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class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u4ee5\u4e0a\u662f\u6211\u4eec\u7684\u4e24\u4e2a\u91cd\u70b9\u9886\u57df\uff0c\u6211\u4eec\u8fdb\u884c\u4e86\u5927\u624b\u7b14\u6295\u8d44\uff1b\u5728\u5176\u4ed6\u9886\u57df\u5219\u4f1a\u901a\u8fc7\u6218\u7565\u5408\u4f5c\u7684\u65b9\u5f0f\u6765\u8fbe\u6210\u5171\u8d62\uff0c\u6bd4\u5982\uff0c\u6211\u4eec\u4e0e\u5934\u90e8\u4f01\u4e1a\u6210\u7acb\u4e86\u667a\u80fd\u5ea7\u8231\u5408\u8d44\u516c\u53f8\uff0c\u5165\u80a1\u4e86\u4e00\u4e9b\u9ad8\u7ea7\u8f85\u52a9\u9a7e\u9a76\u9886\u57df\u7684\u521d\u521b\u4f01\u4e1a\uff0c\u5728\u81ea\u52a8\u9a7e\u9a76\u9886\u57df\u4e5f\u5f00\u5c55\u4e86\u4e00\u4e9b\u5408\u4f5c\u9879\u76ee\u3002<\/p>\n\n\n\n<p 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class=\"has-medium-font-size\">\u51af\u5174\u4e9a\uff1a\u7a76\u7adf\u8981\u81ea\u5df1\u505a\uff0c\u8fd8\u662f\u4f9d\u9760\u522b\u4eba\uff0c\u53d6\u51b3\u4e8e\u8fd9\u9879\u6280\u672f\u5230\u5e95\u80fd\u5426\u4e70\u6765\uff0c\u662f\u5426\u5173\u4e4e\u54c1\u724c\u7279\u8272\u548c\u7ade\u4e89\u529b\u3002\u5373\u4f7f\u5728\u71c3\u6cb9\u8f66\u65f6\u4ee3\uff0c\u7531\u4e8e\u52a8\u529b\u7684\u8f93\u51fa\u7279\u6027\u662f\u71c3\u6cb9\u8f66\u65f6\u4ee3\u7684\u6838\u5fc3\u7279\u8272\uff0c\u5927\u5bb6\u90fd\u5e0c\u671b\u201c\u4eba\u65e0\u6211\u6709\uff0c\u4eba\u6709\u6211\u4f18\u201d\uff0c\u56e0\u6b64\u5e02\u573a\u4e0a\u5f88\u96be\u6279\u91cf\u8d2d\u4e70\u5230\u9ad8\u8d28\u91cf\u7684\u53d1\u52a8\u673a\uff0c\u8f66\u4f01\u51e0\u4e4e\u90fd\u5bf9\u53d1\u52a8\u673a\u8fdb\u884c\u4e86\u9ad8\u5f3a\u5ea6\u6295\u5165\u3002\u5f52\u6839\u7ed3\u5e95\uff0c\u662f\u5426\u9700\u8981\u5bf9\u67d0\u9879\u6280\u672f\u8fdb\u884c\u5e03\u5c40\uff0c\u9996\u5148\u53d6\u51b3\u4e8e\u6280\u672f\u672c\u8eab\u7684\u72ec\u7279\u6027\uff0c\u5176\u6b21\u662f\u8f66\u4f01\u80fd\u5426\u5177\u5907\u638c\u63a7\u529b\u3002\u8fd9\u91cc\u7684\u638c\u63a7\u529b\u5e76\u975e\u67d0\u79cd\u91ce\u5fc3\uff0c\u800c\u662f\u5bf9\u8f66\u4f01\u4e1a\u52a1\u8fde\u7eed\u6027\u7684\u57fa\u672c\u4fdd\u969c\u3002\u4e3a\u4ec0\u4e48\u5927\u5bb6\u5bf9\u4f20\u7edf\u7684Tier 1\u5f88\u653e\u5fc3\uff0c\u5c31\u662f\u56e0\u4e3a\u4ed6\u4eec\u80fd\u4fdd\u8bc1\u6301\u7eed\u4f9b\u5e94\u3002\u4f46\u7ecf\u5386\u4e86\u8fd9\u4e48\u591a\u7684\u4f9b\u5e94\u94fe\u5371\u673a\u540e\uff0c\u8fd9\u6837\u7684\u7a33\u6001\u663e\u7136\u88ab\u6253\u7834\u4e86\uff0c\u4e0d\u53ef\u80fd\u4e0d\u5f71\u54cd\u8f66\u4f01\u7684\u6295\u8d44\u51b3\u7b56\u3002<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">2 \u5546\u4e1a\u6a21\u5f0f\u521b\u65b0<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">\u9ea6\u80af\u9521\uff1a\u5728\u5546\u4e1a\u6a21\u5f0f\u521b\u65b0\u4e0a\uff0c\u5e7f\u6c7d\u96c6\u56e2\u53c8\u6709\u54ea\u4e9b\u5e03\u5c40\u53ca\u8003\u91cf\uff1f<\/p>\n\n\n\n<p 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u5f53\u7136\uff0c\u4e0d\u662f\u8bf4\u4f20\u7edf\u7684\u54c1\u8d28\u4fdd\u8bc1\u80fd\u529b\u4e0d\u518d\u91cd\u8981\u4e86\uff0c\u8d28\u91cf\u6c34\u5e73\u4ecd\u7136\u81f3\u5173\u91cd\u8981\u3002\u4f46\u5728\u4fdd\u8bc1\u539f\u6709\u7684\u9ad8\u54c1\u8d28\u7684\u540c\u65f6\uff0c\u901a\u8fc7\u5bf9\u65b0\u578b\u987e\u5ba2\u5173\u7cfb\u7684\u6784\u7b51\uff0c\u5382\u5bb6\u80fd\u591f\u53d6\u5f97\u66f4\u597d\u7684\u5ba2\u6237\u6ee1\u610f\u5ea6\u53ca\u53e3\u7891\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u5e02\u573a\u4e0a\u6709\u6240\u8c13\u7684\u65b0\u52bf\u529b\u4e0e\u4f20\u7edf\u52bf\u529b\u7684\u5212\u5206\u3002\u65b0\u52bf\u529b\u7684\u7279\u8272\u4e4b\u4e00\u5c31\u662f\u66f4\u8d34\u8fd1\u987e\u5ba2\uff0c\u66f4\u4ee5\u987e\u5ba2\u4e3a\u4e2d\u5fc3\uff0c\u4f46\u4f20\u7edf\u52bf\u529b\u96be\u9053\u5c31\u4e0d\u4ee5\u987e\u5ba2\u4e3a\u4e2d\u5fc3\u5417\uff1f\u201c\u987e\u5ba2\u7b2c\u4e00\uff0c\u987e\u5ba2\u5c31\u662f\u4e0a\u5e1d\u201d\uff0c\u8fd9\u5df2\u88ab\u4f20\u7edf\u52bf\u529b\u5ff5\u53e8\u4e86\u4e00\u8f88\u5b50\u3002\u4f46\u5728\u4f20\u7edf\u6a21\u5f0f\u4e0b\uff0c\u5382\u5bb6\u5bf9\u63a5\u7ecf\u9500\u5e97\uff0c\u7ecf\u9500\u5e97\u5bf9\u63a5\u987e\u5ba2\uff0c\u6240\u4ee5\u5382\u5bb6\u4e8b\u5b9e\u4e0a\u63a5\u89e6\u4e0d\u5230\u987e\u5ba2\uff0c\u5176\u547d\u8fd0\u5b8c\u5168\u53d6\u51b3\u4e8e\u7ecf\u9500\u5546\u7684\u8d28\u91cf\uff0c\u800c\u7ecf\u9500\u5546\u7684\u884c\u4e3a\u5e76\u4e0d\u4e00\u5b9a\u80fd\u771f\u5b9e\u53cd\u6620\u5382\u5bb6\u7684\u5fc3\u6001\u548c\u60f3\u6cd5\u3002\u8fd9\u79cd\u65e7\u6a21\u5f0f\u4e0d\u80fd\u518d\u7ee7\u7eed\u4e0b\u53bb\uff0c\u6211\u4eec\u5fc5\u987b\u505a\u5230\u5382\u5bb6\u76f4\u63a5\u8054\u7ed3\u987e\u5ba2\uff0c\u76f4\u63a5\u670d\u52a1\u987e\u5ba2\uff0c\u76f4\u63a5\u7ecf\u8425\u987e\u5ba2\u3002\u53ea\u6709\u6784\u7b51\u8fd9\u6837\u7684\u65b0\u578b\u4e92\u52a8\uff0c\u624d\u80fd\u900f\u660e\u5316\u987e\u5ba2\u9700\u6c42\u5e76\u79ef\u6781\u5e94\u5bf9\uff0c\u624d\u80fd\u63d0\u9ad8\u987e\u5ba2\u7684\u63a5\u53d7\u5ea6\u53ca\u6ee1\u610f\u5ea6\uff0c\u624d\u80fd\u5c06\u5382\u5bb6\u7684\u670d\u52a1\u8d28\u91cf\u548c\u7406\u5ff5\u4e0d\u6253\u6298\u6263\u5730\u4f20\u9012\u7ed9\u987e\u5ba2\u3002\u6240\u4ee5\u6211\u8ba4\u4e3a\uff0c\u65b0\u52bf\u529b\u548c\u4f20\u7edf\u52bf\u529b\u4e4b\u95f4\u7684\u533a\u522b\uff0c\u4e0d\u662f\u8c01\u66f4\u6709\u201c\u987e\u5ba2\u81f3\u4e0a\u201d\u7684\u610f\u8bc6\uff0c\u800c\u662f\u8c01\u66f4\u80fd\u901a\u8fc7\u201c\u76f4\u8054\u3001\u76f4\u670d\u3001\u76f4\u8425\u201d\u7684\u624b\u6bb5\uff0c\u5c06\u5bf9\u987e\u5ba2\u7684\u5173\u7231\u4e0e\u611f\u6fc0\u5b8c\u6574\u4f20\u9012\u51fa\u53bb\u3002<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">3 \u7ba1\u7406\u4e0e\u673a\u5236\u521b\u65b0<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">\u9ea6\u80af\u9521\uff1a\u7ba1\u7406\u4e0e\u673a\u5236\u521b\u65b0\u65b9\u9762\uff0c\u6211\u4eec\u6ce8\u610f\u5230\u5e7f\u6c7d\u5728\u80a1\u6539\u3001\u80a1\u6743\u6fc0\u52b1\uff0c\u4e43\u81f3\u57c3\u5b89\u5206\u62c6\u4e0a\u5e02\u7b49\u65b9\u9762\u4e5f\u53d6\u5f97\u8bb8\u591a\u65b0\u8fdb\u5c55\u3002\u5728\u56fd\u4f01\u63a8\u52a8\u673a\u5236\u521b\u65b0\u65b9\u9762\uff0c\u80fd\u8c08\u4e00\u4e0b\u60a8\u7684\u4f53\u4f1a\u5417\uff1f<\/p>\n\n\n\n<p 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class=\"has-medium-font-size\">\u5728\u8fd9\u4e9b\u6709\u5229\u56e0\u7d20\u7684\u4f5c\u7528\u4e0b\uff0c\u5e7f\u6c7d\u5b9e\u65bd\u4e86\u804c\u4e1a\u7ecf\u7406\u4eba\u6539\u9769\uff0c\u8fd9\u5728\u5e7f\u5dde\u5e02\u5c5e\u56fd\u4f01\u4e2d\u662f\u7edd\u65e0\u4ec5\u6709\u7684\uff1b\u5176\u4ed6\u673a\u5236\u6539\u9769\u7684\u6838\u5fc3\u4e3e\u63aa\u5305\u62ec\u80a1\u7968\u671f\u6743\u6fc0\u52b1\u3001\u57c3\u5b89\u7684\u80a1\u6539\u7b49\u3002\u5b9e\u65bd\u8fd9\u4e9b\u5927\u4e3e\u63aa\u7684\u4e3b\u8981\u76ee\u7684\u662f\u5f3a\u5316\u5458\u5de5\u6240\u5f97\u4e0e\u4f01\u4e1a\u5229\u76ca\u4e4b\u95f4\u7684\u5173\u7cfb\uff0c\u5b9e\u73b0\u201c\u804c\u4f4d\u80fd\u4e0a\u80fd\u4e0b\uff0c\u5de5\u8d44\u80fd\u589e\u80fd\u51cf\uff0c\u5458\u5de5\u80fd\u8fdb\u80fd\u51fa\u201d\uff0c\u800c\u4e0d\u662f\u201c\u5e72\u597d\u5e72\u574f\u4e00\u4e2a\u6837\uff0c\u5e72\u4e0e\u4e0d\u5e72\u4e00\u4e2a\u6837\u201d\u3002<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u56fd\u4f01\u7684\u53d1\u5c55\uff0c\u6838\u5fc3\u52a8\u529b\u6709\u4e24\u4e2a\uff1a\u653f\u5e9c\u8003\u6838\u548c\u4f01\u4e1a\u5bb6\u7cbe\u795e\u3002\u6240\u8c13\u4f01\u4e1a\u5bb6\u7cbe\u795e\uff0c\u6211\u7684\u7406\u89e3\u5c31\u662f\u8981\u6709\u4e8b\u4e1a\u5fc3\uff0c\u8981\u6709\u4e0d\u7518\u5e73\u5eb8\u3001\u8a93\u8981\u5e72\u6210\u4e00\u756a\u4e8b\u4e1a\u7684\u51b2\u52a8\uff01\u4f5c\u4e3a\u4f01\u4e1a\u9886\u5bfc\u4eba\uff0c\u4e0d\u80fd\u62d8\u6ce5\u4e8e\u538b\u529b\uff0c\u5fc5\u987b\u6709\u627f\u62c5\u98ce\u9669\u7684\u7cbe\u795e\u3002\u5728\u5176\u4f4d\uff0c\u5c31\u5fc5\u987b\u8c0b\u5176\u4e8b\uff01\u6240\u4ee5\u6211\u65e2\u662f\u6539\u9769\u7684\u53c2\u4e0e\u8005\u3001\u63a8\u52a8\u8005\uff0c\u4e5f\u662f\u6539\u9769\u6c1b\u56f4\u7684\u8425\u9020\u8005\u3002<\/p>\n\n\n\n<p 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h2 class=\"wp-block-heading\">\u4e09\u3001\u5c55\u671b2030<\/h2>\n\n\n\n<p class=\"has-medium-font-size\">\u9ea6\u80af\u9521\uff1a\u5c55\u671b2030\uff0c\u5728\u4ea7\u4e1a\u5de8\u53d8\u7684\u80cc\u666f\u4e0b\uff0c\u5168\u7403\u6c7d\u8f66\u4ea7\u4e1a\u683c\u5c40\u4f1a\u51fa\u73b0\u600e\u6837\u7684\u53d8\u5316\uff1f\u5355\u7eaf\u4ee5\u81ea\u6709\u54c1\u724c\u7684\u4e58\u7528\u8f66\u9500\u91cf\u8ba1\u7b97\uff0c\u5168\u7403\u6392\u540d\u524d\u5341\u7684\u699c\u5355\u91cc\u8fd8\u672a\u89c1\u4e2d\u56fd\u8f66\u4f01\u7684\u8eab\u5f71\u3002\u60a8\u89c9\u5f97\u8fd9\u4e2a\u683c\u5c40\u4f1a\u51fa\u73b0\u53d8\u5316\u5417\uff1f<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u5f53\u7136\uff0c\u957f\u671f\u6765\u770b\u8fd8\u662f\u8981\u901a\u8fc7\u7ec4\u7ec7\u53d8\u9769\uff0c\u8ba9\u66f4\u591a\u5458\u5de5\u5177\u6709\u8fdc\u89c1\u548c\u6d1e\u5bdf\u529b\uff0c\u201c\u4eba\u7686\u53ef\u4e3a\u5c27\u821c\u201d\uff0c\u8fd9\u624d\u662f\u957f\u4e45\u4e4b\u9053\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u9ea6\u80af\u9521\uff1a\u611f\u8c22\u51af\u603b\u7684\u5b9d\u8d35\u65f6\u95f4\u53ca\u7cbe\u5f69\u5206\u4eab\uff01\u795d\u60a8\u8eab\u4f53\u5065\u5eb7\uff0c\u5de5\u4f5c\u987a\u5229\uff01<\/p>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/04\/cxo\u7ed3\u5c3e\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<p class=\"has-medium-font-size\">In the automotive industry in a hundred years of great changes, as the traditional car companies in the vanguard, GAC Group has achieved impressive performance in recent years, whether it is the overall scale of production and sales, or new energy vehicle industrialization, new technology field development, etc., are showing a rising situation. Mr. Feng Xingya, General manager of GAC Group, was also recently named &#8220;China&#8217;s Best CEO 2022&#8221; by Forbes China [1]. In a conversation with McKinsey Global Managing Partner Guan Mingyu and Global Associate Managing Partner Zhou Guansong, Mr. Feng Xingya shared his industry insights from multiple perspectives such as industrial changes, innovation approaches, and future prospects.