Rejoice with the Nation, United with LIGOO
Fully Equipped and Ready to Set Sail; Create and Win the Future
By Liu Feng, President of Marketing & Strategy MKT
Over the past five years, the global new energy industry has flourished; global New Energy Vehicle sales have advanced from the millions to the tens of millions, and installed electrochemical energy storage capacity has grown more than fifteenfold.
In the new energy wave of the past five years, China has played the role of a core engine, achieving the leap from industry introduction to full marketization and then to globalization. It has built a full-lifecycle system spanning R&D, production, sales, and use, and established leadership across the entire industrial chain. In fields such as New Energy Vehicles, wind and solar power generation, battery storage, key equipment, and key components, a large number of world-leading Chinese enterprises have emerged. Breakthroughs in collective technologies continue, and multiple technology routes advance in parallel. As “all creatures strive for freedom beneath the frosty sky,” the past five years have been a brilliant chapter of new energy’s hundred flowers in bloom and a hundred vessels vying in the current.
As a vital link in the industrial chain, LIGOO has deeply participated in and witnessed the development and transformation of the new energy industry, contributing LIGOO’s strength. For fifteen years, LIGOO has focused on two major fields — New Energy Vehicles and energy storage — and has pursued technological innovation, investment, and deployment around the storage and conversion of energy. Over the past five years, LIGOO has maintained rapid growth and achieved remarkable results. In the New Energy Vehicle field, our cumulative BMS shipments have reached 5.5 million units; on a full-caliber basis, our automotive BMS holds about 20% of the industry’s market share — one in every five New Energy Vehicles speeding down the road is managed in real time by a LIGOO BMS, the “super brain” of the battery. We have ranked first in the professional BMS field for years running, and our products are widely used by major customers at home and abroad. Over the past five years, we have proven with results that LIGOO is already on the path to global leadership in BMS — an achievement that is both our merit and our contribution and responsibility to the industry. In energy storage, our utility-scale BMS defined to automotive grade remains in the first tier and is growing rapidly; together with our deployment around the other 3S and the swift overseas expansion of residential and mobile energy storage systems, energy storage has become our new growth pole.
Over the next five years, the energy transition will enter its second half, where the low-carbon, digital, intelligent, and decentralized transformation of the power system will resonate in unison; the New Energy Vehicle industry, having completed the electrification first half, will enter its second half decided by intelligence and vehicle–road–cloud coordination. Moreover, frontier technologies such as hydrogen energy and nuclear fusion are building momentum for a more thorough energy revolution. The new energy era keeps rolling forward.
Looking back, we feel joy yet have never grown complacent. Looking ahead, LIGOO faces even greater strategic opportunities and will also meet larger challenges. We are full of ambition, yet we proceed with the utmost caution.
Under the leadership of the Chairman, the management team has conducted multiple in-depth deliberations on the strategic plan for the next five years — gaining insight into direction, analyzing opportunities, discussing organization, examining problems, and summarizing experience before setting out again. We would like to share some of these reflections with our colleagues here.
I. The Next Five Years: Enormous Strategic Opportunities Ahead
The industry is developing in greater depth. In the New Energy Vehicle field, China’s penetration rate is expected to rise from the current 50% to 75%–80% by 2030. Globally, the new energy penetration rate has just reached 25%; among major overseas countries in Europe, Asia-Pacific, Africa, the Middle East, and Latin America, emerging markets in particular hold enormous potential. In segments such as heavy trucks and construction machinery, the electrification ratio has already crossed the threshold of high-speed growth. Over the next five years, our addressable market space will continue to expand.
In energy storage, the long-term drivers are the sustained growth of clean and distributed energy, the uneven development of power grids, and the declining cost of storage deployment. After a brief inventory-cycle adjustment, energy storage has entered its second growth curve of sustained upturn. Following the marketization of China’s policy requiring new-energy generation to be paired with storage, the market has returned to a high-growth trajectory. Overseas, generation-side storage is growing rapidly in Europe, the Middle East, Asia-Pacific, and Latin America; in large, power-deficient populations of Africa and Asia-Pacific with unstable grids, essential off-grid storage systems continue to see explosive demand and will eventually reach billions of people lacking reliable electricity. Even in high-end markets like Europe, grid congestion remains widespread, and storage is needed at the “last mile” to complete the final link of electrification. Energy storage is destined to be a long slope with deep snow.
In new frontiers, the development of AI brings enormous growth in computing power and, likewise, enormous demand for electricity; in the future, AIDC (AI Data Center) will follow a model of new energy + energy storage + power distribution architecture innovation, making new energy and storage essential necessities. In niche fields such as eVTOL, robotics, and power tools, BMS is everywhere.
The next five years will be the period in which LIGOO rapidly crosses the RMB 10 billion mark and strides toward higher goals. Over these five years, we hope to claim our share of the BMS arena — with energy storage everywhere and LIGOO BMS everywhere. At the same time, building on the extension of BMS-based products and on energy conversion — from core components to systems — we will accumulate strength and deliver, creating new growth points.
II. We Remain Grounded in Globalization and Will Keep Expanding Our Overseas Footprint
LIGOO was among the first BMS enterprises to go overseas; even when we were very small, our BMS was already applied in overseas markets — a global vision is in our DNA. Today, our BMS is beginning to break through with high-end overseas customers across the board. In inverters and energy storage systems, our expansion into Asia, Africa, and Latin America has made significant progress.
