Brian Gu: Hey Bin, it’s Brian. First of all, as you have tried a number of times that we don’t disclose backlog on any model or particular company backlogs. But there are a few things that I want to point out to you. One is that as you can see that our delivery timetable has now been extended to later in the first quarter, that shows the strong €“ our orders at hand, and we will be also delivering a significant number in December of G9, so that’s one indication. Secondly is that we also are confident that with our sales momentum, we see G9 become one of the top three, if not the top two battery electric SUV models over RMB300,000 price, and that’s also an indication of the level of demand that we see.
Bin Wang: Actually, I just want to check because on your official website, when we try to book G9 online actually, they show up I am expecting deliver time. I want to know whether this might change according to your order backlog, because some the test actually, if you go to the China website, actually can show the model waiting time. Sometimes it was one week to four weeks, sometimes it’s 12 weeks actually indicating us demand waiting time is changing according to the auto backlog. So, I just want to know whether G9 waiting time in your website is changing according to your order backlog on real-time base? Thank you.
Brian Gu: Yes. Bin, I think you are right. The wait time is correlated to the real-time demand and also our production ramp-up capabilities. So, what you see in the retail store reflects the various models real-time delivery timetable.
Bin Wang: Okay. Thank you.
Operator: Thank you. We have next question from the line of with CITIC Securities. Please go ahead.
Unidentified Analyst: I will translate my question. And my question is about how to be demand-oriented? And specifically, the first one is what is the real customers’ demand? And secondly, how do we find them? And what will we do in terms of our structure? Yes, that’s my question. Thank you.
He Xiaopeng: Alright. Thank you for your question. Now, there are two basic logics behind the industry of auto-making, especially for our OEMs. The first one is to adopt the theory of bucket, which means that you have to identify your weakest links and also identify your strengths as well. Now, in the past several years, I think not just ourselves, but a lot of our peers have been doing their best to actually identify and also improve their weak links in terms of, for example, safety, product quality, service quality and also cost control as well. We are also doing our best. We are striving to further perfect our service quality as well as our €“ the design of our products, interior design as well as smart cockpit and other space design as well.
So, in the long-term, one of the key competitive strengths is to really identify your goal, I am talking about short-term as well as the long-term goal as well. You have to make sure that you understand the current focus, whether you aim for the short-term or the long run. And the second logic behind our auto-making industry is to define your customer portfolio or your targeted customer goal as well as your original target as well. Now, for the past 2 years to 3 years, XPeng has identified ourselves as a global company in the long run, and we really want to build scale as well. And that is why in the coming 3 years, well, based on which we have made our 3-year plan in the future. And I apologize that today, I won’t be able to disclose further information regarding our future lineup or the market demand in regards to specific car models.
However, what I would like to mention is that in the future, autonomous driving or ADAS technology will be the standard configuration in our future products lineup with very consistent performance and very high-quality capabilities across our product. And also that’s our long-term goal to €“ based on which we will further enhance our technological capability and also do better in cost control so that we can deliver truly cost-competitive, high-quality products to our customers and that will be something that we embody in our next generations of products. Thank you. Regarding the second part of your question, now our current organizational changes is mainly conducted to fulfill two goals or mainly focus on two areas. The first one is to do changes in terms of our product planning, product development and also to have a higher efficiency and effectiveness in implementing our technology in our future products and also to control €“ well, first of all, to be able to identify true demand and to control our investment in the month that has less value.
And that is why we have been invested so heavily in perfecting our, for example, electrical and electronic architecture, our whole vehicle architecture as well as our powertrain and other systems. With those systems and those integrations, we will be able to truly offer end-to-end solutions that are able to deliver high-quality products to our customers. Thank you.
Unidentified Analyst: My second question is about P7. In 2023, we will have launched a new P7 with better configurations. And I think it would cause a rise in the BOM cost. And will we maintain relatively stable GP margin and drives our MSRP, or we want to boost our sales and maybe maintain our price or even lower our price? Thank you.
