Lei Jun0:00
And I really know about the secrets. Therefore, I know more about human-car harmony. After learning my racing license, I learned a lot that was helpful for R&D. In 2022, our prototype started winter test at minus 34°C. The chairman being there was unprecedented. Next year, summer test in Turpan at 50°C; we focused on sunblock to lower temperature by 10°C. The watermelons in Turpan are huge and cheap: 5 cents per kilo, now 3 cents, so a 20 kilo watermelon costs 3 RMB. I carried some back to Beijing. Quality is paramount. In January, we organized the largest road test with 576 prototypes in 300 cities, over 5.4 million km. Some online said executives must have courage to drive prototypes. I forwarded that to executives, and all agreed to test. Collectively, executives drove 100,000 km; I drove 5,000 km, including a solo 15-hour, 1,267 km trip from Beijing to Shanghai. PR worried about accident, but it was a success. The smart driving system made the experience wonderful, and the range was reliable. I relearned driving and racing. Courage is each step you take. People asked to see my drifting; I showed a video (it's not great, just for fun). Thank you. This project started three years ago; we were low-key. Last December, the SU7 debut was a hit, but then criticism came: 'How can Xiaomi do in 3 years what competitors can't in 10?' I don't have an answer. Competitors mocked us with 'Mr. Lei, stop!' I ignored that. Real difficulty: dedicating everything to SU7 with 7,000 people in secrecy. Before launch, everyone thought sales would be poor. They said Tesla fans won't buy, and 34C (BMW 3, Audi A4, Mercedes C) buyers only care about brand. Female users won't buy a performance car. Media friends predicted only 3,000 sales. I tried to persuade them but failed. I was desperate and looked pale. Then I drove a colleague's Ford Mustang, his dream car. He worked 10 years for it. That reminded me that SU7 is for dream seekers. I remained confident. In February, we had to decide production capacity. Many suggested 30,000; I chose 76,000. We needed 10,000 monthly sales to be top two. If we failed, inventory would be a disaster. But we had no step back. In March, media test drives were positive. Then pricing: I set it at 215,900, 30,000 below competition. Salespeople were silent, but one executive said we would take it. On March 29 launch, I was nervous but after 30 minutes relaxed. I described our target consumers: they fight for dreams, have flames in heart. When I announced the price, applause. Orders came: 10,000 in 4 minutes, 50,000 in 27 minutes. All grievances vanished. A fan named Shenli, a math professor, bought a parking space three years ago for our car. On launch night, he ordered. That shows our fans' confidence. I bowed to open the gate for a customer. That became a headline. At Auto China, I became a marketing god. All credit to SU7's success. We set delivery target of 100,000, aiming for 120,000. It's a huge challenge but our commitment. This is just the start. The past three years reshuffled us. SU7's success is due to courage of 40,000 colleagues. Courage is not absence of fear, but persisting despite it. I hope you always march forward. Now a short break before second session.
