2025年，零跑汽车以近60万辆的年销量，成为造车新势力销量"冠军"；而曾经风光无限的哪吒汽车，却正式走向拍卖台，任人挑选。这两家起步时间相近、 均主打性价比产品的新造车企业，在十年间走出了截然不同的命运轨迹，一个登顶巅峰，一个黯然谢幕。 "蔚小理"（蔚来、理想、小鹏）曾是造车新势力的开山鼻祖，一度占据着舆论焦点。但10年之间，镁光灯的焦点逐渐转移。到了2025年，零跑、鸿蒙智行和 小米等"黑马"吸引着越来越多的注意力。 零跑在2025年销售59.7万辆，同比增长103%，首次登顶销量"冠军"宝座。这家从安防业跨界而来的企业，前期并不被看好。2019年零跑推出首款电动轿跑车 型时，市场遇冷。随后，零跑转变战略，瞄准主流大众市场，推出微型车T03打开市场，后续又推出C11等车型，并加推增程式混动车型，凭借"半价理 想"的性价比优势，销量持续攀升。 同时，零跑获得Stellantis的投资与战略合作，品牌背书得以强化。2025年，借助与Stellantis集团的合作，零跑在海外发布新品，出海进程得到提速。此外， 零跑还与中国一汽达成战略合作并获得后者入股。不过，在走量的同时，如何实现品牌高度提升，成为零跑接下来面 ...

眼下，我国新能源车的渗透率已经超过50%，新一轮科技公司、互联网公司带着天然的技术优势、流量优势进一步入场夺食。他们各有生意经：华为喊 出"不造车，但帮助车企造好车"的口号；小米亲自下场造车，创始人IP影响着消费者的购车决策；京东则与埃安、宁德时代合作，将自己的能力注入买卖 流程中……两个圈层生态由表及里深度融合，人才也随之涌动交织。造车新十年，或许将是传统造车企业与互联网企业共同托举的十年。 编者按：近年来，新能源与智能化浪潮为汽车行业带来了百年未有之变局。在此期间，市场机遇与乱象并存 —— 无序内卷、过度营销、安全争议、品牌浮 沉等，不断重塑产业生态。行至 2025 年岁末，再空洞地谈渗透率与智驾，似已缺乏新意。时代的洪流奔涌向前，而最真实、最动人的注脚，往往就源自 那些躬身入局的平凡个体。本栏目将以人为镜，透过一个个普通汽车人的故事，记录这段属于中国的、波澜壮阔的汽车变革之旅。 "现在买汽车像网购手机一样，不用去4S店，直接线上下单，在家门口提车，这波操作算是给车圈上了一课。"近日，当京东"国民好车"交付了1000辆新 车，传统车企营销组的孟范不禁感叹，互联网又对车圈产生了新的影响。 从2014年开始， ...

商报记者 郭雨昕 针对信息不透明等各类问题，京东表示已迅速采取行动，更新了产品页面，明确标明了各项限制内容， 并改进服务质量。为挽回局面，京东宣布，11月9日至23日期间下订大定但未完成选配的用户可全额退 款。同时，自11月24日起，所有新下订用户将享有48小时"犹豫期"，其间可随时申请退款。尽管平台已 采取补救措施，但初期的信任裂痕已然形成。 跨界合作的短板：谁该为"翻车"负责？ 作为电商、车企、电池企业的"跨界组合"，京东、广汽、宁德时代的合作本被寄予厚望——广汽负责整 车研发生产，宁德时代提供换电技术，京东主导线上销售与流量运营。 但从争议暴露的问题来看，三方在协同机制与专业分工上存在明显漏洞。作为电商、车企、电池企业的 "组合体"，三方本应各司其职，但实际合作中，擅长家电销售的京东主导了前端宣传，忽略了汽车销售 必需的信息透明与风险提示。 日前，京东联合广汽集团（601238）、宁德时代（300750）高调宣布推出"国民好车"埃安UT Super。 4.99万元起的租电购车方案、"买车像买电器一样方便"的宣传口号，让这款A0级纯电动车型迅速引爆市 场，预购首日预约人数突破1.8万，交付前订单量超3万台 ...

Core Insights - Xiaomi achieved a significant milestone by producing its 500,000th vehicle in just 602 days, setting a record for global new forces in the automotive industry, while also reporting its first quarterly profit from its automotive business [1][3] - The automotive segment generated revenue of 28.3 billion yuan, accounting for 25.6% of the total revenue, with a quarterly operating profit of 700 million yuan and a gross margin of 25.5%, nearing that of traditional luxury brands [1][3] Group 1 - Xiaomi's CEO Lei Jun stated that the production of 500,000 vehicles validates the company's complete system capabilities, which stem from long-term technological investments [2] - In Q3, Xiaomi's R&D expenditure reached 9.1 billion yuan, a year-on-year increase of 52.1%, with a total R&D investment of 23.5 billion yuan in the first three quarters, supported by a workforce of 24,000 R&D personnel [2] - The integration of Xiaomi's mobile phone ecosystem with its automotive offerings creates a unique user experience, allowing seamless interaction between users' smartphones and vehicles [2] Group 2 - Despite strong performance, the automotive industry faces challenges in 2026, including changes in tax subsidy policies and intensified competition, which may impact demand and profit margins [3] - The competitive landscape is evolving, with new forces accelerating model iterations and traditional automakers deepening their electrification efforts, necessitating continuous innovation and cost control from Xiaomi [3] - The success of cross-industry ventures like Xiaomi's in automotive manufacturing is attributed to systematic integration of technology, ecosystem collaboration, and manufacturing capabilities, rather than short-term market hype [3][4]

