A judge of Beijing Internet Court is giving a mock trial demonstration of Internet Court. Xinhua News Agency reporter Yan Huanzong photo

　　Members of the network inspection women’s squadron of Guang ‘an District Administration for Industry and Commerce in Guang ‘an City, Sichuan Province are conducting random inspection of cross-border e-commerce online products under the jurisdiction of Chengbei Refrigerant Institute. Photo by Liao Xiaobing (People’s Vision)

　　In our life, counterfeiting is a topic that is often discussed. In the era of mobile Internet, how should we fight against counterfeiting? The answer, of course, is "using high technology".

　　From "intellectual property protection technology brain" to "Internet court", from the technical cooperation between the government and enterprises in counterfeiting to the cross-border "solving crimes" of China’s anti-counterfeiting technology platform, China’s anti-counterfeiting means are not only more and more intelligent, but also more and more effective. Thanks to the technical support and the joint efforts of Chinese people, China has achieved a historic leap in intellectual property, and China has become a veritable intellectual property power.

　　Technology Guarantee "Technology Brain"+"Internet Court"

　　On August 9th, the first China Artificial Intelligence Summit, jointly directed by the Central Network Information Office, the Ministry of Industry and Information Technology and the Ministry of Public Security, and hosted by the Xiamen Municipal Government, was opened, and the results of 995 projects from 362 teams across the country were announced at the same time. At the meeting, China company Alibaba Group’s "Intellectual Property Protection Technology Brain" won the honorary title of "Artificial Intelligence Innovation Star".

　　Ni Guangnan, judge of the contest and academician of China Academy of Engineering, pointed out that China has done better than foreign countries in many technological innovations. Ali’s "intellectual property protection technology brain" is a good application and plays an important leading role in the industry. The state’s support for the innovative application of AI anti-counterfeiting technology will promote the industry.

　　"Intellectual Property Protection Technology Brain" is an algorithmic technology system that Alibaba Group has accumulated online and offline anti-counterfeiting feature library and anti-counterfeiting experience in the past 20 years. It can find a ball with fine black spots among tens of thousands of balls in less than milliseconds.

　　Xue Hui, a senior algorithmic expert in Ali Security, told this reporter: "The total sample data of this system is equivalent to the collection of 186 national libraries in China, and the accumulated sample size of counterfeit pictures alone exceeds 13.7 billion." Evolving algorithms make this system work efficiently: if it takes 10 seconds to view a picture manually, then 50,000 people can work at the same time to barely catch up with the operation speed of "intellectual property protection technology brain". This system operates 24 hours a day, and 96% of suspected infringing links can be locked and processed at the moment of release.

　　"AI anti-counterfeiting uses more technologies such as machine learning and big data analysis, which is of great significance to the identification of true and false. AI anti-counterfeiting is a professional application scenario of data technology and artificial intelligence, and Ali has made great achievements in this respect. " Xu Zongben, academician of China Academy of Sciences and director of the National Engineering Laboratory of Big Data Algorithm and Analysis Technology, told this reporter.

　　At present, this AI anti-counterfeiting technology independently developed by China is being popularized and applied in the whole society. In the past three years, "Intellectual Property Protection Technology Brain" assisted the police in 31 provinces and 227 districts and counties to arrest 4,439 suspects and smash 4,289 fake dens. Take Shanghai as an example. This year, with the help of this technology, Shanghai police have cracked the first global counterfeiting case involving more than 40 million yuan in Britain, the largest fake case involving 300 million yuan in China, and the largest transnational fake LV case involving 1.8 billion yuan in the world.

　　As e-commerce activities become more and more active, courts are also exploring new cyberspace governance and specialized dispute resolution models.

　　On August 18th, 2017, Hangzhou Internet Court, the world’s first Internet court, was unveiled, which is a major institutional innovation for the judiciary to actively adapt to the development of the Internet. Following the principle of "online trial of online cases", online shopping consumer rights disputes have become one of the main types of disputes tried by Internet courts. On September 9, 2018, Beijing Internet Court was officially listed; On September 28th, Guangzhou Internet Court was established.

　　Since then, many online shopping disputes have been transferred to Internet courts. According to the data released by Beijing Internet Court, from September 9, 2018 to October 31 this year, the court accepted 4,838 cases of online shopping disputes, ranking second among the cases accepted by the court.

　　Cooperation between government and enterprises "using new technology in law enforcement and supervision"

　　Strengthening the protection of intellectual property rights and cracking down on illegal activities such as manufacturing and selling fake and shoddy goods according to law will play a very important role in developing healthy and benign intellectual property rights and building China’s social credit system. This is also one of the efforts of the China Municipal Government.

　　During the two sessions of the National People’s Congress this year, more than 10 deputies to the National People’s Congress and members of the Chinese People’s Political Consultative Conference made suggestions on strengthening anti-counterfeiting and intellectual property protection. They believed that while increasing the deterrent effect of the law on counterfeiters, it is necessary for law enforcement agencies, brand owners, platforms, consumers and other societies to work together to promote the new anti-counterfeiting technologies and new models of social co-governance that have been explored.

　　In April this year, the State Administration of Market Supervision, together with the Ministry of Public Security and other five ministries and commissions, issued a document requesting the whole country to strengthen the application of new technologies such as big data, cloud computing and mobile Internet in law enforcement supervision. In May, when the General Administration deployed key tasks, it pointed out that it was necessary to innovate supervision methods, speed up the application of new technologies and means, and improve the ability of clue discovery, traceability and precision strike.

　　In the Internet age, in the process of cracking down on the manufacturing and selling of fake products, law enforcement agencies need brand owners to issue appraisal reports, brand owners need the assistance of law enforcement resources of law enforcement agencies, and both sides need the technical support of the Internet platform, so they can’t fight fake products efficiently by themselves.

　　"From the past practice, the mechanism of cooperation between government and enterprises in counterfeiting has achieved good results." The relevant person in charge of the State Administration of Market Supervision said that in 2018, 13 provinces and cities in the Yangtze River Delta and Pan-Pearl River Delta jointly launched the cross-regional e-commerce anti-counterfeiting "Yun Jian Alliance" campaign, in which some e-commerce platforms played an important role.

　　It is worth noting that the new internet anti-counterfeiting technology plays an important role in anti-counterfeiting. Fake identification model, semantic recognition algorithm, real-time interception system and other anti-counterfeiting technologies applied in a series of anti-counterfeiting cases show that China’s e-commerce platform can help law enforcement agencies improve law enforcement efficiency through technical assistance.

　　While intensifying the crackdown on intellectual property infringement, a counterfeit goods management system is also taking shape. FOREO, a Swedish cleaner manufacturer, recently publicly expressed its gratitude and willingness to continue to cooperate with China police and enterprises to help them destroy the production chain of fake cleaners.

　　In July, 2018, China police, together with FOREO and Ali Anti-Counterfeiting Special Team, successfully destroyed a fake FOREO cleaner production chain, seized thousands of fakes and product molds, and then smashed the fake dens in Fujian, arresting many suspects. After the case was detected, FOREO sent staff to China to send banners to relevant parties, and joined the AACA in March of the following year. AACA is a typical representative of multi-party anti-counterfeiting co-governance in China. It integrates the scattered law enforcement resources in the past, the clues received for manufacturing and selling fakes and anti-counterfeiting technology to form a "law enforcement agency+brand+Ali" anti-counterfeiting co-governance system to jointly protect intellectual property rights and jointly protect innovation and defend genuine products.

　　By the end of 2018, AACA members had grown rapidly from 30 brands when it was founded to 121. These brands come from 16 countries and regions around the world, among which 33% are European brands, 27% are American brands and 24% are China. The business of alliance members covers 12 industries, including clothing and footwear, household and electronic products, personal care, food and beverage, science and technology, computers and smart devices, and luxury goods.

