吉利控股集团董事长 李书福

4月25日-27日，备受瞩目的2018中国汽车论坛在北京隆重召开。本届论坛主题为“新时代、新趋势、新策略——聚焦汽车产业高质量发展”。本次论坛由闭门峰会、大会论坛、九个主题论坛和三个同期活动组成。在4月26日上午举办的大会论坛上，吉利控股集团董事长 李书福发表了题为“仰望星空，脚踏实地，主动适应汽车新时代”的精彩演讲。以下为演讲实录：
　　尊敬的各位领导、各位来宾、朋友们：
　　Dear leaders, distinguished guests, and friends
　　大家好！今天，全世界汽车制造商们齐聚中国，展示大家各自的最新产品、技术和服务。今年北京车展的主题是“定义汽车新生活”，蕴意汽车行业正面临着各种挑战，包括科技带来的颠覆性的变化、更严格的政府监管以及不断开展的汽车公司间的股权并购或重组。
　　Hello Everybody! Today, car brands from all over the world have gathered in China to showcase their latest products, technologies, and services. The rationale behind this year’s Beijing Auto Show theme of “Defining the New Life of the Automobile,” is that the auto industry is facing unprecedented challenges, including disruptive changes brought about by new technologies, more stringent government regulations, and ongoing mergers and acquisitions which is setting the stage for the reorganization of the industry.  
　　在过去的20年，汽车行业所推崇的是适者生存法则，企业不遗余力地削减成本、提高运营效率、削减平台数量和提高劳动生产率。效率低下或者缺乏基本规模的品牌逐渐消失，其中包括庞蒂亚克、大宇、罗孚、萨博、奥兹莫比尔、水星和土星等知名汽车品牌。取代他们的是拥有全新商业模式的挑战者们：从滴滴出行到优步，从Waymo到特斯拉。当然，挑战者们能否取得最后成功，真正形成生存与可持续发展能力，还需要时间的检验。
　　In the past 20 years, the automotive industry has promoted survival of the fittest. Companies spared no effort in reducing costs, improving operational efficiency, reducing the number of platforms, improving labor productivity. Inefficient brands or those with lack of scale have gradually disappeared, including famous ones like Pontiac, Daewoo, Rover, Saab, Oldsmobile, Mercury, and Saturn. Instead challengers have come from those with new business models; from Didi to Uber, Waymo to Tesla. Of course, these new challengers still need time to achieve success and truly develop the ability to survive and develop sustainably, but it’s just a matter of time until they do.
　　在不到一代人的历史进程中，中国市场，这个全球最大的汽车市场上涌现了一批新的品牌。这其中包括由技术创业公司成立的品牌，如蔚来汽车等。中国传统汽车企业正在奋力争夺市场份额，他们中很多都已经与外国品牌合资。中国市场上目前已经有1.85亿辆汽车，今年预计还将销售3000万辆新车。
　　In less than a generation’s time, a number of new brands have emerged from the Chinese market, the largest in the world. These include brands established by technology startups, such as NIO. Traditional Chinese car makers are already struggling to maintain market share, including many that have established joint-ventures with foreign brands. There are currently 185 million cars in China with annual sales expected to exceed 30 million.
　　然而，我们并不能依靠中国市场的销量增长来抵消新入品牌和颠覆性技术在世界各地带来的挑战。中国正面临着与北美和西欧等成熟市场类似的问题。我们正在与交通拥堵和污染做斗争：中国有35个城市拥有一百万辆以上的汽车，这些车辆都在有限的道路上争夺空间。法规越来越严格：中国政府规定，到 2025年，低排放的新能源汽车的销量占比至少为20%。中国消费者同样也希望能获得类似于其他市场正在开发的更清洁、更智能化及具备互联基础设施支持的汽车产品。
　　We cannot rely on sales growth in the Chinese market to offset the challenges posed by new brands and disruptive technologies around the world. China is facing the same problems as mature markets such as North America and Europe. We are struggling with traffic jams and pollution. China has 35 cities with more than a million cars that compete for space on limited roads. Regulations are increasingly strict. The Chinese government stipulates that by 2025, sales of low-emission new energy vehicles must account for 20% of sales. Chinese consumers are also hoping to get cleaner, smarter, connected infrastructure that is being developed in other countries.