Going forward, we will strengthen our global layout in a planned and measured manner: first, build regional platforms around key countries; second, enhance the localization of sales and marketing, technical support and service capabilities, and teams, so as to better serve the market, respond to customer needs, and expand our ability to capture opportunities and close the commercial loop. At the same time, in step with China’s new energy “going global” strategy and together with our partners, our overseas manufacturing and supply chain deployment will also be put on the agenda.
III. Customer-Centricity and Sustained Technological Innovation for Greater Customer Value Are the Root of Our Success
Customer-centricity is our core value. Being customer-centric means, first, staying close to customers, listening to their needs and voices, and responding and serving them swiftly. We have continuously strengthened our customer-facing organization — establishing multiple domestic and overseas customer-proximate representative offices and regional service centers, as well as regional production centers close to customers — so as to truly “position the command post where the sound of gunfire can be heard.”
Second, our technology, products, and solutions must always work to create customer value, enhance the customer experience, reduce customers’ end-to-end costs, and improve quality. Sustained technological innovation centered on this is the foundation of our standing.
Around BMS itself and its next leap, we have launched development of the fourth-generation BDMU, simplifying design and coordinating and defining software to reduce costs and deployment complexity for customers. In the future, building on our existing footprint in power electronics, we are considering a “power domain” perspective — integrating the BMS software/hardware, data, power-electronics capabilities, and topologies we have mastered to re-architect the system, achieving deep hardware integration of traditional OBC/DCDC/PDU and defining the power domain through software; this is already under discussion. Including the next steps in automotive electronics, the evolution and convergence of energy-storage 4S, and electronic control solutions for different scenarios, the resources, capabilities, and deployment behind them will all become possible in the next five years.
“Stand on the heights and walk the broad path” is the essence and pursuit of technological innovation. Not every technological innovation must be fundamental or high-end, but we set our sights high, constantly striving to break through the ceiling, and from an ultimate-thinking perspective answer what our future core competitive factors are, where LIGOO’s “no-man’s land” lies, and what deployment we should undertake for it — where there is exploration, there is an answer.
Whether in automotive electronics or energy storage, the new energy field is still evolving rapidly. Technological innovation requires the ability to accumulate — building synergy across R&D deployments in different fields and regions, and through the accumulation of capabilities, horizontally connecting application scenarios, product development, and solutions to empower them. In this way we can form a broader front and quickly respond to and match market changes. From point to surface, these capabilities will ultimately become our foundation and moat.
IV. Strengthen Internal Capabilities and Cultural Inheritance Through the Deployment of Strategy, Organization, and Talent
Looking toward the longer-term future, strategic direction may be “clearly ambiguous,” but delivering on strategy — achieving goals and reaching the other shore — rests fundamentally on a vibrant organization and high-performing talent, on the corresponding internal capabilities (processes and tools), and on the cultural inheritance forged bit by bit through our persistent striving.
Our core expectations of the organization are threefold: first, that all of us build a learning organization — in a world of constant change, only organizations that keep learning and evolve themselves can win the war and sustain commercial success; second, that the organization be efficient — optimizing processes and solving problems is never solely the IT department’s job, but depends on the combat organization’s drive and accountability; third, that the organization stay aligned with business and strategic opportunities. In the future we must retain the ability to adjust the organization flexibly, and to rapidly reorganize and rally teams when facing major strategic opportunities — and every manager must accept and adapt to this change.
Resources are always scarce. Among the core factors of people, capital, and materials that support our future development, what we lack most is cadres and talent. In the Chairman’s own words: “When you find the right person, even the air smells sweet.”
We need a large number of cadres, talent, and “locomotives.” If we were to profile our ideal talent, first we hope you are professional — whether in sales, R&D, or production, and whether at the customer interface or in internal team management and cross-departmental communication. Second, we expect you to have a big-picture view; what we ultimately aim for is commercial success, not a “railway police” mentality of “each watching only his own section.” No single person may be wrong, yet the outcome can diverge sharply from our expectations — a problem many organizations face. Finally, we emphasize accountability for results; cadres must have a “strong sense of goal attainment” that enables us to break organizational boundaries, drive neighboring departments, dare to surface problems and push for resolution, and dare to “call in the artillery.” “A Message to Garcia”※ was the first lesson we learned in our earlier careers — a story about striving to achieve the goal despite a lack of external information and resources. If the opportunity arises, we can revisit this article.
Where we come from and where we can go, steady steps for a far journey — fundamentally this rests on our culture and inheritance. Culture is not defined; it is the team consensus we have built bit by bit over these years. Perseverance in long-termism, seeking truth from facts, hard struggle, and sustained technological innovation — these are our precious spiritual wealth. Facing the future, whether we can pass the torch and go further, whether we can stay true to our original aspiration and, after a thousand sails have passed, remain the young striver ready to set out — we believe we will give our own answer.
Drunk, I lift the lamp to gaze at my sword; in dreams I return to the bugles echoing through camp, reviewing troops on the autumn drill ground. The magnificent scroll is already unfurling before us — let us pack and prepare, dare to fight and fight well, and win a brighter future with courage, action, and wisdom!
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