In a deep discussion between the Garage and smart’s executive team regarding a series of issues with smart elf 1, which mainly involved difficulties in delivery, a brief statement was released afterward. Today, we have organized the interview into a complete version, some of which can help to answer some of the questions. If you have any questions or want to communicate about this conversation, you are welcome to join the Garage smart interest group and owners group. Regarding the conclusive contents in this communication, we have collected the most critical information and put it at the beginning of this article:
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Currently, the bottleneck in the delivery of the top-loaded model is the supply of SiC motors and matrix headlights. The factory’s production capacity is not a limitation. If there is no shortage of parts, the factory can produce 1,000 cars per day.
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Previously, when smart was at its peak in the domestic market, its sales were about 20,000 per year. Therefore, the early market forecast was relatively conservative, and the data for small orders in April was consistent with previous conservative expectations. Until significant orders were placed, the supply side could not match it.
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The overall production capacity of the chip industry is insufficient. Many chips used in smart are industry-firsts, with almost no alternative solutions. The upstream chips require up to one year from ordering to delivery, which is the most significant problem currently.
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The supply of the top-loaded model is not affected by the middle-loaded and heart-beat versions. Because the factory’s production capacity is sufficient, orders with different configurations are essentially different component queues in production. The lack of parts is for the top-loaded version. Producing more mid-level loaded models will not delay the delivery of the top-level loaded model. There is no time delay for different configurations before the factory’s production capacity reaches its maximum.
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The official commitment of national compensation and delayed delivery compensation is based on the expected time of arrival announced on August 23. There have indeed been many communication problems with this information that have not been fully transmitted.
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Customers who have placed an order but have not yet locked the configuration and production queue for the top-loaded version can switch to the heart-beat version.
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For customers who do not want to wait, smart will provide channels for communicating and canceling orders at offline stores.
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Regarding the tactile gold interior center console reflection problem, the official will provide 1,000 points, which can be exchanged for a center console pad in the official mall. The pad will be available on December 30.
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The middle-loaded model has always used Jiataong tires, but when the configuration table was given to the dealer stores, there was an employee operation error, which pasted the tire configuration of the top-loaded model. For this error, the official has applied for emergency budgets and provided three compensation plans for corresponding users.10. In order to better address the dissatisfaction of users’ delivery communication, the official will hold offline face-to-face activities in 30 cities and open up more direct communication channels on the APP;
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The software OTA update for Bluetooth key and other software issues will be available at the end of the year.
The following is the complete content of the communication.
Delivery Issues
Why can’t the top-of-the-line version of the car be delivered?
Tong Xiangbei: Hello everyone, let me first share with you the company’s overall production and operation situation. First of all, I apologize to users and the market, mainly for two reasons. On the one hand, our delivery performance is not as expected by everyone, and on the other hand, the market sales policy we formulated is unclear in communication and interpretation, resulting in many users having misunderstandings. In fact, our policy-making has always been sincere and has not changed, and we are not fickle. Because our policy is relatively complex, and communication was inadequate when it was released, many people misunderstood and were troubled, for which we deeply apologize.
First, let me report on the production and delivery situation. This year’s production was affected by two uncertain factors, the epidemic and chips. For example, regarding the epidemic, the city where our factory is located was controlled three times this year due to epidemic prevention, each time lasting for one or two months or even longer, especially during the critical period of our production capacity ramp-up, which had a very lasting impact on production and delivery.
There were also chips. We are very serious about product research and design, and the chip usage in the configuration is very large, with high technical standards. Some of the chips we use are even the first to be used globally. However, as a result, the first launch of global chips require time due to quality rate or production capacity standards, which has a chain effect on our ramp-up of production.
For example, chips related to motor and headlight functions will affect the higher-specification Premium version first. Let me explain here that currently, the smart elf #1 factory production capacity is sufficient, and the upper limit of production volume is determined by the supply of chips and some important components. The smart elf #1 manufacturing factory is a very advanced modern factory that meets flexible and co-linear production, which is a streamlined production line from start to finish, and various configurations and processes can be randomly switched. The factory’s production capacity can produce 1,000 cars a day, and this capacity is ample. And the production upper limit for each configuration is the number of chips and main components that our supply chain can provide each month.
Therefore, users who choose the Premium version don’t need to worry about the reduction of Premium vehicle production due to Pro+ production, as long as there are sufficient components, the factory can produce products of various configurations.Although there are objective factors that affect production and manufacturing, our manufacturing and supply chain teams are also working hard to improve the situation. Currently, the overall epidemic control has relatively relaxed[1], and the production schedule will tend to normalize[2] starting in the second quarter of next year, fully releasing the factory capacity and better alleviating delivery issues.