　　中国市场的一枝独秀并不是灵丹妙药，不能解决全球汽车工业面临的问题，因而中国汽车品牌需要超越国界考虑问题。浙江吉利控股集团也认识到了这一点。吉利控股集团于1997年创建，如今已发展成为中国最大的民营汽车集团。我们不仅重塑了国内的业务，同时也积极向海外拓展。
　　The thriving Chinese market is not a panacea and cannot solve all the problems faced by the global auto industry. Therefore, Chinese auto brands need to think beyond national borders. Zhejiang Geely Holding Group recognized this early. Founded in 1997, ZGH has grown into China’s largest privately owned automotive group. We are not only reshaping our domestic market, we’ve are also actively expanding overseas.
　　我们海外拓展中最广为人知的案例便是沃尔沃汽车集团的成功转型和融合。我们2010年从福特汽车手中收购了沃尔沃汽车。在沃尔沃汽车全体员工及管理层的努力下，沃尔沃汽车已经找到了正确的方向，海外市场也不断增长，包括在中国建设制造基地、投产和出口，形成了良好的全球协同效应。2013年，我们收购了标志性的伦敦出租车公司，后改名为伦敦电动车公司，并且在英国的新工厂形成了电动黑色出租车的产能。去年，我们入股马来西亚宝腾汽车，并全面负责运营管理，也成为英国路特斯跑车的控股股东。
　　The most successful example of our overseas expansion is the successful transformation of Volvo Cars. We acquired Volvo Cars from Ford in 2010. Since then, Volvo has found its own way with the combined efforts of all its employees and management. It has grown continuously overseas, including the establishment of manufacturing in China, increased operations, exports, and globally synergy. In 2013, we acquired the iconic London Taxi Company, later renamed London Electric Vehicle Company which has developed production capability for electric taxis in a new UK factory. Last year, we took a stake in Malaysia’s Proton Motors, taking full responsibility of its operation and management. We have also become the controlling shareholder in the famed British sports car brand, Lotus.
　　2017年年底，我们收购瑞典商用车公司沃尔沃集团8.2%的股份，成为第一大持股股东，并获得15.6%的投票权。沃尔沃集团与沃尔沃汽车本属兄弟公司，于1999年分拆独立。我们最新的海外投资是收购德国戴姆勒汽车公司9.69%的股份，成为其最大股东。戴姆勒汽车公司的创始者们在100多年前开创了人类内燃机汽车技术的先河。
　　At the end of 2017, we acquired a 8.2% stake in Sweden’s Volvo AB, a commercial vehicle maker, becoming its largest shareholder and holding 15.6% of its voting rights. Volvo Cars and Volvo AB were originally one company, which split in 1999. Our latest overseas investment was the acquisition of 9.69% of Daimler, becoming its largest shareholder. The founders of Daimler pioneered the internal combustion engine over a century ago.
　　但如今，内燃机汽车的未来备受质疑，新科技拥有彻底重塑行业的力量。展望未来，我们汽车行业必须思考如何协作与创新的新路径，几乎没有公司可以单打独斗。咨询公司麦肯锡最近发布的汽车行业报告表示，随着新汽车软件及其电子系统时代的来临，曾经行业固有的商业模式、客户需求以及竞争的本质正在发生剧烈的改变。所有行业参与者都需要在这一新环境中，仔细思考并重新定位新的价值主张。
　　But now the future of the internal combustion engine is uncertain and new technologies are being developed with the power to completely reshape the industry. Looking ahead, the automotive industry must think of new ways to collaborate and innovate. No company can do it alone. Consulting company McKinsey recently released a report that stated with that advent of new automotive technologies, the industry inherent business model, customers’ needs, and the nature of competition has changed drastically. Everyone in the industry needs to think carefully and reposition themselves in this new environment.