　　Zhu Xinli, a member of the Chinese People’s Political Consultative Conference, believes that AACA is actually a new era anti-counterfeiting co-governance system that mobilizes all sectors of society to participate extensively. It closely connects law enforcement agencies, global brand owners, platforms and consumers, forming a new online and offline anti-counterfeiting mode of joint efforts against manufacturing and selling fake gangs, which provides a new idea for solving the problem of fake goods.

　　The data shows that the social satisfaction of intellectual property protection in China has increased from 63.69 points in 2012 to 76.88 points in 2018, with a cumulative increase of 13 points, and the whole has entered a good stage. In the 2019 Global Innovation Index Report released by the World Intellectual Property Organization, China ranked 14th, up 21 places from 2013, ranking first among middle-income economies.

　　In this regard, Shen Changyu, director of China National Intellectual Property Administration, believes that under the leadership of the Party, China’s intellectual property undertakings have achieved a historic leap from scratch and from small to large step by step, becoming a veritable intellectual property power.

　　Cross-border case solving "China leads the world in anti-counterfeiting technology"

　　Controlling counterfeiting has always been a worldwide problem. The globalization of counterfeit goods is reflected in the transnational differentiation of manufacturing and selling fake chains. Therefore, international cooperation is crucial to solve the problem of counterfeit goods flooding.

　　A few days ago, China police and UAE police cracked a major transnational counterfeiting case. The police of the two countries simultaneously closed the net, arrested 57 suspects at home and abroad, and seized more than 28,000 counterfeit luxury goods such as Louis Vuitton, Hermes and Chanel, involving nearly 1.8 billion yuan. The world’s largest transnational fake LV case was solved in 2019, which made international brands and UAE police highly praise China’s attitude and ability in intellectual property protection and counterfeiting.

　　This year, not only the United Arab Emirates, but also international organizations such as the World Intellectual Property Organization, Europol, Vietnamese Ministry of Science and Technology and foreign government departments spoke highly of China’s anti-counterfeiting technology. International public opinion believes that China’s artificial intelligence technology and AI anti-counterfeiting have brought important technological innovation to the global counterfeit goods control.

　　In September, at the annual meeting of intellectual property rights in China attended by dozens of countries around the world, Assistant Director-General Takagi Yoshiyuki praised China for its leading role in using science and technology to protect intellectual property rights.

　　Coincidentally, Vietnamese Vice Minister of Science and Technology Fan Gong also said yesterday: "The intellectual property protection system established in China is very remarkable. China leads the world in the application rate of artificial intelligence in intellectual property protection. I hope that all countries can attach importance to the role of science and technology in solving the global problem of counterfeit goods like China. "

　　During the Second China International Import Expo, the New Progress Report on Intellectual Property Protection and Business Environment in China released by the Office of the National Leading Group for Combating Infringement of Intellectual Property Rights and Manufacturing and Selling Fake and Inferior Commodities showed that in 2018, China National Intellectual Property Administration investigated and dealt with 77,000 cases of patent infringement and counterfeiting, up 15.9% year-on-year. Investigated and dealt with 31,000 trademark violation cases, with a case value of 550 million yuan. Among them, China has continuously strengthened trademark protection of foreign-invested enterprises, and investigated and dealt with more than 6,000 cases of infringement on the rights and interests of registrants in China, Hong Kong, Macao and Taiwan and foreign trademark, with a case value of 151 million yuan, up 50.1% year-on-year.

　　Getahun, another assistant director-general of the World Intellectual Property Organization, publicly praised this: "The China government attaches great importance to protecting intellectual property rights, cracking down on infringement and counterfeiting, actively strengthening overall coordination, and carrying out cross-departmental, cross-regional and cross-border joint law enforcement. These good experiences and practices have set an example for the international community."

Today, the movie "So Many Years" based on Chang ‘an’s novel of the same name in August officially announced that actors Zhang Xincheng and Qian Sun will play Raina Lee and Chen Jianxia respectively.

"She is an abandoned spaceship in the vast universe. In the intercom that has been silent for many years, he is the only answer." The film mainly tells the story of Chen Jianxia, a young girl in a small town, and Raina Lee, a domineering school bully, who depend on each other to become armor and resist the world and fate during their long growing years.

　　Yasi, Hubei, is headquartered in Yichang, Hubei Province, on the bank of the Yangtze River.

　　In 1996, a daily chemical store started from 50 square meters, and now it is a physical retail scale with annual sales of more than 2 billion yuan;

　　From 2001 to 2005, we successively acquired commercial properties and completed the capital accumulation of Yasi’s asset development strategy.

　　Joined SPAR in 2005, laying the foundation for the improvement of store management technology;

　　In 2007, Hubei Daji was established, involved in commercial real estate development and operation, and officially entered diversified development;

　　Nowadays, it has formed a diversified development pattern in Yichang, Xiangfan, Jingmen, Yidu, Dangyang and its surrounding areas, with commercial real estate development as the guide and physical retail business as the core, and involved in finance, hotels, entertainment, catering, tourism and other fields.

　　Yasi, Hubei Province: A Multi-landscape along the Three Gorges.

　　In May this year, members of a delegation composed of more than 10 CEOs of retail enterprises rushed to Yichang, Hubei from Beijing, Henan, Guangdong and Shanxi.

　　Gao Jiancheng, editor-in-chief of China Business Daily Supermarket Weekly, personally led the investigation, and the purpose of this trip is to inspect Yas International Plaza in Yidu, so as to explore the secrets of how Yas has diversified and multi-format layout in Yichang, Xiangfan, Yidu and other surrounding areas.

　　The newly opened Yidu Yasi International Plaza this year is another masterpiece of Yasi Group’s independent operation from the early real estate project development to the later investment operation. In terms of the format combination of the shopping center, Yasi’s third-generation boutique supermarket, Yasi Food City and other formats independently operated by Yasi Group are all included.

　　It can be said that Yas International Plaza in Yidu, to a certain extent, is a new combination of Yas Group’s diversified and multi-format development, and it is also a concentrated expression of Yas Group’s diversified comprehensive management strength from starting from a 400-square-meter food supermarket to successively acquiring commercial properties with heavy assets and multi-format development mode, joining the international SPAR to upgrade its management technology, and getting involved in commercial real estate, hotels, restaurants, finance, entertainment and tourism.

　　On the banks of the Yangtze River and the Three Gorges, what kind of business development model is Hubei Yasi using to interpret the road map for modern regional retail enterprises to become stronger and bigger by opening up new businesses?

　　Asset-oriented model development gene

　　From the current high rental cost in the industry, more and more enterprises have to close their stores because they can’t afford it. The asset-oriented development model has become an important embodiment of the core competitiveness of enterprises.

　　In fact, in this respect, Yas Group has had more than ten years of development experience.

　　"In September 1999, we opened the first 390-square-meter chain store, which also marked that Yas officially embarked on the enterprise development model of chain retail." Du Xiaoyi, chairman of Hubei Yasi Group, told the reporter that in August 2000, Yichang Yasi Discount Plaza with a business scale of 5,000 square meters was officially opened, which also laid the foundation for Yasi to develop chain retail.

　　Subsequently, from 2001 to 2005, it was a period of rapid development of Yas’s chain retail business. During this period, Yas successively acquired several large commercial properties in Yichang and its surrounding areas, which enabled the chain retail scale to expand rapidly.

　　For the retail business that quickly formed a heavy asset model before 2005, Du Xiaoyi said frankly that it benefited from the favorable big business environment at that time. "On the one hand, the chain retail industry was a sunrise industry that was very popular with consumers at that time, and the retail market was not yet open to foreign retail enterprises on a large scale, and the growth environment of domestic retail enterprises was still very relaxed; On the other hand, the operating costs such as rent and labor were still at a low level, which was very important for the retail enterprises of labor-intensive enterprises.

