Adhere to victory “How many storms, how much bumpy. Along the way, all the way to have me??? Huachen Automobile.†In March 2006, at the Zhonghua Junjie listing ceremony, Xin Yumin, who had just been appointed as chairman and president of Huachen, felt it. In the past 21 years of development, Brilliance has experienced many ups and downs, from the first overseas listed Chinese car enterprise to the operation once struggling; from the Golden Cup sea lion swept across the country to China's car sales fell sharply, Brilliance had to live between death and death. All of these have made Brilliance's determination to be independent. The first one million cars are all self-owned products, which are vivid footnotes. Looking at the road to the development of Brilliance Automotive, it is like a "live textbook" for independent innovation of Chinese auto companies. In 1985, thanks to the reform and opening up, Shenyang Automobile Manufacturing Factory, which had been producing cars and military vehicles for many years, began to take the road to market. In 1991, Shenyang Jinbei Coach Manufacturing Co., Ltd., established by the investment of Huachen China Automobile Holdings Co., Ltd. and Shenyang Jinbei Automobile Co., Ltd., was established. In the same year, the first Golden Cup sea lion using Japanese Toyota technology went offline. In October 1992, Brilliance China Automotive Holdings Co., Ltd. was listed in the United States and successfully introduced $72 million in funds for Jinbei Coach Manufacturing Co., Ltd., opening the curtain for large-scale independent research and development of Brilliance. Since then, the Jinbei light truck and the Jinbei Haishi have gradually become the leaders in the market segment. Before the “Eleventh Five-Year Planâ€, Jinbei Haishi has successively derived more than 100 subdivision models with a market holding of more than 600,000 vehicles. Jinbei light truck is the first in sales of the light truck market for nine consecutive years. In the field of cars, Brilliance encountered unimaginable difficulties. The Chinese car that went on the market in August 2002 suffered "Waterloo" for various reasons. During the three years of listing, sales volume deteriorated. As a result, Brilliance’s economic benefits have dropped significantly. By 2006, it had lost nearly 650 million yuan. If the Golden Cup Sea Lions and Gold Cup light trucks sell well, allowing Brilliance to taste its own research and development sweetness, then the Chinese car rout, but also to Brilliance realize that adhere to a high starting point independent research and development, master the importance and necessity of independent core technology. Going out of the trough and reshaping Brilliance's second "1 million vehicles" was realized within three and a half years after Yu Yumin took office. Adhere to a high starting point to create the development ideas of independent brands, so that Brilliance after the ups and downs, and embarked on the road. In 2008, Brilliance sold 285,119 full-vehicle vehicles and achieved sales revenue of 41 billion yuan. In the first eight months of 2009, Brilliance’s cumulative sales reached 21.24 million, an average of nearly 25% year-on-year growth. Recalling the path taken by Brilliance in the past few years from its huge losses to the brilliance of its glory, Sui Yumin summed up three points. First, product development is not blind, and adherence to appropriate research and development. "Products are the core of the company's development. Without products, there is nothing. Brilliance has already formed the idea of ​​'products revolving around the market and internal products around the market'. For new product development, we must have 'birth and quality of education', and the last profit is one." Say. The second is to insist on brand consistency and not engage in multiple brands. "Brand consistency is very good for self-owned companies to upgrade their brands. To build a new brand for high-end models, just to sell cars, not to want to upgrade the brand." The third is to firmly research and development of high-end cars. What makes Yu Yumin happy is that insisting on independent research and development and developing its own brands has enabled Brilliance to embark on a path of sound development. “First of all, there is an ever-increasing variety of products, with nearly 10 models being the main models. The second is the effectiveness of capital market financing to expand production capacity.†Speaking of Huachen’s great strides in recent years, Yan Yumin is very proud. Brilliance has nearly 10 billion assets from its inception to the end of the current period. Long-term loans that do not use the bank's penny are all funds raised. More than half of these funds are spent on R&D and expansion of production capacity. At present, Brilliance’s production capacity is nearly 800,000, which is far beyond its annual sales. Yan Yumin pointed out that the goal of Brilliance next year is still to develop new products and improve old products so that the existing production capacity can fully play its role. "Brilliance model" lays the foundation for rapid development Compared with other domestic self-owned automobile companies, Brilliance’s development path is very different. In Sui Yumin's words, it is "alternative." "I am an 'alternative' person. People who do business should not be restricted by the way of thinking. Brilliance has taken an alternative but effective way," he said. Brilliance's "alternative" is reflected in the distinctive innovation system and is called "Brilliance Model" by the industry. In terms of capital innovation, Brilliance Automotive started out on the road of combining a car company with the capital market. Through the introduction of strategic investors and capital market refinancing and other operational means, the company has provided sufficient development funds. At present, Brilliance Automotive has three listed companies, namely Brilliance China listed in Hong Kong, Jinbei Automobile and Shenhua Holdings listed on A shares. The organic combination of industrial capital and financial capital will lay a solid foundation for Brilliance into the fast track of development. "Using capital levers to establish and develop self-owned brand auto companies. Through overseas listing, the use of foreign capital to develop China's own brands, this is the unique development model of Brilliance." Yan Yumin said. In terms of research and innovation, Brilliance insists on me as the mainstay, through in-depth cooperation, mastering core technologies and cultivating talents. With world-class automotive design and R&D companies seeking cooperation in different forms and contents, the core research and development capabilities will be nurtured through commissioned design and self-accumulation. At the same time, adhere to the "synchronous development of the world synchronous technology, complete vehicle, engine and core components, simultaneous entry of both high and low end markets at home and abroad," the "three synchronization strategy", making Huachen's independent research and development road wider and wider. . Recently, Brilliance’s series of expansion plans have surfaced one by one. The micro-facet project in Mianyang, Sichuan Province was formally launched; the cooperation with Mercedes-Benz on the R&D of special vehicles and modified vehicles is in full swing; the construction of the second plant of BMW Brilliance BMW has begun... all of which reflect Brilliance’s ambition for the future. Welded Wire Mesh Specification:
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On the occasion of celebrating the 60th anniversary of the founding of the People’s Republic of China, Huachen’s own brand automobile company, which is famous for its “Chinese†brand at home and abroad, ushered in its own special moment. Since the “Eleventh Five-Year Planâ€, Brilliance has been The sales volume of automobile vehicles will soon surpass the one million mark, and tax and profits have been paid 10.39 billion yuan. This is the second "1 million" belonging to Brilliance. The realization of the first "1 million vehicles", Brilliance spent 21 years to achieve the second "1 million", Brilliance only spent 3 and a half years. The rapid increase in production and sales volume not only shows that Brilliance’s operating capacity has increased, but also reflects Brilliance’s comprehensive improvement in its independent research and development capabilities and management levels. With the 2 million new cars off the assembly line, Brilliance will enter a new stage of development.
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