Core Viewpoint - The renewal of Berndt's contract for three more years indicates Volkswagen Group's commitment to its strategic restructuring in China and emphasizes support for localized development in the Chinese market [1][4]. Group 1: Leadership and Management - Berndt has been with Volkswagen Group since 1993 and has held various management positions, including CEO of Volkswagen brand and Group representative [1]. - Since August 1, 2022, Berndt has served as Chairman and CEO of Volkswagen Group (China), overseeing all operations and brands within the region [1]. Group 2: Strategic Developments - The restructuring of management in China aims to grant greater autonomy to the region, reinforcing Volkswagen's leadership in the dynamic Chinese automotive market [1]. - The new management structure, led by Berndt, focuses on integrating brand technologies and accelerating innovation tailored for the Chinese market [1]. Group 3: Product and Technology Innovations - At the Shanghai Auto Show, Volkswagen unveiled three concept models specifically designed for Chinese customers, showcasing a new design language and innovative technology [3]. - The launch of an advanced driver assistance system, developed by CARIAD and CARIZON, highlights Volkswagen's technological capabilities in the competitive Chinese market [3]. Group 4: Sales Performance and Future Plans - In the first half of 2025, Volkswagen Group delivered 1.31 million vehicles in China, with a notable monthly delivery of 247,000 units in June, reflecting a 9% year-on-year increase [4]. - Starting from the second half of 2025, the group plans to deliver a new generation of smart connected vehicles, including over 20 new models by 2026 and approximately 50 models by 2030, with a focus on electric vehicles [4].

以下文章来源于中国企业家杂志 ，作者任娅斐 中国企业家杂志 . 讲好企业家故事，弘扬企业家精神 除了奥迪，奔驰、宝马也调整了全面电动化计划。去年8月，宝马集团董事长齐普策在财报电话 会上称，宝马希望能够根据客户偏好、地区差异，快速作出必要的反应。他认为"完全禁止内燃 机是错误的"。奔驰则称，一直到2030年之后，奔驰都将为满足不同客户做好准备，无论他们需 要的是纯电车型还是内燃机车型。也就是说，BBA三大德系豪华车企均发生了集体转向。 在杰富瑞分析师菲利普 ·霍乔斯看来， 像奥迪这样的德国高端品牌正面临进退两难的境地 —— 他们既要努力捍卫其高利润的传统业务，又要同时投入巨额资金去追赶电动化。"这次放缓就等 于承认，他们无法同时做好两件事。" ---------------------------------- 作者： 任娅斐 来源：中国企业家杂志 奥迪发起电动化大反攻的第四年，现任 CEO 推翻了前任 CEO 的决策。 据外媒 Autocar 报道，奥迪正式撤回其 2033 年全面电动化的目标，不再设定燃油车的终止时 间。 按照奥迪前 C EO 的计划，奥迪将在 2026 年后不再推出新款燃油车型，并在 2 ...

Core Viewpoint - Audi's global CEO announced the withdrawal of the plan to stop producing internal combustion engine vehicles by 2033, indicating a shift towards new generations of internal combustion and plug-in hybrid models, reflecting the deep contradictions faced by traditional luxury car manufacturers in their electrification transition [1] Sales and Profit Pressure - Audi's global sales are projected to decline by 11.8% in 2024, the largest drop among the BBA group, with electric vehicle sales down 8% to 164,000 units, accounting for only 9.81% of total sales [2] - The brand's operating profit is expected to plummet by 45.3% in 2024, with an operating margin falling to a historical low of 4.6% [2] - In China, Audi's sales decreased by 10.9%, losing nearly 80,000 units, and profit contributions fell by 28.8% [2] Market Demand and Profitability Challenges - The strategic adjustment is driven by uneven global electric vehicle market development, with China achieving a 47.6% penetration rate in 2024, while Audi's electric vehicle sales face bottlenecks [3] - In North America, the electrification process is slower, and Europe saw a 5.9% decline in electric vehicle sales in 2024 [3][4] - The cancellation of subsidies in Germany led to a 33% drop in electric vehicle sales, with overall European electric vehicle sales plummeting by 43.9% in 2024 [4] Technical Constraints - Audi's electrification strategy relies on the PPE and SSP platforms, both facing production delays, with the Q6 e-tron delivery pushed back by 18 months due to software issues [5] - The SSP platform is not expected to be operational until 2029, while the optimization of fuel vehicle technology continues to provide a viable alternative [5] Industry Competition and Profit Balancing - Audi faces strong competition from emerging companies like Tesla, which has superior range capabilities compared to Audi's electric models [6] - The high logistics costs and low production efficiency at the Brussels plant, along with high labor costs in Europe, make maintaining traditional manufacturing increasingly uneconomical [7] - Audi's decision to pause its full electrification plan allows it to leverage profits from fuel vehicles to sustain operations and reduce R&D pressure [7] Industry-Wide Strategic Shift - Audi's strategic shift reflects a broader trend among traditional automakers moving from a "technology worship" approach to a "market-oriented" strategy [8] - Major automakers like BMW and Toyota are questioning the absolute necessity of full electrification, indicating a collective conservative shift in the industry [8][9] - This trend suggests that traditional manufacturers are adapting to regional demand differences through differentiated product offerings while maintaining fuel vehicle production as a competitive advantage [8][10]

