Representatives of the two associations auto industry discuss China's auto industry (below)

Development of self-owned brands has stamina

Interview with NPC Deputies and Chairman of Hunan Changfeng Group Li Jianxin

In 2003, Changfeng Group sold 30,000 off-road vehicles, which accounted for 31% of China's SUV market. It ranked the first place in the off-road vehicle industry for four consecutive years. Changfeng's performance in recent years is obvious to all. As the only NPC deputy from the automotive industry from the Hunan delegation, Li Jianxin said in an exclusive interview with reporters that Changfeng’s sales target for this year is 50,000 and the next year’s plan is 100,000. In the next step, Changfeng must achieve a series of off-road vehicle products, not only to be the oldest in China, but also to have a certain influence internationally.

Talking about the success of Changfeng, Li Jianxin said that first of all benefited from the restructuring of the company. Property rights are the most critical thing in the reform of state-owned enterprises. In order to revitalize its assets, Changfeng has divided its subsidiaries from the group and transformed the subsidiary into an independent legal person with diversified property rights.

The institutional reform is the first step for Changfeng's success. As a pragmatic entrepreneur, Li Jianxin pays more attention to the long-term development of the company. He believes that it is not feasible for auto companies to develop in the long term and do not have the ability to independently develop. Some companies only make money when they introduce products, and the output rises quickly. From the beginning, 50,000 vehicles, to 100,000 vehicles, 200,000 vehicles, are like triple jumps. Although benefits are good in the short term and they make money, if we do not develop our own products, we will not have the basics and there will be no future development. Changfeng profoundly recognized this point, not only to digest and absorb imported technology, but also to establish its own technology research center in technical reform, and established strategic alliances with domestic scientific research institutes and universities to “learn from the brain”. At present, R&D investment accounts for 3% of Changfeng's sales revenue. Last year, Changfeng invested 30 million yuan, and cooperated with the Automobile Engineering College of Hunan University to establish Changfeng Automobile Engineering College. It plans to train 100 automotive talents for Changfeng each year within five years. Li Jianxin solemnly stated that according to the development of this goal, it is estimated that Changfeng will develop autonomous development capability in about 10 years.

Li Jianxin further elaborated that Changfeng is in line with the development of four roads to go hand in hand, one is the introduction of technology, the second is the development of cooperation with foreign R & D institutions, the third is based on the introduction of the re-development, there is the independent development, only four roads at the same time It is possible to enhance yourself in the introduction process.

In terms of development, economic principles are also followed. The general principle is to achieve low costs and to be able to make money. Now that China's car prices are higher than the international average, why is it high? High in the lack of independent research and development capabilities. At the time of introduction, the cost of buying other people’s technology and parts is very high, and if companies want to make money, they have to put up the price. Therefore, Chinese auto companies need to make a fuss about this in order to reduce costs.

Some people think that the current high cost of Chinese cars is not related to the scale of the batch. Li Jianxin does not think this concept. In foreign countries, the volume of a newly-developed vehicle capable of reaching 50,000 vehicles is quite successful. The average automobile product cycle is 5 years, so that the total product volume can reach 250,000, in addition to recovery of development costs, you can also earn a sum of money. An enterprise must achieve the so-called batch size, which refers to the total volume of different models. It is not enough to have a R&D organization that does not have millions of cars. Mercedes-Benz’s R&D center is 9,000 people. For such a large team to feed themselves, to produce benefits, many products need to be developed. R & D personnel are not enough? No way. To know that cars involve all aspects of technology, there is no one tidy team, it is unrealistic to have the ability to develop.

This is even more true for off-road vehicles. Off-road vehicle technology is relatively complex, and many technologies, including four-wheel drive technology, are not available in other models. The technical complexity and quality requirements are much higher than the average car model. Such as car seats, the general model requirements are 75 kg load, fatigue test 200,000 times. But the off-road vehicle seat load should reach 100 kg and the fatigue test should reach 600,000. In addition, it is generally believed that off-road vehicles consume fuel. This cannot be generalized. The key is whether the technology is advanced. For example, Changfeng's Feiteng SUV has a displacement of 2.0 litres, but the fuel consumption per 100 kilometers is only 7 liters. In addition, Changfeng is developing an oil-electric hybrid vehicle. After the success of this technology, it can increase power by 30% and fuel consumption by 30%. The current difficulty is the industrialization of key components, including generator sets, battery management systems, and electronic control systems, but the outlook is promising.


After China's accession to the WTO, it has no chance to engage in independent development. Li Jianxin's point of view is neither pessimistic nor optimistic. It is necessary to calmly think about how independent development should be done. In fact, there are opportunities, and the key is to not willing to engage. Take off-road vehicles for example, off-road vehicles are expensive internationally. Such as 2.5 liters displacement of SUV, the international price is generally 20,000 US dollars. In the future, the tariff will drop to 25%, plus VAT and consumption tax, and the price will increase by 50%. This way, excluding freight, the price after importing into China will reach 30,000 U.S. dollars, equivalent to about 250,000 U.S. dollars. Changfeng's 2.5-liter displacement car is competitive. In the high-end SUV field, such as Land Rover's high-end SUV, the international price reached 70,000 US dollars, after importing into China, the price will rise to about 100,000 US dollars, the price of domestic enterprises is also competitive.

In addition, Chinese companies have advantages in terms of labor costs. The hourly wage for a car assembler in Detroit is 25 U.S. dollars, while that for a Chinese car assembler is only 20 yuan a day. However, Chinese auto companies do not work well in R&D. When a foreign automobile company and a Chinese automobile company make a joint venture, they must make a fortune on technology transfer and earn a sum of money in the joint stock proceeds. Therefore, the research and development capabilities of Chinese auto companies are not going up, and it is very difficult to lower the price of cars. Only by increasing the capacity for independent development can the cost be reduced. If China only becomes a manufacturing center for foreign auto companies, then Chinese companies can only earn low-end money and earn small money, while others have mastered the development of technology, making high-end money and making big money.

Li Jianxin believes that economic globalization is a trend and cannot be avoided. Technological development is also a trend and it cannot be avoided. Nowadays, the safety technology, environmental protection technology, energy-saving technology, and anti-theft technology of automobiles have developed rapidly. In this regard, Chinese companies must catch up. Now that the country is engaged in 863 electric vehicles, it has made a great determination and has invested a lot, but it must do so. The current difficulties are the inability to industrialize technology and the lack of intermediate links for the industrialization of scientific research results. From the policy level, from the input of intermediate transformation, to the transformation of technology, we must increase investment in this area.