　　After the chain retail industry has formed a certain scale, especially after the country opened the retail market to foreign capital in December 2004, the domestic retail enterprises that are still in their infancy are facing the market threat of "wolf coming". In fact, many retail enterprises have really become standardized and mature since this period.

　　How to balance technology and strategy?

　　"In 2005, Yas officially joined the international SPAR, which was known for its own brand and management technology at that time, and it was also the third enterprise in China to join the organization." Du Xiaoyi told reporters that enterprises should find different development priorities at different stages of development, especially for entrepreneurs, which is a challenge to strategic choice.

　　In 2007, after the chain retail business has entered the stage of stable development, Yas established the independently operated Daji Real Estate Co., Ltd., specializing in commercial real estate development and commercial property management.

　　As a result, Yasi Group has gradually formed a dual-core driving operation mode with commercial real estate development as the guide and commercial format combination investment operation as the core.

　　Looking back on the development of Yas Group for more than ten years, from the acquisition of commercial properties in the initial stage of business to joining the international SPPAR, from the development of commercial real estate to the extension of the upstream supply chain and diversified businesses such as hotels, finance, catering and tourism, every strategic decision of enterprise development directly injects new impetus into the business growth of Yas Group.

　　"As an entrepreneur, blindly pursuing perfection at the technical level will often make entrepreneurs lose their grasp of the timing of corporate strategic decision-making and lose their keen market insight." Du Xiaoyi said frankly that joining the international SPAR has indeed brought obvious improvement to the management technology of Yas supermarket stores, but if an enterprise focuses too much on the improvement and innovation of specific technologies, it will inevitably affect the decision-making of the enterprise’s big strategic direction, because the market environment, consumption environment and big economic environment are changing rapidly.

　　In fact, it’s not hard to see that the double-core driving mode of commercial real estate and commercial operation has continuously expanded the market in Yichang, Xiangfan, Jingmen and other regions in the past two years. Du Xiaoyi’s big store strategy, diversified and multi-format business extension mode are promoting the arrival of a new round of rapid growth period of Yas Group.

　　This also explores a reference model for regional retail enterprises to continue to be stronger and bigger for the whole traditional retail industry in the period of slow growth.

　　Front-line employees are more loyal.

　　No matter how advanced the store management technology is, the entrepreneur’s strategic choice is correct. If there is no staff team that can stand the test of the market, where can the enterprise develop? Especially at present, China has entered an era of high labor costs, and the demographic dividend is no longer the advantage of retail enterprises.

　　However, for more than ten years, why has the staff team of Yas Group had a very high loyalty and cohesion? "Work is life-oriented, life is happy." Du Xiaoyi told reporters that his main job now is to think about how to make employees happy every day.
In order to make front-line employees feel the corporate culture of Yas’s "big family", Yas often organizes front-line employees to carry out some collective activities, or go out for a trip, or hold some entertainment activities. Even if they just watch a movie and just get together to chat, Du Xiaoyi will personally ask the relevant person in charge, and the employees are not satisfied with the activities.

　　Du Xiaoyi also made no secret of his preference for front-line employees. In his eyes, front-line employees are even more important than his "right-hand man", which is also inseparable from the business philosophy of Yas "big family" that Du Xiaoyi is willing to give and share with employees.

　　"Whether it is a senior management or a front-line employee, the salary offered by Yas must be guaranteed to be the highest among local retail enterprises. First of all, it must be given to employees materially." Du Xiaoyi told reporters that being good for employees is actually good for the development of enterprises. When employees feel the love of the enterprise, they will naturally cherish their work more, and their enthusiasm and initiative will naturally improve, which will enter a virtuous circle of mutual understanding with employees.
　　(China Business Daily Supermarket Weekly Liu Chaolong)

　　■ commentary
　　Transplanting Yasi landscape

　　The timely timing of enterprise development strategy has contributed to the diversified and multi-format development pattern of Hubei Yasi today, which is attributed to the strategic vision and management wisdom of Chairman Du Xiaoyi.

　　Perhaps some enterprises will question, how much of Yas’s experience can be suitable for their own enterprises? The author believes that at least three points are worth learning from the regional retail enterprises that want to become stronger and bigger.

　　Take how to operate a commercial complex as an example. In the past two years, more and more enterprises have tried to develop and operate commercial complex projects, but it seems that these are all strong enterprises. Then, can regional leading enterprises and enterprises with a scale of 300 million to 100 million operate commercial complex projects? How to try this new business field?

　　According to the author’s understanding, a retail enterprise in Shandong with an annual sales of 500 million yuan and a community supermarket as its core business has already planned to operate a commercial complex, which actually represents the next development idea of a considerable number of regional retail enterprises. At present, what everyone lacks most is experience in this field.

　　In this regard, Yas’s development model has accumulated mature operational experience for some regional growth enterprises interested in expanding in new business areas. In this regard, Du Xiaoyi will also share Yas’s operation mode in this respect with the industry based on the commercial complex he is currently operating.

　　This reminds me of the 3rd China Community Business Development Forum, which was hosted by our newspaper in Tangshan in April this year. At that time, more than 300 business operators from all over the country were eager to learn the curiosity suitable for their own model, which made me admire it very much, and also made me understand that the more grounded and similar the market environment, the more worth learning.

　　This year, Yas has opened a third-generation boutique supermarket in its own commercial complex. The management orientation of its third-generation boutique supermarket is not to engage in market competition, not to distribute posters, to refuse price wars, to pursue high gross profit rate and to adopt more targeted and precise marketing. During the newly opened period, the average sales volume of the store increased by nearly 30% compared with the same-size stores.

　　Its greatest success is to explore a set of systematic store-opening models with different business styles and market positioning according to the characteristics of different business districts.

　　Doing business in partnership between enterprises and employees is another innovative highlight of Yas’s management. This is forbidden in many enterprises, but Yas dares to let some employees with ability and resources boldly develop the business resources needed by the company.

　　In fact, Yas has formed a mature management and operation mode in terms of loyalty building for front-line employees, expansion of new business areas, combined operation of commercial complexes, etc. The rest is to see if our enterprise has a pair of wise eyes and a heart of learning.

How many dreamers were awakened in one word? Zhu Huarong, chairman of Changan, made an amazing prediction: "In the next three to five years, 80% of fuel vehicle brands in China will face closure and transformation!" The data shows that the penetration rate of new energy vehicles continues to rise. At present, the domestic retail penetration rate reaches 51.1%, which has become the top stream of the automobile market. The penetration rate of fuel vehicles has fallen below 50%, becoming a minority, and the future will be the world of new energy vehicles!

Recently, Deep Blue Auto was launched again. The new car provides two kinds of power: extended range and pure electricity. The guide price is 119,900-149,900 yuan.

Deep blue S05, like a loyal partner, accompanies us on the journey to find a colorful life. It is not only a car, but also the key to a colorful life.

The smoke from the boiler rises as if telling the warmth of life; The steaming hot pot embodies the laughter of friends and relatives; The aura of communication between small animals and people shows the wonder of life; The resentment of migrant workers, although helpless, is also a witness to the struggle; The pot gas in the restaurant is filled with delicious food on earth; Playing with the anger on children’s faces is full of innocence and vitality. These "qi", which are often ignored by people, are the components of human fireworks.

Deep blue S05 takes us through the streets of the city, looking for these colorful "qi". Its fashionable appearance and comfortable interior make every trip a pleasure. No matter in a bustling city or a quiet country, Deep Blue S05 can record every warm moment in life with us.

　　August 30, 2017 12: Auto Weekly? Auto show manuscript source: this newspaper

On August 25th, the brand-new MG 3 of "Entry-level Boutique Internet Family Car" was unveiled at Chengdu Auto Show, priced at 59,800 yuan to 93,800 yuan.

