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Two of China's top memory chipmakers are launching their most aggressive expansions ever as a severe global supply crunch creates a golden opportunity for emerging players to close the gap with market leaders, Nikkei Asia has learned.
ChangXin Memory Technologies, better known as CXMT, the country's top maker of dynamic random access memory (DRAM), is expanding plants in Shanghai, with total capacity to be some two or three times that of its home base in Hefei, according to sources with knowledge of the matter.
The plants are expected to make DRAM for servers, computers, automotive applications and other electronics, the sources said. Equipment installation is planned for around the second half of 2026, with production to start in 2027, they said. The chipmaker is also expanding its production lines for high-bandwidth memory (HBM), a crucial <a href="/industry/ai">artificial intelligence</a> component, in Shanghai.
"The company's plants in Hefei and Beijing are already running at full capacity," one of the people familiar with the matter said. "They see very high demand, mainly from local companies, to expand capacity as soon as possible."
Wuhan-based Yangtze Memory Technologies (YMTC), the nation's leading maker of NAND flash memory, is <a title="" href="https://asia.nikkei.com/business/tech/semiconductors/china-s-top-memory-chip-maker-ymtc-to-build-3rd-plant-eyeing-2027-start" target="_blank" rel="noopener">building its third plant</a> in the city, aiming for production to start in 2027, Nikkei Asia earlier reported.
YMTC has now decided that in addition to making NAND, 50% of the new plant's capacity will produce DRAM memory, sources briefed on the matter said, adding that the company will also partner with another local memory assembler to build HBM for AI computing.
Three people told Nikkei Asia that YMTC has largely overcome the foreign export controls that have curbed its access to chipmaking equipment by finding ways to produce memory chips using less advanced machines. The company has also finalized the development of its own DRAM products, they said.
"They [YMTC] started to develop their own DRAM more than two years ago. They have the technological foundation and the market, now it is only a matter of time for them to produce quality DRAM and HBM going forward," said one of the people whose company supplies YMTC.
YMTC was at one point poised to become an Apple supplier, with the US company verifying its NAND flash memory products for use in iPhones. This plan was disrupted, however, when YMTC was added to the US Entity List, a trade blacklist, in 2022. The company later found growth thanks to Beijing's push to localize tech supplies and a surging memory chip market.
"It is the best timing for them to secure a solid position in the global supply chain, as whoever has memory chips on hand is a winner," said an executive with a material supplier to Micron, CXMT, and YMTC. "We estimate the bright outlook for the memory sector is going to last for at least two years and beyond."
AI computing demand is driving a supercycle in the global memory chip market, with prices up hundreds or even thousands of percent on the year. This surge has already <a title="" href="https://asia.nikkei.com/business/technology/memory-chip-crunch-to-hit-tvs-and-consumer-devices-hardest-in-2026" target="_blank" rel="noopener">disrupted multiple electronics markets</a> and product planning for 2026. Several industry executives told Nikkei Asia that Chinese memory chipmakers' expansions will mainly serve local demand.
DRAM temporarily stores data, enabling rapid access that directly affects system performance. HBM, which is built from stacked DRAM chips, is critical for AI computing because it allows fast data transmission. NAND flash memory, meanwhile, serves as the primary storage in electronic devices, with rising AI inference, or deployment, demand driving increased usage.
China's CXMT is the world's fourth largest DRAM maker, behind Samsung, SK Hynix, and Micron, with a market share of about 11.1% by capacity, according to Yole Group. That figure is expected to grow to about 13.9% by 2027, Yole estimated. CXMT already counts many major tech players such as <a href="/company/alibaba">Alibaba</a>, <a href="/company/tencent">Tencent</a>, <a href="/company/bytedance">ByteDance</a>, <a href="/company/lenovo">Lenovo</a>, <a href="/company/xiaomi">Xiaomi</a>, <a href="/company/oppo">Oppo</a>, and Vivo among its clients, according to an IPO sponsorship Letter by China International Capital Corporation.
CXMT has already successfully produced older-generation DDR4 and LPDDR4 products and has decided to migrate to more advanced DDR5-class DRAM. The company also aims to support domestic demand for HBM, as supplies have been cut off by US restrictions.
At the end of 2025, it filed an IPO application to the Shanghai Stock Exchange, saying it aims to raise RMB 29.5 billion (USD 4.1 billion) for production line upgrades and R&amp;D.
YMTC has also gained market share thanks to China's policy-driven demand for local supplies. Yole estimates that its share by wafer capacity is about 12% in 2025 and could expand to 15% by 2028.
"Chinese memory chipmakers are expanding capacity to meet surging demand, based on our supply-chain checks," said Gary Huang, head of Asia at Yole Group. "The global memory supply crunch has created a favorable environment for emerging players, giving them healthier financial conditions to support expansion," he said.
"China's push for localization and government support are also helping. Together, these factors are encouraging more companies to adopt alternative sources of memory supply, creating new business opportunities for these players," Huang added.
YMTC and CXMT did not respond to Nikkei Asia's requests for comment.
This article first appeared on <a href="https://asia.nikkei.com/business/tech/semiconductors/china-s-cxmt-and-ymtc-to-massively-expand-memory-output-amid-global-crunch">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

