Header image source | Nezha car
Editor's Codex:
Here is the interview column "BOSS Says" planned by Future AutoMotive Daily. In 2022, the second wave of new car-making and entrepreneurship wave accelerated, and the first models of Youjia NV, Qingjie M5, and Jidu were successively launched; "Wei Xiaoli" frequently exerted force, Weilai ES7, Ideal L9, Xiaopeng G9 besieged the field of medium and large intelligent pure electric SUVs, and the new energy vehicle market entered the Spring and Autumn Warring States period of hundreds of controversies. Li Bin, the founder of Weilai, had expected that 2025 would usher in the decisive year of smart electric vehicles. Before that, the car companies secretly accumulated strength. With the theme of "Dormant Spring and Autumn", we will talk to the boss of all new energy vehicle companies and how to prepare for 2025. In the third issue, we interviewed Daniel Zhang, co-founder and CEO of Nezha Automobile.
The interview coincided with the first day of the May Day holiday, and for Daniel Zhang stranded at home in Shanghai, like most, it was a special and unprecedented experience. The change was enormous, and in the past few dozen days, the home has become a "temporary command center" for Daniel Zhang, connecting the entire company's team of more than 7,000 people through computers and mobile phones.
Life under the epidemic will inevitably be affected, but for the helmsman of a company, the pace of progress must not be easily disrupted, and the high-intensity work rhythm of the past is still filled with every day of working from home. In the dialogue with future automobile daily, talking about Nezha's growth and planning, Daniel Zhang still maintain a clear sense of purpose between the words.
The life restricted by the epidemic has also affected the entire car market, but the practice of new car-making forces releasing the last month's delivery volume on the first day of each month has not been interrupted. The day after the interview, Nezha ranked third in the ranking with a score of 8813 vehicles, but the fact that he broke into the originally stable head camp was no longer new to Nezha.
In the past year, due to changes in sales and rankings, Nezha Automobile has become the focus of attention, along with the co-founders and CEO Daniel Zhang of Nezha Automobile, who have rarely appeared in the spotlight before.
"80 points is still there.". For this counterattack story, Daniel Zhang play the score in their hearts. Although he has repeatedly stressed that sitting at the table where sales compete is not Nezha's goal, for the new forces that are still in the early stage of development, the scale is still one of the criteria for judging the qualification round, and it also represents the breakthrough results of each stage.
However, for the matter of becoming the helmsman of Nezha, in Daniel Zhang, there are not too many ups and downs in the plot, and his career has always revolved around the car. Before joining United Automobile, Daniel Zhang experienced Chery New Energy from scratch, and also led BAIC BJEV to unlock the annual sales of 100,000 vehicles.
Past achievements have become a weapon for him to walk the rivers and lakes, and also make Daniel Zhang determined to jump out of his comfort zone and start a new journey. When Fang Yunzhou, an old classmate of Tsinghua and the founder and chairman of Nezha Automobile, handed over an olive branch, the two hit it off, "I achieved annual sales of 100,000 units in the original unit, and I felt that I basically did everything I needed to do, and soon decided to come over (Hezhong Automobile)." ”
Because of his arrival, the originally not too loud United Automobile began to rebrand, as a "senior comic fan", Daniel Zhang their own interests and hobbies infiltrated into the company's corporate culture, representing the brave and fearless, non-confessional Nezha Automobile. The new vitality has gradually penetrated into every corner of the company, even in the office building of Nezha, the name of the conference room has been named Taiyi Zhenren, Lady Yin, Jiang Ziya, Ao Bing, Li Jing, Nezha and so on.
When the original team of more than 500 people expanded to about 7,000 people, the Daniel Zhang in the battlefield frequently ushered in sales successes, but also always alert to the underwater reef that could not be clearly predicted. In the eyes of Daniel Zhang, now that he has just passed the 10,000-vehicle achievement, "it is still far from the goal of 500,000 and 800,000 per year in the future." ”
Not to mention, Nezha, which is positioned in the mass market, now also has to rely on the Nezha S built on the new Shanhai platform to launch an upward impact and compete for a larger market.