　　At the same time, all the models of MG MG also made their debut, showing the layout of young Internet products. The popular national trendy car MG ZS and MG GS Internet Edition have jointly brought new ways to play MG MG car owners’ culture, covering the national car owners’ sharing and the upcoming Internet peak challenge.

　　As another "Internet masterpiece" of MG MG, the brand-new MG 3 responds to the higher requirements of young consumers for entry-level cars, and brings exclusive internet driving experience to young people who pursue fashion and enjoy life with "good-looking, easy to drive and fun": not only riding instead of walking, but also showing social attitude, not only designing inside and outside the United States, but also adding safety points, and interpreting the true meaning of entry-level boutique family cars with strength.

　　Smart Internet system allows the brand-new MG 3 to easily control many "magic skills" such as intelligent navigation, Alipay, voice interaction between people and cars. Users can take out their mobile phones to check the car condition at any time thousands of miles away, and they can set up navigation, play music and open the skylight "hands-free" during driving, and they can also focus on driving and driving smartly in complex road conditions.

　　In addition, the "Super Team" function for self-driving enthusiasts allows users to share and master teammate information in real time; Coupled with food maps, Alipay’s convenient payment of parking or refueling fees, and the infinite iteration of the system, the travel experience is more refined and calm.

　　As the second mass-produced model of MG MG’s "Perceptual Design", the brand-new MG 3 has a sporty star-leaping shield grille, London eye headlights that make the front of the car more slender, thunder taillights that flash across the night sky and 16-inch two-color aluminum alloy wheels, which fully meet the "eye edge" of young consumers with the beauty of fine products.

　　The brand-new MG 3 adopts SAIC’s "blue core" high-efficiency power technology, and inherits the handling characteristics of MG’s "high speed and stability, stable braking and stable cornering". At the same time, the fuel consumption per 100 kilometers is only 5.6 liters, which is easy to drive and use. In addition, the brand-new MG 3 has a wide body and a large space, and is equipped with leading configurations such as 8-inch high-definition touch screen, direct tire pressure monitoring, reversing image, reversing radar, and air conditioning system that can filter PM2.5, creating a boutique driving experience and adding points to the safety, health and comfort of car owners. (Xiao Ding)

Text | Intelligent Relativity (aixdlun), by | ihahe

Black holes have infinite gravity in astronomy, but they can also become the creators of new stars at the right time. The personality of creator and destroyer is interwoven through the personality of black hole, showing fascinating and diverse properties. But to make use of its creator characteristics, the premise is that it cannot be completely swallowed up by black holes.

Because of its complexity and high maintenance cost, the operating system has a similar effect to a black hole in nature. If it is done well, it can create a new format, and if it is not done well, it will be swallowed up and annihilated. On the road of operating system, especially twists and turns, most of them have been swallowed up and become a monument to guide the latecomers, one by one spectacular. Those who survived, standing on their bones, earned huge benefits while enjoying the obedience of the mountains. Stimulated by this, the latecomers climbed over the obstacles and took risks by pulling open the bones in front. At present, Huawei is undoubtedly the most vocal among them (this article only discusses the mobile operating system represented by the mobile operating system).

Whether Huawei HarmonyOS can be the one who survives or continue to be a monument to guide others, everyone is watching the play.

Huawei is also cooperating with acting. HarmonyOS system has been prepared for seven years since 2012, and it has adopted a bottom-up and inside-out technical attack mode. First, improve the details, and then output the product force from the complete product. On the surface, it is a systematic consideration, which is very effective. At present, HarmonyOS is still in a weak position, and it is necessary to have a killer weapon. However, greatly improving the efficiency through the compiler can completely pierce the heart of Android, which is one dimension higher than the way of simply making an operating system.

This is in a sense.Imitate the apple model,Provide perfect solutions at the operating system level, and reduce the burden on developers with the goal of high efficiency, thus expanding the team of developers.

At present, Huawei is building a developer group. According to the information provided by a development organization, Huawei began to send letters to recruit developers two years ago, expecting them to do development for Huawei.

Huawei has reason to prepare in advance. At present, its mobile phone sales exceed 200 million units, and among the top three mobile phone sales, Samsung has Tizen (although the quantity is small), Apple has iOS, but Huawei has no formed operating system.

Even if it follows Apple’s example of Samsung, Huawei has sufficient reasons and foundation to be an operating system. And in the ecosystem construction, follow the example of iOS. Of course, Huawei itself is a little worried. It began to promote HarmonyOS operating system after preheating its "ambition" through the compiler, so that users can accept it psychologically faster.

It can be said that Huawei would not be so high-profile if it were not for the ban of the US government.

After Huawei was banned by the US government, some overseas markets showed a wait-and-see attitude towards Huawei’s mobile phones. As a result, Huawei’s mobile phones have temporarily dropped significantly in Europe and Asia Pacific. The situation has changed dramatically at this moment. On June 7, Alphabet applied to the Trump administration to lift Huawei’s ban on Android for the same reason — — It’s about "national security".

Alphabet just wants to cover up the fact that HarmonyOS will have a great influence on Android through the pocket of "national security". Alphabet has obviously regarded HarmonyOS as the most difficult opponent of Android.

Alphabet believes that banning Huawei from using Android has triggered Huawei’s determination to be independent of Android, which will lead to the split of Android. Although Alphabet’s remarks are not credible, they are obviously urgent.

"Intelligent Relativity" ihahe thinks there are four reasons for thinking.

First of all,The introduction of some of Huawei’s mobile phones into HarmonyOS will reduce the market share of Android.In the current fierce competition situation, it is no different from the bottom of the pot.

Second,Alphabet is currently experiencing the most difficult period, and the growth rate of traffic advertising is weak.The market share of Android has declined, and Alphabet cannot bear it.

Third,One more opponent out of thin air will make Alphabet in danger of falling into the chronic disease effect.Alphabet will push a brand-new operating system Fuchsia, and now the backyard is on fire, which is not conducive to Alphabet’s vertical expansion of the operating system to survive the chronic disease effect.

Fourth,It may lead to a domino effect, which makes some mobile phone manufacturers turn to HarmonyOS.Form the upstream and downstream ecology of HarmonyOS. HarmonyOS will eat a fat piece of Android, and Alphabet is in such a hurry that HarmonyOS has become a nightmare for Alphabet.

At that time, HarmonyOS will attack head-on, and if iOS attacks again, the situation of Alphabet is not optimistic. Android retreats, HarmonyOS grabs food, and iOS sticks to it. There is basically no suspense in the top three operating systems.

To be an operating system, look at its threshold.

1, rich, pay attention to is very rich, can maintain the annual expenditure of $1 billion without affecting the company as a whole;

2. There is enough manpower input, and a stable development team with at least 5,000 people focuses on the operating system.

3. There should be enough hardware platforms to digest the operating system. That is to say, the market positioning should be done well to accommodate its growth.

4. It is necessary to achieve sales of more than 100 million copies per year, otherwise it will not form an ecology and there is no need to do it.

These points are just enough for Huawei. And its ideal state is to reach the level of Apple’s iOS.

Ren Zhengfei said that Apple is a teacher of Huawei, and iOS has become the goal pursued by HarmonyOS. However, Huawei does not simply and rudely accept all the orders, and Apple does not want to learn.

Apple’s iOS framework designs are linked with each other, and the data channels of mobile phones, tablets and computers are opened from the operating system level, and the data channels with cars will be opened in the future.

Its systematic design genes are not complicated on the surface, but contain super many detailed elements. For example, every time Apple’s iOS is upgraded, it even needs to modify hundreds of details. This is the most tedious and time-consuming investment.

Apple has been digging holes for potential competitors. This is like a small "conspiracy". When the latecomers catch up, they will be upgraded, so that the followers can’t keep up with the pace, and the barriers will be built.