China's auto industry is in an ascending stage. At present, China's per capita car ownership is still very low. In recent years, SUVs have accounted for a considerable proportion of imported cars in China. In 2002, China imported 120,000 cars, of which 32,000 were SUVs, which accounted for about 3% of China's total car sales in the year, but accounted for nearly 30% of imported cars. In 2003, the import SUV increased to 50,000. This shows that China's off-road vehicle market is promising. Changfeng started five projects this year, one of which is to establish its own off-road vehicle development technology platform. With a technology platform, product expansion is easy. It is estimated that within 3 years, Changfeng's self-developed products will go offline.

Some people think that the investment in the auto industry is a bit overheated. Li Jianxin believes that this is not an overheating but an embodiment of economic laws. Like the Midwest, in less developed areas, it is not only not too hot, but it is not yet hot! Since there is money in the market, many people will enter. After entering the competition, the competition is eliminated. Without competition, there will be no cars of the current 40,000 yuan, 50,000 yuan, and 70,000 yuan. Why Fukang sold more than 70,000 yuan, caused by competition. Competition will speed up the optimal allocation of resources. But don't go blindly. Investment should be rational and don't play with money from the state and the bank. This is an important point. Avoiding repeated construction is the guiding ideology of the era of planned economy in the past, but the result is counterproductive. The invisible hand of the market can play a real regulatory role. Of course, to avoid redundant construction, the state can take measures from macroeconomic policies. For example, to increase the barriers to entry, the threshold is equal to everyone. For example, environmental protection, technical aspects, and resource conservation thresholds are higher. This time, Premier Wen Jiabao said that Economic development must be timely, appropriate and appropriate. This is the reason.



The combination of introduction and independent development

Visiting the National People's Congress and Li Fangyong, Chairman of Shenyang Aircraft Industry Group



"Now China's passenger car market has a large capacity, but the competition is also fierce. Whoever takes the initiative will seize the market first," said Li Fangyong, chairman of Shenyang Aircraft Industry Group, in an exclusive interview with reporters.

In recent years, the competition in the passenger car manufacturing industry has been fierce. Several domestic bus manufacturers have successively cooperated with famous foreign brands, some of them are joint ventures, and others are taking the road of technical cooperation. Shen Fei entered the bus industry earlier. In the 1980s, the brand of Shenfei Bus was already well-known in China. However, in recent years, Shen Fei has been slow in the development of independent research and has fallen behind others. From a macro perspective, we generally take the path of international cooperation, and the technology upgrade is very fast, and product replacement is also very fast. Since the start is one step behind others, Shen Fei’s share of the market in the market is still relatively small. However, due to the very large capacity of the domestic passenger car market, Li Fangyong is full of confidence in the future of Shenfei Bus: “We are very confident. Although we are a little behind now, we can also postpone it. We still have our own advantages: our own technology. , a long-established brand."

According to Shen Fei’s plan, it is necessary to change the idea of ​​using low-end vehicles in the past. Now it is adjusted to the overall development of high, medium and low grades. Low-grade vehicles are still the old models of the past, but they will continue to improve. The mid-range car has two legs to walk: One leg is the introduction of foreign advanced brands and technologies, and one leg is independent research and development. Shen Fei has done several such models and the market is still good. And the premium cars from 1.7 million yuan to more than 2 million yuan now have to take the path of introduction.

Speaking of this, Li Fangyong made a metaphor for his image: Compared with foreign introduction, independent research and development is like a high jump in pole vault. The top of the high jump is more than 2 meters, and the pole jump can jump to 6 meters. This pole is the external cooperation. This is why it is necessary to introduce and cooperate. This principle is very simple. But to the depths, the pole vault does not climb up the pole, but instead jumps up with the power of the pole. At the last moment, you need to push the pole and jump to the height again - and be sure to throw the pole away. Can't skip it. This is what the ultimate goal that we ultimately want to achieve is to take international cooperation.

If someone does not choose pole-jumping, he is willing to jump high with his own strength. That's fine.

In fact, whether it is independent research and development or introduction, it is the behavior of the automotive industry at different stages of development.

In terms of joint ventures and cooperation, Shen Fei has made many efforts. In the past, employees of the company refused to accept foreign management methods ideologically. For this reason, the company took great efforts to correct it. Now it has undergone great changes. With this foundation, we will better cooperate with our partners and introduce new technologies within a larger scope. At the same time, the company still keeps in mind to cultivate its own R&D team and develop its own market-making capabilities. After all, Shen Fei’s current market is still at home, and it is still not enough to participate in global competition. Therefore, the market must rely more on itself.

In the end, Li Fangyong told reporters optimistically: "In the 11th Five-Year Plan period, that is, from the year after next, Shen Fei should reshape his image and restore his glory."

The rural market is vast

Interview with the deputy to the National People's Congress and Chairman of Henan Shaolin Automobile Co., Ltd. Zhou Wenchang



In Premier Wen Jiabao's government work report, the issue of "agriculture, rural areas and farmers" was placed in a prominent position. In the past discussion of various issues in the automotive industry, there seems to be not much concern for rural areas, agriculture, and farmers. This time, an NPC deputy of the automotive industry and Zhou Wenchang, chairman of the Henan Shaolin Motor Company, brought together the issues of the automotive industry and rural issues.

Henan Province now has three major automobile manufacturers. In the government work report of Henan Province, automobiles were included in the pillar industries of economic development. In recent years, with the development of the automotive industry, Henan Shaolin Motor Company is not a very “together” company. Its rank in the industry is not the most advanced, but it is a steady and steady development. Year old business. Shaolin Motor Company's main project is the bus, which is mainly used in urban and rural passenger transport, especially to solve the problem of farmers' travel difficulties, and has long insisted on this market in the urban-rural area.

