Core Insights - The automotive dealership industry is currently facing three major issues: rebate fulfillment, price inversion, and inventory levels [1][2] - Over half of the surveyed brands have a rebate fulfillment period of 30 days or less, but some brands exceed 60 days, leading to dissatisfaction among dealers regarding the clarity of rebate timelines [1] - A significant portion of dealers, 53.19%, report inventory levels exceeding 1.5, with 29.36% indicating levels above 2.0 [1] - Among the surveyed brands, 32 brands experience price inversion, with an average inversion rate of approximately 16.18% [1] Recommendations from the Automotive Dealers Association - Optimize rebate policies by simplifying the structure and reducing the fulfillment period to no more than 30 days, especially for brands with longer periods [2] - Implement strict cost accounting and market-based pricing to address price inversion issues [2] - Avoid forcing dealers to take vehicles through rebate policies, and encourage manufacturers to reduce high inventory levels [2] - Local government departments should enhance market competition management and address unfair competition and subsidy discrepancies [2]

Core Insights - The satisfaction score of automotive dealers towards manufacturers has significantly decreased, reaching the lowest level in nearly 14 years due to multiple operational pressures and increased price inversion [1] Group 1: Price Inversion Issues - Over 74.4% of automotive dealers experienced varying degrees of price inversion, with nearly half facing price inversions exceeding 15% [2] - Severe price inversion has severely impacted dealers' liquidity, leading to increased financial pressure and reduced inventory tolerance [2] - Only 30.3% of dealers met their sales targets, with 29.0% of dealers achieving less than 70% of their targets [2] Group 2: Profitability and Market Conditions - The proportion of dealers reporting losses rose to 52.6%, while only 29.9% reported profits [3] - Independent dealers of new energy vehicles performed better than traditional fuel vehicle dealers, with profit rates of 42.9% compared to 25.6% for traditional brands [3] - The market is characterized by intense competition, with manufacturers and dealers resorting to price cuts to boost sales, resulting in a situation where sales increase does not translate to revenue or profit growth [3] Group 3: Rebate Policy Concerns - Dealers have expressed concerns over complex rebate policies, particularly the high proportion of ambiguous rebates that complicate accurate calculations [4] - The rebate cycle is predominantly 2-3 months, with some manufacturers extending it beyond 3 months, leading to dissatisfaction among dealers [4] - The industry calls for simplified rebate policies, advocating for a single monthly assessment and the elimination of restrictions on rebate usage [4] Group 4: Future Outlook - Dealers' expectations for overall trends in 2025 indicate slight growth or stability, with only 49% anticipating an increase in annual sales, a decline from previous expectations [4]

Core Insights - The overall satisfaction score of automotive dealers in China dropped significantly to 64.7 points in the first half of 2025, primarily due to multiple operational pressures [2] - Only 30% of dealers met their sales targets in the first half of the year, indicating increased survival pressure for dealers [2] - The profitability of dealers is under severe strain, with 52.6% reporting losses, while only 29.9% reported profits [2] Group 1: Dealer Performance - The proportion of dealers completing sales targets is low, with 29% of dealers achieving less than 70% of their targets [2] - Among new energy independent brand dealers, 42.9% reported profits, compared to only 25.6% of traditional fuel vehicle brand dealers [2] - The overall performance of dealers is further complicated by a significant increase in the number of dealers reporting losses [2][3] Group 2: Profitability and Revenue Sources - The gross profit contributions from new cars, after-sales, and financial insurance are -22.3%, 63.8%, and 36.2% respectively, indicating a negative contribution from new car sales [3] - New energy brand dealers show relatively better profitability in new car sales compared to traditional fuel vehicle brand dealers [3] Group 3: Pricing and Financial Pressures - 74.4% of dealers experienced price inversion, with 43.6% facing price inversions exceeding 15% [4] - The severe price inversion is consuming dealers' liquidity, particularly affecting traditional fuel brand dealers [4] - The automotive industry is facing challenges with the complexity of rebate policies from manufacturers, which need to be simplified to alleviate financial pressures on dealers [4][5]

