For many Chinese people, the board of directors is the top leadership of the company, and this is the practice of most companies around the world.

But unlike any other country, in many companies, the supervisory board is the highest authority.

This is due to the special situation in Germany.

After World War II, Germany, as a defeated country, lost most of its autonomy.

Armenia's army was stationed in Germany, and their government had limited powers.

As a result of the defeat, the shareholders of many German companies lost the power to manage their own industries, and the Armenians formed a board of directors to control the German companies.

The only power they left to these shareholders was dividends and regulation.

Decades later, this model is still in place and has become the norm.

After Herbert's death, BMW withdrew from corporate management. They do not control the board of directors, but they control the supervisory board, which has the power to remove the directors, the chairman.

Opel is an Armenian company, which has no supervisory board and no board of directors, and is directly governed by General Motors.

Hoptz originally had limited power because any senior head of the head office had jurisdiction over Opel.

What's more, in the past few decades, Opel has mainly produced Armenian cars in Europe with a different logo.

It wasn't until the 70s, when oil prices soared, that Opel began to develop its own cars suitable for the European market.

Now, the company has changed hands, the management of GM has withdrawn, and today's Opel has really become a European company.

The withdrawal of GM's management has also given Opel management great room for development.

Now, although Hoffman has taken over the management rights, he has not sent anyone down, which means that there is no one to fill this space.

Jonas would not send someone to meddle in the management of Opel, and even if he wanted to establish a regulatory body, he would not give it much power.

Professional affairs should still be handled by professional talents.

Moreover, these people have been working at Opel for decades, and now they are rashly being pointed at by a bunch of outsiders, even people who are far less qualified than themselves, which will only make the management more chaotic.

During this time, Jonas has been waiting for Schwarch, and the management structure he has redesigned for Hoffman will soon be fully implemented.

The team arrived at the headquarters of Opel, and even if he was curious about the new car, Jonas had to meet the entire leadership of the company first, so that all the managers could meet him as a big boss.

In the large conference room on the second floor of the rotunda building, Jonas held a meeting with more than 100 middle and senior managers about Opel's future development plan.

At the meeting, Jonas stressed that Opel will unswervingly follow the civilian line, take Europe as the center, and actively explore the Central and Eastern European markets and Asian markets.

In fact, from the companies that Jonas acquired, you can see what Jonas thinks.

Rolls-Royce and Bentley are the main luxury models, and Volvo is the main performance sedan, bus, and van, which are on the high-end side.

Opel focuses on civilian cars, Skoda focuses on low-cost cars, and Steyr focuses on civilian vans and performance off-road vehicles.

There seems to be some conflict between the product lines of Opel and Skoda, but because the two companies belong to the Eastern and Western camps respectively, there is actually no conflict at all.

At least until the nineties, it was impossible for Skoda to sell to Western Europe.

In fact, most of the statements made at the Jonas meeting were well known, and they expected Jonas to manage the current state of chaos.

But to their disappointment, Jonas didn't have any idea of going under the knife with the management, and didn't express any intention in that regard.

The three fires they expected for the new official to take office did not appear at all.

Of course, they don't know that all companies are going to change dramatically.

At 11 o'clock in the morning, Jonas came to the product development center, accompanied by a group of senior leaders.

Two new Omegas that have been assembled, one front-wheel drive and one rear-wheel-drive, appear in front of Jonas.

In Jonas's eyes, the Omega that replaced the Record model was humble and backward, but it already represented the mainstream technology of the current automotive industry.

The Omega model is very much in line with the European aesthetic, with a low front and a high rear tail, like a cheetah.

But such a model is popular in Europe, but not in China, because Huaxia has limited purchasing power today, and most of the buyers are official.

And the official model needs to be steady, atmospheric, and modest.

In terms of car configuration, Omega has three models: 2.0, 2.5, and 3.0, which are cheaper than Toyota and Honda.

Jonas remembers that in his previous life, when he was in high school, that is, around the year, his grandfather's car was an Omega 2.0, which was sold for 340,000 yuan in the capital at that time.

In the same period, the price of an automatic Passat B4 was about 260,000 yuan, and the price of Toyota Camry 2.2 and Honda Accord 2.2 was about 400,000 yuan.

The Opel has a body length of 4,898, compared to the Toyota Camry of the same period with a body length of 4,765 mm, the fifth-generation Honda Accord with 4,770 mm, and the Volkswagen Passat with a length of 4,770 mm.

The bigger the more faction was the general view of Huaxia cars at that time, and the big Opel was obviously very popular.