I also want to clarify an important user feedback. Many users think that there is a “queue-jumping” phenomenon or a change in the order of delivery[3]. Here, I would like to explain that we strictly follow the order of orders to arrange the production and delivery sequence. However, there are two conditions, one is the model configuration, and the other is the city where it is located.
For example, Pro+ will not be affected by the ordering time of Premium, because between the models, Pro+ will be queued according to the order of Pro+ orders, and Premium will be queued according to the order of Premium orders.
Some Premium users may be puzzled as to why orders placed on June 7th have not been delivered, but Pro+ users have received delivery? This is because different configurations are queued in different teams during the production process, and Pro+ is less affected by component supply issues than the top models, which require headlights and SiC motors. We hope to clarify this basic concept that different configurations are queued in production in order, and different models do not conflict with each other.
Transparency of Policy Information
Zhang Mingxia: Just now, Mr. Tong expressed his apology for the current situation. I have been doing various reviews with the team recently, and I am also very sorry for various troubles and doubts caused to users.
Let me review the key points that the company has gone through in the past few months. We started small orders on April 25th and large orders on June 6th. It has been very anxious and grateful [4]. Many of our users have been with us until June 6th and are still waiting for delivery, which is both pressure and motivation. When we opened the large orders on June 6th, we also announced that the deadline for locking orders is July 31st, which is a relatively long period for locking orders.
We also made adjustments before July 31st. The original intention was indeed for the sake of users. We hope that everyone will have more time to experience our products offline, so we extended the deadline for locking orders and hesitation period by one month from July 31st to August 31st.
Before the order is locked on August 31st, there is also a time node on August 23rd. At that time, we received a lot of feedback from users that they hoped to know the estimated arrival time of the product after placing the order. Therefore, on August 23rd, we contacted the owners of large orders via SMS to inform them of the estimated arrival time of the product. We also want to use this estimated arrival time to give everyone a better experience and judgment before the final order is locked.
[1] “relatively relaxed” refers to an improvement in the epidemic control measures, which allows for more flexibility in production and manufacturing.
[2] “normalize” means to bring back to a standard or normal state, in this case referring to a standard production schedule.
[3] “queue-jumping” refers to a phenomenon where some orders are delivered before other orders despite the order being placed later.
[4] “anxious and grateful” refers to a mix of emotions the team felt during the process of launching and receiving orders.Following up on delayed deliveries, including government subsidies, we commit to the estimated arrival time of August 23rd as a baseline. Policy making is complex, and communication during the process can present transparency and clarity issues. We have reviewed pertinent feedback, including optimizing phrasing used by the 400 team. We have also introduced an order query function in our app to increase order transparency and reply efficiency. Additionally, the “Complaints” column is now available in the app, offering an additional outlet for dissatisfied customers, beyond the 400 team, to provide feedback. Going forward, we will implement face-to-face communication options to improve customer service and dialog.
In addition to improving delivery transparency, we will focus on increasing our overall production capacity. This is not solely a matter of chip supply, as we are optimizing efficiency across all departments with our functional decomposition approach. We hope that each department can be optimized to improve efficiency, speed, and delivery quality up a notch.
We listed the Pulse Heartbeat edition on November 18th. Two primary goals of the release were to incorporate user-submitted product recommendations into a product upgrade and to provide a stable delivery guarantee with Pulse Heartbeat edition’s configuration. Our Premium version features numerous chips, including the light show, contributing to supply chain shortages that limited delivery speed. With the Pulse Heartbeat edition, we avoided critical bottlenecks while preserving the desired features. In the future, we will have more stable supplies and manufacturing methods. We are also allowing all current owners of pre-orders to switch to the Pulse Heartbeat edition while keeping their initial order benefits. This approach will speed up delivery and allow more car owners to pick up their vehicles faster.
Host: Previously, some Premium customers reported unequal treatment compared to other car owners, with different fallback policies for different Pro+ models. What is your comment?
Zhang Mingxia: We will follow through with our commitment equally. Our estimated time-to-arrival communicated during August 23rd was the basis for fallback policies. We have also introduced compensation policies for possible delays. If there are delays due to manufacturers, we will provide a car recorder in the first three weeks of delay, and 1,000 points per day from week four until arriving at the dealer. We apologize for the inconvenience and appreciate everyone’s patience.### Why wasn’t the shortage of supply prepared in advance?
