【观点】广州汽车集团股份有限公司总经理冯兴亚：传统车企如何应对“中国式内卷”？

2023年注定是汽车制造业历史性的转折点：中国大概率首次超越日本，成为世界第一大汽车出口国。但是为什么说“出口第一”不等于“世界范围内产能第一”？中日车企还有什么差距？更重要的是全球保护主义兴起后，中国公司如何突破技术上的桎梏？

更深层看：汽车的产业链非常长，一家企业既要垂直整合以建立“护城河”，又不可能全都自己做了。这其中的进退该如何取舍？同时，随着小米等更多颠覆规则的新势力的加入，这个赛道竞争注定越来越残酷，传统车企该如何应对这种“中国式内卷”？ CXO UNION-CXO联盟（cxounion.cn）

Q1：今年年底，中国或能历史上第一次超越日本，成为世界第一大汽车出口国。如果忽略偶然因素，其中有哪些是必然性？

冯兴亚：这是必然趋势。一来，这是中国企业长期积累、厚积薄发的结果；二来，近年来中国企业尤其是中国汽车企业向智能网联转型。再加上疫情的影响，具备了走出去的条件。

比如，过去我们的汽车产品在国际市场上，主要靠成本进行竞争。而现在中国企业的科技实力在提高，现在我们很多产品已从过去的低价，走向科技的竞争。此外，品牌影响和服务网络都在全面优化。

去年中国汽车出口300多万辆，我觉得今年预计可以超过500万辆。但从中国汽车走向全球的整体趋势来看，目前还相当于马拉松比赛的前5公里。

Q2：前5公里，不到马拉松的八分之一？

冯兴亚：对，才刚刚开始。应该说，我们与很多国际大公司、大品牌相比，还有很多经验和体系需要积累和完善。

Q3：即便“出口第一”也不等于“世界范围内产能第一”。你非常了解日本车企，你觉得中日之间还有哪些差距？

冯兴亚：我在日本车企合资企业工作了很多年。广汽的合作伙伴中，几家日本公司都是全球范围内非常优秀的企业，比如像丰田、本田等等。

它们在传统汽车技术的积累上、在开发国际市场的经验上，以及在与伙伴合作的能力和感知上，都非常优秀。在国际市场上，它们耕耘了很多年。比如丰田，它在日本本土的生产量是200多万辆，但是全球一共达1,000万辆——海外反而是国内的4倍，国际市场是它销售的主流。（注：此处解释了“出口第一”为什么不等于“世界范围内产能第一”。）

中国企业海外销售占比还不够高。在国际市场上早期还是靠CBU（注：Complete Build-up，整车出口）的方式来进行出口，下一步肯定是本地化生产，和先进化生产。在这一点上，我们还有很多需要提高和积累的点，特别是对国外消费者的感知和了解等等。 CXO UNION-CXO联盟（cxounion.cn）

但同时中国汽车企业也有自身的优势，比如：智能网联新能源汽车的领先优势，在国际市场，我们一定能找到生存空间和比较优势。

Q4：广汽面对非常独特的两种趋势：在传统燃油车和新能源车之间，自主品牌和合资品牌之间，存在一定对冲现象。作为世界500强级别的企业，未来如何应对这些结构变化？

冯兴亚：从全球角度看，汽车产业迎来从传统汽车向智能网联新能源汽车的转变。

过去几十年都没有诞生过新的传统汽车企业。但在变局之下，很多新势力、新技术成功诞生且快速成长。在这一点上，传统汽车和智能网联新能源汽车的此消彼长，是必然。

另外，由于近几年中国把新能源汽车作为国家战略，中国本土企业对中国消费者更加了解，所以对转型执行得更彻底。在中国市场，自主品牌取得了新能源汽车的领先优势。 CXO UNION-CXO联盟（cxounion.cn）

