Core Insights - The company is focusing on user preferences for vehicle features, particularly regarding the i6 model's second-row screen options, which have seen significant uptake among customers [1][2] - The i8 model's second-row television option has an installation rate exceeding 80%, while the i6's rate is over 50%, indicating strong consumer interest in these features [1][2] Group 1 - The i6 model's second-row television option has a selection rate of over 40%, with other features like premium sound and all-wheel drive also showing notable selection rates [2] - The design decisions for the L9 model, including the second-row television, were influenced by the company's founder, who initially had reservations about certain features but ultimately allowed them based on team input [2] - The company emphasizes the importance of user experience, as seen in the discussions around the i6's sunroof and structural integrity, which are designed to enhance customer satisfaction [1] Group 2 - The company is actively engaging with customers through social media platforms to discuss the operational performance and long-term fundamentals of the brand [3]

Core Viewpoint - The article discusses the recent adjustments made by the company regarding the i8 SKU, including pricing changes and feature enhancements, while raising questions about the implications for profitability and organizational capabilities. Group 1: i8 SKU Adjustments - The company has decided to adjust the i8 SKU based on a 98% MAX Ultra option rate, reducing the price of the MAX version by 10,000 and adding a platinum sound system, with options for additional features at a cost of 10,000 [1]. Group 2: Strategic Questions - Questions are raised regarding how the L series will operate following the i8 adjustments [3]. - The potential impact of the i8 changes on gross margin, net profit margin, and free cash flow is questioned [3]. - There is speculation about whether the company's recent operations have been chaotic and the underlying reasons for this [3]. - The article questions the current organizational capability of the company and how it should be evaluated [3]. - It discusses whether the CEO has made multiple misjudgments in recent years and how to interpret this phenomenon [3]. - The article explores the relationship between the CEO's acceptance of potential misjudgments and the overall confidence in the company's future [3]. - It inquires about the long-term trends in the industry and the CEO's insights on what is clear and what remains uncertain [3]. - The article differentiates between events that were anticipated by the company and those that were not in recent months [3]. - It questions whether a positive long-term outlook for the company requires that many factors align with its expectations [3]. - The company's ability to manage public sentiment and its expected development in this area are evaluated [3]. - A comparison of the company's core advantages and disadvantages relative to competitors like Huawei and Xiaomi is made [3]. - The article discusses the short-term perception of smart vehicles as a poor business model and questions the long-term viability of smart vehicles and AI robotics [3]. - It examines the relationship between smart vehicles and AI, particularly the importance of foundational model capabilities [3]. - The potential of the VLA and the company's smart cockpit is questioned, suggesting that many may underestimate it [3]. - The company's position in the AI and hardware-software integration field is assessed [3].