The news that keeps coming out of the automotive world seems dazzling, but all of this is actually related to one key factor, and that is "digitalization".

　　Editor's note: Dr. Tang Xiangmin is the head of the digital transformation technology of Guangzhou Automobile Group and the chief technical director of the Automotive Engineering Research Institute of Guangzhou Automobile Group. Its "Digital Transformation of Automobile Enterprises: Cognition and Realization" is the first book in China that systematically and comprehensively discusses the digital transformation of automobile enterprises. bit. At the "2022 Automotive Industry Digital Transformation Development Online Forum" held on April 19, Dr. Tang Xiangmin's speech was widely praised by the participants of the event. At the request of the majority of netizens, Gasgoo specially organized the speech into this article and shared it with readers.

　　There has been a lot of news in the automotive industry in recent years, and many of them are heavyweight. For example, early last year, Tesla suddenly officially announced that a certain model had dropped by 160,000 yuan. So, can our car models also drop? If the price crash can bring sales and make money, then of course it is a good thing. In fact, the past two years have not been easy for auto companies. Many auto companies that we are very familiar with have closed down and went bankrupt one after another, including Cheetah, Lifan, Brilliance, Zotye, Changan Citroen, etc. Many of us are still their car owners. At the same time, many new companies outside the auto industry began to compete to build cars. Everyone expects Huawei to build cars, but Huawei has repeatedly issued statements saying that it is determined not to build cars.

　　The news that is constantly coming out of the automotive industry seems dazzling, but all of them are actually related to a key factor, that is "digitalization".

　　Therefore, auto companies must first understand the far-reaching impact and significance of digitalization on the auto industry, explore and plan to promote digital transformation, build the core capabilities required in the digital age, and then achieve long-term and stable development through digital transformation. This is a problem related to the cognition and realization of enterprise development strategy.

　　1. New features of the automotive industry value chain in the digital age: Smile Curve 2.0

　　Cars are the product of continuous integration of the latest scientific and technological achievements. The development history of automobiles for more than 100 years is the history of continuously integrating the latest scientific and technological achievements. The earliest automobiles belonged to mechanical products, and with the continuous development of electronic technology, they evolved into mechanical and electronic products; and with the rapid development of information and communication technology, today's automobiles are rapidly evolving into digital intelligent products by continuously integrating the latest information and communication technology.

　　Volkswagen CEO asserts: The era of traditional automakers is over. The development trend of automobiles is the "new four modernizations" - electrification, intelligence, networking, and sharing. Cars in their traditional form will no longer be competitive.

　　Auto companies used to be "product-centric", creating high-quality cars through Seiko's ultimate engineering, JIT and other technologies and management methods. The "new four modernizations" of automobiles have promoted the transformation of automobile enterprises to "user-centered". Because of the Internet of Vehicles, OEMs can connect to car products at any time, and can collect data on the condition of the car in motion, the driver's behavior, etc.; and through the mobile application (car owner App), the user is connected at any time. What problems car owners encounter in the process of using the car, which functions they like to use, which functions they don’t use, and what needs they have, the OEM can grasp it in time by connecting the vehicle and the user. Therefore, the whole value chain of R&D, manufacturing, marketing, service, etc., the OEM can work around the needs of users, so as to develop products that users really like, and provide services that surprise users, so as to achieve "user-centric" car building concept.

　　Building a car is actually not easy. The birth of a car involves a series of profound knowledge. In terms of product development, the technologies involved include body development technology, chassis development technology, power system, electronic appliances, vehicle performance, modeling, as well as testing, simulation, etc.; in terms of manufacturing, stamping, welding, painting, etc. , assembly, and machining and other manufacturing processes and management are also quite complex.

　　In recent years, information and communication technology (ICT), especially the new generation of information technology cloud computing, big data, artificial intelligence, the Internet, 5G communication, etc., have developed rapidly. There is a very clear line between ICT and automotive technology. But today's smart cars are a fusion of automotive technology and ICT technology. The intelligentization of automobiles is mainly realized through the application of ICT technology. As a result, cars have taken on a new form and brought great changes to the automotive industry.

　　The characteristics of the value chain of traditional automobile enterprises follow the "smile curve" of the manufacturing industry, that is, the added value of manufacturing enterprises on the R&D and marketing sides is relatively high, while the manufacturing in the middle is relatively low.