In the view of Daniel Zhang, the biggest challenge at this time is himself, how to complete the goals and plans he has set, serve users well, and keep an eye on users is the most core and fundamental problem. "If you just look at the competition, you will become more and more anxious, and your movements will be deformed. So I think it is better to move forward according to my established strategy, as to who is the competitor in the future, after fighting this battle. ”
Here's Daniel Zhang conversation with Future Automotive Daily:
From professional manager to business helmsman
Q: Compared with the previous experience in traditional car companies, what changes have been made to join Nezha Automobile?
A: I think there are two biggest differences. The first is that the sense of crisis has become heavier, the original is a professional manager, considering more of today's execution, tactical level things, but to start a startup, the most important task is to establish a goal to find the direction, can not go astray, so tomorrow after tomorrow things to think more.
The second is a change in mindset. Before the border things thought less, there were groups in the back, there were leaders on top, and they could help and support. Now that I am the master, I have to think about everything to find resources and build a team, and I can only go up to the top by myself.
In January 2018, Daniel Zhang served as co-founder and CEO of Nezha Automobile Source: Nezha Automobile
Q: After the identity change, what challenges do you feel?
A: I think there are two challenges. The first is the current competitive relationship, whether it is an existing mature automobile brand or a new power brand, there will be a strong competitive relationship in China, so the vision and pattern are facing challenges, to become broader.
The second is that the structure of knowledge must definitely change. It turns out that we rarely pay attention to the chip, software, and Internet industries. Now that the car is slowly becoming a smart terminal, we have to think in this direction and how to make our products more competitive.
Q: As the founder of Nezha Automobile, what was the process of inviting you to join at that time?
A: We are college classmates and colleagues, and in the years when he started his business, we have always had exchanges and the situation is relatively well understood. And our perception of the industry is also relatively the same, I think this is a good opportunity, it is a one-shot deal. At that time, he had a sentence that touched me: Can you build a brand that is recognized by consumers, can change lives, and can innovate the industry?
Q: How do you rate each other?
A: I think it should be the best partner, and I believe he also agrees with this sentence. In so many startups, I think the chairman and the CEO cooperate tacitly and have a harmonious relationship, and we are definitely one of them.
Entrepreneurship is still quite torturous, there are countless difficulties waiting, in some of the darkest moments can not be kept, can not find the direction in the shimmer, the next day can not get up to continue to fight, need a very tenacious mentality, he has this quality.
Then there is tolerance and a broad mind, like after I came, he also let go of business matters. In fact, some of the goals of business operations are risky, and one step in the air may lead to the abyss. He was able to trust and support me in making decisions, and until now, we didn't have any different opinions on the directional target line.
And I also learned from him, as a CEO, and the following vice president docking can not be offside, which requires you to recruit a good person, and then you have to trust him, and then fully let him do it, this core is still inclusive. Big mind, pattern, these are still quite admirable.
The birth and expansion of Nezha
Q: What is the decision-making process for naming the brand Nezha?
A: When I joined, there was no product to the market, the company name is United, it sounds very good, but as a brand, it is a bit bland and not sharp, it is difficult to remember. At that time, I thought about it and thought of Nezha, who was young and brave, dared to break the routine, did not recognize his fate, and was more in line with the spiritual core of our startup, and this name should be known to everyone in China. I also thought about Goku, but I have already registered with someone else.
Nezha Car Nezha IP Source: Nezha Automobile Official
Q: From 500 people to more than 7,000 people now, how did you build a team?
A: Recruiting people to build a team is one of my most important jobs. Automobiles is a more rigorous industry, it involves the safety of passengers and pedestrians, the need for processes and specifications, so when looking for a team, automotive industry experience is very important. However, there needs to be some innovation in channels and business models, so I have to think about which positions need traditional talents and which positions need to recruit some cross-industry, such as technology and the Internet. The team needs a composite combination model, recruiting different people according to different positions.
Q: How do you convince a candidate?
A: Interview in person, not once, talk more than a few times, and impress people with enterprise spirit, salary, and career. I talked about it the most four or five times, but some of them didn't come to fruition later.
Q: How many people are reporting directly to you right now?
A: At present, about ten vice presidents of the company report directly to me. I think about it myself, one is strategic planning, including the company's market positioning, business positioning, product planning, marketing planning must be personally started, to the company to set the plan, set the direction, set the goal. The second is to form a team, including core executives and key talents. The third is to find resources, such as finding funds, looking for some important partners.
Aim during the run, shoot
Q: Last year, Nezha's monthly delivery volume entered the top three of new cars for the first time, what was your idea at that time?