China's CXMT and YMTC to massively expand memory output amid global crunch

Deep Tech

Semiconductors

China

Chinese <a href="/industry/ev">electric vehicle</a> leader BYD looks to quickly build out its Japanese sales network by launching a multitude of tiny dealerships with just one or two cars on display.
BYD has already opened dealerships in major cities and prefectural capitals. Starting in 2026, the company will speed up its expansion elsewhere by thinking small.
"We intend to cover small, regional commercial areas in order to sell mini EVs," said Atsuki Tofukuji, president of BYD Auto Japan.
The sites will be in outlying cities of fewer than 500,000 people. Each will have a couple of vehicles on display at the most, and the openings will be completed quickly.
Car dealerships are usually built large to fully convey their brands' unique identities. BYD is taking the opposite tack because of the <a href="https://asia.nikkei.com/business/automobiles/electric-vehicles/byd-unveils-first-kei-minicar-to-break-open-the-japanese-ev-market">Racco mini EV</a>, which launches this summer and was developed specifically for Japan.
The Racco's spacious interior was inspired partly by the Honda N-Box, Japan's bestselling minicar. Even though BYD is known for its cost-competitive infrastructure in China, developing a vehicle dedicated to the Japanese market carries risks for any global company.
The mini-dealerships will put the Racco front and center. Such minivehicles account for roughly 40% of new car sales in Japan and are in demand in rural areas.
By focusing on the Racco, BYD aims to break into Japan's minicar market.
BYD entered Japan's passenger vehicle market in 2023. Japanese consumers have been known to turn a critical eye toward Chinese brands. From the start, increasing dealerships was a key priority for BYD in boosting brand recognition and gaining trust.
BYD had called for expanding to 100 locations by the end of 2025. The company aims to cut costs by occupying such vacant properties as former convenience stores—a step that halves the time to open a dealership.
Foreign automakers typically design their dealerships with materials and furnishings sourced from their home countries so that they can present the desired concepts for their brands. BYD has instead prioritized speed in Japan. With permission from corporate headquarters in China, BYD Auto Japan is sourcing most of its dealership design materials locally.
BYD had 69 locations, including sites with planned openings, covering 38 prefectures by the end of 2025, more than twice the 29 locations that <a href="/company/tesla">Tesla</a> has opened since entering the Japanese market in 2014.
BYD missed its target partly because of such issues as the difficulty of finding properties. Tofukuji feels a strong sense of urgency at the slower-than-expected progress as the Racco's launch looms.
"The number of vehicle models will increase, but this number of stores will result in lost sales opportunities," Tofukuji said.
In 2025, BYD sold 3,731 EVs in Japan after excluding commercial vehicles, up 68% on the year. It now ranks fifth in the segment among automakers, but sales have grown more slowly than hoped. This owes partly to lingering consumer concerns about Chinese cars.
BYD's pricing strategy hints at a sense of desperation. Last September, the company discounted all models sold in Japan for a monthlong period. The price cuts ranged from JPY 500,000 to JPY 1.17 million or about USD 3,200–7,500, making BYD's models the cheapest compact EVs in the country.
While this gambit did increase sales in September, discounting is not a sustainable strategy.
Tesla sold some 10,600 units in Japan in 2025, up 90% or so from the previous year. The record sales volume surpassed 10,000 vehicles for the first time ever.
Tesla's strategy of focusing on customer service at directly operated stores, on top of online sales, has proven successful. The American automaker is also expanding its network of locations in Japan.
"With the launch of electric minicars, we have to increase our sales" volume, Tofukuji said, adding that moving 10,000 units annually is "a major goal."
To achieve this, BYD would need to sell over 6,000 more vehicles this year than in 2025. Tesla took 11 years to break the 10,000 mark.
There are reasons why BYD needs to reach this ambitious goal quickly.
Japanese automakers are rolling out electric mini vehicles of their own. Daihatsu Motor has <a href="https://asia.nikkei.com/business/automobiles/electric-vehicles/daihatsu-debuts-mini-commercial-evs-with-industry-leading-257-km-range" target="_blank" rel="noopener">launched mini commercial EVs</a> developed with partners including Toyota Motor. Top mini vehicle maker Suzuki Motor plans to come out with electric passenger minicars starting in fiscal 2026.
Japanese players have far larger dealership networks in Japan than BYD. Daihatsu has around 700 nationwide, rising to 6,000 when including both full-fledged dealers and such smaller local outlets as auto repair shops.
BYD has been expanding its sales channels in other ways. It has set up shop on the Rakuten Ichiba <a href="/industry/e-commerce">e-commerce</a> website—a rarity for an automaker—and has run limited-time campaigns at malls operated by Aeon, Japan's largest retailer.
BYD's growth has suffered in China amid intensifying price competition and new rivals. It sold about 3.3 million vehicles weighing less than 6 metric tons there in 2025, down from 3.65 million in 2024, according to S&amp;P Global Mobility.
The automaker is looking to exports as a solution to its challenges. Given this strategy, Japan is an increasingly important market.
Tofukuji has declared 2026 "the first year of the new energy vehicle era," reflecting both BYD's determination to expand its Japanese sales and concern that if it does not do so now, it will be hard-pressed to catch up.
This article first appeared on <a href="https://asia.nikkei.com/business/automobiles/electric-vehicles/byd-to-rev-up-japan-sales-with-ev-mini-dealerships">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