Group 1 - The Audi Q6L e-tron, as the first model based on the PPE luxury electric platform, marks a significant step in Audi's electrification strategy [1][4] - The vehicle features advanced technology, including Huawei's Qian Kun intelligent driving system, which utilizes dual lidar and visual fusion for L2-level driving assistance [4] - The Q6L e-tron has an extended wheelbase of 2995mm, catering to Chinese consumer preferences, and includes an 88-inch AR HUD and a five-screen interactive cockpit [4] Group 2 - The Audi Q6L e-tron is equipped with an 800V high-voltage battery system that supports a peak charging power of 270kW, allowing for a range of 765km [5] - The Audi FAW New Energy Company factory, where the Q6L e-tron is produced, integrates advanced automation with nearly 1000 robots, achieving 100% automated welding and a 90% efficiency increase in parts handling [5] - The factory's annual production capacity is planned to reach 150,000 vehicles, with a vehicle rolling off the line approximately every 120 seconds [5] Group 3 - The factory operates under a "zero emissions plan," utilizing 100% green energy and achieving a 95% carbon reduction through closed-loop recycling of aluminum materials [6] - Water resource management is emphasized, with 100% recycling of production and domestic wastewater, saving over 105,000 cubic meters of water annually [6] - The local supply chain is robust, with 50% of suppliers located within 30 kilometers of the factory, achieving a localization rate of 90% [6]

重量问题 大尺寸轮圈往往意味着更大的质量，以飞度为例，15寸铸造轮圈重量约5.3kg，同样工艺的16寸轮圈重量达到了6.6kg，增幅达到了25%之多。在20寸、 21寸更大的轮圈上，重量增加会更加明显，不只轮圈，与之匹配的轮胎尺寸也会变大，最终的总重量增幅会十分明显，如果有意控制车辆自重，车企不得不 在其他地方，如四门两盖减轻重量。 其次，簧下质量的增加会导致操控性和舒适性降低。簧下质量越大，悬挂系统（弹簧、减振器）需要克服的惯性力越大，导致悬挂对路面颠簸的响应速 度变慢。前轮簧下质量增加会使转向时的方向盘手感变重；车轮受到路面冲击时传递到车身的振动能量越多，导致车内乘客感受到更强烈的颠簸和震动，恶 化乘坐舒适性。 很多消费者在购车时，将颜值放在首位，所以有很多人认为选择大尺寸轮圈更能营造车辆的视觉冲击。而在改装圈，更有不少玩家，选择升高避震、更 换大尺寸轮圈，认为能给车辆带来性能上的提升。但对于家用车来说，轮胎和轮圈，真的是越大越好吗？ 阿斯顿马丁vantageS 配备19寸轮圈 首先从车辆价位来说，一般情况下的入门微型车、A级车，多配备14寸、15寸的轮圈。随着车辆级别的提升，轮圈尺寸也越来越大。 举例来 ...