Garage 42: My first question is, previously Tong mentioned that SMART is a very young team, where “young” is actually determined by your organization’s structure and the length of the company’s registration time. In fact, SMART is a brand backed by the strong alliance of Geely and Mercedes-Benz, and although the company is a very young team, its members and teams have very rich industry backgrounds.
According to my understanding just now, factory capacity is not the problem, but the shortage of parts supply is the big problem. The small orders started on April 25th, and even if the configuration ratios are not very accurate, there is preliminary information. I want to understand where the pain point of this supply chain is. I know it is because of chip reasons, but the chip crisis did not start now, it slowly pushed toward such a peak from the first half of 2021. Why is there no warning for the supply chain, and why is there no redundancy in the supply chain, and if based on April 25th as the time node, why is the situation improving very limited after more than 7 months have passed?
Tong Xiangbei: First of all, it is indeed that the market heat far exceeded expectations. Previously, when SMART’s performance in the Chinese market was at its peak, the market performance was about 20,000 units a year. Combined with the positioning of the brand itself, and this time belonged to market restart, we did not make very high predictions in the early stage.
Moreover, when we started small orders on April 25th this year, the heat did not really rise. The small order quantity was not much different from the prediction we made last year. However, when we started large orders on June 6th, it became extremely popular. On the first day, the order volume exceeded this year’s production capacity, and the ratio of Premium far exceeded the configuration ratio we set. The chips on the car were ordered a year in advance, and the supply chain had already locked the chip orders last year.
We did not prepare so many Premium chips in advance in the chips we prepared a year ago. Now, due to the increase in demand, additional chip orders have a certain lag. The overall market supply is less than demand, and everyone needs to order a year in advance. Chip manufacturers will not reduce the supply allocation to other host factories and allocate it to me.
The Premium version, which accounts for most of the order quantity, is the first to experience a shortage of chips. Therefore, despite the gradual recovery of chip supply and sufficient factory capacity, Premium is still held up by chips for a period of time.Garage 42: I still don’t fully understand the reasons for such a large prediction deviation, because it doesn’t sound like a 1:2 deviation, but rather a deviation with a ratio of 1:5 or even 1:10.
Zhang Mingxia: Let me add a little bit. During our internal review, I think at least three main reasons combined have caused the current supply difficulties. Firstly, it stems from a shortage in our early market demand estimates, which is reflected in the early locking of chips, including some difficulties brought by the later bulk purchases.
Secondly, there are many chips used in the features of the high-end smart elf #1 that are quite advanced in the industry, and during the process, the supply of such core components will also be restricted on the supply side. This has worsened beyond our original expectations as they have been affected by the pandemic and other factors. The transmission of the entire supply chain from downstream to the entire production chain has led to cumulative amplification.
Thirdly, the pandemic has brought challenges to the entire upstream and downstream. So there are insufficient predictions, along with a blockage in the market supply of some key components beyond our expectations, coupled with the pandemic, resulting in a very painful situation. This is what we have learned from the entire review, that product configuration, functionality, supplier capabilities, etc., all deserve more detailed and cautious review.
Garage 42: In fact, from the general sentiment of the smart garage interest group and car owner group, everyone is the same from a human perspective. They don’t suffer from a shortage, but rather from an unequal distribution. What’s causing the biggest crisis in public opinion now is that no one mentioned a specific time point of your communication in August. What they care about is why I, who have placed the order first, cannot be subsidized, and why I can’t transfer my order. The crisis in public opinion is most severe in this regard. What is your strategy?
Zhang Mingxia: Internally, we always talk about the phrase “not suffering from a shortage but from an unequal distribution,” and under this overarching principle, we want to fulfill our promises equally to everyone. We do not discriminate against anyone. Previously, on August 23rd, when we made the commitment of the estimated time to arrive at the dealership, we must fulfill this promise equally to everyone. Therefore, we will not discriminate against any group, either more or less, because fulfilling our promises equally to everyone is an aspect of demonstrating our brand’s responsibility. We must fulfill our promises equally to everyone and strive to maintain this attitude.## How to Resolve these Issues Next
To resolve these issues, I believe we must deliver cars as soon as possible. The frustrated customers are simply seeking their vehicles, and delaying delivery is only sparking greater anxiety amongst them. I think that no matter how much we try to compensate them, the most important thing they require is their car. Therefore, a solution that delays delivery should be viewed as a lack of sincerity.
