Electric-Vehicle Startup XPeng Bets On Tech That Tesla Rejects
One of three U.S.-listed Chinese EV makers, it is relying on innovation to overtake its rivals.
One of three U.S.-listed Chinese EV makers, it is relying on innovation to overtake its rivals.
GUANGZHOU—Once a Tesla Inc. fan who owned four of its vehicles, He Xiaopeng, co-founder of Chinese electric-vehicle startup XPeng Inc., now wants to overtake the car company that originally inspired him.
While acknowledging Tesla as an inspiration, Mr. He said XPeng—one of three Chinese EV companies listed in the U.S.—can win using innovation, an area in which Chinese technology companies have become increasingly formidable.
“We have a saying in China,” Mr. He said in an interview Wednesday at XPeng’s headquarters in the southern city of Guangzhou. “To defeat someone, you need to do something different.”
XPeng, alongside its U.S.-listed peers Li Auto Inc. and Nio Inc., has taken investors on a wild ride over the past eight months.
The company’s August listing on the New York Stock Exchange valued it at US$8 billion. By November its value had jumped to nearly $58 billion. Now it is back down to about US$27 billion. In March, the Shanghai-based research firm Hurun Report said Mr. He was worth US$11 billion.
XPeng unveiled its third production vehicle, the P5 sedan, in Guangzhou on Wednesday. Deliveries of the P5, which is said to have approx. 600km driving range, are due to start this year. The company didn’t announce the car’s price, though it will be lower than the in-production P7 sedan, which starts at roughly $60,000 and is a direct competitor of the made-in-China Tesla Model 3, which costs the equivalent of about $66,900.
XPeng began low-volume exports to Europe in December and plans to enter the U.S. market in the future.
Considered by some analysts as the most tech-centric of China’s EV players, Xpeng deploys a voice-operated user interface in its cars, and an autonomous-driving system for use on stretches of highway with 5G internet coverage.
It recently tested the software by sending a fleet of its cars on a 3540km trip from Guangzhou to Beijing, and logging 0.71 human-operator interventions per 100 km—a new benchmark for self-driving cars, the company claimed. On the roughly 320km Shanghai to Nanjing leg attended by the Journal, the car’s human operator intervened once, swerving when the car failed to notice a bus changing lanes ahead.
XPeng claims its autonomous-driving systems, which have previously used radar and cameras, will be significantly enhanced by the addition of lidar, which uses lasers to scan the vehicle’s surroundings—and which Tesla Chief Executive Officer Elon Musk has dismissed as a waste of money. Xpeng says the new P5 is the first Chinese EV that comes with lidar as standard.
XPeng sold 13,340 vehicles in the first quarter of 2021 and likely needs to sell as many cars every month to break even, said Tu Le, founder of Sino Auto Insights, a consulting firm. Mr. He said in the interview that he was focused on building revenue and growing XPeng’s reputation, rather than on profit.
Tesla sold 69,280 vehicles in China in the January-to-March period, according to the China Passenger Car Association, while Nio sold 20,060 cars.
XPeng is in a strong position as a car company whose main asset is its software, Mr. Le said. “The post-1990s generation in China are all digital natives, and they like Chinese brands,” he said. “What XPeng is doing plays very well with that young Chinese consumer.”
At a moment of rising nationalism in China, homegrown brands have generally been gaining ground on Western ones among local consumers, from clothing to cars.
Mr. He this month announced plans for a third XPeng plant in Wuhan; its second plant, in Guangzhou, is still being built. The three plants will give the company an expected production capacity of 300,000 cars a year.
XPeng last year unveiled a prototype flying car that Mr. He said was far from being a gimmick and potentially key to the company’s future. The company’s growing fleet of EVs is just a starting point for a company with ambitions to define “the future commute,” he said.
Originally a computer programmer, the 43-year-old Mr. He, who comes from the central city of Huangshi, founded UCWeb Inc., a mobile-browser developer, in 2004. He sold the company to Alibaba Group Holding Ltd. a decade later in what was then China’s biggest internet merger, and worked as a senior Alibaba executive until 2017 before leaving to run XPeng, which he had co-founded as an investor in 2014.
The birth of his son in early 2017 jolted Mr. He into starting something new, he said. He settled on EVs despite having no automotive background and, by his own admission, regarding the overheated EV sector as “a crazy business.”
“I wanted my son to think that he had a cool dad,” he said.
Unable to persuade Alibaba to let him develop an EV in-house, Mr. He joined XPeng as full-time chief executive and brought the e-commerce giant on board as an investor. Alibaba owns 12.5% of the company, while Mr. He holds 22.7%. Alibaba didn’t immediately respond to a request for comment.
Mr. He said he only fully realized the difficulty of teaming software engineers with car mechanics when the company produced its first working prototype in late 2017.
The XPeng team was moved to tears when the vehicle rolled out: Engineers wept with joy because the machine worked, while the software developers were heartbroken because to them the unpainted and incomplete test-model “looked like trash,” Mr. He said.
The experience taught Mr. He and his software colleagues that developing a competitive car would be an arduous, years-long process.
Mr. He said his priority was to build XPeng into a global company rather than to outflank Tesla or other competitors, but there is open enmity between Mr. He and the company that once inspired him.