华夏时报记者 刘凯 北京报道 近日，"保时捷终端价格跳水"话题如一颗重磅炸弹，引发消费者与行业人士的广泛关注。曾经在豪华车 领域以"价格坚挺"形象示人的保时捷，旗下卡宴、帕拉梅拉等热门车型在多地出现大幅降价，部分车型 折扣低至6.5折。这一价格调整不仅打破了传统豪华车长久以来的"价格神话"，更深刻折射出新能源时 代下豪华车市场正在经历的深层变革。在新能源汽车的冲击下，传统豪华车品牌面临着前所未有的挑 战，价格调整成为它们在激烈市场竞争中寻求生存与发展的无奈之举。 与此同时，记者了解到，奔驰、宝马、奥迪等传统豪华品牌也均有价格调整，终端市场上活动不断。这 一系列降价现象背后，是整个传统豪华车阵营在2024年表现低迷的大背景。保时捷在华销量自2021年达 到峰值后持续下滑，2025年一季度销量更是同比下滑42%，中国市场从"最大单一市场"跌至全球第三 位。奔驰、宝马、奥迪在中国市场的销量也均有不同程度的下滑。 保时捷价格调整 记者通过电话了解到，北京、天津和深圳等地的保时捷价格均有所下调，但各地区价格调整并不相同。 在深圳地区，优惠力度堪称"标杆"。以2025款卡宴为例，最高优惠达35%。一辆选配完价格为115万 ...

Core Insights - Audi's first dedicated electric vehicle production base in China, located in Changchun, represents a significant milestone in the company's strategy to support its operations in the Chinese market [1][19] - The Q6L e-tron, a luxury electric SUV, has officially begun pre-sales, showcasing Audi's technological strength and innovation in the electric vehicle sector [3][19] Production and Technology - The Audi FAW New Energy PPE factory is recognized as the most advanced production facility globally, emphasizing a fully digital and automated production system [4] - The factory employs digital twin technology to ensure real-time updates and synchronization between digital models and actual construction progress [4] - Automation is a key feature, with 824 KUKA robots achieving a welding precision of 0.1 mm, significantly enhancing production efficiency and quality [6] - The integration of a comprehensive IT architecture allows for the interconnection of all maintenance, logistics, and manufacturing processes, improving operational efficiency [4][8] Environmental Sustainability - The factory operates under a "zero emissions" plan, achieving 100% photovoltaic coverage and green energy supply, along with a closed-loop water treatment system [10][12] - The facility has implemented various ecological initiatives, including the creation of a micro-ecosystem with local flora and fauna, enhancing biodiversity [12] Supply Chain and Localization - A supply chain ecosystem is forming around the PPE factory, with 50% of suppliers located within a 30-kilometer radius, which increases localization and reduces logistics carbon footprint [14] Future Outlook - By 2025, Audi plans to launch its largest product offensive in China, with the Q6L e-tron positioned as a flagship model, combining German engineering with Chinese manufacturing speed [19]

Core Insights - The retail penetration rate of new energy passenger vehicles in China surpassed 51% in April 2025, marking the beginning of a new era of "parallel oil and electricity" in the automotive market [1] Group 1: Income and Region - High-end new energy vehicles are primarily owned by financial professionals and tech executives in urban areas, with annual family incomes exceeding 500,000 yuan, reflecting a blend of technological taste and environmental values [2] - In contrast, in rural areas, micro electric vehicles like Wuling Hongguang MINI EV are favored for their cost-effectiveness, saving over 85% on fuel costs compared to traditional vehicles [2] - Regional disparities in charging infrastructure affect consumer choices, with urban areas having a high density of charging stations while rural areas still face challenges [2] Group 2: Age and Gender - The majority of new energy vehicle owners are aged 25-35, with 61% in this age group prioritizing smart vehicle systems over traditional engine specifications [3] - Older consumers, particularly males aged 45-55, show a preference for traditional fuel vehicles, valuing mechanical reliability [3] - Female consumers are increasingly influencing family vehicle purchases, with a notable rise in female ownership of off-road vehicles [3] Group 3: Occupation and Values - New energy vehicles serve as a "business card" for entrepreneurs, enhancing their image as cost-conscious operators in competitive markets [4] - High-income individuals are increasingly associating electric vehicles with social status and environmental responsibility, while some professionals remain cautious about electric vehicles due to health concerns [4] Group 4: Future Trends - The automotive market is evolving towards coexistence of fuel and electric vehicles, with each type serving distinct purposes in urban and extreme environments [6] - The dual ownership of fuel and electric vehicles within families reflects a pragmatic approach to transportation needs [6] Group 5: Social Change Behind Consumer Choices - The debate between fuel and electric vehicles represents a clash of modern values, with younger consumers embracing technology while others hold onto traditional automotive values [7] - The diversity in consumer preferences indicates a mature market where both electric and fuel vehicles fulfill different needs, emphasizing the principle that "suitability is best" [7]