Second, we need to fulfill our promises equally. It’s clear that some customers are feeling like they’re being left behind. We need to find a way to make up for this imbalance in our delivery system, so that all customers feel that they’ve been treated equally.
Finally, communication is key. We need to be transparent about our policies and be upfront when it comes to discussing our customers’ needs. This can be achieved through more direct face-to-face contact with the customers to understand their needs better. It’s not just about showing a positive attitude; it’s about developing a clear and transparent communication system that we can maintain over the long-term.
Therefore, I propose that we take these three steps to address these issues: deliver as soon as possible, deliver to customers equally, and increase communication transparency and clarity about our policies. These are the three dimensions to which we must focus our efforts. If anyone has other ideas, we are eager to hear them.
Issues with Jumping the Queue and Policy Interpretation
How is the waiting time calculated?
Garage 42: Recently, we responded to a customer question about supply and delivery policies, and we explained that the sequence of vehicle delivery is determined by the city and configuration of the car. However, the timing of delivery for different configurations is determined independently. This means that your chosen configuration may take precedence over others, but only within your chosen configuration. Although this may seem straightforward, this policy is still hard for some customers to accept. According to our common sense, the timing of orders should be determined by the first-come, first-served principle, regardless of the type of configuration.
Moreover, many top-end car owners have responded that they have lost patience with the long waiting time for their vehicle. Therefore, the company has launched the Pulse version which has an earlier delivery time. Some car owners have opted to buy a version they do not like as much in order to obtain an earlier delivery date. However, even then, those who have already ordered a top-end car cannot change to a different configuration, which is causing some dissatisfaction.
Another issue is related to the BRABUS model: originally, customers who ordered before August 15th could change to the BRABUS version. However, this resulted in a “queue-jumping” problem. For example, customers who ordered mediocre-quality cars in July or August may be able to get a BRABUS model earlier than a top-end car owner who ordered on July 6th. This is difficult for everyone to accept.You expect the mid-range models to be delivered earlier than a top-of-the-line model ordered before you switched to a non-silicon carbide motor, which has less pressure on suppliers. This is unreasonable.
Regarding the supply issue, whether it is silicon carbide motors or matrix LED headlights, the main reason, as mentioned earlier, is the shortage of chips. In fact, at the beginning of this year, including XPeng and Ideanomics, they also faced some production capacity constraints due to the lack of MCU chips for their own cars. At that time, both companies proposed a solution, which was to deliver the vehicles first without the shortage of millimeter-wave radars, and then install the radar when the parts arrived, while compensating for the delayed delivery if the customer accepted the agreement.
I would like to ask if it is possible to implement a strategy where the vehicles are delivered first to ensure they can be delivered, and the hardware is upgraded later when the parts become available, if feasible for the matrix LED headlights and silicon carbide motors?
Tong Xiangbei: We have considered this issue, but it is indeed difficult to implement from a technical standpoint. Let me give you an example using the headlights. What affects us is not the main chip of the headlights, but a small chip inside that affects the flow effect. Because this chip that produces this flow effect needs to be installed in the headlight control board and integrated with the other three chips, it requires the overall software to be redeveloped and re-tested. So it is impossible to just install the headlights without this chip. We even considered directly replacing the whole headlights without changing the chip, but it would involve bearing the cost of a set of headlights to do so.
However, there is another problem with this solution, as changing the parts requires disassembling the bumper, which can easily damage the car’s paint. This would have a significant impact on the customer and the product itself. Therefore, after careful consideration, we decided not to proceed with this solution.
We treat all users equally and have no subjective motivation to treat one group of customers differently. We formulate policies to promote fairness and provide products and services to customers on a fair basis. The fundamental reason for our delivery delay is that we have not kept up with it.
Zhang Mingxia: Let me add to what you said about the Pulse Kinetic Edition. You mentioned that they have the opportunity and rights to transfer their orders. There are two types of orders. One is the orders that were placed and scheduled for production after the release of the Pulse Kinetic Edition. If the vehicle has entered the pre-production period, the material and factory production time have been determined, and we hope to produce the vehicles as soon as possible and deliver them to users. Therefore, we made a decision that allowed these orders that were not scheduled before the release to be transferred. Except for the part that has been reserved for production, all orders in the queue can be transferred with their rights. This is an open policy, and we do not differentiate between customers.I will also emphasize with the team that currently the policy allows all orders that have not entered the pre-production waiting period to be transferred to the Pulse version with the original entitlements. Additionally, if there is a demand for this policy, we are discussing internally whether to extend the transfer period, giving everyone more time to consider.