Zhou Wenchang, chairman of the company, said: “After joining the WTO, it is an opportunity for the Chinese auto industry, especially for the passenger car industry. Because China has a large rural area and many farmers, this market is very large, and the demand is also developing year after year. As farmers’ incomes increase, they also face some problems with travel and transportation. They need a large number of vehicles that are suitable for them to travel and transport. This market requires companies to operate better.” The Ministry of Communications proposed to build “rural public transport”. , strive to achieve "village villages pass highways, villages and buses," Shaolin company is doing this work. In Henan Province, pilots of rural public transport were conducted in Xiangyang, and Shaolin invested more than 100 vehicles in Xiangyang, showing good response. Zhou Wenchang said that after the public transportation in the village, the people are very happy. The old people take the bus and the students go to school by bus, which is very convenient. This not only achieved good social benefits, the company also explored some of the future development experience. “We have included 'rural public transport' in the development plan, not only considering the economic benefits of the company but also focusing on the social benefits of the company,” said Zhou Wenchang.

Zhou Wenchang’s proposal this time was related to the proposal of rural public transport. He proposed to establish a number of laws and regulations more quickly: “When we do rural public transport trials, there are some contradictions, such as unclear boundaries between rural public transport and urban and rural public transport management. I have proposed some preferential policies for rural public transport.In addition, rural roads are still very poor and should be put into more construction. Rural public transport should bring convenience and benefits to farmers, but at the same time companies must make money so that they can continue to develop healthily. ”

Zhou Wenchang also talked about the "investment fever" issue in the automotive industry. The automobile industry has entered a lot of new funds. Premier Wen Jiabao put forward some problems in the government’s work report regarding overheated investment in the industry, and it is necessary to carry out macro-control. He thinks this is very good. There is also some disorderly competition in the industry. After the country's macro-control, it will inhibit some disorderly competition. As the manager of the automobile industry, the relevant national ministries and commissions have issued some policies. These are all aimed at maintaining the healthy and stable development of the industry. This is also a manifestation of responsibility for the society and the people. At present, there are still many favorable factors for the development of enterprises. The state attaches great importance to the automotive industry and has a good development environment. The entire industry will certainly develop in a more standard direction.

In this situation, Shaolin also has its own development ideas. It does not just rely on the principle of seeking great results, but rather enters its familiar fields according to its actual conditions and develops buses suitable for small cities in rural areas. Zhou Wenchang said: “We are investing according to our own actual conditions and market needs, working in accordance with the laws of the market economy, and seeking a piece of our own development in the strong market.”

The "three rural" policy is conducive to mechanization

Interview with Hong Lifang, deputy to the National People's Congress and chairman of Anhui Feicai Group



“The central government proposes to solve the 'three rural issues' problem, reduce agricultural taxes, and reduce the burden on peasants in order to increase the income of peasants, so that most peasants can afford to buy cars. The central 'three rural' policies will help accelerate agricultural mechanization. Realize.” Hong Lifang, chairman of Anhui Feicai Group, said to reporters with optimism.

As one of the six agricultural vehicle production bases in China, Feicai is the birthplace of Chinese agricultural vehicles. After 20 years of hard work, now the business of Flying Color is not limited to agricultural vehicles. According to Hong Lifang, according to the actual situation in China, the company is working hard to build a light truck driving compartment. The new product adopts an advanced streamlined molding cab, named "China Willie", equipped with a single cylinder to four cylinder diesel engine, the user needs Can also install automatic cylinder cargo function.


In the early 80s of the last century, rural transportation vehicles were better in carriages, followed by rickshaws, and in the mountains. In 1980, farmers started to buy diesel engines and brought them to the company. They asked to help convert the flatbed car into a diesel-powered "power car." Since then, the company has begun to do this transformation work. With the continuous increase of business, the company recognizes that the agricultural vehicle market has a wide range of needs, so Feicai began to develop and design agricultural vehicles. It can be said that the birthplace of agricultural vehicles is flying. Previously, the main business of Flying Color was tractor maintenance. After the start of the production of agricultural vehicles, the business developed rapidly. The supply of products was in short supply, and the users had to queue up for purchases. Finally, the company adopted the method of issuing numbers.

In the 1990s, other companies saw the lucrative agricultural vehicle market. They entered the market and the competition in the agricultural vehicle market began to fierce. In the early 1990s, the production of agricultural vehicles nationwide was about 300,000 vehicles, which has now grown to 3 million vehicles.

The consumption characteristics of agricultural vehicles are cheap and practical, and the prices cannot be too high, otherwise the farmers cannot afford them. Therefore, from the perspective of the company, the profit of agricultural vehicles cannot be too high. For farmers, buying a farm vehicle mainly solves transportation problems, and the requirements for agricultural vehicles are not too high. The central government's emphasis on the issue of "agriculture, rural areas and farmers" is beneficial to both enterprises and farmers. The colorful market is in rural areas. Only the peasants are rich, and the agricultural vehicle market will get fired. Hong Lifang believes that agricultural vehicles belong to low-speed vehicles. They usually drive in the fields and rarely go on the main road, not on the expressway. Therefore, it is unreasonable to levy road maintenance fees and additional taxes to agricultural vehicles, which is not conducive to the popularization and development of agricultural vehicles.

The development of agricultural vehicles should be based on the needs of farmers. In advance, the peasants have not enough money on hand and are lagging behind, and the peasants are not happy. Therefore, companies often go to the countryside to conduct research, understand the needs of farmers, and develop suitable products. Now, cars and homes can be loaned. With the improvement of the country’s financial credit policy, agricultural machinery should also implement an installment payment policy, and farmers will certainly welcome it. This will accelerate the pace of agricultural mechanization. On the other hand, the government now allows farmers to work in cities, so that the number of people engaged in agricultural production is relatively reduced, which provides the conditions for agricultural mechanization. If policies are not in place, then the process of agricultural mechanization will be relatively long. Now, only large-scale farms have the conditions to engage in mechanization, but for the farmers who want to go it alone, the goal of mechanization is still far away. Hong Lifang finally said with full confidence: "Agricultural mechanization provides a broad market for Flying Color. Flying Color will play its own advantages and roles for the realization of China's agricultural mechanization as soon as possible."

Automotive parts industry needs support

Interview with Pan Yixin, deputy to the National People's Congress and Chairman of the Anqing Emperor Burgers Piston Ring Company



“In the past, auto parts and components were once included in the encouragement projects of the country. Now the matching of the entire parts and components has accounted for more than 70% of the national total in the eastern region, while the share of the central and western regions is very small. If these parts and components companies do not have some supporting policies, I am afraid. In the future, parts and components companies in the central and western regions will all be gone.” The words of Pan Yixin, Chairman of Anqing Emperor Burgers Piston Ring, gave the reporter a lift. As the leader of China's auto parts industry, Pan Yixin is not only thinking about the development of his own company, but also thinking about the balanced and coordinated development of the Chinese economy. This is in line with the point made by Premier Wen Jiabao that it is timely, appropriate, and suitable for economic development.

