In the face of the mountain of Zhonghua Group overhead, the life of other independent brands is very difficult, especially those without the profit support of joint venture brands.

Chery Automobile gave a lot of inspiration to Great Wall Motors, which is also a difficult brother, and they also began to quietly set up a new brand research and development project team internally, intending to create a new track from consumption upgrading.

If you don't succeed, you will become a benevolent, and if you don't change, you will have to learn from BYD's exit from the automotive industry. BYD can continue to engage in the OEM industry, but what can independent brands such as Chery and Great Wall do once they withdraw?

They have receded from the national market and have become local brands in a remote corner, relying on local protection to survive. It is difficult to really develop real estate, you must know that there are many well-located lands in automobile factories, and developing a piece of land is worth a year of building a car.

Compared with pure private enterprises such as the Great Wall, Chery also has an identity as a local state-owned enterprise, and under the vigorous promotion of Anhuai Province, the merger of Chery and JAC, two local state-owned car companies, which has been rumored for many years, is expected to be reached. You must know that even FAW, Dongfeng and Changan can form an alliance regardless of previous suspicions, so the merger of the two major car companies belonging to Anhuai Province is not a problem. Chery is good at passenger cars, while JAC is good at commercial vehicles, and the combination of the two should be said to be complementary in theory.

Although this point in time seems a little late, and there is resistance within the company, no one can say what will happen tomorrow, and it is a rainy day to start thinking about the way forward.

Last year, China's auto market continued to explode, with sales exceeding 20 million units in one fell swoop, reaching 21.3 million units. Compared to the previous year, the number of units increased by 2.7 million, and the growth rate remained in the double digits. In the case of saturation of vehicle ownership in first-tier cities, second- and third-tier cities have begun to exert their efforts and become a new source of market dividends.

According to the current pace of urbanization in China, after the second- and third-tier cities, it will be the turn of the fourth- and fifth-tier counties to contribute to the economy in less than five years, and the vast number of "small-town youth" will support the new wave of consumers. In other words, there are at least 8 to 10 years of dividends to be eaten in China's auto market, which is enough for Zhonghua Group to become fat.

Thanks to the Chinese market, Chunghwa Group's sales in 2011 reached a new high, compared with 6.18 million units last year, and the total global sales volume this year exceeded 7 million, reaching 7.32 million units. It has become the world's third-largest auto giant, behind Volkswagen (8.16 million) and Toyota (7.95 million). The impact of supply chain disruptions caused by the earthquake and tsunami last year affected Japanese automakers the most, and even Toyota fell to the top spot for several years and was overtaken by Volkswagen.

However, the gap between the top three is not large, and in order to continue to hit the global car throne, everyone has set a goal of hitting the 10 million mark in five years. According to the double-digit growth rate of Zhonghua Group, it will reach 10 million vehicles in 5 years, and it will be able to truly justify the name of China's auto industry.

It is foreseeable that in the next three to five years, the global auto market will become more competitive, and Volkswagen, Toyota and Zhonghua Group will fight all over the world. Volkswagen's base is in Europe, Toyota's base is in North America, and the Chunghwa Group is based in China. Each of the three companies occupies one of the world's three largest automotive markets, and each has infiltrated each other's bases. Whoever can come up with a more competitive product will have the last laugh in the fierce competition.

Zhonghua Group has determined the family design language of the next-generation models of its two main brands, and the Xuanwu platform has been upgraded and newly evolved to create a new "Qinglong" architecture. This new architecture is different from the previous unified model platform, but reshapes the entire industrial chain of the car, integrates and optimizes the processes of automobile R&D, design, production and procurement, and uses modern information technology to assist, thus becoming the mother of industry in the new era of automobile manufacturing.

Several major changes in the automobile manufacturing process, from Ford's invention of assembly line production to solve the production capacity problem of 1 million vehicles, to Toyota's first lean production to cross the difficulty of 5 million vehicles, to Volkswagen's platform-based car manufacturing to hit the goal of 8 million vehicles, the three major innovations have all complied with the requirements of the times.

However, when car manufacturers cross the goal of 10 million, the existing industrial manufacturing system can no longer support, especially the era of new energy vehicles is coming, and the coexistence of traditional internal combustion engine vehicles and new energy vehicles will be the characteristics of the new era in the future, which requires enterprises to seek changes internally.

Taking Zhonghua Group's current sales of more than 7 million as an example, although there is a platform-based production model between different models internally, the workload of engine and chassis tuning and matching of dozens of models with different configurations has doubled, especially the invisible gap between traditional cars and new energy vehicles cannot be unified production, which has caused great internal friction and useless work.

The "Qinglong" architecture will use digital technology to build a unified platform framework for Zhonghua Group to develop and produce automobiles. The most significant feature is that it has opened up the gap between traditional automobiles and new energy vehicles, and in the future, the two sides can reach a share of parts, and one production line can produce two models at the same time. Not only the production platform of brands and models, but also the modularization of engines, chassis, vehicle systems, interiors, etc., can maximize the integration and utilization of the company's resources.