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Interviewee:<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya Director and general manager of GAC Group<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya, born in 1969, holds a master&#8217;s degree and a Master&#8217;s degree in Business administration. He is currently the General manager of Guangzhou Automobile Group Co., LTD. In March 2008, Mr. Feng Xingya was named &#8220;Advanced Individual with Outstanding Contribution to GAC Group&#8217;s Development in Ten years&#8221; by Guangzhou Municipal Party Committee and Municipal Government; in 2009, he was named &#8220;Model Advanced Worker of National Machinery Industry&#8221; by Ministry of Human Resources and Social Security of China and China Machinery Industry Federation; in May 2018, he was awarded the title of &#8220;Ankang Entrepreneur&#8221; by All-China Federation of Trade Unions. In August 2022, he was named the Best CEO of China by Forbes China 2022.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Interviewer:<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Guan Mingyu is a global managing partner and head of the automotive industry in China at McKinsey<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Zhou Guansong, global associate managing Partner, McKinsey &amp; Company<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">First, China&#8217;s automobile industry &#8220;a hundred years of great changes.<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: First of all, congratulations on being named &#8220;China&#8217;s Best CEO 2022&#8221; by Forbes China, and the only CEO of a state-owned automotive conglomerate on the list, and thank you very much for accepting our interview. It is said in the industry that China&#8217;s automobile industry is experiencing &#8220;a great change not seen in a century&#8221;, as the CEO of GAC, how would you interpret this statement? Looking forward to 2030, in the context of industrial changes, what will be the trend of the global automotive industry, and what will be the general direction of development?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: Thank you for your congratulations, and it is a pleasure to talk to McKinsey. The phrase &#8220;great changes not seen in a century&#8221; is very appropriate, reflected in all aspects. As the general manager of GAC Group, my experience is as follows:<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">The first is the change in the international situation. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">As early as 2017, we started to plan exports to certain developed markets, but later due to drastic changes in tariff rates, the project is no longer viable; Later, as the situation changed, the impact was no longer limited to tariff rates, but also included drastic changes in industrial policy.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">The second is the changes in the automotive industry itself, the so-called &#8220;new four modernizations&#8221;, which in turn to electrification and intelligent networking as the core. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">In terms of electrification, the change in the Chinese market can be described as &#8220;a thousand miles a day&#8221; : the current market share of electric vehicles is close to 30%, which is equivalent to achieving the original government plan to reach 25% by 2025 three years in advance. In the context of &#8220;dual carbon&#8221;, the development of electric vehicles will continue to accelerate, and it is expected that by 2030 China&#8217;s electric vehicle penetration rate will reach at least 50%. In terms of intelligent networking, the car has gradually evolved from ordinary transportation to intelligent mobility space, and even will eventually become a driverless intelligent mobility space, although the latter is not yet commercialized, but the trend is certain. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">By 2030, even contiguous urban communities, as long as the conditions are right and there are the right scenarios, will be able to achieve driverless, I am confident. In addition to liberating manpower and time, driverless cars can also create huge business value: currently, the total labor cost of a full-time driver is about 200,000 yuan per year, or 1 million yuan over five years. In the driverless scenario, even if the related hardware and software costs reach 500,000 yuan, the vehicle operator can still achieve a surplus of 500,000 yuan. So by 2030, driverless fleets in specific scenarios will appear in large numbers.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">The third is the change of industrial chain layout. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">The automotive industry is a typical &#8220;global&#8221; industry, in the local procurement of the main at the same time, the multinational procurement of parts is also common. However, with the change of the international situation, the shortage of superimposed chips and the impact of the epidemic, it is common to see the downstream vehicle production stop due to the shutdown of some supply nodes. Supply chain bottlenecks themselves are not new and have occurred sporadically in the past, but they are almost always resolved quickly; The current supply crisis has lasted for nearly three years, and there is no sign of a comprehensive improvement, which is unique in my more than 30 years in the industry. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">Whether an enterprise can achieve its business objectives no longer depends solely on market acceptance, but is increasingly restricted by the supply chain. Another problem is the rising cost of mineral raw materials due to the rapid development of electric vehicles. In order to ensure battery supply, many Oems have begun to focus on the upstream mining development, which was previously unimaginable. These global supply chain problems have been out of the scope of intervention of a number of temporary emergency means, and we need to spend great efforts to think and layout.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">McKinsey: The traditional saying is &#8220;let professional people do professional things&#8221;, so the automotive industry has gradually formed a chain layout<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: The traditional saying is &#8220;let professional people do professional things&#8221;, so the automotive industry has gradually formed a chain layout, that is, the role of Oems like &#8220;chain length&#8221;, through Tier 1, Tier 2 and other suppliers to complete the division of labor. But now many car companies have begun to lay out some subdivisions of the supply chain, far beyond the scope of the previous Oems, which has brought a huge impact on the traditional pattern. Do you think this is a temporary phenomenon, or will the traditional chain model be completely upended?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: This is a joint change brought about by industrial change; How long the associated transformation will last depends on when the industrial transformation is completed. The development logic of any new thing starts from change, gradually stabilizes, and finally solidifies. The new things that come after repeat the same cycle. From this perspective, the above supply chain changes will not be a short-term phenomenon, because the entire industry needs at least another decade to complete the electric and intelligent transformation. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">At the same time, the competitive logic of the industry will also change, that is, from the previous fight quality, fight cost, fight delivery, transition to fight innovation &#8211; even if ten years later, intelligent electric vehicle products become stable or solidified, there will be new innovation points to become a new benchmark for measuring competitiveness, such as fight user operations, fight scenarios, etc. In any case, the car industry is unlikely to return to its previous state of extreme stability.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Second, the way to success: innovation is a talisman through the cycle<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">1 Scientific and technological innovation<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: In recent years, GAC Group has achieved impressive results in terms of production and sales scale, industrialization of electric vehicles, and development of new technologies and new business forms. What is the secret behind this success?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: The most important thing is the ability to innovate. I mentioned earlier the cycle of &#8220;change, stabilization, solidification&#8221; of new things, and innovation is the surest talisman to successfully navigate this cycle. Specifically, it includes scientific and technological innovation, business model innovation, management and mechanism innovation.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">First of all, scientific and technological innovation, which is the fundamental support for the capabilities of other systems, such as electrification, autonomous driving, software-defined vehicles, scene design and insight, and user relationship reconstruction.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\">Gac has focused on two core technology areas, namely power batteries and intelligent networking. <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Power batteries are the most core components, will fundamentally determine the future competitiveness of the enterprise in the field of electric vehicles, we can not be such an important business completely handed over to the industrial chain to achieve, so continue to invest in the field of batteries. However, electrochemistry itself, relying on the investment of the car companies themselves, can not cover all segments of technology, so our strategy to solve the battery demand is: one-third by their own production, to ensure technology leadership, stable supply and cost advantages; One third comes from joint ventures with outstanding enterprises; Another third is purchased from the market. Intelligent networking is another focus area, especially the new generation of electronic and electrical architectures with &#8220;central integration + domain controller&#8221; as the core. This is the heart of driverless, and my faith in driverless is unwavering.