Pan Yixin said in an exclusive interview with reporters that many provinces in the central and western regions have developed auto parts as comparative advantages, and these industries should be included in encouraging projects. If there are no advantages in the parts of the Midwest, there will be no guarantee. There will be no safeguard measures in Anhui Province.

In contrast, the development of the automotive industry in the central and western regions is still good. For example, Chongqing, Wuhan and other places cannot all be located in one place in view of the country's economic layout. Certainly the central and western regions must also have the automobile industry and parts and components industry. Otherwise, a logistics problem may arise in the future. Many parts and components must be transported from the east to the west, and after they have been built, they will be sold back. This is a relatively high cost from the perspective of logistics. Second, the technology in the Midwest was relatively poor. The present situation is getting better and better, catching up with an opportunity for development. Third, the Prime Minister pointed out in this year's government work report that manufacturing should be regarded as the main form of development in the Midwest because it can not only solve employment problems, increase fiscal revenue, etc. At the same time, the state will give certain support in the spare parts industry and superior products.

Pan Yixin said that Dybergets also has its own superior products. At present, the company's products account for 50% of the market share in the country. For parts and components, such a high market share is already a great advantage.

Dibergovich is now planning to enter the Midwest. Because the sales volume of the company is now China's number one, the goal of the next five-year plan is to be the first in the world. The company began to establish this plan from this year, and the first phase of the project is ready to start this year. This plan makes it difficult for the foreign partner of Tebergo to accept it. Because parts and components in the Midwest must be competitive in the world, if there is no competitiveness in the world, then multinational companies will not put the projects that produce the world's best in the Midwest. Just like in Anhui, the degree of retractability is very large, and several other parts and components have to make breakthroughs in the next five-year plan.

Dibergets is ranked 89 in the world. The market share of piston rings in the domestic automobile industry accounts for about 50%. If the second place is added to the third place, it is about 80%. In the world, the output of the top ten companies can account for 70% to 80% of the market.



Strategic Restructuring: The Foundation of Successful Joint Ventures

Visited the National Committee of the Chinese People's Political Consultative Conference and Chairman of the Board of Directors of Jiangsu Yueda Group Co., Ltd. Hu Youlin



Hu Youlin, member of the National Committee of the Chinese People's Political Consultative Conference and chairman of Jiangsu Yueda Group Co., Ltd., used “creates first in China and strived for world-class” to describe the pursuit goals of the Yueda Group and talked about the achievements of Dongfeng Yueda Kia in the Chinese auto market. Hu Youlin, who is participating in the National Committee of the Chinese People's Political Consultative Conference in Beijing, believes that strategic restructuring is the basis for the success of KIA.

The prosperity of China's auto industry is inseparable from joint ventures and cooperation. However, not all cooperation is successful. Dongfeng Yueda KIA is a three-party company. How to handle the relationship problems in cooperation is the key to success. . Hu Youlin said that when the Dongfeng, Yueda and Kia parties reorganized, there was concern that the Chinese auto industry only heard that there was cooperation between the two parties. He did not hear of tripartite cooperation and said that the “troika” was not drivable. It should be said that the arguments of the outside world are not unreasonable. After all, there are cultural differences, differences in the interests of various companies, differences in languages, differences in the humanities, and other issues. Despite some frictions at the beginning, the three parties quickly reached a consensus: Development. . This is an absolute truth. This is a basis for the joint cooperation of the three parties. First: Although Dongfeng only has a 25% stake, it sends the best talents to cooperative companies. They are elites in Dongfeng. Second, the general manager of Kia is a vice president. Yueda has played its own social resources. Although it does not have the most unusual shortage of things in the automotive industry - talents, it has donated all aspects of social resources and franchising resources in Yancheng to support the development of cooperative companies.

The joint efforts of the three parties are the foundation for success, followed by an excellent team, and the third is that the business objectives of the three parties must be profitable. After the business was introduced to the market, the response was very good. In 2003, the Maxima sedan has never been reduced in price, which is rare in all automotive products. Price reduction cannot solve the problem. As we all know, some products in the domestic automobile market have also lowered their prices, but its actual sales have not risen.


In addition, a very important thing is that the three parties have a very long-term strategy at the time of reorganization. This strategy is tripartite. The long-term interest of Hyundai Kia is to enter the world's fifth place, and they have pledged this treasure in the Chinese market, so the talk is one million vehicles; Dongfeng has extended its tentacles to coastal areas, although only 25% of the shares, but he has The end of one million vehicles is also of great significance to him; Yueda is an excellent enterprise cultivated by the people of Yancheng, allowing this 25% share to bring 100% employment and 100% tax. The development of common interests is the most important goal so that Yueda Group can develop. Another fundamental factor is that the management layer fully absorbs the essence and creates the company's interests as the most important task.

The reason why Dongfeng Yueda Kia succeeded was that there was a very good marketing mechanism, which also determined that Dongfeng Yueda Kia could have such a scale today. In addition to market opportunities, the normative corporate marketing system is also very important. Car sales is a highly specialized activity. It gives consumers more promise and customers will have more trust and loyalty. Maxima's service started from the "heart," because Dongfeng Yueda Kia adopted a human-oriented and people-oriented principle in its operation and management. It fully mobilized the initiative, enthusiasm, and creativity of employee services, so that every franchise store after-sales service department Each employee can maximize their potential, to achieve and meet the greatest needs of users. Dongfeng Yueda Kia's marketing team is very good, insisting that "always pursue the user's greatest satisfaction" is Dongfeng Yueda Kia's unchanging service concept, and it has done enough work in the after-sales service, has done enough articles, and constantly improved after-sales service. The quality of service allows users to experience the real quality service of Maxima.

Speaking of his own Maxima, Hu Youlin is full of love. With the continuous extension of the company's product chain, production and sales are steadily rising, brand awareness and reputation are increasing. Maxima has also sent unlimited joy to the masses of users. This fully illustrates Maxima. The excellent quality and strong vitality of the sedan has effectively proved that Maxima is a car that is close to Chinese consumers.