　　为了迎接挑战、降低各自企业的竞争风险，形成各自企业的战略主动。我们近来做出对戴姆勒和沃尔沃集团投资决策。这两家公司，像我们一样，正在斟酌如何面对颠覆性的技术和日新月异的产品挑战。我们必须在巩固硬件制造优势的前提下，发展线上数字技术解决方案。在进行这一转型的同时，我们认为，更多的公司需要协作开发未来技术和通用的系统。这些合作可以在不影响各自企业独立性的前提下，依法、合规、透明地进行市场化协同，不会改变各自公司战略自主性，更不会有卷入反垄断竞争审查的风险。
　　In order to meet the challenges ahead and reduce risks among industry players, strategic initiatives between companies need to be formed. We recently made investments in Daimler and Volvo AB. These two companies, like us, are considering how to deal with disruptive technologies and ever-changing challenges to their products. We must develop online digital technology solutions based on our consolidated advantages as manufacturers. At the same time in this transitional era,   we believe more companies need to collaborate on the development of future technologies and common systems. These collaborations can be accomplished without affecting the independence of each company, and in a law-abiding, transparent manner. This kind of collaboration wont affect the strategic autonomy of each company or result in anti-monopoly reviews.
　　我们治理沃尔沃汽车集团的经验和心得就是保护品牌和产品的独立性。但在汽车行业里，按照市场化的方式探索合资、合作的可能性是长期存在的。只要符合法律与规范的要求，一切互惠互利的双边、多边合作都是可以讨论的，这是市场经济的魅力，也是战略创新的一种探索。
　　Our experience in managing Volvo Cars, have taught us to protect the independence of individual brands and products. In the automotive industry, joint-ventures and cooperation in a market-oriented manner is not uncommon. As long as all laws and regulations are followed, bilateral and multilateral cooperation providing mutual benefits to all parties can be discussed. This is the benefit of market economy and a new manner exploring of strategic innovation.
　　为了确保下一代科技成果的商业可行性，我们必须积极探索广泛联合的可能性，而不是回避现实，自我封闭。我们必须确保对新技术的研发具有相应的投资回报。新兴移动出行服务，比如曹操专车，在中国20多个城市提供电动汽车打车服务，平台运营车辆超过16000辆，受到市场的广泛欢迎。但伴随着此类服务在国际上拓展，我们在这一领域的投资同样需要得到回报，而不是跟风烧钱。我们认为，所谓的互联网思维不能包治百病。
　　In order to ensure the commercial viability of the next generation scientific and technological developments, we must actively explore the possibility of close alliances, rather than avoid reality and isolate ourselves. We must ensure the development of new technologies have a positive return on investment. Geely has invested in emerging mobility services, such as CAOCAO ride hailing platform, which uses over 16,000 EVs to provide taxi services in more than 20 cities in China and have been warmly received by the market. However expanding such services internationally must be carefully done, investment needs to be rewarded, and carelessly expanding while burning money is not a wise path to take. We don’t believe the so-called Internet thinking is a cure-all.
　　从上海到旧金山，甚至更远的地方，我们行业面临的主要挑战在于：如何以可持续、盈利的方式参与这个变革的时代。我们必须做到在尊重品牌独立性和管理自主性的同时，能够在全球范围内寻求协同，产生规模经济，降低风险。同样，必须在保护产品差异性和尊重知识产权的同时，提升股东回报率和员工就业稳定性。
　　From Shanghai to San Francisco and even further, the main challenge our industry face lies in how to manage change in this era in a sustainable and profitable manner. We must be able to seek synergy, generate economies of scale, and reduce risks while respecting brand independence and management autonomy. At the same time, shareholder return must be improved along with the stability of employees, while protecting product differentiation and respecting property rights.