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">So those are two of our focus areas where we&#8217;ve invested heavily; In other areas, we will achieve win-win results through strategic cooperation. For example, we have established an intelligent cockpit joint venture with the head company, invested in some start-ups in the field of advanced assisted driving, and carried out some cooperation projects in the field of automatic driving.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\">McKinsey: These key areas you mentioned are also being developed by many auto companies around the world. If everyone does something similar, will every car company eventually &#8220;reinvent the wheel&#8221; and cause a waste of resources?<\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: Whether to do it yourself or rely on others depends on whether the technology can be bought, whether it is related to brand characteristics and competitiveness. Even in the era of fuel vehicles, because the power output characteristics are the core characteristics of the era of fuel vehicles, everyone hopes that &#8220;people have no I have, people have my best&#8221;, so it is difficult to buy high-quality engines in bulk on the market, and car companies have almost made high intensity investment in the engine. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">In the final analysis, whether a certain technology needs to be laid out depends first on the uniqueness of the technology itself, and then on whether the car company can have control. Control here is not some kind of ambition, but the basic guarantee of the continuity of the car business. The reason why people feel comfortable with traditional Tier 1 is because they can guarantee continuous supply. However, after experiencing so many supply chain crises, such a steady state has obviously been broken. And it is impossible not to affect the investment decisions of car companies.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Business model innovation<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: In terms of business model innovation, what are GAC Group&#8217;s layout and considerations?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: With regard to business model innovation, Aean has achieved certain results in building new customer relationships. Through user interviews, we found that some competitive products have done a very outstanding job in customer relationship reconstruction, which is summed up as &#8220;customer direct connection, customer direct service, customer direct marketing&#8221;. We used to say that &#8220;the best service is no service&#8221;. But no service is relative, is the goal to pursue, not absolute, realistic. To achieve this effect, it is necessary to carry out comprehensive value forging based on the Internet, digitalization and artificial intelligence. Only car companies with systematic innovation ability can do this. So even business model innovation is inseparable from scientific and technological innovation.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">Of course, this is not to say that traditional quality assurance capabilities are no longer important. Quality levels are still critical. However, while ensuring the original high quality, through the construction of new customer relationships, manufacturers can achieve better customer satisfaction and reputation.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\">There is a so-called division of new and traditional forces in the market. <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">One of the characteristics of the new power is to be closer to the customer. More customer-centric, but the traditional power is not customer-centric? &#8220;Customer first, customer is God&#8221;, which has been the traditional forces for a lifetime. But in the traditional model, the manufacturer docking dealerships, dealerships docking customers. So the manufacturer in fact can not touch the customer, its fate depends entirely on the quality of the dealer. And the dealer&#8217;s behavior does not necessarily reflect the true mentality and ideas of the manufacturer. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">This old model can no longer continue, we must do manufacturers directly connect customers, direct service customers, direct management customers. Only by building such a new type of interaction can we make customer needs transparent and actively respond to them, improve customer acceptance and satisfaction, and pass on the service quality and concept of manufacturers to customers without compromising. Therefore, I believe that the difference between the new power and the traditional power is not who has the consciousness of &#8220;customer first&#8221;, but who is more able to pass on the love and gratitude for customers through the means of &#8220;direct connection, direct service and direct operation&#8221;.