Core Insights - The luxury car market is witnessing a brand crisis, with BMW facing challenges similar to those that led to Audi's decline [1][2] - BMW's sales strategy has shifted, leading to a significant drop in customer loyalty and brand value [4][14] - The rise of domestic brands like AITO and Li Auto is capturing market share from BMW, particularly in the SUV segment [2][3] Sales and Market Dynamics - BMW's X5, once a profitable model, has seen its price drop to 540,000 RMB, yet it struggles to sell [2][3] - The company exited the price war last year, which further alienated potential customers who perceived BMW as becoming more expensive [3][4] - The rapid expansion of BMW's dealership network from 460 to over 600 between 2014 and 2017 was initially successful but has led to internal competition among dealers [5][6][9] Dealer and Pricing Strategy - BMW's dealer model, which offers 90% of the MSRP as wholesale price, has created a competitive environment where dealers undercut each other [7][9] - The introduction of the new 5 Series has resulted in disappointing sales, with only 4,000 units sold monthly, leading to inventory pressure on dealers [10][11] - The price cuts initiated by dealers to move inventory have eroded BMW's pricing integrity, making it difficult to maintain higher price points [11][12] Brand Perception and Product Development - BMW's brand value and premium pricing ability are declining, with consumers now expecting lower prices [14][20] - The company is struggling to adapt to market changes, with its new models failing to resonate with consumers compared to competitors like Mercedes-Benz [16][20] - BMW's slow response to the electric vehicle market and reliance on traditional performance metrics have left it vulnerable to newer brands [18][19] R&D and Market Strategy - BMW's development teams in Germany are disconnected from the preferences of Chinese consumers, leading to products that do not meet local market demands [21][22] - The company is facing internal challenges regarding decision-making and product development, which are hampering its ability to compete effectively [25][26] - Competitors like Mercedes-Benz and Audi are actively adapting their strategies to better align with Chinese consumer preferences, while BMW remains stagnant [24][26]

Core Viewpoint - The "0-kilometer used car" market is facing unprecedented scrutiny, with industry leaders exposing its gray areas and questionable practices [1][6]. Industry Overview - The term "0-kilometer used car" refers to vehicles that are registered but quickly resold, creating a market where 3,000 to 4,000 sellers are involved in this type of transaction [1]. - This market has developed a complete supply chain, with various brands like BYD, Aion, and Audi offering "0-kilometer used cars" at prices significantly lower than their suggested retail prices [1]. Pricing and Sales Practices - Examples of pricing include a Volkswagen model sold for 78,800 yuan, which is nearly 50,000 yuan less than its suggested retail price, and a BYD model priced at 55,800 yuan, about 20,000 yuan cheaper than new [5]. - Dealers are using this method as a way to clear inventory, purchasing new cars at low prices and reselling them to consumers at a slight markup, benefiting all parties involved [6]. Market Dynamics - The practice of selling "0-kilometer used cars" is not new and has been a common strategy among dealers to boost sales figures, especially towards the end of the year [6]. - The phenomenon reflects deeper contradictions within the automotive industry, where competitive pressures force some businesses to exploit regulatory loopholes [7]. Consumer Implications - There are risks associated with purchasing "0-kilometer used cars," including the loss of first-owner benefits and potential depreciation in resale value [7]. - The existence of this market raises concerns about consumer rights and the integrity of subsidy policies, as some dealers may manipulate vehicle exchange subsidies for short-term gains [7].