　　The development trend of the "new four modernizations" of automobiles has attracted the entry of new car-making forces. In the auto industry, there are both traditional auto companies, new automakers, and technology-based companies. The new forces in car manufacturing focus on product research and development, and also involve manufacturing and services. Although technology-based companies do not necessarily build cars, they mainly provide solutions to the automotive industry, usually focusing on R&D and service.

　　On the product R&D side, the added value of products has been greatly improved because most of the current smart products are software-defined, especially automotive intelligence, which is a software-defined car. The software has the following obvious features:

　　First, the winner takes all. The so-called winner-take-all means that once a software product or platform is successfully developed and accepted by users, it may occupy the entire market. For example, the operating system QNX is now widely used in smart driving, Android and Linux operating systems for smart cockpits and mobile phones, as well as WeChat and Word. These software products basically dominate the world after their success.

　　The second is zero cost of replication. The copied software is basically free of cost. Some time ago, the supply of chips needed by automobiles was in short supply, that is, lack of cores. Chips are hardware, and if production doesn't keep up with demand, it will be in short supply. But there is no shortage of software, and once developed, it can be easily replicated at zero cost.

　　The third is software-defined products, the more you use them, the smarter they become. Just like the intelligent driving platform of a car, with the increase of the vehicle's operating mileage, the working conditions and scenarios become more and more abundant, and the amount of accumulated data becomes larger and larger. It can also become more and more intelligent through machine learning and self-learning. .

　　Therefore, the added value of products based on software will be greatly improved.

　　Another feature of the change in the industrial value chain is that it extends from marketing to service. When traditional auto companies sell cars to 4S stores, the value chain ends. Now with the Internet of Vehicles, auto companies can connect products at any time to provide after-market services. Therefore, the value chain extends from the marketing side to the service side. Digital services can meet the personalized, scenario-based, and intelligent service needs of users, including a variety of rich ecological services, while bringing new growth points to enterprises.

　　Therefore, I believe that the smile curve that the manufacturing industry has always followed is no longer applicable in the digital age, but the above line drawn in Figure 1, because digitalization has brought new changes to product development, manufacturing, marketing, and services. value, and the added value has been greatly improved on the R&D side and extended to the service link. I define it as "Smile Curve 2.0".

　　Figure 1: Digitalization empowers each link of the value chain, and the added value is greatly enhanced at the R&D end and extended to the service link

　　The new features of the automobile industry value chain extracted by "Smile Curve 2.0" emphasize that automobile companies should pay more attention to R&D, because it brings the highest added value; they should also pay attention to service, which is a new growth point. Huawei's auto strategy is that Huawei does not build cars, but it uses ICT technology to help car companies build good cars and use them well for users. Huawei wants to be an incremental supplier of auto companies, mainly focusing on intelligent driving, intelligent network connection, intelligent electric, intelligent cockpit and intelligent car cloud. In fact, intelligent driving, intelligent networking, intelligent electric, and intelligent cockpit are based on digital research and development. Huawei's smart car cloud refers to digital services. Therefore, Huawei does not need to build cars. Huawei only needs to provide automotive intelligent solutions to auto companies, which will generate great value. This is the reason I think Huawei is making more efforts in the auto industry but not making cars.

　　Facing such characteristics of the industrial value chain, we need to understand how auto companies promote digital transformation. Let's take a look at the role and significance of information technology in product development and business operations.

　　2. Integration of information technology with products and businesses and digital transformation

　　Let us briefly review the development history of information technology. Early computers were mainly mainframes, and only a few scientific research units were used for scientific research calculations. Later, there were PCs and servers, and the (computer) Internet, so various applications of BS architecture and CS architecture were produced, and the application of computers and information systems in work became more and more common. This is the opening of informatization. Later, with the mobile Internet technology, mobile phones appeared and quickly became popular. Ordinary people have used mobile phones, various mobile applications have flourished, and users have changed from computer users in enterprises to social users. With more and more social users, more and more mobile applications, and the explosive growth of data volume, big data technology and data science have emerged. At the same time, the data center of the enterprise can no longer accommodate and process so much data, so there is cloud computing technology and cloud data center. Cloud computing centers have massive storage and computing capabilities, enabling more and more products and devices to be interconnected, thereby promoting the development of the Internet of Things. Digital technologies such as mobile internet, big data, cloud computing, and the Internet of Things have made it possible to sense, interconnect, and intelligentize all things, spawning endless innovations, and emerging new products, new models, and new business formats. We have entered the digital age.

