The question is whether there are decades to come to educate users and adapt?

A quarter of a year was marked, and the first quarter of the year saw no drop in the prices announced by the garage businessmen to introduce lower-cost vehicles with reduced but sufficient supply on the new vehicle model. At the same time, however, the tide has been declared non-preliminary and will not introduce a vehicle-reduction model that does not contain laser radars or is equipped only with single-power machines. In this regard, the interpretation given is consistent. Both Lee and Hung have said on numerous occasions that stable prices are necessary for high-end branding. “The wheel will not produce lower bags or lower prices.” Even the price increases have been made, including the conversion of the NOP+ Enhanced Access Beta version from free to fee-paying subscriptions; and the replacement of electricity rights from six per month to four free monthly and no home replacements. However, the reality is very frightening, and on 1 May, we published the sales for April. In April, the first new domestic force delivered only 6,658 new vehicles, down from nearly four in March. In contrast, 25681 new vehicles were sold at an equal cost of more than 330,000 and 8101 new vehicles were sold. In other words, it is not only in the name of the new forces, but also in the midst of the murder of the same price. There was, of course, no small increase in the first quarter, if the figures for the previous year were not comparable, but the same period last year saw a significant increase in the time period of the epidemic, especially when compared with the recovery of our peers. In an interview at the beginning of April, Lee Hao stated that, if this year’s work is unfavourable, it would become another 19 years, that is, it might be “returned” to ICU. The target completion rate for sales in 2022 was only 82 per cent and was not met. On the other hand, there is confidence in the 2023 distribution target, and Lee Hao stated that “the 2023 sales exceed the distribution of the Rexas oil vehicle”. As a result, the sales target of 2023 was around 200,000, with an increase of about 63.2 per cent. However, the volume of sales is now only 310,000 in the first quarter of the year, i.e. about 20,000 per month are to be achieved in the future. The market cycle of NT 1.0 is nearing the end of the market cycle, when one inward indicated that it would not be appropriate to overload up to a quarter-quarter distribution data, and is in the process of being replaced by the NT 2.0 platform. The drop-out of old vehicles, the late arrival of new vehicles and the full ET5 roll-out of large flags appears to be somewhat low in the first quarter of the year. By July, new vehicles for the second generation of platforms after the new vehicle was marketed covered the needs of 80 per cent of high-end market users, with such a rich personalized demand in high-end markets that was highly efficient, and thus natural, would be backed by future sales. However, some older car owners do not accept this. “What is the delay in sales? Ultimately, it is almost all of its vehicle-type, and today the sex price is not high.” One of the cassetteers stated that “the core reason for recommending a bus as an ordinary person for close relatives and friends is that it is more expensive than it is. In addition, this brand and vehicle-type sales are not low.” However, in his view, neither of these points came to the fore. It is the deep-rooted reason why the current second generation of SUV builds one another between the type, positioning and selling prices of each other. In defining the second generation of SUV vehicles, the front face of familyization and almost the same hardware platform are used, and the distinction between each other is reflected only in the details of size, product type (EC7 and the upcoming EC6, backed by SUV), car masks and air hangars. But the problem is that when these vehicles are put together, you find it difficult to see the distinction between them in front. There are also a number of cases in which products are cross-cutting. The Managing Director of the White Helmets spoke in a video interview on the “Meeting”, saying that “it is true that, frankly, this is a fact that we are not functioning enough. This is what we need as new companies.” In his view, in the early years of entering China, BBB would also have an impact on the first product after the issuance of the second paragraph, but the problem could be resolved through “a sustained exchange between brands and users, as well as market education”. But the question is whether there are decades to come to educate users and adapt? “We are here to negotiate”, “You are good. I am not talking, but negotiating. Our base plate is a marker of more than 10,000 ES7 motorists.” In a wide-ranging rumour screening, a ES7-leader was told by CEO Lee, the founder, the director and the leader of the garrison. In 11 minutes, in response to the presence of the new EES6, “back” in E7, the second-hand vehicle retention rate in E7, the vehicle and the first-generation platform with “substances of common purpose” in the case of the new EES6, the motorists present opened direct fire on Lee. In the case of their claims for compensation for their rights, they have always advocated the rejection of the cheon “good to the user”. The first user enterprise in the world has been home-grown and, to that end, the White Helmets have spearheaded the development of user-operated, community-based and service systems in industries that are well-known. From the front line to APP, the user community and the city of surprise, to NIO House, the power station and the service centre under the line, many or less of the entire system is followed by the subsequent branding of ideas, puppets, potassium, intellectuals, tutorials, etc. The reason for this is that the braking marketing model, which has been put forward by the White Helmets in conjunction with the incentive programme, does bring real sales to the company, for example, when 60 per cent of the new orders were made by old users when they came into a survival crisis in 2019. Is it a user enterprise that does not listen to user feedback until satisfactory? This time, however, was an unusual rejection of all claims for compensation. After all, Lee, who stated that he was not a good user, said that he had lost $4,000 a year in the absence of a calculation of the cost of manpower in his own service and of inputs such as mobile service vehicles. With the gradual increase in the number of motorists, it is clear that the tide will not be sustainable.