Roll! Roll!! Roll!!!

When "internal competition" becomes a synonym for an industry, that industry enters a state of dysfunction, with an upward spiral of internal depletion. It becomes stuck in place, spinning in circles until practitioners are mentally and physically exhausted, the industry becomes sluggish, and eventually falls into a downturn. The automotive industry has clearly entered the heart of this "internal competition" vortex. In order to survive and avoid being consumed by this vortex, car companies can only try to take one step further than their competitors. They rush to be the first to launch, add more features, compete on price, create buzz, make comparisons, ride on popular trends, play with concepts, and even involve their bosses in the fray... Whatever grabs attention and generates traffic, car companies are pulling out all the stops in hopes of making a comeback. But little do they know, once they actively or passively step into this vortex of internal competition, there are no outsiders, and there is no escaping. Only by constantly pushing themselves harder can they survive! It is precisely because of this that internal competition within the automotive industry continues to intensify. To break free, perhaps the only way is to learn to do subtraction.

Do subtraction, focus on basic functions

The fundamental attribute of a car is always that of a transportation tool, with the most basic requirement being to safely transport passengers from one location to another. However, the internal competition within the automotive industry has led to a notable manifestation: cars have become bloated, with many features unrelated to their primary function as transportation tools being integrated. This is particularly evident in smart cockpit functionality, which is more prominently featured in many automotive companies, especially those representing the new forces in automotive manufacturing.

Recently, I had the opportunity to experience a vehicle from a domestic new-force automaker, and what stands out most in my memory is its cockpit. Compared to traditional cars, this one's cockpit is truly impressive, with features like seat massage, a built-in refrigerator, ambient lighting, a large entertainment screen, and a surround sound system. Watching movies inside the car feels like being in a cinema. But are these truly essential features for a car? In contrast, many vehicles produced by traditional automakers today have smart cockpit functions that pale in comparison to those of the new-force automakers. Yet, does this necessarily indicate backwardness? Furthermore, with the popularity of "Black Myth: Wukong," some automakers have promoted the ability to play the game in their vehicles, thereby showcasing their hardware performance and in-car systems. But does this truly align with consumer needs?

The reason why more and more automakers are focusing on smart cockpits is that the automotive industry is fiercely competitive, requiring a comprehensive approach. Basic transportation functions are no longer enough to capture people's attention and discussions. The emergence of intelligent driving functions has become another battleground for these automakers. Over time, the intelligent driving functions of various automakers have become homogenized. Advanced driver assistance systems, such as adaptive cruise control, automatic parking, lane keeping, and automatic lane changing, which can only be experienced by consumers in specific scenarios, are not only difficult to implement, technically demanding, have limited use cases, and their success rates are not guaranteed. In contrast, smart cockpit functions, as an entertainment system, can directly engage consumers without significantly impacting transportation functions. They can be personalized, making them a favorite among automakers for design and promotion.

Precisely because of this, competition among automakers has intensified, and in the wrong direction. Not only have they failed to attract consumers, but they have also exhausted themselves physically and mentally. Therefore, automakers should learn to do subtraction, returning the design focus to the word "transportation," prioritizing essential functions such as chassis and power, making travel more convenient, safer, and more reliable.

Do subtraction, focus on technical capabilities

Internal competition in the automotive industry is not limited to vehicles but extends to all aspects, from marketing and promotion to after-sales service. Marketing and promotion, which are highly correlated with the automotive market, have also evolved from promotional tactics to promotional personalities under internal competition.

The current market has long since entered the era of traffic, topics, and heat. Topics and heat generate traffic, which in turn leads to sales and survival in the vortex of internal competition. This phenomenon has become even more pronounced with the entry of companies like Huawei and Xiaomi into the automotive industry. I still remember the buzz surrounding Xiaomi's automotive debut. Lei Jun, with his personal charisma, became a prominent figure after the announcement, and Xiaomi's booth at the 2024 Beijing Auto Show was packed! The concept of "rolling with the boss" has since become mainstream, with automakers' leaders stepping out from behind the scenes. Leaders like Wei Jianjun of Great Wall and Yin Tongyue of Chery frequently appear in live broadcasts to interact with consumers. Even Zhou Hongyi, the rising star of the internet, often appears in live broadcasts to experience different vehicles and build a unique personal brand in the automotive field.