As long as developers are willing, there can be endless improvements, and the improvement timeline can continue all the time. The development of operating system needs to maintain a huge R&D team to cope with the changes of market and technology at any time, but the surge in the number of developers may aggravate the chronic disease effect of operating system.

You need to pay attention to some details to make an operating system.

1, the technical strength is strong enough, strong enough to achieve technical output, and become a leader in this field.At present, almost all operating system development companies are basically technology leaders;

2. There are enough technicians to cope with all aspects of the operating system.From front-end to back-end, from kernel to shell, from various protocol stacks to various API designs, the operating system has become a digital mapping of the real physical society, and only a strong enough technical force can cope with it.

3, a keen sense of technical smell, keep up with the technical outlet or guide the technical outlet at any time.

4. Good technical framework design, which can continuously update iterations and balance a wide range of hardware platforms.

Few people can do this. For example, enough developers are enough for most investors to put a stop to it. It may take thousands of people to maintain and develop an operating system, and the code scale is close to 100 million lines.

If we have no idea about this, we can do an arithmetic. This 100 million lines of code plus other materials will take up about 20GB (much smaller after compilation), and now Android is about this size.

This can be handled, and the continuous large amount of unrewarded services will make it difficult for any company that pays attention to revenue to survive. At the same time, we also need to face a long-term thankless upgrade, and if it is not good, it will be swallowed up, and the operating system will face great risks.

We can also understand Huawei’s caution. After all, this is no joke, and it is possible to become famous or to be beyond redemption. The development of operating system is not a good option, or a bad option, unless it is absolutely necessary.

Therefore, it is impossible for companies with poor revenue and companies with insufficient scale to support the sustainable development of the operating system. At present, several mature operating systems, the parent company’s revenue is very good, do not expect to make money directly through the operating system, all by building a traffic fortress, using traffic to turn into profits.

Traffic contention has thus become the core task of the operating system, and even Alphabet has not been exempted. According to its financial report, Alphabet’s traffic fortress has provided half of its advertising revenue. To this end, it also paid Apple’s $9.5 billion traffic entrance fee in 2018, and this fee is still rising. It is reported that it will reach 12 billion US dollars in 2019.

Apple can enjoy it, and the $10 billion bomb command room. Apple now has about 1 billion active users, which brings about $30 billion in direct benefits to Apple every year. Please note that this is only the value that its users bring to Apple. Imagine that Apple can sell users as a whole again, and the black hole effect of the operating system is full.

No wonder in WWDC2019, the measure of logging in with random email address was particularly emphasized, and Apple also forced App developers to introduce this strategy. On the surface, it did protect users’ privacy, but basically Apple prevented its App from stealing its user bonus.

Technology and capital are the appearance of the existence of operating system; Ecosystem, traffic portal and user bonus are the essence of operating system.

Apple’s iOS has users, traffic and money. It consumes enough time and money, and it also gives birth to a new format of making money. Apple’s iOS is a perfect example of showing the black hole of the operating system.

Alphabet wants to learn it, but it is hard to say whether Huawei can learn its essence. In fact, we have overlooked a key point. Apple started from the operating system. Since the Lisa computer in 1983, Apple’s operating system has been completely one dimension higher than its contemporaries, and it still is. It is not difficult for Huawei to learn from Apple.

But why is it daunting to develop an operating system? Most developers died halfway?

I think there are two points: the black hole effect and the chronic disease effect mentioned earlier. The black hole effect devours money, and the chronic disease effect devours hope.

The operating system looks easy — — Open source can be used for reference; It is the hardest to do, and it is difficult to make money through the operating system. That is to say, on the road of making money, the operating system is only the first step, and it is the key to build various service architectures on the platform of the operating system. This is the cause of chronic disease effect.

Alphabet and Apple present two different ways to make money. Alphabet sells traffic to earn advertising fees, Apple sells mobile phones to earn money, and sells traffic to Alphabet. Apple is more stable and its business foundation is more solid. While the growth rate of Alphabet has slowed down, it remains to be seen what form HarmonyOS will take in the future.

On the whole,Alphabet is virtual as a whole, and the output of hardware platform is very low. Apple and Huawei have similar hardware platforms, which can theoretically support their introduction of the Apple model. However, the precautions against Apple in the market are already obvious. If another "Apple" appears, it is estimated that it will be jointly strangled by competitors, and developers may also have resistance.. Therefore, how Huawei can break through in the current mode is a test of its top-level software design ability.

In a similar market sentiment, let’s look at the examples that have failed. In their closed circles, Palm and Blackberry both have operating systems, but the design idea with local service and mail service as the core determines their defeat, and they have not kept pace with the times when the network is rapidly evolving.

They first fell into the black hole effect and were swallowed up by money, then fell into the chronic disease effect and were swallowed up by hope, and gradually disappeared with the elimination of products. Interestingly, QNX of Blackberry unexpectedly found living space on smart cars, accounting for about 75% of the total.

Symbian is also seriously ill. It used to have the largest market share, but its architecture design has fallen behind the times. In the face of Apple’s powerful attack, it has no clue to deal with it, leading to its collapse.

Symbian, Blackberry and Palm are not without strong user base or technical base. Similarly, they are supported by strong development groups, and there is a view that they are too slow to cope with market changes. In fact, it is the lack of flexibility in architecture design, which has been unable to cope with the changes in business environment. At the same time, "they are trapped in their own successful past", unable to develop, and swallowed up by chronic disease effects.

Operating system naturally has chronic disease characteristics, and update iteration is the root of chronic disease effect of operating system.

Weak organizational structure can also lead to a sharp deterioration of the disease.

In order to get rid of the chronic disease effect, Alphabet took the initiative to make several major updates to Android. In version 4.4, the ART(Android Runtime) mode is provided to improve efficiency. And the AOT (pre-compilation) mode is provided in Android version 5.x, which has tripled the speed of Android 5.x These key updates prevent Alphabet from falling into the chronic disease effect.

Besides,Vertical deep ploughing of the operating system can also effectively avoid the chronic disease effect.At present, Apple and Alphabet are betting on smart driving as a vertical expansion. Apple has smart driving — Titan plans that in order to strengthen Apple’s position in smart driving, Apple is still seeking to acquire Drive.ai；; Alphabet invested earlier in the field of intelligent driving, and its investment in Waymo was at the forefront of the field.

Huawei’s trend in smart driving is also worth noting.On May 27th, Huawei’s smart car BU was formally established. Considering the ambition of HarmonyOS system to get through the car data channel, it is not surprising that Huawei cut into the car intelligent system.

However, the three bet on smart driving at the same time. On the one hand, under the existing traffic model, the high-growth model is hard to find, and new methods of "outsourcing" are needed to break through; On the other hand, the training cost of the new profit Taurus is getting higher and higher, so we have to make plans early. The third is the traffic entrance of intelligent driving, which is too attractive for them to refuse.

Atrix in the field of mobile phones will repeat itself in the field of intelligent driving, only in a different competitive position, but the essence of the competition for data, traffic and user bonuses will remain the same as before. The difference is that in the new consumption battlefield, users’ consumption habits and consumption power may change, and their sensitivity to traffic and consumption behavior makes them run on the same track.

Alphabet once thought about closing Android and building its own ecosystem like iOS. Later, Alphabet gave up this principle. If you insist on learning iOS, it may fall into Apple’s pit. Huawei comes from hardware, and has invested in chips for a long time, and its infrastructure is complete. Learning from Apple has an advantage over Alphabet.

Some people have counted Huawei’s input and output. They predict that when Huawei’s sales revenue reaches $10 billion, it will cross the growth inflection point of J-curve, and the subsequent input will greatly improve Huawei’s output.This is also the case, and Huawei has crossed the J-shaped growth and realized the S-shaped curve growth model, which has been going on for more than ten years.