However, due to the lack of attention to the Huaxia market, the accessories are expensive and difficult to buy, and Dongying Automobile began to lay out production in Huaxia on a large scale, and in the end, Omega still can't compete with Dongying Automobile.

But in terms of configuration level and technical content of models, Omega is actually very competitive.

In addition to the engine configuration, the Omega interior is also very high-grade, and its V6 model is higher than that of the Audi and the regular version of the third-generation BMW 5 Series.

This car can occupy 14% of the market in the same class in the European market, far more than other models, but it is not adapted to the soil in China.

The main reason is that Opel does not pay attention to the Chinese market at all, because this company is owned by GM, which is originally a factory dedicated to the European market.

In later generations, Opel also developed a low-cost car specifically for the Brazilian and Chinese markets, which was not entered in China under the name of Opel, but under the name of General Motors.

In Brazil, the car was called the Opelco, and in China, the car became the Chevrolet Sail.

When Sail was listed in 2001, the price of 100,000 yuan shocked the whole of China, and the sales were very hot.

However, Chevrolet actually did not have the full set of technology for this car, which led to a difficult facelift, and it was later discontinued.

Through this case, Jonas is very clear that Opel actually has a great advantage in the manufacture of cheap cars, depending on whether they are willing to do it.

Jonas himself drove the prototype around the factory for a few laps, with Lutz sitting next to him, and in the back seat, Hoptz and R&D manager Flers.

Jonas parked the car under a big tree in a corner of the factory, then opened the door and got out of the car, and said to the three of them, "There is no one else here, let's talk alone." ”

The three of them got out of the car, and Jonas stood next to the car and said: "I am very satisfied with this car, and the cost control is also very good, and I am very optimistic about the prospects of this car." ”

Hearing Jonas's compliment, Lutz was relatively calm, but the other two couldn't help but smile.

Jonas added: "But what I want to talk about now is not this car, but the facelift. Hoptz, this car doesn't have any technology that needs to be blocked against the Czech Republic, right?"

Hoptz shook his head, but Fleurs said, "Omega uses a new type of BCM controller, and some of these technologies need to be blocked. However, if it is exported as a whole, it can be sold to the Czech Republic. ”

Cars in the 80s have begun to use BCM controllers to control electronic components on the car body, such as lights, wipers, door glass, etc.

Jonas nodded and said: "That is, as long as the manufacturing technology of the BCM controller is not licensed to Skoda, it will not cause control in Batumi?"

"Yes. ”

"Opel's main markets at the moment are Western Europe and the Americas, Africa and Asia, and I'm ready to license them to Skoda," Jonas said. Skoda will pay a percentage of the licensing fee to Opel. ”

"Mr. Hoffman ......," Hoptz said.

"Just call me Jonas. ”

"Yes, Jonas. I only have one question, if Skoda is anti-Omega and sells it in markets other than Opel, what about the price?"

Compared with Opel, Skoda has lower labor and a more complete production line.

Many of Opel's accessories need to be purchased, but many of Skoda's accessories are produced in-house.

This will lead to a reduction in costs, so when the price is competitive, Opel has no advantage.

Jonas said: "The Skoda will not be sold for less than the Opel. ”

He nodded and said, "If that's the case, I don't have a problem with licensing it to Skoda, but the license fee must be in line with the value of the car." ”

Jonas laughed: "I will not meddle in specific negotiations, nor will I take sides. In fact, because of the proportion of shares, I am more partial to Opel. ”

Jonas is 100 percent forever Opel, but he only owns half of Skoda, so he said this, and several people understood.

Jonas said to Lutz and Flers: "I also want Opel to take care of the facelift Skoda, and now, I'll talk about the specific requirements." ”

Coming to the front of the car, Jonas pointed to the front of the car and said, "I need to increase the inclination of the front of the car and increase the area of the middle grille." ”

"It increases drag, it increases fuel consumption," Flers said. ”

"I know, but in Asia, where speed requirements are not so high, if the speed is less than 60 km/h, the increase in fuel consumption is not much. ”

They nodded, and Jonas pointed to the position of the C-pillar and the rear of the car, saying: "The design tilt angle of the C-pillar does not need to be changed, but if you want to reduce the height of the trunk, you can lengthen it a little longer to make the whole car look flatter." ”

After changing it in this way, this car is a bit like a large-sized Bora, that is, the fourth-generation Jetta, which is much more in line with his aesthetics than the current model.

"Jonas, are you trying to sacrifice some of the performance and make the car more stable?" Lutz said.

Jonas nodded and said, "In Huaxia, there is a word called the mean, which in our understanding is the balanced beauty in the middle. I hope the facelifted car will meet this requirement......"

Shake said