短期内，合资品牌销量下降和自主品牌份额的增长也是必然的。

但是，广汽丰田、广汽本田等合资公司也在做全面电动化的战略转型。期待未来它们能有好的成长。

Q5：现在中国自主品牌的科研在国际上，到底处在怎样的水平？如今全球保护主义兴起后，如何突破技术上的桎梏？

冯兴亚：产品竞争力由消费者说了算，消费者的选择是最好的证明。中国自主品牌出口近几年快速增长，说明了竞争力的提高，这与科技的突破和创新密不可分。

就广汽集团而言，我们的口号是“无科技，不广汽”。比如三电技术、智能网联技术，我们在行业内走在前列，这些技术突破为中国汽车产品在国际市场上竞争力提升奠定了基础。

有人讲，中国汽车企业从过去的“跟跑”到“领跑”。从我个人观点来看，智能网联新能源汽车上，我们确实走到了“领跑”阶段。只跟随别人，有些东西学不来。 CXO UNION-CXO联盟（cxounion.cn）

即便你“跟跑”中可以学习，到了“领跑”的时候就必须创新。特别是在智能网联新能源汽车方面，我们称为“EV+ICV”，即“新能源+智能网联”，这两个领域中的很多东西在国际上没有，你也学不来。
 2023年10月12日，广州。《财富》世界500强峰会现场，《财富》中国执行主编章劢闻与广州汽车集团股份有限公司总经理冯兴亚。

Q6：特斯拉自研了自动驾驶算法、芯片、电池、电机和车身等；比亚迪大量地自制、自研成本占比很高的零部件。未来，广汽准备如何建立自己的“护城河”？

冯兴亚：汽车产业的产业链非常长，一家企业要把产业链上这么多环节都自己做了，显然不太可能。我们的原则是有所为，有所不为。在关键核心领域，自己做；而在更多的领域，要合作——即“自主创新+开放合作”。

目前我们要进入一些领域：比如新能源汽车的三电技术、汽车电子电气架构和软件能力、整车平台的开发和集成能力等，这些是我们一定要掌握的。 CXO UNION-CXO联盟（cxounion.cn）

还有一个“能源生态的布局能力”。下一步，新能源汽车一定是能源生态的竞争。大家都一样有车，但是补能的便利性是有差别的。广汽集团下一步目标是成为能源公司，为消费者提供能源生态，这项能力我们也必须掌控。

在其他更多的领域，我们则欢迎整个汽车产业链内的人来和我们开展合作。

Q7：谈到你们最重要的产品埃安，它是如今新能源车领域的一匹黑马，听说刚刚盈利。但是随着小米等更多颠覆规则的新势力加入，这个赛道竞争注定越来越残酷，你们准备如何应对这种“中国式内卷”？

冯兴亚：汽车产业从来不缺竞争，这是竞争最激烈的产业之一。很多新势力，特别是互联网企业加入到汽车产业，带来了新的活力。比如在顾客生态的营造上，他们显然更加擅长。所以对传统产业来讲，我们需要全面向他们学习如何实现转型，以及顾客生态的打造等。顾客的直连、直营、直服，在这些点上，一定不能输给他们，所以竞争是必然的。

广汽埃安是这几年我们全力打造的一个新能源的品牌，在业内被誉为新的“BAT”，即互联网领域有BAT（百度、阿里巴巴、腾讯），汽车领域也有BAT（比亚迪、埃安、特斯拉）。（注：根据新的销量数据排序。）

今年，埃安的销售量预计可以在新能源汽车单一品牌中排进全球第三。但这也不是我们的目标，我们还要让它实现更快的发展，今年它应该能做到55万辆的销售量。

我们想让埃安既有传统汽车企业的品质、执行能力、保证能力和体系能力，同时还有互联网企业的顾客运营能力，让这个品牌两条腿走路。 CXO UNION-CXO联盟（cxounion.cn）

所以，我们欢迎竞争。

如你所说，如果这是一场马拉松，我们现在才跑了5公里，远没到半程。希望未来到10公里、20公里的时候，我们再来检验一下今天的这些观点和预言。

翻译：

Feng Xingya, General manager of Guangzhou Automobile Group Co., LTD. : How do traditional car companies deal with “Chinese type of internal roll”?

