造车11年，蔚来依然亏损224亿，李斌从理想主义者变身现实斗士。过去他只算大账，不在乎小账，如 今每个部门都得单独算账，砍项目，降服务，连自家的手机业务都快绝版。换电站投入60亿却难盈利， 连昂贵的服务也开始外包。不过蔚来坚持高端，死磕用户体验，哪怕卖一辆亏十万，李斌也硬扛，今天 就来聊聊李斌。 ...

Core Viewpoint - NIO is facing significant challenges in a competitive market and needs to shift from a long-termism approach to a more pragmatic, market-oriented strategy to improve operational efficiency and profitability [4][11][12]. Group 1: Internal Challenges and Management Response - A departing employee highlighted the need for NIO to focus on practical solutions and market realities, urging the company to concentrate resources and face challenges directly [2][3]. - CEO Li Bin acknowledged the criticism and emphasized the importance of enhancing operational awareness among all employees [3][4]. - NIO's sales performance has been underwhelming compared to competitors, with the company selling 221,900 vehicles last year but still facing significant losses, totaling over 50 billion yuan for four consecutive quarters [4][11]. Group 2: Organizational Changes and Cost Management - NIO is implementing a new operational mechanism called Cell Business Unit (CBU) to improve accountability and cost management across departments [8][9]. - The CBU mechanism requires each business unit to establish clear ROI metrics and performance evaluation systems, promoting a culture of accountability [9][10]. - Li Bin has initiated a comprehensive review of costs, emphasizing the need for precise financial management and resource allocation [11][12]. Group 3: Supply Chain and Cost Reduction Strategies - NIO is restructuring its supply chain management, with Li Bin taking a more hands-on approach to cost control and procurement processes [14][15]. - The company aims to enhance component reuse and standardization to reduce costs, with initiatives leading to a 10% decrease in overall seat costs [16][17]. - NIO is also focusing on transparency with suppliers through joint operating reports, which helps in cost and profit visibility [17]. Group 4: Service and User Experience Adjustments - NIO is reevaluating its service offerings, aiming to reduce operational costs while maintaining user satisfaction [24][28]. - The company has begun outsourcing certain service functions to third-party partners to improve efficiency and reduce costs [25][26]. - Despite cost-cutting measures, NIO's service operations have reportedly achieved profitability in 2024 [28]. Group 5: Sales Strategy and Market Positioning - NIO is shifting its sales strategy to enhance efficiency, reducing bureaucratic hurdles and empowering frontline sales teams [41][43]. - The company is increasing its marketing efforts, planning to utilize over 7,000 advertising points across its stores to boost visibility [44]. - NIO is adapting its product offerings and marketing messages to better resonate with a broader audience, moving away from its previous niche focus [35][36]. Group 6: Long-term Vision and Market Adaptation - NIO is reassessing its long-term strategies, emphasizing the need for immediate results rather than prolonged planning cycles [22][19]. - The company is committed to a transformative organizational change, likening it to rewriting an operating system to enhance efficiency and profitability [47][52]. - Li Bin has made it clear that adapting to market realities is crucial for survival, stating that complacency could lead to failure [12][52].