Core Viewpoint - Sony Honda Mobility (SHM) has launched its electric vehicle brand AFEELA, with the first model AFEELA 1 priced from $89,900, but faces legal challenges in California due to its direct sales model [3][6]. Group 1: Company Developments - SHM is a joint venture between Sony and Honda, established to develop and sell high-value electric vehicles and mobility services, with a registered capital of 10 billion yen [5]. - The AFEELA 1 is set to be produced in Ohio and is expected to be available for sale in California by 2025, with a refundable reservation fee of $200 [5][6]. - SHM plans to introduce additional models, including a pure electric SUV by 2027 and a compact car for the mass market by 2028 [6]. Group 2: Industry Context - The entry of consumer electronics giants into the automotive industry has been met with mixed results, with some, like Dyson, halting their automotive projects due to commercial viability concerns [4][10]. - Analysts suggest that the complexity of the automotive industry poses significant challenges for companies transitioning from consumer electronics, potentially harming their brand image and existing business [4][9]. - The success of companies like Huawei and Xiaomi in the smart electric vehicle sector has inspired other consumer electronics firms to explore similar ventures, leading to a renewed wave of interest in the automotive market [9][11]. Group 3: Legal and Market Challenges - SHM is currently facing a lawsuit from the California New Car Dealers Association (CNCDA) for allegedly violating state franchise laws by selling directly to consumers [6]. - The competitive landscape in the automotive market is intensifying, prompting consumer electronics companies to seek new growth opportunities through electric vehicle development [9][11].

Core Insights - JD.com has entered the automotive sector by launching the "National Good Car" in collaboration with GAC Group and CATL, marking a significant expansion beyond its traditional e-commerce business [1][2] - The "National Good Car" was auctioned starting at 1 yuan and sold for approximately 78.19 million yuan, with the official launch of the vehicle named "Aion UT Super" occurring shortly after [2] - JD.com focuses on user insights and sales channels rather than direct manufacturing, differentiating its approach from competitors like Xiaomi and Huawei [2] Summary by Sections Product Launch - The "National Good Car" features two color options: Monet Purple and Champs-Élysées Rice, with purchasing options including battery rental and full vehicle purchase [3] - The battery rental purchase requires a deposit of 5,000 yuan, with a total vehicle price of 49,900 yuan and a monthly battery rental fee of 399 yuan [3] Business Model - JD.com is recruiting "National Good Car Delivery Centers" and "JD Car Partners" to create a comprehensive automotive transaction ecosystem [4] - The company aims to integrate supply chain and traffic resources with partner stores to enhance the sales, delivery, and after-sales service network for the "National Good Car" [4] - The initiative is seen as a move towards establishing a multi-brand automotive 4S store model, focusing on the extensive services required post-sale [4]

Core Insights - JD.com, in collaboration with GAC Group and CATL, launched the "National Good Car" Aion UT Super at a significantly lower price than market expectations, with a battery rental option priced at 49,900 yuan and a full purchase price of 89,900 yuan [1][3] Group 1: Product Launch and Pricing - The Aion UT Super integrates JD.com's user insights and sales capabilities with GAC's manufacturing and CATL's battery technology [1] - The vehicle will be exclusively sold on JD.com, allowing users to book test drives and pay deposits through the JD app [1] Group 2: Promotional Offers - Customers who place orders by December 31 can benefit from government and brand-specific subsidies, with battery rental users receiving a 2,000 yuan subsidy and full purchase users receiving a 4,000 yuan subsidy [3] - JD Plus members who order within the first 1,000 can receive a 2,500 yuan JD E-card when choosing the battery rental option, bringing the effective price to approximately 45,400 yuan for the rental version and 85,900 yuan for the full purchase [3] Group 3: Market Context - The automotive market is seeing new entrants, with Xiaomi previously considered the last major player to enter, but recent announcements from companies like Ecovacs Robotics and Weima indicate a shift in the competitive landscape [3]