It is expected that the use of the "Qinglong" architecture will shorten the working time of the R&D process by 20%, reduce the cost of the production process by more than 30%, reduce the procurement cost of the platform for all models by 35%, improve the safety and sense of technology of the whole vehicle by 40%, increase the potential of production capacity by 50%, increase the intelligent production process by 100%, and seamlessly switch between passenger cars and commercial vehicles, traditional vehicles and new energy vehicles.

All along, the Chinese have been walking behind the developed countries and taking them as teachers to follow the development. But this time in the automobile industry, Zhonghua Group pioneered the process reengineering system, which can be said to surpass the teacher and have its own unique secrets.

Under the great transformation of the "Qinglong" architecture, Zhonghua Group will master the core technologies of low-carbon, informatization and intelligence of automobiles, improve the engineering and industrialization capabilities of core technologies such as power batteries, drive motors, high-efficiency internal combustion engines, advanced transmissions, platform-based chassis, lightweight materials and intelligent control, form a complete industrial system and innovation system from key components to complete vehicles, and become one of the leading companies in the global automotive industry.

The Chunghwa Group has also demonstrated China's ability to transform from a manufacturing power to a manufacturing powerhouse, and has enough strength to overcome the "middle-income trap" and become one of the developed countries in the coming decades.

Thousands of troops are easy to get, and one will be hard to find!

Who knew that the initiator of the "Green Dragon" structure was enough to stir up hundreds of billions of funds, and he was only a doctor of engineering who had graduated less than a year ago. And he is also an innovative talent cultivated by China's local higher education, without any overseas experience.

In 2008, Ou Jia graduated from Zhehai University with a doctorate in engineering, and the employment situation was not so optimistic that year. Compared with popular majors such as finance and computer science, it is much more difficult to find a doctorate in engineering. Originally, I planned to go to a second-class university in the mainland to be a lecturer, but I didn't expect to meet Zhonghua Group to go to Zhehai University for a special doctoral recruitment, requiring expertise in cutting-edge research fields, and offering an annual salary of more than 200,000 yuan.

Ou Jia's doctoral dissertation focused on the research on the upgrading of the manufacturing industry, and concluded that the global industry will face another opportunity to upgrade. Very lucky, the two sides hit it off, and Zhonghua Group recruited him in the name of senior technical talent reserves. And gave him enough space and freedom to continue to engage in the research of manufacturing upgrading, and did not send him to the front-line work team.

The reason why Zhonghua Group can develop so rapidly is inseparable from Han Hao's outstanding strategic vision. At his level, daily management is secondary, and the main thing is to grasp the company's strategic direction.

Corporate strategy is a very pragmatic thing, and after many large and small bosses open and close their mouths about "strategy", it is regarded by many people as metaphysics, and it is okay to believe it or not.

But at the size of the Zhonghua Group, taking the wrong road at the intersection will make a fatal mistake, and Han Hao grasps the steering wheel to decide which intersection to go.

Strategic decision-making, when it comes to Han Hao, is a good thing that can be seen and touched.

To make the right decisions at the intersection, it is impossible to rely on personal ability and luck alone, and Han Hao needs a lot of think tanks and professional data analysis to find the most likely path to success.

Therefore, it is inevitable for Zhonghua Group to take advantage of the dividends of Chinese engineers and reserve sufficient talents, especially for many high-end talents in basic science and cutting-edge R&D. It may not be necessary for their research to be used in the life of the China Group, but once they are used, it will be fruitful.

In the past, China could follow the developed countries and skillfully transform applied science, but as we catch up with them, we can only be on the same starting line and dig for gold in the field of basic science.

If we want to surpass Western countries and lead the 1.3 billion Chinese people into the ranks of developed countries, this is the inevitable way.

After Ou Jia entered, he was able to work in one of the postdoctoral sites of Zhonghua Group, and had the right to recruit interns to carry out his own strategic research. After more than half a year of on-site visits and data combing of Zhonghua Group, he came to the conclusion that the company must prepare for industrial upgrading process reengineering as soon as possible, otherwise it will encounter development bottlenecks and the production capacity will be stuck at the 7 million mark.

Han Hao saw the results of his research and decided to let him continue his work and let him come up with solutions. Soon, the original team of 5 people with 4 interns by Oujia turned into a regular army of 20 people, and then the resources continued to tilt and experienced compound talents from home and abroad joined one after another, and it only took half a year to become a large team of more than 300 people.

Under their promotion, the "Green Dragon" framework gradually took shape, and finally Han Hao began to develop it and prepare to promote it in Zhonghua Group.

After more than 3 years to the beginning of 2012, the "Qinglong" framework was finally successfully developed, and the trial operation has been achieved in the parts and components enterprises, and very good results have been achieved.

It is expected that Zhonghua Group will invest no less than US$5 billion in the implementation of the "Qinglong" framework, including the transformation of enterprise informatization software and hardware, the training of tens of thousands of internal employees, and the upgrading of existing factory production lines around the world, which will last for about three years.

In fact, the "Green Dragon" framework has been implemented since the end of 2011, and the first project is the fourth-generation Chinese "Qin" that adopts the design language of the "Descendants of the Dragon" family.