Now that there are more than 100 automobile manufacturers in China, Dongfeng Yueda Kia believes that the most critical strategy is customer satisfaction. According to customer surveys, the Dongfeng Yueda Kia’s cars are among the best in terms of cost performance and durability. Therefore, almost all the competing brands had successively lowered their prices last year, while Dongfeng Yueda Kia had not sold at a reduced price. However, it has soared, showing customers' recognition of corporate products.

When looking ahead to future developments, member Hu Youlin said: “In 2002, we produced and sold 20,000 cars, which basically stood firm in the market. In 2003, we achieved very good results. This shows our team, our The organizational structure, including our concept, has been tested by the market. It can be said that we are already considered to be the first-class car manufacturer in China. In the future, we will introduce two new cars, and the sales volume will be over 70,000. The tasks we face will be even more onerous. In China, it seems that no company has rushed from 30,000 vehicles to more than 100,000 vehicles at a time, so we think this is a step. Last year, 50,000 vehicles were produced and sold, and this year it was 70,000, and the foundation was laid for 2005. It will lay a very solid foundation for 120,000 vehicles and 150,000 vehicles.If this year's goal can be achieved, Dongfeng Yueda Kia will rank among the top seven and the top six in the Chinese sedan industry. Therefore, 2004 will be It's an important year."



Private economy has a lot to do

Visiting the National People's Congress and Chairman of Liaoning Shuguang Automobile Group Li Jinxi



"After over one year's performance of the restructuring of the Yellow Sea by Shuguang, it is feasible for private enterprises to participate in the restructuring and transformation of state-owned enterprises." Li Jintao, chairman of Shuguang Group, said with certainty during an exclusive interview with reporters. As one of the few representatives of private entrepreneurs from the Liaoning Provincial People’s Congress delegation, Li Jinyi recalled that during the past year or more, he felt that because of the prejudice against private enterprises, Shuguang’s restructuring of the Yellow Sea went through rough times. The main challenges faced.

In August 2002, at the Automotive Industry Conference convened by the Liaoning Provincial Party Committee, the company’s assets restructuring plan between the Shuguang Group and the Huanghai Group was determined, aiming to leverage Huanghai’s technology, brand advantages, and dawning mechanism and financial advantages through joint venture restructuring. Complementing each other's strengths and activating Huang Hai’s state-owned stock assets.

On November 22, 2002, under the strong support of the provincial government of Liaoning Province and the municipal government of Dandong, the restructured Dandong Huanghai Automobile Co., Ltd. was established. However, the restructuring of Shuguang Group and Huanghai Group has not been smooth. At that time, a common social point of view was: How could Xiao Xiaoguang eat the Yellow Sea? How can small private enterprises eat large state-owned enterprises?

In order to ensure a smooth transition, the reorganized Huang Hai Company's first managerial team used many of the original Huanghai Group personnel. Due to different business concepts, they still follow the old ways of the original state-owned enterprises after they took office. They do not accept the management ideas put forward by the controlling shareholder. Huang Hai has not seen improvement for a long time.

At the end of April 2003, SARS had a huge impact on the passenger car manufacturing industry. After the reorganization, the Yellow Sea finally stopped production under internal and external problems. It was nearly two months after the stoppage. The general manager also resigned.

Faced with the pressure of thousands of employees and the society in the Yellow Sea, on July 28, Shuguang Group made a major decision: reorganize the management team, and Li Jinbiao, the chairman of the company, personally served as the general manager of the Huang Hai joint venture. In order to really invigorate the Yellow Sea, Shuguang Group has rapidly carried out a series of internal reforms such as the reconstruction of organizational structures, the appointment of management cadres, the reduction of surplus personnel, the implementation of technological transformation, the transformation of marketing concepts, and the adjustment of the distribution system. After the implementation of the reform of the Yellow Sea Joint Venture Company, the spirit of the employees was invigorated. The customer's doubts about the restructuring of the Yellow Sea were completely dispelled, and all sectors of the society spoke highly of the change after the dawn of the restructuring of the Yellow Sea.

In 2003, it was the first year of the restructuring between Shuguang and the Yellow Sea. In the year, it produced 5,375 vehicles, an increase of 45% over 2002. The interests of the Yellow Sea staff have been fully protected and enhanced. They have more work and more income. The monthly income of employees is 3,000 yuan. The employees’ ideas have also undergone gratifying changes and they have recognized the business philosophy of private enterprises.

It can be said that Huang Hai returned to life in a short period of one year, reviving vitality and vitality. It is the private economy that has played a huge role in the reform of state-owned enterprises.

Looking at the phenomenon of the Yellow Sea, we can see that in the transformation of the old industrial base in northeast China, private enterprises have made great achievements in the reform of state-owned enterprises.

In 2003, the Central Document No. 11 referred to the revitalization of the old industrial base in the northeast to the same height as the construction of the coastal special economic zone, Pudong development, and the development of the western region. In this year's government work report, Premier Wen Jiabao further raised the revitalization of the old industrial base as a national policy and brought historic development opportunities for the economic development of the three northeastern provinces.

Liaoning Huanghai Automobile Group is a typical example of a state-owned enterprise in Northeast China. It has a 52-year history. In the mid to late 1990s, due to the slow pace of reforms, the domestic market share was only 5% by 2002, and the industry ranked down to 7th to 8th. As of the end of October 2002, the total assets of Huanghai Group was RMB 10 billion, non-performing assets reached RMB 435 million, accounting for 43.5% of total assets, total liabilities of RMB 680 million, and asset-liability ratio of 68.4%. . Non-performing assets and liabilities exceed the total assets. Huanghai Group is actually insolvent and the production and operation of the company are struggling.

In the same way as the 25 years of development of China's private economy, Liaoning Shuguang Automobile Group started from 70,000 yuan in 1984 and experienced a development process from small to large, from weak to strong, and advancing with the times. By the end of 2003, it had total assets of 2.09 billion yuan, annual sales revenue of 2.43 billion yuan, net profit of 94 million yuan, and 280,000 production and sales of axles, becoming the king of China's axles.

Speaking of the reorganization, Li Jinyi was full of emotion and said with full of enthusiasm: “Restructuring brings Shuguang and Huanghai into one, transforming the potential strength of the two companies into a core competence. The contribution of Shuguang Group in the restructuring of the Yellow Sea It is rare among domestic counterparts."

