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At this point, TSLA is an exception. Although the current popular cities of TSLA are still in the Beijing, Shanghai, Guangzhou, and Shenzhen regions, in China's second and third tier cities, even sinking to the third and fourth tier, users who are willing to try pure tram models will definitely include TSLA as one of the alternative models. After effectively addressing charging concerns, TSLA, a pure electric brand that does not actively market, has always stood firm, which is completely different from China's traditional car purchasing approach.

Nowadays, the three words "TSLA" are not just the name of a pure electric brand. For users who love pure electric control, TSLA is the "ceiling". I have heard such a statement, "Fortunately, TSLA did not do the interior too well, otherwise domestic independent brands would have no way to survive

Although this statement is slightly exaggerated, there is no doubt that TSLA has broken too many traditional conventions in terms of products and marketing, and has also provided nutrients for the "overtaking" of domestic new energy vehicles.

But in the face of fierce competition, where is TSLA's next stop?

Recently, TSLA intends to reduce the number of supermarket experience stores in first tier cities and instead build more traditional 4S store outlets in traditional automotive business districts to improve exhibition and after-sales service capabilities. This move has undoubtedly frightened many new powerful auto enterprises directly under the control. "What should we do now that the wind standard has been withdrawn?"

But in fact, as early as 2019, Musk had stated that "TSLA will close most physical stores and shift to online sales. Turning to e-commerce can encourage TSLA to reduce sales personnel and help TSLA reduce some operating expenses." The model of direct stores was questioned from the beginning, not only "cutting off the fat of intermediaries, but also breaking the traditional sales model of 4S stores.

But many years later, the direct sales model remains a 'double-edged sword', which not only improves user experience but also brings multiple problems such as huge capital requirements and operational complexity, making it difficult to balance user experience and cost efficiency. If TSLA wants to close some super experience stores, in addition to cost issues, there must also be considerations for brand positioning and domestic market maturity and recognition.

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