Automotive Dealer Strategy - SKU Streamlining: The number of configurations for single models has been reduced from 4-5 to 2-3 (e.g., Qin Lev/Seagull 06EV has only 3 versions) to optimize the supply chain, reduce inventory complexity, and enhance product competitiveness [4] - Inventory Break Mechanism: Immediate cessation of shipments when inventory exceeds warning levels to alleviate financial pressure on dealers and enhance operational flexibility [4] - Accelerated Rebate Payments: Shortening the rebate cycle and expediting fund allocation (personally supervised by Wang Chuanfu) to stabilize the pricing system and ensure dealer profitability [4] - Terminal Price Control: Managing discount levels and optimizing promotional policies to prevent vicious competition and ensure sustainable profits [4] International Market Dynamics - Indonesia Market: The first dealer conference was held, signing long-term service commitments, and traditional dance performances were used to strengthen brand cohesion [4] - Americas Market: 170 dealers experienced the Tengshi Z9GT/Yangwang U8, with a focus on expanding into European, North American, and South American markets, alongside tea ceremony activities to promote Chinese culture [4] Other Business Lines - Forklift Business: Targeting an annual sales revenue of 5 billion yuan, with strategies focused on electric forklift technology upgrades and intelligent logistics solutions, aiming to expand into high-end markets in Europe, the United States, and Japan [4]

在一份《关于呼吁汽车生产厂家优化返利政策缩短返利兑现账期的倡议》（以下简称《倡议》）中，经 销商商会方面表示，生产厂家应拿出切实可行的办法，彻底解决长期困扰经销商的返利政策不清晰、返 利兑现账期以及返利使用受限等问题，构建起生产厂家与经销商互信共赢的合作生态，更深层次地解决 汽车产业存在的"内卷式"竞争问题。 据了解，所谓的车企向汽车经销商"返利"，通常是指经销商在完成车企所定制的销量任务或是考核标准 后，车企给予经销商的奖励，属于生产厂家对销售渠道体系的一种激励机制，也被经销商称为厂家商务 政策。"'返利'一直是经销商的重要利润来源之一。"一位合资品牌汽车经销商负责人表示，尤其在经销 商存在银行贷款、店面成本下，及时的返利有助于经销商的良性发展。 但事实上，目前车企对经销商的返利政策存在诸多问题。北京商报记者了解到，经销商商会通过对42家 主流车企进行调研后发现三大问题，首先为返利构成复杂、存在模糊空间。《倡议》中提到，车企给予 经销商的返利名目繁多、构成复杂，大致可分为固定返利和非固定返利两类。其中，非固定返利存在较 大的模糊空间，有的返利经销商根本无法算清，而专项补贴更是给不给、什么时间给、以什么形式给 ...

Core Viewpoint - The National Federation of Industry and Commerce Automotive Dealers Chamber has called for clearer rebate policies and shorter rebate redemption periods from automotive manufacturers to alleviate financial pressures on dealers [1][2]. Group 1: Issues Identified - Automotive dealers face significant challenges regarding the complexity and ambiguity of rebate structures, leading to difficulties in understanding and claiming rebates [1]. - There is a notable disparity in the rebate redemption periods among different brands, which complicates financial planning for dealers [1]. - The limitations on how rebates can be used and redeemed further exacerbate the financial strain on dealers [1]. Group 2: Recommendations - The Chamber advocates for the establishment of clear and simplified rebate policies, eliminating ambiguity in rebate structures [1]. - It urges all brands to reduce the rebate redemption period to no more than 30 days to improve cash flow for dealers [1]. - The Chamber calls for rebates to be provided in cash form without excessive restrictions on their use, allowing dealers greater flexibility in managing their finances [1].