Core Viewpoint - The article discusses the challenges and transformations faced by GAC Group and its high-end electric vehicle brand, Hyper Haobo, amidst declining sales and a competitive market landscape. The company is undergoing significant reforms to redefine its brand identity and product development processes, particularly through the adoption of Huawei's Integrated Product Development (IPD) methodology [5][6][16]. Group 1: Market Challenges - GAC's sales from January to September 2023 reached 1.1837 million units, a year-on-year decline of 11.34% [5]. - The company reported a net loss of 2.538 billion yuan in the first half of 2023, marking its first semi-annual loss in a decade [5][6]. - The sales of Hyper Haobo's high-end models have been disappointing, with only 2,095 units sold in September, compared to 19,600 units for a competing model from Xiaomi [5][6]. Group 2: Brand Transformation - Hyper Haobo was officially established as a standalone brand in January 2025, aiming to position itself alongside GAC's other brands, Aion and Trumpchi [9][16]. - The brand's strategy includes a shift from focusing solely on electric vehicles to incorporating range-extended electric vehicles (REEVs) with the introduction of the "Star Source Range Extension Technology" [17][20]. - The company is attempting to redefine its brand image through innovative design and technology, such as the new "Mountain-Sea Architecture" for its vehicles [6][16]. Group 3: Product Development and Strategy - GAC is implementing the IPD methodology to enhance its product development process, focusing on user needs and cross-department collaboration [29][31]. - The introduction of the Hyper Haobo HL model is part of GAC's broader strategy to revitalize its product lineup and improve market competitiveness [6][30]. - The company is also exploring unique design features, such as special door mechanisms, to create a distinctive brand identity, although this has received mixed consumer feedback [15][44]. Group 4: Competitive Landscape - The article highlights the intense competition in the high-end electric vehicle market, where new entrants have advantages in brand recognition and product focus [13][14]. - Hyper Haobo's initial foray into the high-end market has been challenging, with its first model, the Hyper SSR, achieving only 15 units sold in 2023, compared to competitors like the Geely's Yuanguang U8, which sold over 3,000 units [13][14]. - The market for range-extended electric vehicles is growing, with sales reaching 642,000 units in 2023, a year-on-year increase of 181%, indicating a potential opportunity for GAC to capitalize on this segment [18][20].

Core Viewpoint - The success of Huawei is not solely attributed to its Integrated Product Development (IPD) system, but rather, Huawei's achievements have created a myth around IPD itself [3][40]. Group 1: IPD Adoption in Automotive Industry - The Chinese automotive market is increasingly adopting IPD as a solution to its challenges, with companies like Li Auto and Xpeng leading the way in implementing these processes [4][6]. - Li Auto has established seven primary processes by 2024, including DSTE (Develop Strategy to Execute), IPD, IPMS (Integrated Product Marketing & Sales), and ISC (Integrated Supply Chain) [4]. - Xpeng's management emphasizes the importance of process and tool integration as foundational to organizational capability, with a focus on XPD (Xpeng Product Development) as a key step towards structured product development [5][6]. Group 2: Huawei's Process Management System - Huawei's process management system is often described as a "myth," with narratives surrounding its development and customer-centric design [7][8]. - Ren Zhengfei, Huawei's founder, emphasized the importance of management and service as internal capabilities that cannot be externally sourced, highlighting the need for a responsible process management system [7][8]. - Huawei's process management framework consists of three layers: Operating, Enabling, and Supporting, with a strong focus on product development through IPD [8][10]. Group 3: Automotive Business Logic - The automotive industry has unique characteristics, requiring significant investment and a complex supply chain, ultimately focusing on inputs and outputs related to sales and profits [12][13]. - Effective strategy execution in automotive companies involves long-term technological investments, mid-term branding and product development, and short-term marketing efforts [13]. Group 4: Li Auto's Process Structure - Li Auto's organizational adjustments have centralized R&D, supply chain, and sales under a unified leadership to enhance integration, while maintaining a focus on strategic development [15][19]. - The DSTE process at Li Auto incorporates strategic planning, execution, and evaluation, ensuring alignment with long-term goals [16][19]. Group 5: Xpeng's Process Development - Xpeng's process development began with IPD, focusing on product assurance and gradually expanding to include DSTE, ISC, and IPMS [24][30]. - The emphasis on horizontal processes aims to break down information silos and enhance collaboration across departments, ensuring a cohesive approach to product development [28][30]. Group 6: Case Studies of Li Auto and Xpeng - Li Auto's MEGA project faced challenges that led to organizational restructuring, integrating product development with commercial operations to ensure a closed-loop process [31][33]. - Xpeng's G9 launch encountered difficulties, prompting significant internal adjustments to enhance communication and collaboration, ultimately leading to successful product launches like the P7+ [34][35]. Group 7: Limitations of Process Management - The reliance on process management alone does not guarantee success; effective management practices must accompany process implementation to address underlying issues [36][40]. - Many companies may superficially adopt process frameworks without genuinely transforming their management practices, leading to a disconnect between processes and actual execution [38][40].