BYD to rev up Japan sales with EV mini dealerships

East Asia

Transportation

Electric Vehicles

Mobility

Japan

<a href="/company/lenovo">Lenovo</a> reported record revenue for its December quarter and sharply higher operating profit, but net income fell as restructuring charges and other non-operating items weighed on the bottom line.
Revenue rose 18% year-on-year to USD 22.2 billion for the third quarter of fiscal year 2025–2026, while operating profit increased 38% to USD 948 million, supported by scale and a higher contribution from premium offerings. Gross margin declined 0.6 percentage points to 15.1%.
Profit attributable to equity holders fell 21% to USD 546 million, even as operating profit rose. The divergence captures the quarter’s central tension. Lenovo is accelerating investment in <a href="/industry/ai">artificial intelligence</a> across devices, infrastructure, and services. At the same time, it is absorbing near-term costs to reshape parts of its portfolio, particularly its infrastructure business, while component prices continue to rise.
On an adjusted basis, profitability improved. Adjusted profit attributable to equity holders increased 36% to USD 589 million, and adjusted net income margin expanded to 2.7%. The company excluded items including a USD 285 million one-time restructuring charge tied to infrastructure solutions and enterprise sales, and a USD 186 million non-cash fair value gain on warrants.
<h3>A quarter shaped by AI and an infrastructure reset</h3>
Lenovo centered its earnings call on AI, arguing that growth is increasingly linked to what it calls “hybrid AI,” a combination of AI-capable personal devices, enterprise infrastructure, and services. The company said AI-related revenue rose more than 70% year-on-year and accounted for roughly one-third of group revenue.
Beyond headline growth, the segment mix shows where the company is seeking improvement. It is pushing higher-value categories while relying on operating leverage to defend profitability, even as costs rise and supply constraints persist.
The intelligent devices group (IDG) remained Lenovo’s largest unit and primary profit driver. Revenue increased 14% to USD 15.8 billion, and operating profit rose 15% to USD 1.15 billion.
Lenovo said its global PC market share reached 25.3% for calendar year 2025, citing continued leadership and share gains.
Management indicated that near-term market dynamics are likely to be shaped more by pricing and mix than by unit growth. It pointed to memory shortages and higher component costs, arguing that higher average selling prices and a shift toward high-end, AI-focused PCs could offset weaker unit demand in value terms.
The infrastructure solutions group (ISG) again outpaced overall company growth, with revenue rising 31% to USD 5.18 billion. The segment posted an operating loss of USD 11 million, an improvement from prior quarters and close to breakeven.
Lenovo booked a USD 285 million restructuring charge for ISG and said the program is expected to generate more than USD 200 million in annualized net savings over three years. The objective is sustained profitability in infrastructure solutions.
Management linked the restructuring to a shift in the AI market. Much of today’s AI spending has focused on training large models in public cloud data centers. Lenovo is positioning for the next phase, when companies deploy AI applications on premises and at the edge, a process known as inferencing, where trained models generate results in real time.
If enterprise demand for inferencing accelerates, a leaner cost base and a portfolio aligned with enterprise deployments could help turn growth into consistent profit. If adoption is slower than expected or competition intensifies, the payoff from restructuring could take longer to materialize.
Lenovo also cited growth in AI servers and its “Neptune” liquid cooling technology, as well as a strengthening infrastructure pipeline. It did not provide detailed figures.
The "solutions and services" group (SSG) remained the most stable and profitable segment. Revenue rose 18% to USD 2.65 billion, and operating profit increased 30% to USD 596 million. Operating margin was approximately 22.5%, near a historical high. Lenovo attributed the performance to a greater mix of managed services, and project- and solutions-based work.
Management positioned TruScale, its as-a-service offering, as a way for customers to move spending toward operating expenses for greater predictability, particularly in an environment of volatile component pricing.
<h3>Margin defense hinges on pricing and execution</h3>
The quarter points to solid operational execution. Operating profit grew faster than revenue, and cash generation remained positive, with USD 952 million in operating cash flow and USD 451 million in free cash flow.
At the same time, the figures underscore the costs embedded in Lenovo’s strategy.
Gross margin declined year-on-year, and management acknowledged higher component prices, especially memory, alongside supply-demand imbalances. Sustaining premium pricing and product mix without sacrificing share will be critical, as will procurement discipline and cost control.
The restructuring of ISG is the most consequential move in the quarter. Lenovo is accepting near-term earnings pressure in exchange for a lower cost base and a portfolio repositioned for enterprise AI demand. The targeted savings are material. Execution risk remains significant.
<h3>Outlook</h3>
Management said component cost inflation, particularly in memory, is likely to persist and could pressure unit demand, even if market value holds up through higher average selling prices and premium mix.
Lenovo expects to begin shipping Kira- and Qira-embedded devices next quarter, positioning personal AI features as a near-term catalyst.
The company also expressed confidence that it can deliver double-digit growth in its PC and infrastructure businesses over the next several quarters, citing supply chain resilience as a key support.
Taken together, Lenovo has delivered a robust quarter while resetting its infrastructure business for a different phase of AI demand. The next test is whether it can convert AI-related growth into sustained profit expansion while defending margins in a higher-cost hardware cycle. It needs to also show that the restructuring delivers results on the timeline management has outlined.