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\">Three years ago I wrote an article called &#8220;The Golden Triangle of Marketing.&#8221; <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">My point of view in the article is that the revolution in the sales and service model of automobile companies must be from the &#8220;linear model&#8221; of &#8220;manufacturers &#8211; dealers &#8211; customers&#8221; to the &#8220;triangle model&#8221;. Whoever is the first to build a triangular relationship will be the first to win in customer service. From this point of view, Ian should be classified as a new power, rather than a traditional power, because Ian is gradually changing from the traditional &#8220;linear model&#8221; to the &#8220;direct connection, direct service, direct marketing&#8221; &#8220;golden triangle&#8221; model.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: The dealership model has served car companies well for more than a century. A large part of the dealer&#8217;s value is the so-called &#8220;buffer zone&#8221; that helps car companies bridge the gap between the continuous requirements of manufacturing and the discrete reality of actual market demand. Do you think that will hold true in the future?<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h5 class=\"wp-block-heading\">Feng Xingya: This idea will definitely be eliminated by history, this is my clear view. <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">Why you need the buffer of dealerships is because you can&#8217;t connect customers directly before. Customers are complex, diverse and geographically distributed, and such complexity is not timely mastered and effectively sorted out by old technology. However, with the blessing of the network and big data technology, we can now timely summarize various consumer needs and analyze and classify them, which is far more accurate and efficient than obtaining data through dealers. The so-called buffer belt seems to bring the buffer of the interests of manufacturers. But it also leads to the neglect of the interests of customers. If we say that no one can do direct customer connection before. We can get by as long as we can &#8220;raise a taller person in the dwarf&#8221;. But once a car company does it and you don&#8217;t, the customer will immediately leave you.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h5 class=\"wp-block-heading\">As mentioned above, Ian&#8217;s transformation to the &#8220;marketing Golden triangle&#8221; model: <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">At present, Ian&#8217;s implementation is still the model of distribution stores and directly operated stores, but we are trying to promote reform, and gradually realize the direct management of distribution stores, that is, manufacturers obtain customer needs online, and send relevant instructions to dealers, which are executed offline. In the process of transition to the &#8220;marketing golden triangle&#8221;, the interests of dealer partners must also be fully taken into account. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">For example, consumers are diverted to the dealership after placing an order on the APP, or place an order directly at the physical dealership. And there should be no significant difference in the revenue obtained by the dealer in the two cases. The change in the division of labor online and offline does not represent a significant reduction in the value of dealers. Let alone a fundamental change in the pattern of interests. The reform of the &#8220;golden Triangle of marketing&#8221; should ensure that dealers and Oems can &#8220;think in the same place and make efforts in the same place&#8221;.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">3 Management and mechanism innovation<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: In terms of management and mechanism innovation, we have noticed that GAC has also made many new progress in share reform, equity incentive, and even the spin-off and listing of Ethiopia. Can you talk about your experience in promoting mechanism innovation in state-owned enterprises?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: Many of the rules and regulations of state-owned enterprises are originally designed to prevent risks. But they should not be tied up. I often tell my employees that they should not &#8220;tie themselves in a cocoon&#8221; but should follow market rules as much as possible while meeting regulatory requirements. In the process of GAC&#8217;s transformation and reform, Chairman Zeng Qinghong and the board of directors had a strong sense of reform, played a core role in promoting the reform, and provided a good space for the implementation of reform; Local governments and state-owned assets management departments have also given GAC strong support.