Group 1: JD's National Car Launch - JD, in collaboration with GAC and CATL, launched the "National Good Car" Aion UT Super 1, which was auctioned for 78.19 million yuan [1] - The car is set to be officially released on November 9, with an expected retail price around 100,000 yuan, targeting the mainstream market [1] - The competitive landscape includes established players like Leap Motor and BYD, posing challenges for differentiation and market entry [1] Group 2: Alibaba's Autonomous Driving Initiative - Alibaba's Gaode announced a global partnership with Xpeng Motors to integrate Xpeng's Robotaxi into the Gaode platform, aiming to create the largest Robotaxi aggregation platform [2] - This collaboration represents a significant step for Gaode as it transitions towards spatial intelligence and opens its AI capabilities [2] - The initiative faces competition from Baidu's leading position in the market and must navigate regulatory and infrastructure challenges for global expansion [2] Group 3: Alibaba's Stake Reduction in Sanjiang Shopping - Alibaba's subsidiary, Alibaba Zetai, plans to reduce its stake in Sanjiang Shopping by up to 3%, reflecting a strategic shift in Alibaba's focus [3] - The reduction involves selling up to 16.43 million shares, with a portion through public trading and block transactions [3] - This move indicates Alibaba's realignment of resources towards its "Taobao Flash Purchase" initiative, impacting traditional retail investments [3] Group 4: Volcano Engine's AI Security Platforms - Volcano Engine launched a large model security assessment platform and an intelligent agent security management platform, addressing compliance and protection needs in the AI sector [4] - The platforms offer capabilities for risk management and continuous protection, marking a significant entry into the AI security niche [4] - The company faces competition from established players like Huawei and Tencent, and must adapt to rapidly evolving AI threats [4]

Group 1 - Domestic automotive brand A successfully went public, but the forced dissolution of its subsidiary B months prior highlights significant internal conflicts and missed opportunities for integration [1][2] - A Company initially offered 20% equity and higher salaries to B's team, but the proposal to merge B into A was rejected due to concerns over stock value and lock-in periods [1] - The failure to unify A and B's interests led to B's dissolution, which has left A with operational challenges in its newly established intelligent driving center [2][3] Group 2 - New energy vehicle company C is facing cash flow issues and has proposed converting over 30% of salaries for senior employees into stock to alleviate financial pressure [3][4] - C's ongoing layoffs have not effectively reduced costs due to high salaries of senior staff, leading to a disproportionate impact on lower-paid employees [4] - Internal governance issues at C, including an excessive number of vice presidents and ineffective cost control measures, have exacerbated its financial struggles [4] Group 3 - Intelligent technology brand D has launched a cross-industry vehicle manufacturing initiative, aiming to become the "overseas version of Huawei" [5][6] - D's extensive experience in various industries and its aggressive funding strategy position it well for entering the automotive market, despite potential risks associated with its ambitious revenue targets [6] - The competitive landscape has shifted towards sales capabilities, with D leveraging its global network to enhance its market presence [7] Group 4 - Company E, once a promising player in the L4 autonomous driving truck sector, faced internal strife and cash flow issues, leading to its eventual collapse [8][9] - A proposed acquisition by company F fell through due to internal conflicts and a lack of trust among E's team members, highlighting the importance of cohesive governance [8][9] - The departure of E's CEO due to power struggles further illustrates the critical role of effective organizational structure in navigating crises [9] Group 5 - A collaboration between domestic brand G and foreign brand H has encountered severe disagreements, jeopardizing a joint electric vehicle project [10][11] - Initial plans for the partnership aimed to revitalize H's brand presence in China, but communication breakdowns have led to a shift in project control to the application party [10] - H's withdrawal from active project management reflects the challenges faced in cross-border collaborations within the automotive sector [10] Group 6 - High-level misconduct involving executive Ding at company I has resulted in significant professional and personal repercussions, affecting his leadership role [11][12] - Ding's previous successes were overshadowed by personal issues that led to a loss of support within the company, ultimately resulting in his diminished authority [12] - The situation underscores the impact of personal conduct on professional trajectories within the automotive industry [12] Group 7 - Company J has successfully entered the automotive market by leveraging its supply chain and innovative marketing strategies, achieving a competitive edge over traditional manufacturers [13][14] - J's approach includes extensive investments in upstream and downstream automotive enterprises, creating a robust supply chain that supports its production [13] - The company's marketing tactics, such as engaging logistics teams for effective vehicle promotion, demonstrate a creative approach to market visibility [14]

Group 1 - JD.com, in collaboration with GAC and CATL, is set to launch a new car model, marking a trend of major companies entering the automotive sector [1] - The new car will undergo internal testing and public test drives starting in late October, with an official announcement scheduled for November 9 [1] - JD.com will focus on providing consumer insights and exclusive sales channels, similar to Huawei's approach, rather than engaging in manufacturing [1] Group 2 - The e-commerce industry is facing growth challenges, with JD.com's core 3C category experiencing a slowdown and competition from platforms like Pinduoduo in the daily goods sector [2] - User attention is shifting towards content platforms, with interest e-commerce reshaping the consumer journey [2] - Smart vehicles are seen as a significant future entry point for internet companies, akin to smartphones, as they seek to capture consumer engagement and create ecosystem synergies [2]