It stepped on the rhythm of technological development at the node of development and growth, and perfectly fitted the quadratic S curve.Before the last business reached the inflection point of growth decline, Huawei’s growth was completely like "beating" by changing positions to maintain rapid growth.

It is indeed "typed". R&D plays a key role. From 2006 to 2018, Huawei invested nearly $70 billion in research and development. At present, its annual research and development expenses exceed that of Apple.

Its R&D machine runs at a high speed, and its combat effectiveness is super strong. It has the basis of learning from Apple, and its organizational structure is also forward-looking.

As early as 20 years ago, Huawei made preparations for its management and organizational structure. It took nearly 20 years to bridge 15 consulting companies and improve its R&D organizational structure.

Ren Zhengfei said, "Learn from all advanced technologies". This is not only a slogan, but also a horn.

Since 1998, Huawei, which blew the horn, spent 400 million dollars and spent five years fully introducing IBM’s management structure and development-oriented organizational structure, thus breaking out with strong combat effectiveness and remarkable results.

"Intelligent Relativity" inquired that in 1998, Huawei had 8,000 employees, the number of which was about 4.4% now; Sales amounted to 9 billion RMB, about 1.25% of the current level. In contrast, Huawei’s efficiency is now 3.5 times that of that time. No wonder some people say that Huawei can achieve 160 million sales with 100 people, and its 100 people are only about one-third of Huawei’s productivity.

After feeling the strong productivity of the organizational structure, Huawei is full of energy in learning the organizational structure. After the product development system was designed by IBM, the human resources system was designed by Hay Group. The organizational structure is designed by Mercer; The financial system is designed by PricewaterhouseCoopers; The sales system is designed by Accenture; The supply chain system is designed by IBM. …

Huawei, which has not yet reached the peak, has stood at the highest point in spirit. The results are also quite remarkable.

In the end, IBM, once a teacher, learned Huawei’s development model in turn. Huawei started to export knowledge from knowledge input and exported it to its own teachers. This is very interesting.

IBM’s "support" for Huawei is crucial. This time ‘ Cut off the supply ’ Huawei is in no hurry. It adopts the supply chain system designed by IBM, and has long considered its business continuity in extreme cases, so it will not be directly shocked like ZTE.

It is impossible to find out whether the bureau set up twenty years ago was able to hit the nail on the head twenty years later, whether it was an unintentional blow or a deliberate pursuit of intentional action. But it is coincidence and necessity that this kind of precaution can be so accurate.

"The basketball that was thrown twenty years ago accurately hit the blue box twenty years later, which is both foresight and luck."

However, when Huawei introduced the external management structure, it was not smooth sailing and met with strong internal resistance. It is said that at that time, it was very tough and strongly promoted. If the management objected or did not support it, it was directly demoted or even fired. In the end, Huawei surpassed the category of an inanimate organization team and evolved into an evolving life, with high-speed growth and efficiency.

Looking at IBM twenty years later, it has fallen behind Huawei in efficiency and productivity. At present, IBM has 350,000 employees, nearly twice that of Huawei, and its annual sales have dropped to about 80 billion dollars, only 80% of Huawei’s. That is to say, IBM’s per capita creation is only about 40% of Huawei’s. IBM is still suffering from the pain of continuing to shrink, and its annual sales volume is still decreasing. Compared with Huawei’s triumphant progress, the annual sales volume plays a triumphant song. Is there a big contrast between the hatchbacks?

With the organizational structure and the preparation of developers, Huawei started the journey of operating system. But at first, it started with the details. Huawei has solved several major problems of Android:

1. The efficiency of long-term operation, from a moment to a lifetime, and promised not to get stuck for 18 months;

2. Full stack optimization to solve structural problems, rather than simple tinkering. To this end, Huawei invested 40% of EMUI’s manpower to optimize.

3. Optimize the management of fragmented files and improve the recycling method of fragmented files from the bottom. And introduced F2FS (Flash Optimized File System). Although this was developed by Samsung, Huawei carried it forward and successfully entered the Android native system in 2018.

If the above items have pierced the flesh and blood of Android, the compiler is completely rushing to the heart of Android.

In April 2019, with the release of P30, Huawei announced the Ark compiler. Even if the existing App does not change the code, recompiling once can improve the performance by 40%. This means that Huawei pays great attention to the understanding and optimization of hardware while doing the underlying software, which is the basis for doing a good job in the operating system.

Huawei also put forward the concept of full-stack optimization from hardware, chip, bottom software and application software, and with the help of artificial intelligence, it analyzes the application side intelligence and judges the resource demand characteristics of the application (calculation-intensive, RAM-intensive, IO-intensive, etc.), and breaks them down one by one in a targeted manner; On the hardware resource side, the status of CPU, memory, IO(Input/Output), storage and other resources is perceived, and idle resources are sorted and recycled in time and reasonably through AI algorithm, thus solving the problems of hardware resource coordination and excessive expansion of APP space.

In addition, in terms of external collaboration, we have established an Android Green Alliance with more than 1,000 partners, optimized more than 200,000 apps, and built development standards. In the ecosystem, we need efficiency from algorithms, exchange efficiency for speed, and exchange speed for user experience.

Huawei completely grasped the seven inches of the operating system and also grasped the pain points of users. On the one hand, it is a strong technical output, and on the other hand, it is a strong demand. Through the operating system, Huawei has completed the port docking.

Huawei has completely become the "big brother". The operating system has come naturally … …

When Huawei was founded, it was in the midst of Ren Zhengfei’s internal and external troubles, which determined Huawei’s unique temperament as a company. So that in the Sino-US trade war, when Huawei was treated specially, there were actually countermeasures. This makes two kinds of voices in the market have no market: one is to fight back with high-profile and not admit defeat, and the other is to quickly admit that it will not suffer, but no matter which voice, it quietly exits after the launch of Huawei’s plan. According to its own business logic, Huawei has already made a layout, so it is still calm in the face of life and death, and all the cards in its hands are played out.

Everyone knows these things. First of all, Huawei turned the spare tire plan into a positive one, including chips, which can replace the United States to cut off supply and ensure business continuity; Secondly, it launched a more radical operating system plan and registered its trademark at the end of May. This actually shows that Huawei would not have turned the spare tire plan into a regular one so early if it was not the current accident. It still needs time to strengthen its bones and muscles in order to win with one blow. It also shows that the operating system can’t succeed on a whim, and there are endless examples of dying on the beach.

Opening the history of the operating system is a history of blood and tears.The IT companies we are familiar with have basically done operating systems (this paper mainly refers to consumer operating systems, and business operating systems such as Tencent and Alibaba). Before that, China Unicom, China Mobile and ZTE have all tried, and then Tencent and Alibaba have basically tasted it. Baidu duerOS’s business scope focuses on the AI market segment, while AliOS has shifted its position and wants to lay a world in the IoT field. But they are all frustrated in the field of mobile phone operating system. Huawei goes against the trend, and many people admire it. I want to see more plays.

Huawei’s approach has two effects, one is to set an example for domestic technology companies, and the other is to expose Huawei’s ambition — — That is, to become the head company of a world-class company.At present, there are not many companies ahead of it. According to its plan, if it can develop smoothly according to the second curve model, within five years, Huawei will become the largest technology company in the world, thus making history.

However, the ideal route of Huawei’s development was pressed the pause button. From enterprise-level products to consumer-level products, with the complete supply of chips, services and software, Huawei’s development speed has been seriously slowed down.

What is seriously lowered is the confidence of partners in whether Huawei can continue to move forward. After Huawei was restricted, some of Huawei’s partners began to offline their mobile phone sales, and some contracts began to swing, which increased the uncertainty of Huawei’s 5G base station contract.