　　In the development process from the information age to the digital age, the continuous integration of information technology with products and businesses has promoted the digitization of products and businesses.

　　Let's first look at the integration of information technology and products. I divided it into three stages, namely: the auxiliary stage, the support stage, and the dominant stage (as shown in Figure 2).

　　The most representative application of information technology in automotive design is the use of software for 3D design and simulation. Software has been widely used in the design and simulation of automobiles more than two decades ago. At that time, information technology, that is, software, mainly played a role in assisting product design, so it was called computer-aided design (CAD) and computer-aided engineering (CAE). A car contains basically no software code and basically no data. At this time, the hardware and software are separated. With the development of information technology, embedded software has begun to appear, which brings a certain degree of intelligence to the product function. At this time, the software is embedded in the hardware. Information technology supports products at this stage. In the third stage, which is today's stage, there is a large amount of software code in the product, with powerful data processing and computing capabilities. Software begins to dominate hardware, and products realize their functions and intelligence through software definition. From the earliest software-assisted hardware to today's software-dominated hardware, software or information technology is becoming more and more important. Now making products is actually more about controlling hardware through software, which is a software-defined product.

　　Figure 2: Three stages of information technology and product integration: assistance, support, and domination, the domination stage realizes software-defined products

　　In the dominant stage of information technology, its value to products becomes very important, and software-defined digital products can be realized. For example, early cell phones did not have a flashlight function. But then the same mobile phone suddenly had the flashlight function because of the software version upgrade. This is because the mobile phone has a flash for photography, and the software of the mobile phone controls the flash to light up through a pulse signal when taking pictures. The difference between a flashlight and a flashlight is that the flashlight is turned on once, and the flashlight is always on. Therefore, to make the mobile phone have the function of a flashlight, it only needs the software to generate a ladder signal to control the flashlight. The hardware is exactly the same, only the software that controls it is different, this is software-defined hardware.

　　Let’s look at the impact of the development of information technology on business. The integration of information technology and business can also be divided into three stages: assistance, support and domination. More than two decades ago, information technology was only an aid to business work. Taking car sales as an example, the sales business mainly relies on sales staff to introduce products in 4S stores, and sales staff are required to be very familiar with information such as models and performance. Once a visitor is willing to buy, the salesperson will bring the buyer to the computer to input various information and generate an order. The use of information systems to generate orders is the development of information technology in the auxiliary business. With the development of information technology, tablet computer and VR technology have appeared. At this time, the sales staff can use the tablet computer to show users the performance, configuration, etc. of various cars when introducing the model. This is the second stage. That is, information technology supports the development of business. The third stage is that in the digital age, enterprises provide digital marketing platforms, and business is carried out in digital platforms. On digital marketing platforms, users can basically find the information they want and order online. The role of the salesperson has been greatly reduced. Therefore, information technology for business development is also from the original assistance to the support, and then to the control.

　　Figure 3: Operations have moved from the "physical world" to the "digital world", enabling digital transformation of business

　　Take the traditional taxi business as an example. As shown in Figure 3, the operation of traditional taxis is carried out in the physical world, while the online car-hailing brings this traditional business to the digital space for operation, realizing a new digital model. If you wave for a traditional taxi, the driver will say come up and you can just tell him where to go. But if there is an online car-hailing car, and you tell the driver where you are going, he will say no, you must go to the online car-hailing platform to book a car, and he can only go to the platform to grab the order. You and the driver cannot physically interact. Activities in the entire business process are carried out in the digital space of the car-hailing platform. There are several ways to get to where you want to go. Which way to go is also specified by you on the platform, and the vehicle can only go along the route specified by the navigation. The entire business process is done in the digital space. Therefore, a traditional business is moved from the physical world to the digital space for development, which is the digital transformation of the business. It is worth pointing out that informatization is not digitalization. Traditional taxi companies also have information systems, such as driver management systems, vehicle maintenance systems, and more. If you are asked to do the digital transformation planning of traditional taxi companies, and you help them build more information systems, it is still informatization, and it is impossible to achieve digital transformation. A very common phenomenon today is that many companies are actually still engaging in informatization to promote digital transformation.

　　Therefore, with the development of information technology today, it can play a dominant role in both products and business. We must change our understanding of information technology. We cannot stay in the informationization stage and regard information technology as an auxiliary means. We must re-understand the important value of information technology, use information technology to do product innovation, and use information technology to do business operations, so as to realize the digitalization of products and business, and then realize the digital transformation of enterprises.