　　这样做并不会对各自的战略独立性构成威胁，而是这个行业百年历史变革中始终贯穿的商业现实。拿供应链来举例：50多年前，一些汽车制造商仍在制造自己的玻璃和钢材；而如今没有车企这样做。二十年前，一些公司认为需要垂直整合，提供从高档到大众化的产品组合；而如今，跨企业联盟合作也可以取得同样效果。十年前，一些国家政府认定柴油为减排的最佳燃料；而如今，它正被逐渐抛弃。
　　Collaboration does not pose a threat to the strategic independence of individual companies, instead it is the reality that has permeated throughout the 100-year history of the automotive industry. Take supply chain for example: Over 50 years ago, some auto makers were still manufacturing their own glass and steel, today there is no auto maker doing the same. Twenty years ago, some companies believed that vertical integration was needed to provide a product portfolio that ranges from high-end to mass-market. Today, cross-enterprise alliances achieve the same effect. Ten years ago, some national governments identified diesel as the best fuel for emission reduction, today it is gradually being abandoned.
　　虽然我们不能过度迷信互联网思维，但必须重视互联网的未来，我们不能滥用互联网概念，但必须面对现实，抓住时代机遇，脚踏实地展开相关技术的研究，形成车载移动技术及相关数字科技的竞争优势。二十一世纪是科技革命、产业变革、商业重塑的世纪，汽车产业也无法摆脱应有的命运。平台经济是大势所趋，单打独斗只能成为平台的俘虏，谁赢得了平台，谁就赢得了未来。我认为，主宰未来汽车工业的命运在于传统汽车公司的自我觉悟，只有大家联合起来，打造自己的共享数字平台，形成线上优势，才是决胜未来的关键。
　　We should not put “Internet thinking” on a pedestal, but we also must not ignore the future of the internet. We cannot overly depend on the internet, but we must still face reality and seize opportunities of the times and develop related technologies in a pragmatic manner so as to create a competitive advantage in automotive mobile technologies. The 21st century is a time of technological revolution, industrial transformation, and rethinking of commercial models. The auto industry cannot avoid its destiny. The platform economy is the trend of the times. Consumers can only be gained through digital platforms. Whoever wins with their platform wins the future. In my opinion, in the future, the auto industry will be dominated by those traditional auto makers who were aware of this threat. Only when everyone joins together to create a shared digital platform will we obtain an online advantage, this will be the key to the future.
　　当今世界汽车工业分成三种形态，第一种是主动适应行业变化，主动改变而且具备改变能力的汽车公司。第二种是坚持传统思维，不主动改变或者想改变而不具备改变能力的汽车公司。造车新势力就是第三种汽车公司。这三种汽车公司在汽车行业同时展开竞争，最终谁能胜出，取得成功，现在下定论为时过早，但可以肯定的是，传统思维在汽车行业很艰难取得成功。
　　The global automobile industry is now divided into three distinct forms; the first form is the company that actively adapts to the changes in the industry, and has the ability to promote change. The second form is the one that insists on traditional thinking and doesn’t actively change or want to change. The new force of car making is the third form of car company. It is too early to say who among these three forms will win, but it is fairly certain that the continuation of traditional thinking is very difficult in the auto industry.
　　行业变革的春风将吹遍本月的北京车展，人们将清晰地在沃尔沃展出的低排放车辆，以及吉利和领克最新的车型中发现其身影。我们的品牌管理者们也深知，在中国的发展，不能取代对突破性技术和服务的长期投资，两者皆不可偏废。
　　The winds of industrial change will be blowing through the Beijing Auto Show this month and people will clearly see it in the low-emission vehicles exhibited by Volvo, Geely, and Lynk & Co. Each of our brand managers know that development in the Chinese market cannot replace long-term investment in breakthrough technologies and services.
　　不仅相互尊重合作，而且彼此承认独立性，这为迎接变革开创了一条新的途径。虽然风险依旧存在，但只要按照依法合规、公平透明、互利共赢的原则展开坦诚的讨论，汽车行业的可持续发展伟大变革及对投资者的较好回报依然可期。
　　By respecting each other’s cooperation and recognizing each other’s independence, we have created a new way to embrace change. Although risks still exists, as long as there are frank discussions conducted in accordance to all law and regulations and transparently, we will be able to find a way to share mutual benefits, develop sustainability within the auto industry, and give better returns to investors.

(根据现场速记整理，未经本人审阅)