At present, in Huawei’s growth sequence, the growth rate of consumer business is the first, and the base station business that has been silent for a period of time has also begun to break out with 5 G. The United States has suppressed Huawei’s development momentum, which is equivalent to giving Huawei a death sentence, and the US government is waiting for the result.

But the result is a bit surprising. Huawei is hard in the market and technically dead. Where does its confidence come from? Knowing that the operating system is a black hole, you dare to move forward bravely.

In Huawei’s strategic arsenal, there are also rich private collections. For example, Huawei, which turned the spare tire plan into a positive overnight and was banned at the same time, did not lose its development momentum as some people expected, and its 5G base station delivery continued to rise.

Of course, Huawei’s key competitiveness is not its arsenal inventory, but more than 100,000 employees including 70,000 developers. Stimulated by Huawei’s wolf culture, Huawei has such a strong fighting capacity that it can rebound strongly when it receives a ban.

Huawei’s strength lies in its execution. After so many years in the market, its sensitive reaction to the market has become a genetic memory.

Over the years, Huawei has also recognized many teachers. Before I recognized Apple as a teacher, I also recognized Nortel as a teacher and Ericsson as a teacher. This is rooted in Huawei’s follow-up strategy. Once there is no object to follow in front, the strategy may be easy to miss.

Ren Zhengfei said that China people are good at engineering innovation, not theoretical innovation.

Comparing Huawei and Qualcomm, it hit the nail on the head. Qualcomm maintains high profits by using patent sticks with lawyers exceeding the number of engineers, while Huawei makes money by materializing patents. The distinction between the upper and lower levels is self-evident.

This can be seen when Huawei expands overseas markets. Other companies grab patents, Huawei grabs talents, and other companies put their energy into the field of making money now. Huawei looks further.

Huawei can no longer just position itself as a follower. Today, it is a giant.

Once, Huawei’s bet on GSM led to "Huawei’s winter", and there was a fierce argument about whether to make a mobile phone. Once unable to survive in China, he was forced to leave overseas, and once again returned to the highlight moment because of 3G and 4G.

It almost won the opponent and lost to the times, and it almost fell on the road of charging. It defeated Nortel and Ericsson, and it swept its opponents with low prices and recruited talents with high salaries.

It has the forbearance of China people and learns from the western way of doing things; There are the wisdom of China people and the directness of foreigners; There is a hot fighting power and a warmth that allows people.

It has exploded the negative side of the wolf culture, and there are more victories in opening up the territory. It is technical and engineering, China’s and the world’s.

At present, in the 5G roll-out, the world opens a new chapter. As an infrastructure, 5G will bring about drastic changes, while China’s connected devices will be extended from mobile phones to automobiles and industries, and the data and access will be improved by orders of magnitude.

Standing in the center of the 5G stage, Huawei no longer needs other people to dance.

[Introduction of titanium media author:Intelligent Relativity (WeChat id:aixdlun): Dig deep into the well of artificial intelligence, judge the saltiness, tell the black and white, and tell the depth. Focus on areas: AI+ medical care, robotics, intelligent driving, AI+ hardware, Internet of Things, AI+ finance, AI+ security, AR/VR, developers, chips, algorithms and human-computer interaction behind them. Without authorization, no one may use this document in any way, including reprinting, extracting, copying or creating a mirror image. 】

[Model 07 of Extreme Yue Automobile was officially launched, with a price of 199,900-289,900 yuan] On September 10th, Extreme Yue Automobile, jointly built by Baidu and Geely Holding Group, released its second product, Model 07, which was positioned as an AI smart car. At the press conference, Li Yanhong, Chairman and CEO of Baidu, Zeng Yuqun, Chairman and CEO of Contemporary Amperex Technology Co., Limited, and Li Bin, founder of Weilai, were present to support. Xia Yiping, CEO of Jiyue, said that 07 is the world’s first car with an investment of over 100 billion yuan, with top endurance and cost performance. Extreme Yue 07 is the first to take Baidu ASD Apollo high-order intelligent driving system, and adopts the scheme of "pure vision+end-to-end large model" to support a variety of complex driving scenarios. The car is also equipped with the industry’s first native AI model cockpit, and SIMO2.0 speech recognition speed is as fast as 500ms, which supports smooth interaction in a network-free environment. In terms of battery life, Extreme Yue 07 offers three configurations, the standard CLTC has a battery life of 660km, the long battery life version of 880km and the performance version of 770km. Extreme Yue 07 is equipped with high-performance three-electric system, Contemporary Amperex Technology Co., Limited Kirin battery and 800V silicon carbide technology, and the electric drive efficiency is as high as 96.5%. Zeng Yuqun, chairman of Contemporary Amperex Technology Co., Limited, as the owner of No.001, highly recognized the performance of Extreme Yue 07. According to the data in August, the sales volume of a single model reached 2,117, and the delivery volume for two consecutive months doubled.

[Disclaimer] This article only represents the author’s own views and has nothing to do with Hexun. Hexun.com is neutral about the statements and opinions in this article, and does not provide any express or implied guarantee for the accuracy, reliability or completeness of the contents. Readers are requested for reference only, and please take full responsibility. Email: news_center@staff.hexun.com.

