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].

本报记者 刘钊 7月12日，岚图汽车科技有限公司（以下简称"岚图汽车"）迎来品牌成立五周年。从2020年品牌发布时的"初生之犊"，到 如今稳居高端新能源赛道核心阵营，岚图汽车用五年时间勾勒出一条"以用户为中心"的战略主线，同时在技术突破、生态布局 与体制机制创新上持续深耕。 卢放表示："岚图汽车不仅是车企，更是武汉汽车工业向新能源转型的推动者。"这种战略布局，让岚图汽车的"用户中 心"理念具备了产业级的影响力。 构建"自研+协同"的长期竞争力 在新能源汽车"智能化下半场"，岚图汽车的战略突破点清晰聚焦于"技术护城河"与"生态协同力"。卢放表示，五年来，岚 图汽车技术路线始终坚持"自研为根、合作为翼"，战略布局则围绕"产品矩阵+渠道革新+产业协同"形成闭环，为下一个五年奠 定了"不依赖单一优势，构建系统竞争力"的发展基调。 岚图汽车的技术战略从未陷入"纯自研"或"纯合作"的二元对立，而是走出一条"互补共生"的路径。与华为的深度合作是其 重要支点，双方不仅是技术供应商关系，更形成"联合定义产品"的协同模式：华为乾崑智驾ADS 4与鸿蒙座舱5优先搭载于岚图 FREE+、知音等车型，得益于岚图汽车团队对用户需求的精准 ...

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 ...