A: This is more in line with our expected planning, because Nezha positioned the mass market, when the first car was Nezha U, about 150,000, the second car Nezha V was 6-80,000, the product competitiveness is enough, channel construction, marketing planning is also steadily advancing, performance can naturally be obtained.
However, I don't think how powerful it is to do the top three, the current penetration rate of new energy vehicles is still relatively low, Nezha's monthly sales are just over 10,000, and it is still far from the future goal of 500,000 and 800,000 per year.
Q: Did you set a timetable for Nezha to enter the top three of the new forces?
A: No. At first, Nezha didn't pay much attention to the ranking, but later found that everyone was doing the ranking, and the industry was also more concerned, so we felt that we should go to the inside to line up, so that everyone knew Nezha.
Q: Is there pressure to get into the top three? Worried about falling off again one day?
A: At present, we are doing a relatively solid job, just like the growth of bamboo, the first few years may be to grow downwards, the roots are very deep, and the back is to grow up rapidly. As long as we do a solid job in products, technology, quality, cost, control, channels, and services, I think the results will not be too bad. I still have high expectations for the future, and I really don't have any special anxiety.
Q: Last July you tweeted that "aim during the run, and then shoot", how many rings do you think Nezha hit now?
A: 80 points should be there, adjust the strategy and direction in the run, this is the survival of our enterprise. So far, I don't think I've taken a single step forward, nor have I made a major mistake.
Q: Will Nezha's running speed increase this year?
A: Still according to the set goal, step by step forward, no acceleration, no slowdown. The first is the development of overseas markets, first of all, Thailand, Southeast Asia markets to do a good job. The second action is to successfully push Nezha S to the market. Finally, in terms of intelligent technology, on the Shanhai platform, we are doing the development of the second and third models, which will be launched in the next year.
At the tactical level, there may be some adjustments in marketing, communication, production, supply chain, that is normal. The overall strategic plan, business objectives and plans have not been changed or adjusted significantly.
The automotive industry is a marathon race, not a 100-meter acceleration, so we must adhere to the long-term doctrine, think things clearly, set goals, and then run forward according to the established plan.
"Going to town" and "going to sea"
Q: What else is being improved in Nezha Car?
A: The first is that we want to do overseas business development, but the talent pool, the research and understanding of overseas markets, and the understanding and service of users need to be further strengthened. The second is the research and development of the next generation of technology platform, we also need to increase efforts, Nezha Automobile will adjust the original intelligent technology follow-up strategy to a local leading strategy, to see if it can achieve leadership in the entire industry.
Q: Some people will question that the number of Nezha seen on the road is lower than Wei Xiaoli, what is the current sales structure of Nezha?
A: At present, the main market of Nezha is in the first- and second-tier cities, and the sales of this part have accounted for more than two-thirds, and the rest is in the third, fourth, and fifth lines. Consumers feel that seeing Nezha on the road is relatively small, and I think it is related to the fact that the proportion of Guangzhou-Shenzhen in the north is slightly smaller. In the next step, we will combine the listing of Nezha S and focus on the development of first-tier cities in the north, Shanghai, Guangzhou, and Shenzhen.
Q: "Entering the city" is Nezha's main task this year, how much is the proportion to achieve the goal?
A: We don't pay much attention to the proportion, what we value is the performance of Nezha S after it is listed. Because its price is between 200,000 and 300,000, if we can achieve a monthly sales of 10,000 at this price, then the goal of "going to the city" will be successfully completed.
Nezha V right-hand drive version participates in the Thailand Auto Show Source: Nezha Auto
Q: Why choose the Southeast Asian market for the first stop?
A: The Southeast Asian market is still very compatible with our existing products, and the products that can be launched overseas this year are Nezha V, and Nezha U is also in the development process. Nezha V as a product within 100,000 yuan, I think there will be a strong vitality in the Southeast Asian market, and it is relatively close to China, and the future localization of CKD channel services and construction, including personnel management will be easier.
At present, the Southeast Asian market has a very high acceptance of our products, and I believe that there will be a good result, and may exceed expectations. The second step is to enter the European market.
Q: What is the sales forecast for overseas markets?
A: We plan to achieve an annual sales target of 100,000 units by 2026.
