As the founder of the largest domestic parts group, Lu Guanqiu’s “Car Dream†is widely known in the industry. However, due to the series of reasons such as production qualifications, this dream has been for many years. Did not land in line. However, this did not dispel the determination of Luguanqiu to build a car. On the contrary, in view of the state's support for the new energy automobile industry, Wanxiang Group tried to make a breakthrough by taking this as an entry point.
From the establishment of the electric vehicle project team in 1999, to the production of electric special vehicles, to the acquisition of A123, the largest new energy battery manufacturer in the United States through frequent overseas mergers and acquisitions, Wanxiang Group has gradually established a relatively complete Electric vehicle industry chain. Therefore, when the Wanxiang Group experienced multiple rounds of competition in February 2014 and won the first prize in the acquisition of Fisker for US$149.2 million, Lu Guanqiu’s dream of building a car finally appeared in the industry. The timetable for implementation.
However, the next step is the news that Wanxiang has postponed the restart of production again and again. According to the documents that Wanxiang provided to the US courts when bidding for Fisker, Wanxiang set the time to restart production within four months. After the completion of the acquisition, Fisker's restart plan was set by Wanxiang within one year, and now, the further delay of this time, in the eyes of the industry, undoubtedly explained to some extent, despite the plan, but Wan It seems far more challenging than imagined to build a complete industrial chain through overseas mergers and acquisitions including Fisker, and then complete from component manufacturers to vehicle manufacturers.
The new team may face technical problems. “To restart the production of Fisker, you first need to clean up the problems that existed before.†Independent car analysts who have long been concerned about Wanxiang Fiske’s acquisition, told the “First Financial Daily†reporter. . As we all know, Fisko, founded by well-known car designer Henrik ̇ Fisko, has enjoyed the limelight in Tesla in the industry. However, frequent battery auto-ignition, software failure, recall and other issues, and ultimately The bankruptcy was acquired, to a certain extent, there are some problems in the quality of Fisker's products.
"According to the news I learned last year, there are more than 250 defects that need to be solved." Autumn told reporters. At the same time, in his view, what is more important is how to solve the problem of spontaneous combustion.
The reporter understands that after the acquisition of A123, in June 2014, Wanxiang purchased new battery technology from Leiden Energy. Leiden Energy spokesperson Jeff Kessen said the deal includes more than 20 technology patents and some employees who will join A123's research facility in Massachusetts to work on a universal future electric vehicle battery. technology R & D. “Wanxiang tried to further solve the problems in the previous A123 battery and ensure the quality of the core components of the electric vehicle.†Autumn believes that because of the reliability of the power battery, no matter which new energy manufacturer. Security is of the utmost importance.
From a technical point of view, only by solving the above technical problems, restarting production is likely to become a reality. At the moment, the repeated delays in production have, to a certain extent, meant that Wanxiang is facing challenges in technology research and development. "Fisco's original team almost all left, and the new team was formed by Wanxiang himself." Autumn told reporters that from the previous experience, Wanxiang's strengths and advantages are in the manufacture of parts. To enter the vehicle sector, there are challenges in both R&D and integration capabilities. “Therefore, many of the core components of Wanxiang still rely on external mining.â€
However, after experiencing the bankruptcy dispute in Fisko, the original suppliers were almost impossible to use for Wanxiang. According to Autumn, after the completion of the acquisition, Fisko's debt dispute with the previous supplier almost lasted until the fourth quarter of last year. Later, although it came to an end, the compensation received by the supplier was almost insignificant. If Wanxiang wants to develop new suppliers, it will not only need to go through the audit period of 12~18 months, but the supplier will also consider the sales scale of Fisker and the cost and return after entering the supply system.
At the moment, the reasons for the delay in production of Wanxiang are not limited to this, and the production problem needs to be solved.
According to Autumn, the Finnish Valmet factory, which was previously built for Fisco, is still willing to continue to work, but considering the cost of production and the commitment to the government, Wanxiang is more willing to transfer production to the United States. Prior to this, Wanxiang plans to gradually transfer the production of the model from the Finnish factory to the luxury car manufacturer VL in Detroit, Michigan, which was the joint acquisition of the previous acquisition.
However, according to the reporter, in May last year, VL was acquired by GTA Virginia in Virginia, which owns a subsidiary that produces electric vehicles in Mississippi. "VL's 'rebellion' has had a certain impact on Wanxiang's plan to put production in the United States." In his view, if Wanxiang wants to produce Fisker models in the United States, there are only two choices, one is to build the factory independently, and the other is to activate the former general-purpose factory that was acquired when Fisker was acquired. However, according to public information, the factory has not been produced since the closure of the factory in 2009, and it has been vacant. If Wanxiang’s “new owner†is to be put into production at the new factory, it will take a long time. Cycles to trim and add production equipment, while new plants may take longer and cost.
In the autumn, the reason why Wanxiang delayed production is undoubtedly to better sort out and solve the above problems. He said: "Fisco's car sold only about 1,800 cars in total, indicating that there are problems in quality and brand. If you don't make better preparations, I believe that Wanxiang will not rush to introduce new cars. "Involving the brand, according to Reuters news, Wanxiang intends to replace "Fisko" with "Elux". In response, the reporter tried to verify through Wanxiang Group, but as of press time, it did not receive a reply from Wanxiang Group. . However, the fall always confirms that Wanxiang does have this intention.
Although Elux is a new brand name, there is no Fisko's reputation, but in his view, in the long run, adopting a new brand name may be able to avoid other business conflicts with Fisker himself. The degree illustrates the determination of Wanxiang to take over the acquisition of assets.
Nonetheless, from a market perspective, it remains to be seen whether the upcoming Elux Kama will be able to successfully win the market. Reuters news that its price will be positioned at about 135,000 US dollars, an increase of about 20%. Kama is positioned as a high-end luxury product, starting at even more than the Tesla Model S. At the moment, after experiencing the enthusiasm of the previous two years, Tesla's popularity in the global market has been decreasing.
According to the financial report released by Tesla, its revenue for the fiscal year 2014 was 3.198 billion US dollars, higher than the 2013 fiscal year of 2.013 billion US dollars, but the net loss was 294 million US dollars, compared with the 2013 fiscal year, an increase of 74 million US dollars. In the Chinese market, the situation that one car is hard to find is also being rewritten. In the fourth quarter of 2014, Tesla's traffic volume in China was significantly lower than expected. In view of this, Fall Yong believes that after the resurrection, Karma is still facing a relatively niche market, and the outlook is not very optimistic.
However, is this strategy of exalting high-scoring only a short-term plan? In the autumn, Wanxiang may also adopt a product strategy like Tesla, first occupying a position in the luxury market, and then launching a cheaper model up and down, and finally moving towards a popular road. However, it is not known whether such a conjecture is consistent with Wanxiang’s plan.
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