The feeling of induced ordering for the top version, without warming up for the release of the Pulse version
Garage 42: Currently, the most dissatisfied point among several of my car-owning friends who have joined our group, including myself, is that during the 6-8 month consideration period when everyone wanted to lock in their orders, they asked why everyone wanted to do so. The first point is that the official website clearly tells you that locking in your order is tied to these entitlements. Secondly, the price of the top version model increased once in the middle, and there was a pre-surge before the increase, which inevitably led everyone to lock in orders for the high-end models.
But the release of the Pulse edition models did not receive advance notice or warm-up, and everyone originally hoped to get the entitlements of the first batch of car owners, so they locked in their orders. As a result, the company introduced a faster vehicle delivery time without any prior notice, which, in fact, was a model with less remarkable core configurations than the top version model. In the end, I was able to get this car with a faster delivery time.
I feel that the company’s previous price hikes and the methods of warming up would induce these car owners to lock in their orders early. However, they released a version with even faster delivery, and there was no corresponding entitlement for customers to transfer to this vehicle after locking in their orders. Users are very dissatisfied with this.
Zhang Mingxia: Maybe my wording is not that accurate. Actually, it’s called configuration lock-in instead of locking in orders. The meaning of configuration lock-in is that it has entered the pre-production stage, and because everyone has been waiting, entering the pre-production stage means that the car is about to start production, and you are in the front of the queue, so this is the action we took when locking in configurations.
Later, for those who did not lock in configurations for pre-production, all users who locked in the high-end models can transfer their entitlements. I think there may be a part of miscommunication that everyone did not understand 100%, and some, like what you said, may be those users who have already locked in configurations for pre-production, but did not have the opportunity to transfer. Because I have to make a cut and need to arrange production, the cut was made during that time to start production as soon as possible and ensure faster delivery. This was done with the action of locking in configurations.Please note that we have reflected on the point you raised, and we should have notified everyone earlier and more transparently that their configuration would be locked. This is also something we are reviewing. We have also published a guide and will provide more transparent and proactive scheduling information about pre-production on our app.
Regarding order forecasting, we understand that changing configurations after the factory locks them can be difficult. However, the problem is that it is too costly for ordinary consumers to understand all of these issues. For example, if you lock your configuration and your car enters production, they may believe that it is already on the production line waiting to be built. They do not understand that the configuration is locked, which means that the parts needed for their car have already entered the production line and are being manufactured. Even though you have locked your configuration, your car is still not being built.
Thank you for your feedback on this matter. We received your message and will improve our communication and advance visibility in the future.
Today’s situation is, first of all, due to our lack of preparedness for delivery. Secondly, we were too passive in communicating and interpreting the policies, and we were unable to give adequate one-on-one communication to our customers. This has led to negative emotions.
According to our internal rhythm, entering pre-production means we will receive the next node within two to four weeks. However, to be frank, I have also received many complaints from users, and some logistical issues have arisen in places like Chongqing, Beijing, Guangzhou and other cities where it is difficult to deliver our cars.
For example, when cars of the same batch arrived, they found that Beijing had implemented COVID-19 control measures. In the complex supply chain management system, how can we communicate more clearly and accurately about these policies and explanations? Especially when it comes to our D2C agency’s direct sales business model, which has a three-party relationship that is too complex. We need to make some necessary adjustments to ensure that the information we communicate remains clear and concise.
We understand that your approach to these policies is somewhat like solving an equation. You are trying to find the maximum number of cars you can deliver, and you push forward using whatever methods are most efficient. However, the way that regular consumers understand this is either by fairness in timing or fairness in efficiency. Therefore, we need to be honest and clear in our response to our customers, and ensure that we balance the equation and satisfy all parties involved.张明霞: We need to seriously review and analyze the situation, and figure out how to communicate with users and agents in the future, including all the nodes of our business and our 400 service. We’re working to clarify this issue so that it’s communicated in a more clear and concise manner. It’s not just about communication, there’s also the issue of policy. We want to avoid making policies that are overly complicated and ensure that they’re easy to understand. We’re trying to maximize the benefits to users, but unfortunately things haven’t gone completely as planned. Going forward, we believe that with a smooth supply chain, we need to continuously improve the efficiency of our business processes.
Cancellations, Compensation, and Product Improvements
Will there be channels for cancellation and how will compensation be calculated?