　　3. Digital transformation strategies, core capabilities and implementation priorities of automobile companies

　　Enterprise digital transformation means that enterprises make full use of digital technology to reshape their corporate strategies in an all-round way, reconstruct business processes and organizational structures, and innovate business models, and build a value creation system with data as the core driving factor.

　　, to realize the process of co-creating value with customers, employees, suppliers, partners and other internal and external ecology, so as to ensure that enterprises can obtain core competitiveness and sustainable growth ability in the increasingly fierce market environment.

　　The digital transformation of automobile enterprises requires the top-level design of the overall strategy, that is, a clear digital transformation strategy and promotion ideas. The digital transformation strategy includes the mission, vision, and goals of digital transformation; the digital transformation promotion ideas include digital transformation blueprint, planning, core capacity building, transformation path, promotion principles, resource guarantee and other content and elements.

　　Enterprises need to build digital core capabilities to promote digital transformation. When digital core capabilities are used in products, it is product digitization; when used in business, it is business digitization. As mentioned earlier, the integration of information technology and products can realize software-defined products; the integration of information technology and business can realize digital transformation of business by operating business on a digital platform. Digital platforms or digital products have the characteristics of online front-end and back-end data. Therefore, the digital transformation of automobile enterprises needs to build four core capabilities of "software definition, platform operation, business online, and data intelligence".

　　First, software definition. Software definition is no longer just the functional intelligence realized by ECU in the past. The real vehicle intelligence needs the support of hardware, software, operating system, cloud platform, etc. Software-defined cars have an operating system and a powerful cloud platform, which can implement software updates through OTA, as well as upload and download data from the cloud platform, as well as big data processing capabilities.

　　Second, platform operation. In the digital age, enterprises' digital platforms can reach users directly, including car networking platforms, marketing platforms, etc. In the past, enterprises engaged in informatization, mainly to build information systems within the enterprise to meet the needs of the business, while digitalization can be oriented to the public and users. The digital platform serves users, partners and internal users of the enterprise, and realizes extensive connection between users and the ecosystem. platform operation. The most typical is the Internet of Vehicles, which is aimed at all car owners and platform service providers.

　　Third, the business is online. For smart cars, the in-vehicle network and the car cloud network are all for the purpose of connection, so that the vehicle is always connected with the user and the OEM, and provides online services. The car has changed from a traditional means of transportation to a space for mobility. Huawei's formulation is "cars are always online, and caring services are always on the go", because business and services are always online.

　　Fourth, data intelligence. Data is the new factor of production. In the past, enterprises engaged in informatization and built information systems, mainly to manage processes. Informatization emphasizes system construction and light data management. Digitization is based on data, mining data value, empowering business and innovating business. The development of business is supported by the information system, and a lot of data will be deposited in the information system, which is business dataization (see Figure 4). However, the data is scattered in various business systems and cannot yet play a large value. If data is to be capitalized, it must be managed as an asset, and the asset must be used for service, and then the service generates value. There are generally two ways in which data generates value.

　　The first method is traditional BI (Business Intelligence), which integrates, counts, analyzes, and insight into business data, and provides visual information for business status and indicators of management concern in the form of charts and other methods. However, the information provided by BI also requires people to judge and make decisions, and identify areas for improvement in the business through meetings, etc. This application of data is not enough. Because enterprises have transformed from statistical analysis to predictive analysis and provided algorithms such as tags and recommendations, from passive analysis to active analysis, from non-real-time analysis to real-time analysis, and from structured data to structured and semi-structured data and unstructured diverse data. The real data intelligence is that the business needs to be digitized, and the data needs to be business-oriented. By building a business center and a data center, the system itself can make intelligent decisions.

　　Figure 4: Business digitization, data assetization, asset service, and service value

　　The digital operation platform based on the middle platform realizes the dataization of the business, that is, the business of various application scenarios deposits data in the platform. The platform analyzes the data to profile the user, including the user's personal preferences and personalized service needs, and can provide more intelligent services through artificial intelligence algorithms. As an example from my life, I asked a question in a digital platform and I wanted to know what the standard waist circumference is based on my height and weight. The platform gave the answer right away. Unexpectedly, an advertisement for a belt immediately popped up. The platform judged that I might need a new belt. I saw it was pretty good, and I actually bought this belt. A digital platform needs to be able to apply data intelligently, to achieve thousands of people, accurate recommendations, and predictive services, which is data intelligence. In the automotive business, it is necessary to apply data intelligence to achieve thousands of people, precision marketing and other services to maximize the value of data.

