Group 1: Core Competition and Collaboration - The term "Cola Wars" refers to the intense competition between Coca-Cola and PepsiCo, which began in the 1930s and peaked in the 1980s, focusing on consumer loyalty and market share [1] - Despite being direct competitors, both companies benefited from each other's presence, creating strong demand for cola beverages and expanding the overall soft drink market [1] - This competitive yet collaborative relationship allowed both brands to gain unprecedented global recognition and optimize their business strategies through mutual learning [1] Group 2: Sustainable Development Competition - A hidden competition for sustainable development is taking place among leading companies across various industries, striving to become benchmarks in sustainability [2] - In the technology sector, Schneider Electric and Siemens are competing to be the preferred partners for enterprises and governments in reducing environmental impact, focusing on energy management and smart infrastructure [2] - In the nutrition ingredients sector, the merger of DSM and Firmenich, along with Chr. Hansen and Novozymes, has reshaped the competitive landscape, emphasizing bio-based solutions to replace high-pollution alternatives [3] Group 3: Value of Sustainable Competition - Companies are increasingly integrating sustainability into their core business strategies, recognizing it as a source of profit and a means to create economic and environmental benefits [7] - Sustainable competition not only strengthens existing customer relationships but also opens new market opportunities, driving innovation in materials and technologies [8] - By fostering a sense of mission among employees, these companies attract talent seeking meaningful work, thereby enhancing team efficiency and industry leadership [9] Group 4: Collaborative Efforts in Sustainability - Companies are forming substantial collaborations to advocate for government policies and optimize structural investments for sustainable development [11] - Through industry organizations, companies like Schneider Electric and Siemens are working together to establish unified industry standards, enhancing transparency and reducing costs [11] - Collaborative efforts also include developing tools for measuring and reporting carbon emissions, which can save time and resources compared to individual approaches [12]

Core Viewpoint - The collaboration between Mercedes-Benz and BMW reflects a strategic balance between traditional internal combustion engine (ICE) operations and the transition to electric vehicles (EVs), showcasing a dual approach to meet market demands and regulatory pressures [1][2]. Group 1: Engine Collaboration - Mercedes-Benz is in advanced negotiations with BMW to supply its 2.0-liter turbocharged four-cylinder engine (B48 series) for multiple Mercedes models, which aligns with the upcoming Euro 7 emission standards [1]. - This engine can be utilized across various platforms, including models such as CLA, GLA, GLB, C-Class, E-Class, GLC, and the planned "small G" series, potentially produced in Austria or the U.S. to avoid tariffs [1][2]. - The partnership allows Mercedes to reduce R&D costs for ICEs while maintaining competitiveness in the plug-in hybrid and range-extended vehicle markets [1]. Group 2: Charging Network Collaboration - Mercedes and BMW have established a joint venture, Beijing Yianqi New Energy Technology Co., Ltd., to build and operate a high-power charging network in China, with plans to construct at least 1,000 charging stations and approximately 7,000 charging piles by the end of 2026 [1][2]. - The charging stations will feature a rated power of 600 kW and a maximum current of 800 A, supporting a voltage range of 200V to 1000V, and will offer functionalities like plug-and-charge and online reservations [2]. - This collaboration addresses the growing demand for high-end charging experiences and reflects the necessity for infrastructure investment as a competitive differentiator in the luxury automotive market [2]. Group 3: Market Dynamics - The dual strategy of maintaining ICE and hybrid models while enhancing EV charging infrastructure illustrates the challenges luxury automakers face amid slow EV sales growth and limited profit contributions from electric vehicles [2]. - The partnership between Mercedes and BMW signifies a pragmatic approach to resource sharing and cost distribution, highlighting the flexible stance of luxury car manufacturers in navigating competition and collaboration during the transition period [2]. - If the engine collaboration is finalized, consumers may see Mercedes vehicles equipped with BMW engines, alongside access to the jointly developed high-power charging network in China, representing a compromise in the face of industry uncertainties [2].

Group 1 - The article emphasizes the importance of collaboration over competition, highlighting a case where two restaurants shared customers to create a win-win situation [1] - It discusses the transformation of competition into cooperation in the agricultural sector between Chongqing and Sichuan, leading to increased scale, value, and brand recognition [1] - The concept of "grasping fingers into a fist" is introduced, suggesting that while unity is important, each participant must also play their role effectively [1] Group 2 - Huawei's strategy focuses on leveraging its strengths in information and communication technology to assist car manufacturers rather than producing vehicles itself, showcasing a model of mutual empowerment [2] - The article points out that the phenomenon of "involution" in some industries stems from a limited mindset, which restricts collaboration and growth opportunities [2] - It highlights the vast potential of the Chinese market and the global economy, advocating for a broader perspective on competitive relationships to unlock new avenues for development [2] Group 3 - The narrative from the movie "Nezha" serves as a metaphor for the automotive industry's need to work together to overcome developmental challenges, emphasizing the spirit of cooperation [3]