The year 2023 is destined to be a historic turning point in the automotive industry: China is highly likely to overtake Japan for the first time to become the world’s largest automobile exporter. But why does “export first” not mean “production capacity first in the world”? What is the gap between Chinese and Japanese car companies? More importantly, after the rise of global protectionism, how can Chinese companies break through the technological shackles?

A deeper look: the automotive industry chain is very long, and a company must be vertically integrated to establish a “moat”, but it is impossible to do it all by itself. What’s the trade-off? At the same time, with the entry of more subversive rules such as millet and other new forces, the race track competition is destined to become more and more cruel, how should traditional car companies deal with this “Chinese type of internal roll”? CXO UNION-CXO联盟（cxounion.cn）

Q1: By the end of this year, for the first time in history, China may overtake Japan to become the world’s largest auto exporter. If you ignore chance, what is necessity?

Feng Xingya: This is an inevitable trend. On the one hand, this is the result of long-term accumulation by Chinese enterprises. Second, in recent years, Chinese enterprises, especially Chinese automobile enterprises, have transformed to intelligent network connection. Coupled with the impact of the epidemic, we have the conditions to go global.

For example, in the past, our automotive products competed mainly on cost in the international market. And now the scientific and technological strength of Chinese enterprises is improving, and now many of our products have gone from low prices in the past to scientific and technological competition. In addition, the brand impact and service network are being comprehensively optimized.

Last year, China exported more than 3 million cars, and I think it will exceed 5 million this year. But from the overall trend of Chinese cars to the world, it is still equivalent to the first 5 kilometers of the marathon. CXO UNION-CXO联盟（cxounion.cn）

Q2: The first 5km, less than an eighth of the marathon?

Feng Xingya: Yes, it’s just begun. It should be said that compared with many large international companies and brands, we still have a lot of experience and systems to accumulate and improve.

Q3: Even “export first” does not mean “production capacity first in the world”. You know Japanese car companies very well. What do you think are the gaps between China and Japan?

Feng Xingya: I have worked in Japanese car joint ventures for many years. Among GAC’s partners, several Japanese companies are very good companies in the world, such as Toyota, Honda and so on.

They are excellent in the accumulation of traditional automotive technologies, in the experience of developing international markets, and in the ability and perception of cooperation with partners. In the international market, they have been cultivated for many years. For example, Toyota’s domestic production is more than 2 million vehicles in Japan, but the global total of 10 million vehicles – overseas is four times the domestic, the international market is the mainstream of its sales. (Note: This explains why “export first” does not equal “production capacity first in the world.”)

The proportion of overseas sales by Chinese companies is not high enough. In the early stage of the international market, we still rely on CBU (Note: Complete Build-up, vehicle export) for export, and the next step is definitely localized production and advanced production. At this point, we still have a lot to improve and accumulate points, especially the perception and understanding of foreign consumers and so on.

But at the same time, Chinese automobile companies also have their own advantages, such as: the leading advantage of intelligent network new energy vehicles, in the international market, we will be able to find living space and comparative advantage. CXO UNION-CXO联盟（cxounion.cn）

Q4: GAC faces two very unique trends: there is a certain hedging phenomenon between traditional fuel vehicles and new energy vehicles, and between independent brands and joint venture brands. As a Fortune 500 company, how will it cope with these structural changes in the future?

Feng Xingya: From a global perspective, the automotive industry has ushered in a shift from traditional vehicles to intelligent networked new energy vehicles.

No new traditional car companies have been born in the past few decades. However, under the situation of change, many new forces and new technologies were successfully born and grew rapidly. At this point, the ebb and flow of traditional cars and intelligent networked new energy vehicles is inevitable.

In addition, since China has adopted new energy vehicles as a national strategy in recent years, Chinese local enterprises have a better understanding of Chinese consumers, so they have implemented the transformation more thoroughly. In the Chinese market, independent brands have achieved a leading advantage in new energy vehicles.

In the short term, the decline in sales of joint venture brands and the increase in the share of independent brands are also inevitable. CXO UNION-CXO联盟（cxounion.cn）

However, GAC Toyota, GAC Honda and other joint ventures are also doing a comprehensive electric strategic transformation. I hope they will have good growth in the future.

