On April 2, Ruixun's financial scandal not only affected the share prices of CAR Inc and UCAR, which are both Chinese companies, but also cast a shadow over the development prospects of Baowo Automobile. Ruixing's internal fraud and poor reputation are a fatal blow to the credibility of China Stock Exchange.
People are doing it, and the sky is watching. Maybe this is the true face of the complex world. There are always people who are aboveboard and work hard, and there are always people who want to make a fool of themselves.
However, the cycle of heaven, even if it seems irrelevant, can stay out of it for a while, but when bad money drives out good money and its reputation is collectively damaged, no one can stay out of it as a participant in a larger system. Therefore, the correct posture in the face of challenges and difficulties should be that others take the initiative, instead of trying to find a way to play.
Take the automobile industry as an example. The accelerated spread of the global COVID-19 epidemic, especially the deterioration of the situation in developed countries in Europe and America, led to the large-scale suspension of production of major automobile brands. At present, there is no exact time to lift the ban and return to work.
Upstream doesn't make money, downstream saves money. With the wave after wave of forced layoffs, disguised salary cuts or delayed payment of wages, automobile-related employees generally live in a pessimistic mood: either they have no job, or they have no life, or they have difficulty repaying loans, and the clouds are bleak for a time.
However, judging from the dynamics of car companies in the past week, Geely, which has stated that it will not lay off employees for the time being, is still commendable; Ford and FCA executives who take the lead in reducing or delaying salary are responsible; Even though the live broadcast of the first show was a bit embarrassing, it was worthy of tolerance and appreciation for Luo Yonghao, who made a group of auto media people wait for the debut of Weimar EX5.
Because, just as much thunder and little rain stimulate the New Deal. They all represent an indomitable value, an action against the current, and finally become an indispensable part of boosting market confidence and rallying people in the industry.
Let's take a look at the car news worth reviewing in the past week.
1, April 3rd, Audi brand new A4? I attended the cloud conference. Because the epidemic came late, a generation of star models, by connecting Ingolstadt, Changchun and Beijing, officially opened the curtain of their efforts in the China market.
It is not so much a connection as a strong linkage. The three cities represent the three fulcrums of Audi brand R&D, manufacturing and sales, with the intention of holding high in all directions, thus launching a dimension reduction blow to the compact luxury car market.
There is no doubt about the importance of this car. For Tesla models? 3 The entry-level market of challenging luxury cars is the same for Audi brands that restart their strategy in China and catch up with BMW and Mercedes-Benz, including FAW-Volkswagen and Zhang Qiang, deputy general manager of Audi Sales Division after 1980s.
The new era is always rolling in, and opportunities are always reserved for those who are prepared against the current.
2. On April 2nd, less than five months after the two parties signed the joint venture agreement in June 5438+065438+ 10 last year, BYD Toyota Electric Technology Co., Ltd., a joint venture between BYD and Toyota, was formally established in Pingshan District, Shenzhen.
In addition to speed, this new company is also of high level. Not only is Hiroshi Anshang, Toyota's second-in-command technology in China as the chairman, but according to the disclosed information, the new company includes the design and research of complete vehicles, platforms and parts, and develops pure electric vehicles for China users.
After years of slow progress in the joint venture with Daimler, the cooperation between the two sides is expected to have a more optimistic prospect, based on three factors: first, the closeness and affinity of Chinese and Japanese enterprises in corporate culture; Second, the determination and motivation of Toyota's electrification transformation; 3. BYD's many years of experience in the local market forms the basis for developing highly localized and adaptable pure electric products.
On April 1 day, Guangqi Honda officially completed the absorption and merger of its wholly-owned subsidiary Honda Motor (China) Co., Ltd., in addition to retaining the whole vehicle production and export business and the global KD parts supply business, this factory with a production capacity of 50,000 vehicles/year will also start producing domestic models this month. As a representative of the contrarian growth of Japanese car companies in 20 19, Guangqi Honda's capacity utilization rate once reached an overload state of 120%. Adding a flexible production line is expected to solve the urgent need of nearby capacity bottleneck.
