Core Viewpoint - The automotive market is undergoing intense competition, and companies must possess the ability to generate profits and maintain good customer relationships for long-term development [1][42]. Group 1: Market Competition - The automotive market is experiencing a reshuffle due to escalating competition, with companies like Weilai, Xiaopeng, and Li Auto posing significant challenges [1]. - Lantu achieved a milestone of 200,000 vehicle deliveries, with the second 100,000 deliveries completed in just one year, indicating a strong growth trajectory [1]. - The collaboration with Huawei is seen as a key factor in Lantu's growth, although the CEO emphasizes that not all companies partnering with Huawei can create successful products [1][14]. Group 2: Regulatory Environment - The Ministry of Industry and Information Technology has intensified efforts to regulate "involution" in the automotive industry, suggesting a potential return to normalcy in market competition [4]. - The CEO believes that price wars can be regulated and that maintaining a healthy market is essential for industry development [5][6]. Group 3: Company Strategy and Performance - Lantu's transformation involved significant changes in processes related to consumer engagement, product development, and marketing strategies [15][27]. - The company is focused on integrating Huawei's IPD and IPMS methodologies to enhance product development and market responsiveness [18]. - Despite achieving 200,000 deliveries, the CEO expresses dissatisfaction with the performance of some models, indicating room for improvement in product offerings [20]. Group 4: User-Centric Approach - Lantu aims to become a user-oriented technology enterprise, emphasizing the importance of understanding customer needs and iterating products based on user feedback [27][31]. - The company has established direct communication channels with users to gather insights and improve product offerings [32]. Group 5: Future Outlook - The CEO is optimistic about Lantu's position in the market, aiming for a top-three ranking among competitors [13]. - The company acknowledges the challenges posed by intense competition and the necessity of maintaining profitability and customer relationships for sustainable growth [42].

撰 文 / 牛跟尚 设 计 / 赵昊然 卢放，很忙！ 3月3日，岚图汽车CEO卢放，与北京火山引擎科技有限公司在武汉签署战略合作协议，双方将在智 能驾驶、AI座舱、企业数字化创新等核心场景深度合作。 3月11日，卢放出席岚图汽车向哥斯达黎加共和国驻华大使馆交付全新岚图梦想家的交车仪式，该 车用作使馆官方指定工作用车。他表示，2025年岚图汽车会投入更多精力开拓拉美地区市场。 3月13日，卢放分享其在对话直播节目的切片视频，强调负责任的汽车企业应明确智驾能力边界， 让用户有充分的知情权和选择权，不要被误导。 2025年全民智驾时刻，卢放认为，行业内缺乏智驾标准化定义，企业要跟用户讲清楚智驾的能力和 边界，要说真话、"人话"，让用户有正确的判断权利，明确不同价位车型智驾能力的差异，确保用 户的知情权和选择权。 他指出，智驾平权的前提是安全，岚图汽车内部开发智驾时将安全放在首位，通过持续创新，建立 透明的能力标尺、严谨的责任框架和普适的认知体系，实现智驾从"能用"到"好用""敢用"的跨越。 谈及与华为的合作模式，卢放表示，合作不是简单的甲方乙方关系，而是深度共创，是"企业个性 +技术共性"的融合，通过体系创新重塑成 ...