East wind and japan are rare partners in life-changing relationships, and this is called "the miracle of wind"
The story begins in the late 1990s, when the wind and the day-to-day are on the brink of survival。
In japan, japan, where japanese production is trapped in the mud, domestic markets are suppressed by toyota, overseas markets are being pursued by honda and run into seven consecutive years of losses, with corporate debt at one point amounting to yen2 trillion. Had it not been for renault's gon drop-off, with the aggressive use of “cost killers” to cut suppliers, streamline platforms, and abolish personnel, the daily production rate would have been 50 bells, leaving the mainstream car camp completely。
At the same time, the east wind was referred to by the old carman as “two steam”, as a result of which hundreds of thousands of families of workers built a car town in a ravine on the third line of construction of the 10th mountain north of lake zagan. With the advent of a market economy, however, the two-gas truck products were completely out of the market, the enterprises were caught in a situation in which they could not pay salaries, provided for their own hospital schools, left retirees far behind their active employees, and workers were the biggest driving force behind the east wind's quest for reform, with the phrase “without fear of suffering or food”。
It's true, not rumor
And japan’s japanese production is also in an unprecedented crisis: following the collapse of the bubble economy, high indebtedness, falling sales, ageing products and running out of control were labelled as “failure” and the global market was losing and new markets and partners were urgently needed。
At that time, an endangered firm, a precarious foreign enterprise, was finally brought together by taiwan yulong. Yuro has long worked with japanese production to master bluebird-type technology, and at the end of the 1990s guangzhou panthers purchased and sold bluebird bulk from yulong, but were on the verge of collapse due to poor operations, with a large backlog of bulk。
The east wind seized the opportunity and registered herd in shenzhen in 2000 to take over the panther's mess, to integrate the plants of zhuang, handu, and to assemble the bluebirds of the wind in the form of bulk products. By virtue of its mature and reliable quality, the car was superimposed on the market recognition of the day, allowing the windsor to be established in the same year, to come into production in the same year, to make a profit in the same year, and to sell more than 5,000 vehicles, which would be called “leave the gold dolls out of the leaks” and to give the east wind a chance to breathe. Japanese headquarters saw the chinese market opportunities
In 2001, renault zivingon went to the talks in kyoto, where he received a clear attitude of “great support for restructuring, small support for restructuring” and then finalized full cooperation。
On 19 september 2002, the parties signed a heavy-pound agreement and east wind released 70 per cent of its assets under its flag, including the ten-shelf truck factory, the luang light vehicle plant, the fung dung dynasty, the wind dynasty, the wind dynasty, the wind dynasty willow, the spare parts of east wind and a large number of ancillary assets, with a daily cash investment of 8. 35 billion dollars, each holding 50 per cent of their shares, and the formation of a registered capital of 16. 7 billion and over 70,000 employees, the largest joint venture in the chinese automobile industry at that time。
There has been controversy about this, and it has been said that east wind is “selling for life”, but it is well known that this is the only way to keep tens of thousands of workers alive。
Following this cooperation, the joint venture's headquarters moved from the ten mills to wuhan, which, under the coordination of the state, took three years to complete the main separation, transferring schools, hospitals, etc., and displacing nearly 30,000 workers. At the same time, cultural conflicts persisted between the two sides, with a rigid and sophisticated management of daily production, a sharp collision with the modus operandi of the eastern windsor state company, and a meeting became the norm。
However, market performance has cleared up many contradictions, such as the twilight, twilight, euphoria, and twilight, which have become a permanent part of the market. In 2017, the east wind produced more than 1. 5 million vehicles per year, accounting for one tenth of the chinese car market, and the flower factory, which is down-line every 58 seconds, reached its peak。
Days are burning, and contradictions are emerging. Eventually, the east wind “recovered” commercial plates in 2012 and formed a new commercial car company with volvo, with japanese production completely withdrawing from the east wind heavy card business
In the case of autonomous brand development, the east windsor also missed the opportunity for development due to joint venture agreements, leaving behind a sense of “joint venture excellence and self-loathing”。
Today, east wind willow, east wind commercial and east wind vehicle shares (light vehicles) have been removed in sequence from the framework of east wind and japanese-owned east wind motors ltd。
The limited east wind currently consists of only three major sectors, namely, east winds day production (including infendi and kaithai), japanese production in zhengzhou and east wind parts group (east wind technology)。
After 2020, when the wave of electricization struck, biadi and the new power of car construction surged rapidly, the power of day-to-day oil-producing cars in the east was lost, sales continued to decline between 2023 and 2024, and factories declined. Even so, the old partner was not separated, and in 2025 the parties re-contracted to establish a joint-venture export company, relying on the global daily production channel, pushing china’s new energy truck overseas, 60 per cent in china, 40 per cent in east wind, and 28 years in order to recommence the change in the global car market。
From full-scale co-financing in 2002 to seaing together in 2025, east wind and japanese production were bound for more than 20 years. Redressing each other in the valley, collating with each other at the height, and working together once again in the difficult times, has long been a special chapter in the history of the chinese automobile industry that cannot be ignored。
Today, this cooperation, spanning more than two decades, has evolved from the initial combination of relief, two-way empowerment, to a completely new pattern of technology-coherence, self-resortation, and the east wind has brought about a hard core shift from technology to core technology reverse output。
After many years of deep cultivation, the east wind has developed a series of autonomous core technologies, such as mah, exclusive hybrids, and new energy structures, which, with hard power, have enabled the full technological empowerment of the joint venture blocks. These self-researched hard-tech technologies, which are widely mounted on the main vehicle pattern under the flag of the start-up, east wind and day, are the key underpinnings of the core competitiveness of products。
For the purpose of brand market operations and product identification planning, the east wind self-research (ets) technology has adopted an exclusive name packaging for the joint venture model: the east wind mah power and hybrid technology, named dd-i supermixed on the start-up vehicle model; and the japanese model, integrated into the e-power hybrid system and xin1 electric drive system, although not directly marked with the mah markings, both the core power and electro-repulsive technology are derived from the east wind mah self-research system. The ai clouds amplification system is essentially a customized version of the east windsor mahjong。
From the early years of concerted development, to the present time of autonomous technology-resilient co-financing, represented by the mah's power, tung feng has completely broken the traditional model of joint foreign-owned technology and created a new ecosystem of technological empowerment and innovation between china and japan. This has not only made both sides more competitive in the transformation of the new energy industry, but has also moved beyond a new path of self-empowerment, mutually beneficial and win-win joint ventures, which has injected full ownership into china’s auto-industry development。
In 2003, the two major joint ventures formally financed the establishment of dong feng motors ltd., with equal funding and reciprocal cooperation, created a new model of domestic joint ventures at the time. From that moment on, this relationship was marked by the “symbiotic glory, two-way empowerment”: it was the japanese-led radong wind that made up the sedan, and today, 20 years later, it is the east-based wind that uses mah, mahjongg, mahjongg, and vice versa。