Q5: At present, what is the international level of China’s independent brand research? After the rise of global protectionism, how to break through the technological shackles?

Feng Xingya: Product competitiveness is determined by consumers, and consumers’ choice is the best proof. The rapid growth of China’s own brand exports in recent years shows the improvement of competitiveness, which is inseparable from scientific and technological breakthroughs and innovation.

As far as GAC Group is concerned, our slogan is “no technology, no GAC”. For example, Sanpower technology and intelligent network technology, we are at the forefront of the industry, and these technological breakthroughs have laid the foundation for the improvement of the competitiveness of Chinese automotive products in the international market.

Some people say that Chinese automobile companies from the past “follow” to “lead”. From my personal point of view, on intelligent networked new energy vehicles, we have indeed come to the “lead” stage. Only follow others, some things can not learn. CXO UNION-CXO联盟（cxounion.cn）

Even if you can learn when you “follow”, you must innovate when you “lead”. Especially in the intelligent network of new energy vehicles, we call “EV+ICV”, that is, “new energy + intelligent network”, many things in these two areas are not in the international, you can not learn.
October 12, 2023, Guangzhou. At the Fortune Global 500 Summit, Zhang Maiwen, Managing editor of Fortune China, and Feng Xingya, General manager of Guangzhou Automobile Group Co., LTD.

Q6: Tesla self-developed autonomous driving algorithm, chip, battery, motor and body, etc. Byd produces a large number of homemade, self-developed components with a high proportion of costs. In the future, how does GAC plan to build its own “moat”?

Feng Xingya: The industry chain of the automobile industry is very long, and it is obviously impossible for a company to do so many links in the industry chain by itself. Our principle is to do something and not to do something. In key core areas, do it yourself; And in more areas, to cooperate – that is, “independent innovation + open cooperation”.

At present, we have to enter some areas: such as the three power technology of new energy vehicles, automotive electronic and electrical architecture and software capabilities, vehicle platform development and integration capabilities, etc., these are what we must master.

There is also an “energy ecological distribution capability.” In the next step, new energy vehicles must be the competition of energy ecology. Everyone has the same car, but the convenience of replenishing energy is different. Gac Group’s next goal is to become an energy company to provide consumers with energy ecology, which we must also control. CXO UNION-CXO联盟（cxounion.cn）

In many other areas, we welcome people from the entire automotive industry chain to cooperate with us.

Q7: When it comes to your most important product, Ian, it is a dark horse in the field of new energy vehicles, and I heard that it has just made a profit. But with the entry of more subversive new forces such as Xiaomi, the competition on this track is bound to become more and more brutal, how do you prepare to deal with this “Chinese type of internal roll”?

Feng Xingya: The automobile industry is never short of competition. It is one of the most competitive industries. Many new forces, especially Internet companies, have joined the auto industry, bringing new vitality. For example, they are obviously better at creating customer ecology. Therefore, for traditional industries, we need to learn from them how to achieve transformation and build customer ecology. Customers are directly connected, directly operated, and directly served, at these points, we must not lose to them, so competition is inevitable.

Gac Aean is a new energy brand that we have made every effort to build in recent years, known as the new “BAT” in the industry, that is, there are BAT (Baidu, Alibaba, Tencent) in the Internet field, and BAT (BYD, Aean, Tesla) in the automotive field. (Note: Sort by new sales figures.)

This year, the sales volume of Ian is expected to rank third in the world among single brands of new energy vehicles. But that’s not our goal. We need to get it moving faster, and this year it should sell 550,000 units. CXO UNION-CXO联盟（cxounion.cn）

We want to make Aean not only have the quality, execution ability, guarantee ability and system ability of traditional automobile enterprises, but also the customer operation ability of Internet enterprises, so that this brand can walk on two legs.

So we welcome competition.

Like you said, if this is a marathon, we’re only five kilometers in, not even halfway through. I hope that in the next 10 kilometers, 20 kilometers, we will test these views and predictions today.

本文由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于财富FORTUNE；编辑/翻译：CXO UNIONCXO联盟小U。

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