Who is the competitor in the future, after this battle
Q: For 2025, each company has set a sales target that now looks more aggressive, Nezha's target is 500,000, what challenges do you think are to achieve?
A: Setting a high goal and then achieving a relatively good industry position is a very important indicator of the next competition. But the sales target is only a number, it represents your ranking in the industry, and in the end, it is the economies of scale that determine the achievement. Relying on products and services, consumers can accept this brand, and at the same time, they must control the cost. This goal may also be adjusted upwards, and it is not convenient to disclose this number at present.
On January 8, 2022, Nezha Automobile's 100,000th mass production vehicle rolled off the production line Source: Nezha Automobile
Q: This year, from power batteries to parts, car companies are facing great cost pressure, in addition to adjusting prices, will Nezha have other ways to alleviate it?
A: The rise in the price of raw material parts cannot be passed on to consumers, and enterprises have to digest part of it themselves. Therefore, it is still necessary to tap the potential of the enterprise, do a good job in their own operations, and minimize the pressure on the cost of car purchases brought to users by the rising cost of raw materials and parts.
Q: What kind of product rhythm will be maintained next?
A: We will serve users at the rhythm of a new product every year, and the overseas product line will basically be more than the domestic product line for half a year to a year, and promote it according to this rhythm.
Q: Wang Xing once judged that the survival rate of domestic car brands will be very low in the future, what do you think of the industry reshuffle?
A: If the timeline is put for another 10 or 20 years, I think this statement is partly correct, because the future industry will definitely need to integrate, mergers and acquisitions and eliminations. However, the past three or five years belong to a period of rapid development, and the needs of users at this stage are too diverse. There are many opportunities, so there are constantly new entrants, and the innovation and transformation within the enterprise will also be accelerated. But this track is not a winner-take-all, after the Spring and Autumn Warring States, when to dominate the world, the entire market will be left with 10, 8, it may take 10 years, 20 years to show this situation.
Q: In the past two years, there are still many new players pouring in, who is the biggest opponent of Nezha?
A: At this time, the biggest challenge is to complete the goals and plans you set, serve users well, and keep an eye on users, which is the most core and fundamental problem. If you just look at the competition, you will become more and more anxious, and your movements will be deformed. So I think it is better to move forward according to my established strategy, as to who is the competitor in the future, after fighting this battle.
Practice your internal skills to live
Q: Nezha positions the mass market, but the input cost of intelligence is relatively high, how to balance the configuration and cost in the future?
A: In terms of intelligent technology, we are accelerating the adjustment from the original follow-up strategy to the local leading strategy. In the next three or five years, the application of these technologies in the entire industry will accelerate, which can provide a better user experience for vehicle products, and users will pay more and more attention, and we will lay out and invest in some technologies in advance.
However, for business reasons, these technologies will be put into high-end models. If consumers feel that it is too expensive and they cannot use these technologies themselves, they can choose the medium and low versions we provide. Nezha still hopes to make a popular product, in the future we will polish the technology well, continue to reduce costs, so that it can be popularized to all models, in the user service and product performance to achieve a leading edge.
Q: Why did you choose the layout to replace the power in addition to the supercharge, and how is it progressing?
A: It is still a matter of cost performance, because the cost of overcharging the whole vehicle will be very high, and the cost of charging facilities will also go up. For the to B business, such as taxi network car, we still attach great importance to the cost, overcharging is still difficult to achieve in the short term, too expensive, and there are still some application prospects for the to B business.
We have done some small-scale experiments and attempts in the power exchange business, but we have not promoted it as a major product technology solution at present. I think for the C market, it is still mainly based on vehicle sales. As for the physical replacement of batteries, or the separation of vehicles and electricity in financial solutions, we are still studying and discussing, and have not been our main direction for the time being.
Q: Will the power exchange business cooperate with CATL in the future?
A: Do not rule out this possibility, we have some cooperation in battery technology, chassis technology, and it is not convenient to disclose it now.
Q: There are also news of layoffs in the industry this year, what do you think of this phenomenon?
A: The development of enterprises to a certain stage, there will definitely be survival of the fittest, it may be that some people are not suitable for the needs of this position, or can not keep up with the development of enterprises, this natural elimination and adjustment I think is normal.
Q: What are the keywords at this stage?
A: Practice your internal skills to survive.
The author | Su Peng
Edit the | Wang Yan