JD And GAC Ningde Join Forces For Double 11: Buying A Car As Easy As Buying A Phone

On October 14, at the JD.com 11.11 launch event, GAC Group, CATL, and JD.com unexpectedly formed an "automotive iron triangle" to create a "national good car," directly disrupting the "rules" of the new energy industry. Previously, buying a car required visiting several 4S shops to solve the purchasing dilemma. Now, with these three companies joining forces, they aim to make buying a car as easy as purchasing a phone on JD.com: simply open the page, select the package, and place the order. This move is essentially a "benefit" for consumers and a "tightening spell" for competitors.

Don't think this is just a simple collaboration among three parties; each has brought out their "trump cards." GAC is responsible for the "foundation," utilizing hard strengths like dual European and Chinese five-star safety standards, a dedicated electric platform, and a lighthouse factory. After all, cars are meant to be driven, and if safety isn't assured, convenience doesn't matter. CATL handles "range anxiety." As a leader in the battery industry, once its batteries are installed in a car, there's no need to worry about range, whether for daily commuting or long-distance driving. The most critical role is played by JD.com, which has brought "e-commerce strategies" into the car-making arena. You can view cars online, book test drives, and even choose car configurations like selecting a mobile phone plan. Even after-sales service can be completed online. What used to require running around can now be done from the comfort of your home.

The most shocking aspect of this matter is that it has overturned the "old ways" of traditional car manufacturing. Previously, car companies manufactured and sold cars themselves, and consumers could only passively accept this. Now, GAC provides the "hardware," CATL provides the "energy," and JD.com provides the "channels." The collaboration among these three parties has cut down the "high premiums" and simplified the "complex processes."

However, that being said, this matter is not without suspense. No one has tried to play this way before, and whether the "mobile phone-style car purchase" can be implemented, or if issues like after-sales disconnection or configuration discrepancies will arise, remains unknown. But no matter what, these three companies daring to shake things up has already disrupted the "waters" of the new energy market. Next, we'll see if other car manufacturers will follow suit and if consumers can truly benefit from it — after all, what people care about is never "who is teaming up," but rather "can they spend less money and more conveniently buy a good car."