The decline in profits for car companies posessignificant challenges to their financial situation anddirectly affects their overall resource investment in theChinese market.Faced with profit pressure, carcompanies have to reduce their mid- to long-termR&D and infrastructure investments, and their short-term budgets have also been correspondingly reduced,especially in marketing and new product launches or bycutting expenses.in addition, in order to share costsand reduce risks, car companies will be more open tojoint venture cooperation models, leveraging theresources and networks of local enterprises to maintainmarket competitiveness
Under direct pressure from automotive companies toeduce procurement costs, upstream component
companies are also seeking more proactive and comprehensive cost reduction plans, including product portfolioinnovation, digital procurement management, and supplchain model optimization.Especially for foreign-fundedcomponent companies, they should pay more attentionto localized design to meet the needs of the domesticmarket and reduce the costs brought by globalizationplatforms. At the same time, optimizing R&D layout andimproving R&D efficiency are also key measures toreduce operating costs. The dealer group is directlyaffected by the optimization of marketing strategies andbusiness policies by car companies. Against the backdropof declining store sales efficiency and increasing
customer acquisition costs, dealers can seek cost
opportunities through various means. including
optimizing inventory management, establishing diqitalsales channels,simplifying sales processes, flexiblyarranging employment,centralized procurement, andreducing non core expenditures. In the face of theswitch between electric and gasoline vehicles and
changes in consumer car maintenance behavior, postmarket service enterprises also face increasedshort-term operational pressure.Optimize serviceprocesses,introduce digital and automation technologiesenhance employee skills, strengthen inventory spare