First, the state-owned assets that will be lost will be preserved, and the debts of state-owned enterprises will be implemented. After the reorganization of the Yellow Sea by Shuguang Group, the assets and liabilities were allocated. By the end of 2003, Huanghai Group had repaid 90.55 million yuan in debt, and the joint venture company had secured the RMB 116.7 million of debt vacated by Huanghai Group.

Secondly, it helped state-owned enterprises to solve the historical debts of employees, paid for the reform costs, and achieved employee stability and social stability. Due to financial difficulties, the Huanghai Group has been delinquently owed employees such as housing provident fund fees for many years. When employees require reorganization, these historical debts must be resolved. In order to ensure the reorganization and social stability, Shuguang Group has paid 88.79 million yuan in reform costs, including 10.7 million yuan in housing accumulation fund arrears for employees and 13.2 million yuan in economic compensation for 618 employees.

Third, by reducing redundant staff and innovative mechanisms, Huang Hai has turned wealth into wealth.黄海富余人员多、包袱重，在国企体制下，大幅精减员工不仅有方方面面的社会障碍，而且也支付不起高额的改革成本。曙光集团经过精心运作，完成了黄海国企时期无法完成的事，平稳减员618人，无1人上访或是闹事，在国企无力支付员工1325万元经济补偿金的情况下，曙光集团为了黄海的发展，出巨资为此买单。曙光集团运用自己20年在市场竞争中的摸爬滚打经验，对合资公司的管理模式和经营机制进行了改革，并通过定岗定编、分配制度调整等切实有效的办法彻底转变了黄海员工国企时期的思想观念，使黄海的面貌焕然一新。黄海现在已经走出困境，新黄海2003年共上缴税金4000多万元，今年预计可上缴税金7000多万元，实现利税1.1亿元。

通过重组黄海集团，曙光集团积累了经验，摸到了规律，增强了参与大型国企改革的信心。透视黄海现象，可以看到，在振兴东北老工业基地过程中，民营经济将是一支重要的生力军，将发挥应有的作用。当记者最后问到目前企业面临的最大挑战是什么时，李进巅深思片刻后凝重地说：“是我们自己，就是说我们的决策是否正确，这关系到企业未来的存亡。”

冒着“洋车炮火”前进

访全国政协委员、重庆力帆董事长尹明善



全国政协委员、重庆力帆董事长尹明善指出，中国汽车业应当坚定不移地走自主品牌开发之路，在合资品牌已占绝对优势的情形下，我们造车也应该冒着“洋车的炮火”前进。

“去年10月份我们正式进入汽车行业，完成了汽车专利产品设计，成为国内123家汽车厂之一。目前我们正在兴建一个大型的轿车厂，预计3月底建好，6月份安装设备，生产的车型将在年内下线。”尹明善告诉记者，要做汽车，就要坚持国内品牌、国内设计、国内开发。虽然合资比较省力省事，但国内合资企业的品牌，外资厂家不愿意把合资品牌拿到国外去销售，因为它有全球规划和全球品牌战略，而在国外销售的汽车都必须是中国自己的汽车品牌，自己的专利，自己的知识产权。“当然，这条自主之路肯定比较艰难，很多大的经济学家都不看好，但我们不怕。当年我们做摩托车的时候，我们的资产是中国最大摩托车厂资产的万分之一，但通过10年的拼打，我们已经和它平起平坐了，如今中国最大的汽车厂的资产也不过是我们资产的50倍，当年万分之一时我们都有赶超的决心，现在的干劲更大。”尹明善说。

尹明善坦承，雄心归雄心，但这条艰辛之路肯定是力帆未来的发展方向。他说:“现在'忧天型'的人太多，但我们应该相信，政府会进行有形的调节，市场有无形的调节。中国汽车自主品牌目前还没有形成气候，也就是说当小孩还没长大，你却每天为其长大之后的事发愁，这样行吗？当然不行，最好的办法就是给他足够的空间让他成长。换句话说，当一个产品供不应求时，大部分是合资企业和国有企业占优势，但当其供大于求时，竞争格局会发生改变，民营企业的竞争力和优势就会凸显。”

尹明善指出，我们要坚定不移地走中国自己的品牌之路。目前外资已占到我国工业总产值的1/3，即3.3万多亿元。以轿车为例，去年我们生产了200多万辆轿车，其中就有70万辆是德国大众的产品，这70万辆算谁的，肯定是德国的。在中国汽车工业中，第一是德国大众，第二是美国通用，第三是日本丰田，前三名没有一家是中国企业。我们欢迎这些外资进入中国市场，为我国经济增长贡献力量，但最终我们要发展自己的品牌。从经济方面看，我们得到多少利益？汽车工业产值中至少6成以上被他们拿走，有的甚至达到8成、9成以上。这个格局套用一句话来说就是“外资吃米，中资吃糠；外资吃肉，中资啃骨”。还有，我们用市场换技术，到今天为止，我们究竟换了多少技术？外方是不愿意拿出核心技术进行交换的，他进入中国市场看中的也就是利益，他不会来做好事，不会把技术白白送给你。

尹明善说：“宪法修改有一条还没有被大家所充分重视，就是把《义勇军进行曲》正式定为中国国歌，之前尽管唱了几十年，但宪法没有明确写入。什么意思?我觉得这是在提醒我们，中华民族到了最危险的时候，咱们得冒着敌人的炮火前进。因此，我们造车也必须冒着洋车的炮火前进。”

国家应给予经济型车更大的发展空间

访全国政协委员、浙江吉利集团董事长李书福



“造老百姓买得起的车”是李书福的口头语，当时有人还对这个观点表示质疑，到今天，李书福实现了自已的想法。

作为政协委员，李书福已把目光从自已的企业转向了整个汽车产业，在这次全国政协会上李书福委员就经济型轿车和小型汽车提出了自已的提案。他提出，鼓励发展小型汽车，能够将汽车产业发展战略与国家能源发展战略、城市化战略、城市交通战略、大气污染防治和可持续发展战略等相衔接，形成互动的良好机制。他认为，发展我国汽车工业的自主品牌，在经济型轿车和小型汽车上更容易突破。

在会议的空隙，记者找到了正准备开会的李书福，谈起中国汽车要如何走自主开发之路时，李书福说：“中国汽车工业自主开发之路就应像吉利这样走，因为我们已经卖出去了几十万辆车。”话语中充满了自豪。李书福说，这几年，人们对我国汽车业要走自主开发的路子逐步有了一个完整的认识，中国汽车工业的发展离不开中国的国情和市场现状，要造老百姓买得起的车，同时要考虑环境和能源问题，从经济型轿车做起是一条适合的路子，吉利在这方面做了有益的探索。