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Under the effect of these favorable factors, GAC implemented the professional manager reform, which is unique among state-owned enterprises in Guangzhou. The core measures of other mechanism reform include stock option incentive and share reform of Ian. The main purpose of implementing these major measures is to strengthen the relationship between employees&#8217; income and the interests of the enterprise. So that &#8220;positions can be moved up or down. Wages can be increased or decreased, and employees can enter or leave&#8221;. Rather than &#8220;doing good or bad, doing or not doing good&#8221;.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h5 class=\"wp-block-heading\">There are two core driving forces for the development of state-owned enterprises: <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">government assessment and entrepreneurship. The so-called entrepreneurial spirit, my understanding is to have the ambition, to have not willing to mediocrity, vowed to do a career impulse! As a business leader, can not adhere to the pressure, must have the spirit of taking risks. In his place, he must do his job! Therefore, I am not only a participant and promoter of reform, but also a builder of reform atmosphere.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: This year is the first year of the new foreign joint venture policy for passenger vehicles in China. And there are indeed some new trends in domestic joint ventures. Will the joint venture model enter the 2.0 era? What do you think about that?<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: GAC adheres to walking on two legs: one is independent innovation, the other is joint venture cooperation. For our existing joint venture partners. As long as they are willing to share ups and downs and jointly face the challenges of the future market, our sincerity is also unswerving. Compared with marriage, husband and wife should support each other and help each other. Our joint ventures, such as GAC Toyota and GAC Honda, have achieved very good results.<\/p>\n\n\n\n<h5 class=\"wp-block-heading\">At the same time, we are also actively exploring management innovation with foreign partners around joint venture car companies. <\/h5>\n\n\n\n<p class=\"has-medium-font-size\">In fact, the past joint ventures have been one-sided, and the technology and products are almost entirely dependent on foreign parties, and the Chinese side rarely exports. But now the situation is different, and China&#8217;s capabilities have gradually built up. Especially in the fields of electrification, intelligent networking, human-computer interaction, etc. And China&#8217;s capabilities can feed back into joint ventures. Therefore, the joint venture model will definitely enter the 2.0 era. And the situation of purely relying on foreign input of products and technologies will slowly withdraw from the historical stage. And the two sides will gradually enter a new stage of mutual learning. The Chinese side must have an open mind and do its best to help the joint ventures in areas where the foreign side is not as good as its own.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Third,looking Ahead to 2030<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: Looking forward to 2030, in the context of industrial changes, how will the global automotive industry pattern change? Purely based on the sales of private brand passenger cars, there are no Chinese car companies in the top 10 list of the world. Do you think this pattern will change?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: Let me boldly predict that in the top ten car companies in 2030. There may be five new faces, of which at least three are Chinese car companies. If you only look at electric vehicles, there are certainly more than three Chinese car companies in the top 10. At that time, the more concerned question is that several Chinese car companies can rank among the top three electric vehicles in the world, can they all do it?<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">In order to become a leading car company in the global ranking. There are still many challenges to be overcome, such as the international market. If only rely on the domestic market, then the competitiveness of enterprises is certainly incomplete. But how to better plan the international market? I think the first question that needs to be addressed is:. Do you invest for tomorrow, or do you invest for short-term benefits? Gac&#8217;s choice is to invest for tomorrow, to invest in electric vehicles. Because electric vehicles are also a definite direction outside the Chinese market. It is only the speed of the start that is different.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">At present, GAC has achieved sales in more than 20 countries, although it is still dominated by traditional fuel vehicles, but the future direction will inevitably shift to electric vehicles. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">We will give priority to regions suitable for electric vehicle sales. Such as Europe or Southeast Asia; Considering the various tariff and non-tariff barriers. It is also very important to achieve local production, and cannot rely solely on vehicle exports.