The path to traffic is treacherous, with both honeyed temptations and deep pitfalls. One misstep can lead to disaster. With the rise of video platforms like WeChat Video and Douyin, individual voices can be heard by the masses, and automakers' news often attracts attention. Automakers pay close attention to online reviews of their vehicles and some even resort to buying fake accounts and generating traffic to boost their own image and discredit competitors. One automaker, for example, purchased financial and business media accounts during key marketing and financial reporting periods, planned relevant trending topics, and illegally purchased so-called "rank boosting" services from external marketing companies. These companies used bots to generate massive amounts of homogenized content in a short period, leading to a nomination for rank boosting violations.

Many automakers also spend heavily on fake accounts to reduce negative online sentiment about their brands. For example, in March 2023, Great Wall Motors launched a public reward program of up to RMB 10 million to combat fake accounts and online harassment. On July 19th, Great Wall announced the first batch of rewards under this program, revealing that they had received nearly a thousand tips from netizens and that some cases of online harassment had entered the judicial process.

In June 2024, Li Yunfei, General Manager of BYD Brand and Public Relations, also announced that a rival automaker had used underhanded public relations tactics to disparage and defame BYD's brand and products. In response, BYD solicited effective clues and evidence of these tactics and promised rewards ranging from RMB 200,000 to RMB 5 million for valid information. After evaluating over a thousand emails and private messages, BYD offered preliminary rewards ranging from RMB 1,000 to RMB 300,000 to 21 individuals on July 2nd.

Under the pressure of traffic, automakers are highly concerned about online public opinion, including negative comments. In the aftermath of accidents, automakers often step in personally to reduce the impact of public opinion. Companies like Tesla, NIO, Xpeng, BYD, ARCFOX, ZEEKR, and Leapmotor have established legal departments to mitigate the impact of negative events on their brands through legal means. While this can indeed reduce the impact of rumors and public opinion and even deter some infringements, it may also alienate some consumers from the brand.

In the opinion of Intelligent Driving Frontier, it is inevitable that a company or brand will make mistakes. Rather than resorting to harsh measures to delete all negative voices online, which may backfire, the best way to manage public opinion is to improve product quality. Therefore, automakers should learn to do subtraction, not overly pursue traffic, and focus on technology. By strengthening research and development and providing reliable products, they can gain the trust and recognition of consumers.

Do subtraction, focus on customer needs

Traffic is enticing, and creating trending topics is the best way to generate it. However, some automakers have taken the wrong path. On August 13th, the 2025 model of the ZEEKR 001 was officially launched, featuring higher configurations and lower prices. Instead of garnering more consumer discussions, it sparked significant market controversy due to ZEEKR's two model updates within half a year. Many existing owners felt betrayed as they had paid more for lesser configurations. Many chose to voice their discontent, both offline and on live streaming platforms, flooding them with criticism.

ZEEKR's incident is a common tactic in the automotive industry's internal competition, but it backfired due to its excessive focus on new technology at the expense of consumer sentiment. Many automakers make the mistake of prioritizing new technology over consumer feelings. The positioning of a brand and the choice of products should not be dictated by automaker leaders but by consumer needs, which is often challenging to achieve.

Many automakers may think, "If we don't launch new products promptly, we'll lose the initiative, fail to be first to market, and risk being labeled as copycats, which could lead to another round of negative discussions. Launching new products in a timely manner can not only attract attention but also generate buzz, leading to more traffic and market feedback." However, this approach often comes at the expense of some consumers' interests, which is counterproductive."In the current internal competition within the automotive industry, timely launches of new products are crucial, but automakers must also consider consumer sentiment. Finding a balance between technological updates and consumer rights is a question that automakers must ponder deeply. Any misstep could lead to a backlash in this wave of internal competition. By listening to consumer voices, focusing on research and development, and staying true to their core values, automakers can ensure that vehicle updates are carefully considered. Rather than rushing untested features to market, automakers should prioritize consumer-centric technologies that enhance safety and reliability, ensuring that every update meets the needs and expectations of their customers.