李书福认为，经济型轿车有两个含义，一是指轿车具有较好的燃油经济性，二是指价格便宜。目前国内符合这个定义的车型，大致是发动机排量在1．4升以下、价格在10万元以内。据统计，5辆微型汽车排在一起，大概只相当于3辆多中级别轿车排起来占用的空间，这还没算宽度。其机动性和停车空间都优于其他车辆。

小型车辆排量小、污染少、节省能源（包括制造成本、燃油和养车费用），这已是不争的事实。新材料的使用是经济型轿车的主要特点，由于车身重量的减轻，油耗降低，排放水平也得到提高，同时，前软后硬的“安全车体技术”和安全气囊也在许多经济型车中得到应用。

汽车的快速增长，已经带来了能源短缺、环保压力增大、交通问题突出等问题。而由于客观条件的限制，这些问题在短时间内还难以得到彻底解决。为此，李书福提出,我们应提早研究对策，寻找更科学、更合理的管理方式，逐步理顺能源与环保方面的政策，缓解能源供需矛盾及环保与汽车增长的矛盾。

在绝大多数发达国家，经济型轿车都是家用轿车市场的主流，备受消费者青睐，发展经济型轿车产业更受到各国政府的鼓励和支持。特别是在欧洲、日本和韩国等，节能、环保、紧凑型的经济型轿车，能享受到其他车辆没有的一些优惠政策。

国内外已有数位专家得出结论：WTO对中国汽车行业的影响，主要体现在对豪华车和大型车辆以及供应行业的冲击，而不是对小型、低价车辆的影响。要增强汽车产业的自主开发能力和市场竞争力，创造民族自主品牌，应该从小型和低成本车辆方面突破。

在这次政协会议上,李书福对汽车产业政策提出了自己的看法。他认为,由于诸多因素的影响，我国经济型轿车产业的发展道路多年来一直有许多坎坷。首先是轿车消费政策中的限制性因素；其次是一些主要轿车消费和制造区域的歧视性和壁垒性政策因素；其三是以公车消费为主的轿车消费结构因素；其四是视轿车为身份与地位象征的贪大求洋的消费观念；其五是以上海为代表的牌照拍卖政策，使用户不愿购买小型车，因为一个牌照就是四、五万元人民币。

在我国，对小排量车和大排量车征收的过路过桥费、城市增容费、牌照费，包括停车费等，基本都一样，但产业发展政策支持却有很大差别。同时，我国对所有车辆一律采用与欧洲一样的排放标准，但在其他方面对待经济型轿车和其他小型车辆的政策却与欧洲大不相同。

我国人口众多，人均可利用资源水平较低，同时，由于我国人均所得水平不高，整体消费能力相对低下。这种情况下，走轿车消费全民化的路子，发展经济型轿车和小型汽车产业，是较为经济、理想的选择，符合我国的国情，也符合国家发展安全、节能、环保汽车的要求。

因此，根据其他发达国家的发展经验，李书福认为,能源利用与防治污染是一个长期的系统工程，需要充分协调各种社会资源，而这都离不开政府相关的政策支持。

实施燃油税迫在眉睫

访全国政协委员、上海同济大学校长助理万钢



政协委员、上海同济大学校长助理万钢这次带来的提案主题是尽快实施燃油税，这好象是一个“老生常谈”的问题。而且，作为我国研究电动汽车的专家，万钢委员怎么会带来有关燃油税的提案呢？带着这些问题，“两会”期间，记者采访了万钢。

这几年，汽车工业对提高人民生活水平，拉动经济发展的贡献功不可没，我们国家要实现小康，没有汽车工业的发展是很难的。对汽车行业在国民经济发展中的这些巨大作用，一直身处汽车行业内部的万钢委员体会很深。可是，作为一名科研人员，万钢委员时刻关注的是如何解决汽车带来的大气污染、能源消耗等负面效应。去年，我国进口石油已经达到了1万亿吨，万钢委员忧心忡忡地说：“这样快的增长速度并不是什么好事。能源问题甚至牵涉到国家的外交问题，必须引起大家的高度重视。”温总理的政府工作报告特别提到了要持续、科学、全面均衡的发展经济，“这说明了我们不再光追求GDP，而是要协调发展经济。除了要楼变高、路变宽、车变多，还要考虑天变蓝、水变清。”汽车行业也要考虑可持续发展，政府要在其中做好调控工作。

万钢委员认为，汽车行业的可持续发展必须认真考虑当前要做和长期要做的事情，而尽快实施燃油税就是当前要做的事。万钢委员在提案中说道，燃油税不光是解决一个交费公平的问题，最重要的是让每一个人在加油的时候都感到费用的增加，感受到了以后他就会买用油省的车，经济型的车，没有必要的时候就不开车。这样的话，既能够保证汽车还能销出去，每一个汽车用户又能更经济地使用汽车，也解决了一些交通拥堵的问题。这样一来，对抑制石油增长起到了直接的作用。“尽快实施燃油税是非常迫切的事，现在就应该做。”万钢说。

解决当前要做的事之后，万钢委员认为，下一步要做的就是把替代燃料汽车、清洁燃料汽车和电动汽车都纳入发展的方向。根据实际情况，我国可以先发展替代燃料汽车。我国从1998年就开始做清洁燃料汽车计划，经过5年，在全国已经有19万辆使用清洁燃料的汽车。“其实，替代燃料汽车的使用也可以通过燃油税来调控，”万钢说，“对汽油和气燃料实施不同的燃油税，鼓励使用气，把大家的消费往替代燃料汽车方向引导。这符合WTO的规则，又能够解决国家的心头之患。”万钢委员还提出，减少汽车带来的负面效应不仅仅是国家和科研单位的事，汽车生产厂家也要多想想，是简单地多造车，还是考虑可持续发展，应该发展什么样的车，引进什么样的车。

