Core Viewpoint - The article analyzes the store partner program of the company, emphasizing the need to enhance store managers' initiative to better convey the value of the company's products and drive sales growth [1] Group 1: Changes in Store Manager Structure - Store managers' income will primarily depend on a percentage of the store's annual profit, which will consider expenses like rent and salaries, leading to a decrease in monthly cash income compared to the past, especially for larger stores [2] - Store managers will have significantly increased autonomy in decision-making compared to previous structures [2] - Store managers will transition from being managed to being supported, fostering a more collaborative environment [2] Group 2: Key Principles - The company will maintain a fully direct sales model domestically [2] - There will be a unified national pricing policy, prohibiting any form of commission [2] Group 3: Success Factors for Transformation - The success of the transformation hinges on the trust and co-creation between store managers and the company's headquarters [2] - The comprehensive management capabilities of store managers must align with the new expectations [2] Group 4: Communication Issues - Misunderstandings arise from the company's frequent changes to store manager performance metrics without effective communication, leaving managers feeling unsupported [3] - Past practices have led to store managers being treated as mere managed entities, which continues to some extent [3] Group 5: Examples of Miscommunication - The company stated that the performance of the i6 model in March would not count towards monthly targets, causing confusion among store managers [4] - There have been instances where increased sales led to reduced commissions, raising concerns among managers about future earnings [4] - Anticipated improvements in orders due to model updates coincided with the implementation of the store partner program, which eliminated commissions [4] Group 6: Building Trust and Collaboration - A foundation for mutual benefit exists between the company and store managers, but it requires effective two-way communication to enhance trust and collaboration [5] - The middle office should facilitate better communication and support for store managers, moving away from a top-down management approach [5] - A potential solution involves linking store manager feedback to the middle office's performance, fostering genuine support for store managers [5] Group 7: Store Manager Development - The company primarily sources store managers from those who have previously excelled in sales or from other brands, but many lack the necessary management skills and business acumen [6] - Enhancing the management capabilities of store managers is crucial for the success of the current reform [7]

Core Viewpoint - The core viewpoint of the article is that Li Auto is shifting its sales assessment from a sole focus on sales volume to emphasizing user reputation and service quality, through the introduction of the "Store Partner Program" aimed at enhancing store management capabilities in response to increasing market competition [1][2]. Group 1: Store Partner Program - The "Store Partner Program" is not a franchise model but an incentive mechanism for frontline store managers, aimed at improving store operational capabilities [2]. - The program represents a shift in the sales power structure, decentralizing authority to store levels, with store managers now responsible for overall store performance [4]. - This change allows frontline stores greater autonomy in decision-making and direct participation in profit sharing, with the goal of placing knowledgeable individuals in key positions to manage stores effectively [5]. Group 2: Market Context and Competition - The initiation of this program is closely related to changes in the market environment, where competition has shifted from product differentiation to channel and operational efficiency [6]. - The competition among car manufacturers is increasingly about store management capabilities rather than just product features [7]. - Li Auto aims to enhance the cohesion and effectiveness of its frontline teams through this program, allowing outstanding individuals to share in the operational success [7]. Group 3: Store Network Optimization - Li Auto is also optimizing its offline store network, having closed underperforming stores and opened new comprehensive stores in certain cities [8]. - The new store strategy emphasizes matching suitable managers with store locations, ensuring that operational responsibilities are aligned with the right personnel [8]. Group 4: Future Product Cycle - The launch of the "Store Partner Program" is aligned with Li Auto's upcoming product cycle, with several new models expected to be released by 2026 [8]. - The goal of the organizational adjustment is not only to boost sales but also to ensure that frontline stores possess sustainable operational capabilities, making them crucial connection points between the brand and users [8][9].

Core Viewpoint - Li Auto will implement a "Store Partner" program after the 2026 Spring Festival to enhance store operational efficiency and market responsiveness [1] Group 1: Store Partner Program - The "Store Partner" program will grant store managers greater decision-making authority [1] - The evaluation mechanism for stores will be optimized, shifting from a single sales assessment to a comprehensive evaluation system that includes sales, profit, and customer satisfaction [1] - Li Auto plans to close some underperforming stores as part of this initiative [1]

Group 1 - The core point of the article is that Li Auto plans to implement a "store partner" program after the 2026 Spring Festival to enhance store operational efficiency and market responsiveness [1] - The "store partner" program will grant store managers greater decision-making authority and optimize the assessment mechanism, transitioning from a single sales evaluation to a comprehensive evaluation system that includes sales, profit, and customer satisfaction [1] - Li Auto will also close some low-efficiency stores that were opened during the expansion phase, which is currently under evaluation [3] Group 2 - Other new energy vehicle brands, such as Tesla, Xpeng, and NIO, are also optimizing their channel layouts by closing underperforming stores [3][4] - The adjustment in channels is driven by cost pressures, with many new energy brands shifting from direct sales models to agency or dealer models to reduce operational costs [5] - Traditional automotive brands are also facing similar pressures and are exploring channel transformations, including the adoption of a mixed model that combines direct sales and dealer networks [6][7] Group 3 - The trend of channel adjustment indicates a convergence between traditional and new energy vehicle brands, with both adapting their store models based on resources and market demands [7] - The future channel model is expected to be a hybrid approach, featuring flagship stores, satellite stores, and temporary touchpoints to enhance efficiency and reduce costs [7] - The industry is likely to evolve from an integrated 4S store model to a more diversified operational model, with an increase in the total number of outlets while reducing the number of traditional 4S stores [7]

Group 1 - The core point of the article is that Li Auto will implement a "store partner" program after the 2026 Spring Festival to enhance store operational efficiency and market responsiveness [2] - The "store partner" program will grant store managers greater decision-making authority and optimize the assessment mechanism, transitioning from a single sales-focused evaluation to a comprehensive evaluation system that includes sales, profit, and customer satisfaction [2] - Li Auto is also planning to close some low-efficiency stores that were opened during the expansion phase, which is currently under evaluation [2] Group 2 - New energy vehicle companies like Tesla, Xpeng, and NIO are also optimizing their channel layouts by closing underperforming stores, indicating a trend of channel contraction across the industry [3] - The closure of low-efficiency stores allows companies to reallocate resources to more promising areas, thereby enhancing overall operational efficiency and market competitiveness [3] - The adjustment in channels is partly due to the pressure on dealerships to achieve profitability, leading to some dealers exiting the market after failing to meet expectations [4] Group 3 - The shift in channel strategies includes moving from direct sales models to agency or dealership models to reduce operational costs [4][5] - Traditional automotive brands are also facing challenges and are exploring channel transformations, such as implementing "one-price" models and separating sales and delivery functions [6] - The industry is moving towards a mixed channel model, combining flagship stores, satellite stores, and temporary touchpoints to maximize efficiency and reduce costs [7]