.335 billion yuan, a year-on-year increase of 0.99%, while net profit decreased by 10.21% to 6.337 billion yuan [2]

Core Points - Deep Blue Automotive has appointed Jiang Hairong, former CMO of Honor in China, as the new president, while Deng Chenghao has been promoted to chairman. This leadership change comes amid significant backlash from existing customers over perceived price reductions on the Deep Blue S09 model [1][11] Group 1: Leadership Changes - Jiang Hairong has taken over as president of Deep Blue Automotive, aiming to address marketing shortcomings [11] - Deng Chenghao, the former CEO, has been promoted to chairman, indicating a shift in management strategy [11] Group 2: Customer Backlash - The launch of the Deep Blue S09's extended range version, which offers better battery capacity at the same price, has angered existing customers who feel this is a disguised price cut, violating the "one-year price guarantee" promised by the previous CEO [1][4][5] - Customers have expressed their dissatisfaction on social media and through complaints, demanding compensation for the depreciation of their vehicles due to the new model's enhancements [5][6] Group 3: Sales Performance - Deep Blue Automotive has struggled to meet its sales targets, with only 55.17% of the annual goal achieved by August 2023, and a significant drop in sales figures in recent months [12][13] - The company set a target of 360,000 units for 2025, but current sales trends suggest this goal may be unattainable [13] Group 4: Financial Performance - Deep Blue Automotive reported a net loss of 1.57 billion yuan in 2024, despite a slight improvement from the previous year, indicating ongoing financial challenges [16] - The company aims to reach breakeven but faces pressure from customer dissatisfaction, sales performance, and financial stability [16]

Core Viewpoint - Deep Blue Automotive faces backlash from existing customers due to the perceived "price drop" of its flagship model, the Deep Blue S09, which was promised to have a "one-year price guarantee" by the former CEO, but has since introduced a new version with enhanced features at the same price point, leading to claims of devaluation of existing vehicles [1][2][6][15]. Group 1: Management Changes - Deep Blue Automotive appointed Jiang Hairong, former CMO of Honor, as the new president, while Deng Chenghao was promoted to chairman [1][14]. - The management change comes amid ongoing marketing controversies and customer dissatisfaction, raising questions about the new leadership's ability to address these issues [14][20]. Group 2: Customer Backlash - Customers are expressing anger over the introduction of the new Deep Blue S09 model with better battery capacity and charging speed at the same price, which they view as a disguised price reduction [2][6][9]. - Complaints have flooded the Deep Blue Automotive app, with customers demanding compensation for the perceived loss in value of their vehicles [2][7][9]. Group 3: Sales Performance - Deep Blue Automotive has struggled to meet its sales targets, achieving only 55.17% of its goal for the year by August, with a total of 19.86 million units sold [15][16]. - The company set a target of 360,000 units for 2025, but the current sales trajectory suggests this goal may be unattainable [16][19]. Group 4: Financial Performance - Deep Blue Automotive reported a revenue of 37.225 billion yuan in 2024, with a net loss of 1.572 billion yuan, indicating ongoing financial challenges despite a slight improvement from the previous year [19][20]. - The company is under pressure to achieve profitability, with expectations of reaching breakeven in the near future [19].

Core Insights - The automotive industry is facing challenges in integrating advertising and live streaming operations, leading to inefficiencies in resource utilization and marketing effectiveness [1][3] - The introduction of the "integrated advertising and live streaming" model by the company aims to address these challenges by synchronizing budget and content decisions, enhancing both efficiency and innovation in live streaming scenarios [1][8] Group 1: Efficiency Improvements - The "integrated advertising and live streaming" model significantly reduces communication costs between automotive brands and various teams, eliminating information gaps between live content and advertising strategies [3][6] - Since 2025, the adoption of this model has increased, with luxury car brands seeing a more than threefold rise in the proportion of brands utilizing this approach [3] - Compared to traditional separated advertising and live streaming, customer acquisition costs have decreased significantly, with user engagement rates improving by over 30% [3][5] Group 2: Content Quality Enhancement - The model enhances the quality of live streaming content and user experience by leveraging data analytics to understand audience preferences, leading to better content delivery [4][6] - Live streaming sessions utilizing this model have seen an average effective broadcast duration increase of over 148 minutes, with viewer engagement metrics such as viewing time per person rising by 17% [4][5] - In the luxury car segment, the model has led to a 271% increase in viewer retention rates and a 360% increase in click-through rates for promotional content [4][5] Group 3: Practical Success Cases - Early adopters of the integrated model have reported substantial growth, with one electric vehicle brand achieving over 40 million exposures and a 53% increase in foot traffic, while reducing customer lead costs by 55.78% [5][6] - Another well-known automotive brand utilized a combination of small and large live events, resulting in over 200,000 leads and a 48% reduction in lead acquisition costs [5][6] - These cases illustrate the model's effectiveness in driving down costs while enhancing lead generation and conversion quality [6][8] Group 4: Future Opportunities - The automotive marketing landscape is shifting from broad expansion to refined operations, making the timing for the integrated model's introduction particularly advantageous [8] - As 2025 approaches, brands that have not yet adopted this model are encouraged to embrace the change to capitalize on emerging opportunities and improve their marketing outcomes [8]