Model picture Basic parameter Magotan 2009 1.8TSI DSG Comfort Type Magotan 2009 1.8TSI DSG luxury model Magotan 2009 2.0TSI DSG Comfort Type Magotan 2009 2.0TSI DSG luxury model Manufacturer’s guide price 226,800 236,800 251,800 263,800 Dealer quotation manufacturer FAW-Volkswagen FAW-Volkswagen FAW-Volkswagen FAW-Volkswagen grade in-between car in-between car in-between car in-between car Energy type petrol petrol petrol petrol Environmental protection standard Country IV (country v) Country IV (country v) Guo IV+OBD Guo IV+OBD Time to market 2009.03 2009.03 2009.03 2009.03 Maximum power (kW) 118 118 147 147 Maximum torque (n m) 250 250 280 280 engine 1.8T 160 HP L4 1.8T 160 HP L4 2.0T 200 HP L4 2.0T 200 HP L4 gearbox 6-gear wet dual clutch 6-gear wet dual clutch 6-gear wet dual clutch 6-gear wet dual clutch Length * width * height (mm) 4765*1820*1472 4765*1820*1472 4765*1820*1472 4765*1820*1472 Body structure 4-door 5-seat sedan 4-door 5-seat sedan 4-door 5-seat sedan 4-door 5-seat sedan Maximum speed (km/h) 210 210 230 230 Official 0-100km/h acceleration (s) 9.5 9.5 8.3 8.3 Measured 0-100km/h acceleration (s) – 8.2 – 7.43 Measured braking at 100-0km/h (m) – forty-two – 39.14 NEDC comprehensive fuel consumption (L/100km) 8.1 8.1 8.3 8.3 Measured fuel consumption (L/100km) – nine – 9.7 Vehicle warranty Two years or 60 thousand kilometers Two years or 60 thousand kilometers Two years or 60 thousand kilometers Two years or 60 thousand kilometers Warranty policy for the first car owner – – – – bodywork Magotan 2009 1.8TSI DSG Comfort Type Magotan 2009 1.8TSI DSG luxury model Magotan 2009 2.0TSI DSG Comfort Type Magotan 2009 2.0TSI DSG luxury model Length (mm) 4765 4765 4765 4765 Width (mm) 1820 1820 1820 1820 Height (mm) 1472 1472 1472 1472 Wheelbase (mm) 2709 2709 2709 2709 Front track (mm) 1552 1552 1552 1552 Rear wheel track (mm) 1551 1551 1551 1551 Minimum ground clearance under full load (mm) 114 114 114 114 Body structure Sedan Sedan Sedan Sedan Number of vehicles (units) four four four four Number of seats (units) five five five five Tank volume (l) 70 70 70 70 Trunk volume (l) 565 565 565 565 Curb quality (kg) 1560 1560 1565 1565 engine Magotan 2009 1.8TSI DSG Comfort Type Magotan 2009 1.8TSI DSG luxury model Magotan 2009 2.0TSI DSG Comfort Type Magotan 2009 2.0TSI DSG luxury model Engine model – – – – Displacement (mL) 1798 1798 1984 1984 Displacement (l) 1.8 1.8 2.0 2.0 Air intake form turbocharge turbocharge turbocharge turbocharge Engine layout – – – – Cylinder arrangement form L L L L Number of cylinders (each) four four four four Number of valves per cylinder (units) four four four four Compression ratio 9.6 9.6 9.6 9.6 admission gear DOHC DOHC DOHC DOHC Cylinder diameter (mm) 82.5 82.5 82.5 82.5 Travel (mm) 84.1 84.1 92.8 92.8 Maximum horsepower (Ps) 160 160 200 200 Maximum power (kW) 118 118 147 147 Maximum power speed (rpm) 5000-6200 5000-6200 5000-6000 5000-6000 Maximum torque (n m) 250 250 280 280 Maximum torque speed (rpm) 1500-4200 1500-4200 1800-5000 1800-5000 Maximum net power (kW) – – – – Engine specific technology – – variable phase variable phase Fuel form petrol petrol petrol petrol Fuel label No.95 No.95 No.95 No.95 Oil supply mode Direct injection Direct injection Mixed injection Mixed injection Cylinder head material aluminium alloy aluminium alloy aluminium alloy aluminium alloy Cylinder block material cast iron cast iron cast iron cast iron Environmental protection standard Country IV (country v) Country IV (country v) Guo IV+OBD Guo IV+OBD gearbox Magotan 2009 1.8TSI DSG Comfort Type Magotan 2009 1.8TSI DSG luxury model Magotan 2009 2.0TSI DSG Comfort Type Magotan 2009 2.0TSI DSG luxury model Number of gears six six six six Gearbox type Wet dual clutch gearbox (DCT) Wet dual clutch gearbox (DCT) Wet dual clutch gearbox (DCT) Wet dual clutch gearbox (DCT) abbreviation 6-gear wet dual clutch 6-gear wet dual clutch 6-gear wet dual clutch 6-gear wet dual clutch Chassis steering Magotan 2009 1.8TSI DSG Comfort Type Magotan 2009 1.8TSI DSG luxury model Magotan 2009 2.0TSI DSG Comfort Type Magotan 2009 2.0TSI DSG luxury model type of drive Precursor Precursor Precursor Precursor Four-wheel drive form – – – – Central differential structure – – – – Front suspension type mcphersonindependent suspension mcphersonindependent suspension mcphersonindependent suspension mcphersonindependent suspension Rear suspension type Four-link independent suspension Four-link independent suspension Four-link independent suspension Four-link independent suspension Type of assistance Electric booster Electric booster Electric booster Electric booster Car body structure Bearing type Bearing type Bearing type Bearing type Wheel braking Magotan 2009 1.8TSI DSG Comfort Type Magotan 2009 1.8TSI DSG luxury model Magotan 2009 2.0TSI DSG Comfort Type Magotan 2009 2.0TSI DSG luxury model Front brake type Ventilated disc Ventilated disc Ventilated disc Ventilated disc Rear brake type disc-type disc-type disc-type disc-type Parking brake type electrical parking brake electrical parking brake electrical parking brake electrical parking brake Former tyre size 215/55 R16 215/55 R16 215/55 R16 215/55 R16 After tyre size. 215/55 R16 215/55 R16 215/55 R16 215/55 R16 Spare tire specification Non-Full-Size Non-Full-Size Non-Full-Size Non-Full-Size

Nowadays, consumers pay more and more attention to space when buying a car, which is worth mentioning in terms of space performance. Come and see it quickly.

Let’s look at the appearance of Binyue first. Binyue’s front face is very angular, equipped with a three-piece grille, which is very sporty. Coupled with the delicate headlights, the overall look is very simple and fashionable. The car is equipped with LED daytime running lights, automatic opening and closing, delayed closing and so on. Coming to the car side, the car body size is 4330MM*1800MM*1609MM, and the car adopts tough lines, which gives people a very simple feeling. With large-sized thick-walled tires, the shape is quite simple. Looking back, the overall shape of Binyue’s tail echoes the front of the car, and the taillights look very atmospheric. The layout of the exhaust pipe uses a bilateral double-out shape, and the overall shape is still very eye-catching.

Coming to Binyue car, Binyue interior enhances the visual sense of fashion atmosphere, and the overall visual effect is very distinctive. The steering wheel of the car is well designed, made of leather and with a spirit of modeling. From the central control point of view, with the 8-inch central control screen, the interior style is impressive and conforms to the mainstream aesthetics. The dashboard and seats give people a good feeling, too. Let’s take a look. The dashboard design is remarkable and the sports atmosphere is in place. The car adopts imitation leather seats, which are wrapped in place and have good overall comfort.

Binyue is matched with CVT gearbox, with the maximum power of 93KW and the maximum torque of 152N.m, and the power performance is good.

It is still no problem to put two luggage bags in the trunk of Binyue, and the rear seats can’t be put down, which is a pity. At the same time, the car is equipped with anti-lock braking system (ABS), LED daytime running lights, brake assist (EBA/BAS, etc.), braking force distribution (EBD), traction control (ASR/TCS, etc.), main driver airbag and co-pilot airbag.

After reading the above description, Xiaobian will make a summary. This car has been introduced almost before, and I believe many users who buy a car have taken a fancy to its comfort and practicality.

[car home Baoding Preferential Promotion Channel] The model is carrying out preferential activities in Baoding area, with a maximum cash discount of 35,000 yuan, and the lowest starting price is only 139,900 yuan. For those who are interested in buying, click "Check the car price" in the quotation form to get a higher discount.

Magotan’s front face design is full of strength and modernity, and the air intake grille is decorated with exquisite chrome, which is perfectly integrated with the headlights on both sides, showing a sporty and steady style as a whole. The body lines are smooth, and the waistline on the side extends from the front to the rear, creating a dynamic posture. On the whole, the appearance design of Magotan not only retains the classic elements, but also incorporates modern aesthetics, making it unique among many models.

The body size of Magotan is 4866mm long, 1832mm wide, 1479mm high, with a wheelbase of 2871mm, a front tread of 1584mm and a rear tread of 1570 mm.. Its side lines are smooth and layered, showing an elegant and dynamic temperament. Magotan is equipped with 17-inch wheels and 215/55 R17 tires, which not only improves the handling performance of the vehicle, but also gives it a unique style.

Magotan’s interior design is elegant and full of science and technology, and advanced leather seats are used to bring comfortable riding experience to drivers and passengers. The steering wheel is made of leather, and supports manual adjustment up and down and back and forth to ensure that every driver can find the most suitable grip angle. The center console is equipped with an 8-inch or 9.2-inch touch screen, which supports voice recognition control system and can realize convenient operation of multimedia system, navigation and telephone. The front row and the rear row are also equipped with USB and Type-C interfaces respectively, which is convenient for passengers to charge electronic devices. In addition, the front row is equipped with wireless charging function, which makes driving more convenient. The rear seats support the proportion of tilting, and the space layout can be adjusted as needed to meet the diverse needs of vehicles.

Magotan’s 1.4T L4 engine has a maximum power of 110kW and a maximum torque of 250 N m. It is equipped with a 7-speed dry dual-clutch gearbox, which brings efficient and smooth power output to drivers.

Car home car owners are full of praise for the appearance of Magotan, thinking that it is calm and atmospheric, and the design of raindrop intake grille is both young and commercial. The waistline design makes the car look slender, and the duckling tail at the rear is sexy and plump, while the four exhausts add sports and publicity to the whole car.