　　Digital transformation is a huge systematic project. It is a systematic, organized, process-based, data-based and intelligent work related to corporate strategy, organizational change, business innovation, efficient operation and ecological construction. It involves a long time and many organizations. , the system is wide, the complexity is high, and it is a big project that determines the development direction and destiny of the enterprise. Therefore, in the implementation of enterprise digital strategic planning, there must be implementation priorities. I think the focus of digital transformation of auto companies mainly includes product digitization, business digitization, ecological competitive advantage, and value of data assets.

　　The first is product digitization. Taking intelligent driving as an example, the realization of intelligent driving includes three steps, namely environmental perception, decision planning, and control execution.

　　Environmental perception is the perception of the surrounding environment of the car, roads, other vehicles, traffic signals, etc. Whether it is through cameras or radar to perceive the environment, its essence is to generate data through sensors. These data are transmitted to the in-vehicle computing center (central computing unit or domain controller), and the digital real-time environment is generated through the calculation of perception fusion, that is, the vehicle environment is digitally reconstructed through the import of various data collection and other information source data. The intelligent driving platform then calculates the data to make path planning and action decisions. Finally, the calculation results of the application data drive the actuator to realize vehicle motion such as steering, forward travel, braking, etc., and realize unmanned driving. Therefore, the essence of intelligent driving is the application of artificial intelligence based on data.

　　In addition to bicycle intelligence, the intelligent driving of vehicle-road coordination also revolves around data collection, processing, analysis, and decision-making. It's just that vehicle-road collaboration is about acquiring more data to plan calculations. In my opinion, whether it is bicycle intelligence or vehicle-road collaboration, the essence of smart cars is to maximize the application of data to achieve intelligence. The degree of intelligence of the car depends on the data processing ability of the car.

　　Figure 5: The essence of intelligent network connection maximizes the application of data to realize the intelligence of the car, and the degree of intelligence depends on the data processing capability

　　The intelligent competitiveness of automobile enterprises is actually the ability to process data. As shown in Figure 5, data collection depends on sensors, radars, cameras, and data import, maps, positioning, and so on. Including central gateway, CAN bus, Ethernet, T-Box, 5G, all are actually data transmission; cloud platform provides storage and other data services; while powerful computing platform provides data analysis and decision planning; finally, drive execution Organizations realize intelligent driving that is the application of data. Therefore, the intelligence level of an automobile enterprise depends on its ability to process data in all aspects. Data processing involves key factors including sensor perception capability, chip storage capability and computing capability, network communication capability, advanced high-precision maps and vehicle positioning, etc. These can usually be obtained from products provided by suppliers, but not. Form the differentiation and core competitiveness of OEM products. What really determines the intelligence of a car is the intelligent application of data by intelligent driving software and computing platforms.

　　The second focus is business digitization. Business digitization is the transformation of business, and it is necessary to "upgrade" business from the traditional way of carrying out in the physical world to the digital space to carry out. As a pilot for the digital transformation of the GAC Research Institute, we successfully upgraded the R&D business such as prototype car trial production to the digital space of the digital platform to realize the digital operation of the business. The trial production capacity has been increased by 30%, and the effect is very significant. This is the mode innovation of traditional business through digitalization. The trial production plant of GAC Research Institute was selected as the "2020 China Benchmark Smart Factory". This concept can be applied to all aspects of the R&D process, ultimately realizing the full digitization of R&D.

　　Third, the ecologicalization of competitive advantages. The car will no longer be an independent product, but a member of the smart transportation and smart city ecology. The entire industry of intelligent networked vehicles is actually an ecosystem built by multiple parties, so it is necessary to build a product development ecosystem and a digital service ecosystem. Only by building a rich ecosystem can auto companies provide users with personalized, scenario-based, and intelligent services, and can provide users with a satisfactory experience, thereby forming a competitive advantage for auto companies.

　　Fourth, the value of data assets. Digitization is empowerment or innovation based on data. A digital enterprise is to carry out various data-based business work around users in all aspects of the automotive industry chain. Data has become the new factor of production. With product data, business data, user data, collaborative data, management data, service data, and ecological data, etc., we can obtain product development and service panoramas, manufacturing panoramas, and enterprise operations. The panorama, the panorama of enterprise management and control, can digitally control the entire enterprise. At the same time, whether it is management or business work in the enterprise, a corporate culture of using data to speak, use data to manage, use data to make decisions, and use data to innovate is formed. Data can play a huge role in the operation and management of enterprises.