In 2019, Tesla filed a lawsuit against a former employee who had quit Tesla to join XPeng, alleging that he had downloaded its Autopilot source code with a view to handing it over to his new employer. XPeng was never a party to the legal case and said it is “confident we have engaged in no wrongdoing.”
In November, Mr. Musk trashed XPeng’s autonomous-driving system, saying on Twitter that “they have an old version of our software” and alleging that intellectual-property theft “was just an XPeng problem. Other companies in China have not done this.”
Mr. He fired back on Weibo. “It seems XPeng’s next-generation autonomous driving architecture…has made someone in the West feel very upset,” he said.
“Elon Musk is an amazing person and a great entrepreneur, despite some flaws,” Mr. He said in the Wednesday interview. Tesla didn’t respond to a request for comment.
Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: April 15, 2021.
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AI-powered travel agents are challenging online booking platforms, but Airbnb’s exclusive listings and direct customer relationships could give it an edge. Its next challenge: turning repeat guests into loyal customers through stronger rewards and innovation.
AI agents like Muse can already find you the cheapest hotel room in Paris. But they can’t locate a cheaper version of that Catskills cabin you’ve been eyeing, because it might only be available on Airbnb ABNB -1.43%decrease.
Investors should pay attention to that distinction. When Meta Platforms META 3.38%increase launched its Muse agent last month, travel stocks including Booking Holdings BKNG -1.19%decrease, Expedia and Airbnb all fell sharply.
Airbnb, though, has a real chance to emerge as a winner from the upheaval. The catch: Its stock already reflects above-industry growth. To justify its valuation, Airbnb will need to turn repeat customers into loyal ones.
Online travel companies make much of their money by simplifying search and collecting fees on bookings. AI agents threaten that model.
But not all travel marketplaces are equally exposed. Booking and Expedia largely sell hotel rooms that travelers can also book directly or through competing sites. If an agent can find the same room elsewhere, it has little reason to favor either Booking or Expedia.
Booking and Expedia also sell sponsored listings that steer travelers toward particular properties. Wells Fargo estimates those will account for about 8% of Expedia’s revenue and a much higher percentage of profit next year.
Airbnb has more ways to adapt. More than half its listings are available only on its platform, and more than 90% of its traffic comes directly to its app or website.
The customer relationship doesn’t end after booking, either. Bernstein analyst Richard Clarke notes that 90% of Airbnb guests go on to message their hosts about arrival times, keys or local taxes, giving Airbnb a connection to both sides of the transaction.
How the companies have responded to the possible agentic future is telling.
Expedia quickly signed on as a Muse partner. Airbnb hasn’t, and Chief Executive Brian Chesky says AI chatbots have so far been a boon, sending customers to Airbnb’s website.
Chatbots might work for buying paper towels, he quipped at a Skift conference last month, but people enjoy planning trips. He argued that browsing dozens of homes isn’t something a text-based chatbot is well suited for.
Still, the AI jitters arrived just as Airbnb was persuading investors it deserved its pricey multiple. For years after its 2020 initial public offering, the stock—which trades around 25 to 30 times forward earnings—went nowhere. Investors saw a mature operator trading at a growth premium.
This year, Airbnb growth seems to be accelerating. The stock jumped in August after the company raised its full-year revenue-growth guidance with its second-quarter results. Wells Fargo analyst Ken Gawrelski credits a run of product improvements under a revamped leadership team.
Among the changes: letting guests reserve now and pay later, adding hotels, and a redesigned home page and app. Investors were also betting on what comes next, including thousands more hotels, car rentals and, eventually, advertising.
The irony is that some of those growth drivers push Airbnb closer to the kind of business Booking and Expedia run—the kind of business AI agents could threaten. Even if AI agents capture a large share of travel planning and booking, Airbnb would capture the demand. But it and others would slowly lose control over how customers find and choose properties.
That would undermine the advertising opportunity investors are counting on. The bigger point for Airbnb and other marketplaces is that losing control of customer acquisition could mean surrendering some of their pricing power and margins.
To bulletproof itself, Airbnb might look to another e-commerce giant that has so far kept AI agents at arm’s length: Amazon.
Like Amazon, Airbnb has a loyal customer base and hard-to-match supply. But it has nothing like Prime membership to make customers think twice before taking their business elsewhere.
That is where loyalty comes in. Business travelers stick with Hilton or Marriott because enough nights earn them perks. Leisure travelers rarely accumulate stays with one chain. Airbnb has millions of listings and plenty of repeat customers, but no broad rewards program. It has begun experimenting with credits on hotel stays, but it should make loyalty a priority, not just a promotion.
Airbnb also plans to launch its own AI agent next year. But travelers using an agent might still want it to search Airbnb, Vrbo, Booking and hotel websites alike, rather than limit itself to one company’s inventory.
Eventually, Airbnb might have to strike deals with agent makers, using its unique homes as leverage to negotiate favorable terms, says Gawrelski. Such deals, along with rewards for loyal guests, could over the long term eat into the company’s roughly 13% take rate, he adds. But if they bring in enough additional bookings, the trade-off could be worthwhile.
History offers a reason not to panic. The shift from desktop to mobile unsettled investors in Alphabet and Amazon, but both emerged as major beneficiaries. Companies with valuable assets can come out of a platform shift stronger, if they adapt quickly enough.
Airbnb has homes the bots can’t easily replace. Now it needs to give guests a reason to insist on booking them there.