42 Garage: Earlier we talked about compensation for late delivery of official accessories. In fact, some users are not so concerned about compensation for the predicted time of arrival being later than expected. Instead, they’re more concerned about whether they were “cut in line” by Pulse Heart type or intermediate type users, especially if they already locked in the configuration for the car. For these users, there are only a few options available: either they wait for the car, or they cancel their orders. Some car owners in our car owners’ group have expressed their intentions to cancel their orders. For car owners who can’t accept compensation for delays, will you open up cancellation permits for them?
张明霞: We certainly hope that everyone will continue to choose smart精灵#1. If you’re not clear about the transition policy for Pulse Heart, we’ll explain it to you through our agents. You made your initial deposit based on your love for our brand and products, and we certainly hope that everyone will give this product another chance by trying it out or participating in an offline user event.
If you’ve already had a test drive and understand our policy, and believe that the delivery delay is due to smart car’s reasons, this is a very important premise. We’re not satisfied with our current policy, so we had a final round of communication with users. Ultimately, we will respect the user’s decision. However, before that, we hope that everyone will give this brand and the product they once loved a chance.
42 Garage: Users might still hope for a more explicit, clear and quantifiable answer. Even if users are satisfied with the product, due to various reasons, they may have become dissatisfied with the brand and the whole delivery process. If they decide to cancel their orders, as mentioned in the response above, will there be a channel for cancellation?张明霞: Thank you for your question. Regarding the issue you mentioned about the change of tire brand for the mid-range car model, we apologize for any inconvenience this may have caused. The brand change was due to a supply chain issue and we understand that it may not meet the expectations of some customers. We value transparency and will make sure to communicate any future changes in a timely and effective manner. In the meantime, we would like to offer a compensation of 500 points to mid-range car owners as a gesture of goodwill. Thank you.Tong Xiangbei: “Let me clarify this matter. The Pro+ model’s tires have always been from Jiatong. However, there was a miscommunication during cross-departmental information exchange, and although the information on the official platform was correct, some employees and dealers conveyed incorrect information to customers by unintentionally pasting the wrong tire model for the top-level configuration. This was not intentional false advertising or arbitrary changes to product configuration.
We apologize deeply for causing some users to have misunderstandings about the tire brand equipped on the Pro+ model due to this situation. Although it was a mistake, we will not shirk our responsibilities. We have implemented three compensation plans for users through emergency budgets as soon as possible, which can be chosen by everyone according to their preferences. We are willing to take responsibility for our mistakes and hope to gain the understanding and trust of our customers. This is our apology and sincerity.
Garage 42: Do you have any plans to respond to the public opinion waiting for the car owners to ferment on the official smart platform? Whether it is an open explanation or other online activities, do you have a clear plan to respond to these issues?
Zhang Mingxia: In the follow-up, we will actually promote comprehensive measures. First of all, there will be face-to-face activities with users in nearly 30 cities offline. We hope to have a more direct way of communication. This is just one of them.
Secondly, we will deploy more direct communication channels on the smart APP, including management and core team. For those related to orders, and those related to subsequent deliveries, we will open such an online more direct and transparent channel.
Thirdly, we will keep all information synchronized with frontline partners who are agents. This ensures that everyone understands together because under the D2C agent direct sales model, agents and us keep information in sync in a timely manner. This is also a very important and critical point in our retrospective review over the past period of time.
Of course, the key is to quickly and steadily promote our production and delivery. Only delivery is our best feedback and response to everyone’s waiting.
Garage 42: Currently, there are still some bugs or missing functions in the whole vehicle system that everyone has feedbacked, mainly the Bluetooth key function. At what point do we plan to push this function? In addition, there is only one application for watching videos on the entire vehicle system, which is IQiyi, and another one is a Bilibili application similar to a non-native web version. There is no way to watch live broadcast, and the resolution cannot be selected, and the clarity is very poor. At what point in time will we have a new implementation for live broadcast applications and video applications?Zhang Mingxia: Actually, we are preparing for OTA upgrading now. We have recruited 200 pioneer testers on the smart app for internal testing, and a round of OTA upgrading is expected to be conducted on December 30. We will communicate with you in detail about the follow-up details as soon as possible.
Conclusion
The main content of this communication meeting between the Garage and the smart executive team has been mentioned above. If you have any questions or suggestions, please join the Garage Smart Interest Group for communication. We will continue to collect everyone’s complaints and feedback to the official, help the car friends to solve problems and understand their underlying reasons.
This article is a translation by ChatGPT of a Chinese report from 42HOW. If you have any questions about it, please email bd@42how.com.