Based on the successful "two-car strategy" layout in China, consumers will buy Guandao if they can't buy UR-V, and Binzhi if they can't buy XR-V. Dongfeng Honda, which has been slow to resume work due to the epidemic since the beginning of the year, may also bring some incremental opportunities to brother companies. Pursuing victory is a good opportunity for Guangqi Honda's "Friendship Family" online conference to launch three SUV models in one fell swoop. Perhaps, it is also an inconvenient idea and subtext.
4. When layoffs and salary cuts become the main theme of the industry. The three major auto companies in North America, which experienced the bankruptcy crisis in 2008, have become the vane of how to handle it safely.
FCA is the strongest in the deferred payment of collective salary reduction. CEO Mai Mingkai cut his salary by half, and chairman John? Erkan and other board members will stop paying salaries in the next nine months, which is tantamount to volunteering to serve the company. Unlike GM's practice of delaying the payment of 20% of employees' wages, Ford, which announced the salary reduction plan that day, only limited the salary delay to the top 300 executives of the company, including Chairman Bill? Senior management including Ford, CEO, COO and CFO delayed payment by 50%- 100%.
Can this delayed and expensive salary help enterprises tide over the difficulties of production suspension? I want to say that, compared with the specific amount, executives can set an example and rally people's hearts by showing their courage and responsibility, which is also an opportunity to hone and revitalize the people-oriented corporate culture.
5. Following the local government's policy of stimulating automobile consumption, another boot landed on March 3 1. The State Council executive meeting adopted three new policies to stimulate automobile consumption at the national level.
Draw a blackboard and hit the nail on the head. There are three cores of macro-stimulus policies: first, continue to encourage and support the consumption of new energy vehicles, and extend the relevant purchase tax preferential policies for two years; The second is to replace the compensation with awards and increase the elimination of low-emission standard diesel vehicles, with key areas in Beijing, Tianjin and Hebei taking the lead; The third is to encourage second-hand car market transactions and reduce the burden on second-hand car distribution enterprises through tax cuts.
Macro-policy has always been a whisper of benevolence and righteousness, and its structural impact on the subsequent trend of the industry and the market is greater than the short-term effect. From the perspective of strength, the policies at the two levels are the same, both of which are more thunder and less rain. For the long-term downturn in the new energy and used car markets, it is expected that this policy will have little impact on actual sales. Car companies should be self-reliant and wait to be rescued. It is better to save themselves.
6. On March 30th, at the 20 19 financial report conference, An Conghui, president of Geely Holding Group and CEO and president of Geely Automobile Group, said: Geely's long-term plan has not changed, and the target of 14 10000 set at the beginning of the year has not been adjusted at present, but he is still full of confidence in the target for the whole year.
At the same time, he solemnly stated that during the epidemic period, Geely will not lay off employees, reduce wages or postpone the payment of employees' wages at present. But through internal organizational changes, the improvement of employee efficiency and the layout of brand-new projects, employees should be used reasonably.
It is worth pointing out that Geely's statement is based on the assessment of the current global economic situation, and does not rule out the possibility of making corresponding adjustments according to changes in the situation. Its significance lies in that, as the first brother of China brand, Geely has set a good example, not only taking an attitude, but also proposing a response plan, which is not good for stabilizing internal military morale and boosting market confidence.
Finally, say a few personal experiences.
The economic losses and financial shocks caused by the COVID-19 epidemic are considered to be more disastrous than the global economic crisis in 2008. The resulting panic is still spreading everywhere.
Someone once said, "Panic is a self-fulfilling prophecy". Especially when panic becomes a common action and result, such as layoffs, pay cuts and unemployment, panic will become a plague, which is highly contagious and destructive. So how to actively control it and prevent it from developing in a worse direction is actually closely related to everyone.
It is really difficult for the automobile industry, which is related to the national economy and people's livelihood. Fortunately, our industry is full of positive energy, and more enterprises are still rolling up their sleeves to work hard, instead of the lucky data fraud and broken goodwill.
It is everyone's responsibility to overcome panic and boost confidence.
This article comes from car home, the author of the car manufacturer, and does not represent car home's position.