　　If there is no digitalization of products, auto companies will not be able to talk about digital transformation; if there is no digitalization of business, there will be no support for digital products; if there is no ecological construction, product development and business development will have no advantages; and in the end, without data intelligence, It is impossible to achieve product intelligence and business intelligence.

　　4. The digital transformation of traditional auto companies will achieve a leap from green train to high-speed rail

　　Traditional auto companies will have broad prospects for development through digital transformation. We must realize that informatization is not digitalization, informatization is only an aid to business, and digitalization is the key technology that dominates products and business. Digitization is the power of the times for the development of enterprises in the digital age. A traditional automobile company can achieve a leap from green train to high-speed rail through digital transformation.

　　In order to achieve digital transformation, traditional auto companies need to build digital capabilities such as "software definition, platform operation, business online, and data intelligence", so as to develop automotive products with software, data, and artificial intelligence, and provide users with digital services. Its essence is the application of information technology and communication technology in the automobile industry. In this way, there is no essential difference between the transformed auto companies and Huawei, Tencent, Ali and other technology-based companies that use data as the production factor and develop products and businesses with software and artificial intelligence as the core. The difference is that Huawei faces the information and communication industry, Tencent serves social networking, and Alibaba serves e-commerce, while auto companies continue to serve the auto industry.

　　Research results show that the profit margins of traditional auto companies are mostly 3%-5%, while the profit margins of leading technology companies are as high as 20%-30%. Therefore, the transformation of traditional auto companies to technology-based companies can achieve long-term development.

　　So, how to transform from a traditional auto company to a technology-based company, what is the path? This presents a challenge for auto companies.

　　For traditional auto companies, their natural advantage is to build cars. For technology-based enterprises, it has various key technologies ranging from chip design, operating system development, research and development from communication modules to domain controllers to central computing units, cloud platform construction and services, so that they have some or more advantages in developing solutions. all the advantages.

　　Figure 6: ICV product positioning

　　Therefore, how to locate intelligent network-connected products? Two different models are shown in Figure 6 for the product positioning of ICVs. The mode on the left in the figure is "automotive products + intelligent connected functions", while the mode on the right is "intelligent connected vehicle solutions + automotive products". In the mode on the left of Figure 6, the lower part is the traditional automobile product, and the upper layer has the components of the electronic and electrical architecture, digital cockpit, and cloud platform of the intelligent network connection. This model reflects the current practice of many auto companies in making intelligent networked vehicles, that is, focusing on car manufacturing, while developing intelligent networked functions, including electronic and electrical architecture, intelligent driving platform, intelligent cockpit, cloud platform and big data, etc. . As an advanced function of the car, the intelligent network connection function will be installed on the car when it reaches the mass production level. That is, the function of car building and intelligent network connection. The development model on the right is different. The intelligent networked car is developed as a solution, and the car is the carrier of the solution. It aims to provide solutions for intelligent networked vehicles. The bottom layer is the car's hardware, electronic and electrical architecture, including software architecture, and the cloud service platform above. This is a three-tier architecture, with hardware, software, and cloud as the overall solution. In this model, the solution is a whole, and once it has been developed and tested, the car will act as its carrier, and it's ready to go. Although the intelligent network content that needs to be developed for the two models is the same, the value to the product is very different. The difference can be understood by the difference in the business models of traditional taxis and online car-hailing. Traditional taxis have a car first, and then are equipped with navigation, in-vehicle intelligent functions, etc., while the online car-hailing taxi business is a solution that first has an online car-hailing platform, including car-hailing platforms, driver/user apps, mobile payments, etc. It's all done, and it's time to start. Any brand of car equipped with this solution can be used as a carrier to become a car-hailing network.

　　These two models are more similar to the current methods used by traditional auto companies to develop ICVs and technology-based companies such as Huawei and Baidu to develop ICVs. As traditional auto companies move towards technology-based companies, the choice of an intelligent vehicle development model is a very real challenge.

　　Auto companies, "the recognition and realization of digital transformation", will it become your competitive advantage or the advantage of your competitors? This is a subject worthy of great attention.

　　This article is reproduced from Gasgoo