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: Although Chinese car companies have made good achievements in the &#8220;New Four modernizations&#8221; and other aspects. However, behind the &#8220;flowers and flowers&#8221;, the weak profitability of car companies is also an indisputable fact. For example, if the net profit of all the leading Chinese car companies is added together. Its scale may not be able to catch up with the profits of some international car companies. If the &#8220;self-hematopoietic&#8221; ability cannot be enhanced for a long time. The sustainability of the innovation and development of Chinese car companies will undoubtedly be challenged. What do you think about that?<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Feng Xingya: This is actually the embodiment of the &#8220;great changes not seen in a century&#8221;. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">The enterprises that are favored by the capital market today are not necessarily the most profitable enterprises. In fact, investors are investing for the future. But investing in electric cars will be very painful for traditional car companies: no investment, no future. But if you make up your mind to invest, it may affect your current livelihood. But that&#8217;s the beauty of a disruptive industry. It is true that the profitability of electric vehicles is not high at present, and electric vehicles are still relatively niche products. But they will become mainstream products in the near future. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">Mainstream products will inevitably enjoy mainstream profit levels. Only profitable enterprises are valuable enterprises. However, the enterprises that make money today are not necessarily the enterprises that make money in the future, which is the general trend of the entire industry. Under this trend, the industry valuation logic will also slowly change:. From examining long-term prospects, gradually transition to the concern of corporate profitability. Indeed, there are already signs of a shift. The next two to three years are very critical. And the overall operating ability of the company must stand the test of investors and time.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In addition, the irrational rise in raw material prices caused by the imbalance between supply and demand of battery raw materials has a great impact on the profitability of electric vehicles. The imbalance between supply and demand can only be solved by increasing supply. With the soaring price of raw materials, more capital will be invested in the development of related mineral resources, which I highly agree with. With the improvement of raw material production capacity, supply and demand will gradually balance. And battery prices are expected to fall, thus creating favorable space for profit.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">McKinsey: Looking ahead, what do you think GAC will look like in the next 10 years?<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: We have formulated the long-term plan of GAC Group in 2035:. The total sales of the group will reach 1 trillion yuan. And the scale of production and sales will reach 5 million units. Among them, the sales of independent brands of electric vehicles accounted for more than 50%, reaching the level of 1-1.5 million units. Driverless cars will become a regular commodity. At the same time, in terms of sales of its own brand electric vehicles. GAC wants to ensure that it enters the top 10 global electric vehicle manufacturers and strives to be among the top three in the world.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">McKinsey: Looking back on your career at GAC, what is your secret to making the &#8220;best CEO&#8221;?<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Feng Xingya: Insight and action are essential qualities for a good CEO. Gac has implemented a lot of transformation measures, some implementation resistance is not small. Many big transformations are painful, but the concrete effects are only visible through long-term persistence. And are likely to be invisible. For example, the transformation of the &#8220;marketing Golden triangle&#8221; I mentioned earlier. Its impact on the reconstruction of customer relations and customer interests is imperceptible and silent. This is the difficulty of our reform:. The immediate cost and pain is not matched by the value that some employees can see. At such critical times, it is not enough to be perceptive. It is also necessary to be actionable: a strong CEO can get better results than a moderate one.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Of course, in the long run, it is still necessary to change the organization. So that more employees have vision and insight, &#8220;everyone can be Yao and Shun&#8221;, which is the long-term way.<mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: Thank you General Manager Feng for your valuable time and wonderful sharing! 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