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2025-01-17 Update From: SLTechnology News&Howtos shulou NAV: SLTechnology News&Howtos > IT Information >
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Shulou(Shulou.com)11/24 Report--
On the evening of May 27, it was reported that the ceremony of taking off the 100000 car of AITO was held at Cyrus Liangjiang Wisdom Factory. Zhang Xinghai, chairman and founder of Cyrus Group, and Yu Chengdong, managing director of Huawei, terminal BG CEO and smart car solution Yu Chengdong, attended the event together.
Zhang Xinghai said that it took only 15 months for AITO to get 100, 000 vehicles off the line, making it the fastest-growing brand of new energy vehicles, a breakthrough from 0 to 1 in AITO and a phased victory in the cross-border business cooperation between Cyrus and Huawei. The cooperation between the two sides will be more and more in-depth, bringing more and better products and creating greater value for users.
He said that Huawei is an important integrator of software products in the Selis automobile industry chain, and the two sides are "you have me, I have you" in joint design and joint marketing services.
Since the launch of joint business cooperation in 2021, Selis Motors and Huawei have jointly designed the "smart car" model. At present, the two sides jointly launched a number of AITO interface series models: AITO interface M5, AITO interface M7, and AITO interface M5 pure electric version. In addition, delivery of the AITO ask M5 smart car version will begin in the third quarter.
Cyrus is responsible for the research and development, intelligent manufacturing and service of new cars. Huawei, as an important integrator of software products in Selis automobile industry chain, empowers through core software and hardware technologies such as electrification and intelligent parts.
Yu Chengdong also affirmed the effectiveness of the cooperation with Cyrus, saying that the 100, 000 cars off the AITO line in 15 months marked the recognition and trust of users and verified the success of Huawei's smart car selection model. In the future, AITO will accelerate from 1 to N, create the best products, the best quality, improve consumer satisfaction, and let more consumers choose this brand.
In February this year, Cyrus and Huawei signed a joint business deepening cooperation agreement, announcing the joint business goal of achieving 1 million new energy vehicle production and sales by 2026.
Tesla took the lead in cutting prices in January this year, which opened the beginning of a price scuffle among new energy vehicle companies. In March, traditional fuel vehicles followed suit to cut prices and launched a market defense war. The current new energy vehicle industry is in the midst of the "hundred Regiments War." In this case, how should Cyrus break through? Zhang Xinghai said that Selis will further improve business quality and innovative business models, achieve extreme cost control from a strategic perspective, and improve production and operation efficiency. At the same time, it will continue to do a good job in the iterative evolution of existing models, enhance the product experience, and provide users with a better-than-expected travel experience of intelligent electric vehicles. It is planned to release a new platform this year, and flagship models equipped with full-stack technology solutions for smart cars on this platform.
In Zhang Xinghai's view, the new energy car track is a marathon, heavy assets, long-term investment, and finally must be a competition of technological innovation and intelligence. In the past few years, Cyrus has invested more than 20 billion yuan in the field of new energy vehicles and more than 12 billion yuan in research and development of AITO.
With regard to future development plans, he announced the goal of Cyrus's medium-term business plan-to be a leading enterprise of Chinese-style new energy vehicles and AITO to reinvent a 5 million market in 10 years. "in the first 20 years of car building, we have provided automotive products to more than 5 million users. in the next 10 years, we will recreate a 5 million market holding." He said.
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