万钢委员有过在德国奥迪公司数年的工作背景，对于中国汽车企业的自主开发，他有着与众不同的见解：“如果让我来提一个建议，我会建议中国的汽车企业去做别人还没有做的事，无论是本土企业还是合资企业，只要肯下功夫去做，都能够形成自主开发的能力，也就能够创造自主品牌。”万钢以日本丰田公司为例，丰田最先提出了混合动力汽车的方案，但当时没有人看好。之后，丰田甘于“寂寞”了许多年，终于推出了混合动力汽车，现在已经卖了20多万辆，进入了批量生产，开发了一套别人没有的技术。“我觉得所谓强，就是你能干别人不能干的事。”万钢说。中国汽车企业现在应该忍住“寂寞”，但是“寂寞”并不代表“无所为”，不要在乎别人怎么说，要担风险去做别人现在还没有做的事。比如开发替代燃料汽车，这肯定是今后汽车发展的方向，我们千万不能再落在别人后面了。

说到自主开发，万钢委员还提了一个建议。现代汽车的开发是非常贵的，建立几大开发系统需要的资金不是一个企业可以负担的。这时候，国家应该做一些事。他以德国为例，二战后，德国的汽车企业也没有资金，上世纪50年代，由联邦政府、州政府、各家企业给斯图加特大学投资，建立了一个风洞，为每一个企业提供服务，解决了企业在开发上不能承受的资金问题。“我们国家要为重大项目建设一些公共平台，光靠企业自身是不行的。我们还应该培养出一大批人才，这样的话从我们的合资企业里照样能够自主开发产品。比如上海大众桑塔纳3000的一些项目就是自己开发的。”万钢说。

无论是合资企业还是本土企业都会走过一个利用国外技术增强自身实力的道路。万钢认为：“我们说的跨越式发展就是按照我们国家的国情去做一些别人没做或者正在做的事情，这样的话，我们就能真正从技术上得到我们自有技术的知识产权，就能成为强国。”

研发自主品牌还需政策支持

访全国政协委员、长春汽车研究所副所长李维斗



谈起汽车工业的自主品牌和自主开发问题，作为在汽车科研一线的全国政协委员、长春汽车研究所副所长李维斗有许多感慨，他认为，汽车作为国民经济的第五大支柱产业，它没有起到应有的对国民经济的拉动作用，这主要的原因是我们拥有的自主品牌量太少。

李维斗这次开会带来了许多资料，在北京的京丰宾馆里，他以科技人员的严谨向记者展示了他所搜集的有关汽车业自主开发的素材，他说，汽车产业的自主开发能力直接关系到产业竞争力、企业竞争力的形成，作为国民经济支柱产业的汽车工业，其工业增加值、销售收入的逐年递增，从整体上看对国家GDP的增长虽有贡献，但汽车的工业增加值仅占GDP的1．5％左右，汽车工业增加值占汽车工业总产值的比例从1999年的24％下降到2003年的20％，中国的汽车工业自己创造的价值小且比例逐年下降，汽车对上下游产业的拉动作用也逐年减弱，大家都会看到，每一个合资企业落户后，就会有一大批国外的配套厂在它旁边扎根，我们在产业链中并没有获得什么，反而直接影响到国家的竞争力。

中国虽然已经步入汽车制造大国的行列，但在总量中自主品牌的比重、专有技术和自主知识产权的比重严重偏低，2003年轿车的自主品牌的产量不足20％，说明我国汽车工业自主开发能力还处在一个低水平徘徊的状态，仍然没有走出“引进－落后－再引进－再落后；开发能力不足－依赖－更不足－更依赖”的双重怪圈。

分析自主品牌缺少的原因，李维斗说，国家宏政策的引导是主要方面，他说，现在的合资公司投资少，见效快，风险小，公众认知度高，企业盈利，国家税款增收，地方就业增加，员工待遇高，呈皆大欢喜的局面，企业缺乏技术进步的社会动因和内部压力。这种拿来主义的产品实现模式危害极大，它成为一种麻醉剂，它使企业淡化了“用市场换技术”的无奈，它成为一种兴奋剂，让企业从“闭门造车”跨越到“拿来主义”，它最终将成为一种腐蚀剂，使企业放弃了几代人的卧薪尝胆，使自主开发从“不能”走向“不为”，走上了本不愿走的依附式道路，成为世界汽车大国的庞大装配基地，这种产业发展模式会损害国家以及企业的长远利益。

从国外汽车跨国公司在中国的投资战略目标来看，他们合资合作的目的是为了更充分地利用其“独占性生产要素”在中国庞大的市场上获得最大利益。在目前多数合资企业中，中方失去话语权，开发项目、开发费用、零部件配套比例、价格、利润分配、甚至销售网络均由技术独占方控制，他们根据自己的战略目标来决定其投资、增资或撤资。一旦他们认为无利可图，卷包就走。

良好的国家政策和巨大的市场空间是自主品牌研发的前提。李维斗提出，第一，国家支持政策应具有配套性和一致性，形成完整的自主品牌开发的支持体系。开放式自主与联合开发是当前强化开发能力的有效途径，对不同阶段、不同企业、不同产品的开发，应允许以不同方式灵活实现；税收政策应向自主开发倾斜，相关政策法规应配套和一致，对汽车企业研究开发新产品、新技术和新工艺的各项费用，年度增幅达10％以上的，应在税赋上有所倾斜。

其次，在推进国家汽车工业创新工程的过程中，将汽车自主品牌研发与产业创新工作纳入法制轨道，明文列入国家汽车产业政策；严格限制单纯以产能扩张为主线的合资项目，要注重技术政策和产业政策合二为一，促进科研与产业结合；积极促进科研成果的产业化和商品化；希望能协调好政府、企业、研究机构各方资源；追求实现自主开发助推汽车工业良性、可持续发展模式的形成。

李维斗说，国家应将强化汽车自主品牌研发工作提升为产业和国家行为，强化宏观调控，整合社会资源。组成以大型研发中心为主体，形成国家自主开发战略支持体系。吸收国际经验，抓住机遇，在世界汽车工业新一轮技术转换和发展的关键时期，整合全社会产品开发资源，组织相关企业、大学和科研单位，组成国家队，对汽车工业具有前瞻性的关键技术领域，如混合动力、汽车电子及智能化（包括智能交通系统）、虚拟开发、轻量、节能、环保材料等课题进行联合开发，实现国家汽车工业创新工程，取得自主开发的主动权。

国家应采取切实有效措施鼓励和支持国有大型企业研发基地建设，重点支持有技术储备和创新实力的汽车产品研发中心和基地，建立和完善国家级基础技术和前瞻技术实验室，引进消化吸收国际开发基地先进管理模式，跟踪世界前沿技术，为整车和零部件技术升级，提供持续储备。

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