Group 1 - The core issue revolves around the controversy of GAC Aion's employee stock ownership plan, which was implemented during a rapid growth phase in the electric vehicle market in 2022, with a five-year lock-up period for participating employees [1][2] - GAC Aion's employee stock ownership plan involved 679 employees and 115 technology personnel from GAC Research Institute, contributing nearly 1.8 billion yuan for a 4.55% stake, aimed at retaining key talent [1] - GAC Aion's IPO plans have been put on hold due to unfavorable market conditions, with the focus now on increasing the company's valuation before considering capital operations [2][3] Group 2 - GAC Group has experienced a decline in sales and performance, prompting a deep internal reflection and the initiation of a three-year "Panyu Action" reform to shift from strategic control to operational management [2][3] - The company is implementing several reforms, including creating an operational headquarters, integrating self-owned brand operations, and introducing an integrated product development (IPD) process to enhance product competitiveness [3] - GAC aims to achieve over 60% of total sales from self-owned brands by 2027, targeting a sales volume of 2 million units, while navigating the transition to electric vehicles [4]

Core Viewpoint - GAC Group is undergoing significant reforms under the leadership of new chairman Feng Xingya, focusing on strategic adjustments, organizational optimization, and technological breakthroughs to address challenges in joint ventures, self-owned brands, and profit margins due to price wars [2][12]. Group 1: Reform Initiatives - The "Panyu Action" was launched as a three-year strategic program aimed at revitalizing GAC Group, with headquarters relocated to Panyu to enhance integration between R&D and market [2][4]. - GAC Group has restructured its organization, initiating a new round of integrated reforms for its self-owned brands, establishing cross-domain shared centers covering product, procurement, finance, and marketing [4]. - A competitive selection process for middle management has been implemented, promoting young talents and creating a three-dimensional promotion system that integrates administrative and project roles [5]. Group 2: Product Strategy - GAC Group plans to launch 22 new models from 2025 to 2027, including various technology routes, aiming for a quarterly release of 1-2 new models, increasing the number of models from 17 to 32, with price ranges from 60,000 to 300,000 yuan [6][7]. - The target for self-owned brands is to achieve one million sales by 2025 and 2 million by 2027, with a market share exceeding 60% [7]. Group 3: Market Performance - In the first four months of the year, GAC Group's total sales were 487,500 units, with a 10% year-on-year decline, marking the first net profit loss since its listing [13]. - GAC Aion and GAC Trumpchi combined sales reached 164,000 units in the same period, indicating significant pressure to meet annual targets [7]. Group 4: Technological Advancements - GAC Group has integrated R&D and energy ecosystems, focusing on overseas market expansion, particularly in Southeast Asia, with plans to launch nine overseas models in the next three years [8][11]. - The introduction of the IPD process has reduced the R&D cycle from 26 months to 18-21 months, with R&D costs decreasing by over 10% [9]. Group 5: Challenges Ahead - GAC Group faces regulatory challenges in smart driving, requiring compliance with stricter regulations, which may impact its "Smart Driving 2027" plan [12]. - The company must navigate competitive pressures in the electric vehicle market, particularly from joint venture partners Honda and Toyota, who need to accelerate local adaptation of their electric technologies [12].

编辑 丨 龚方毅 领导班子换届以来的 9 个月，上汽集团密集展开了一系列改革行动，合并减员、组建新高管团队、施 行竞聘上岗等，最核心的举措在于与华为合作打造新汽车品牌 "SAIC 尚界"，以及整合乘用车公司 （即荣威飞凡、名爵品牌）、研发总院、零束科技、上汽国际和海外出行五大主体成立大乘用车业 务。 借助尚界，上汽要挽回急剧下滑的销量趋势，同时向大乘用车输送改革的方法与经验。学习华 为，串联起上汽未来的改革方向。上汽集团总裁贾建旭在 3 月的媒体沟通会上表示，华为是上汽的 "老师"，已经派出多位年轻干部常驻尚界项目，这些干部的一个任务是问华为 "为什么这么干"。 上汽为此展露了足够的诚意。在鸿蒙智行发布会上，上汽集团总裁贾建旭宣布，尚界首期投入 60 亿 元，要为尚界品牌组建超 5000 人的专业运营及技术团队，并对标问界重庆超级工厂建设尚界的超级 工厂。以奇瑞智界为参照，奇瑞与华为已经合作推出了 2 款新车，目前智界事业部的规模还是千人左 右。 据我们了解，上汽有计划从旗下合资板块抽调人手支援尚界的 5000+ 人团队，今年早些时候部分上汽 "尚界" 项目组员工已搬到位于上海金桥地区的办公室，缩短与华为上研 ...