Lenovo profit slips in latest quarter as restructuring offsets gains

Lenovo

Hardware

… Doctors interpret results, alleviate anxiety, and deliver care that algorithms cannot replicate. Ideally, AI should free doctors’ time for patients.
<h3>36Kr: What progress have you made in AI?</h3>
WZ: We are addressing issues of memory and reliability. Large models can generate inaccurate outputs. If we organize each user’s historical medical data into a structured personal health memory, AI recommendations become more personalized and precise.
<h3>36Kr: Beyond China, you have expanded to Singapore and Malaysia. What’s the strategy?</h3>
WZ: It is exploratory globalization, executed at relatively low cost. We focus on two groups.
First, foreigners coming to China. The composition is changing, with fewer Westerners and more individuals from Saudi Arabia and Southeast Asia. They have medical needs, and our overseas presence helps channel them.
Second, Chinese nationals going abroad. Many work overseas while their families remain in China. They often struggle to navigate foreign healthcare systems. We provide assistance and build trust overseas, which can convert into domestic membership.
<figure id="attachment_159945" aria-describedby="caption-attachment-159945" style="width: 640px" class="wp-caption aligncenter"><img loading="lazy" decoding="async" class="wp-image-159945" src="https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore.jpg" alt="Photo shows the exterior of a clinic operated by Distinct Healthcare in Jurong East, Singapore." width="640" height="360" srcset="https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore.jpg 1920w, https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore-720x405.jpg 720w, https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore-1024x576.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore-768x432.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore-1536x864.jpg 1536w, https://console.kr-asia.com/wp-content/uploads/2026/02/Distinct-Healthcare-Clinic-Singapore-480x270.jpg 480w" sizes="(max-width: 640px) 100vw, 640px" /><figcaption id="caption-attachment-159945" class="wp-caption-text">A clinic operated by Distinct Healthcare in Jurong East, Singapore. Photo source: Distinct Healthcare.</figcaption></figure>
<h3>36Kr: Looking back at your 2012 ambition to build China’s version of Mayo Clinic, how do you evaluate Distinct today?</h3>
WZ: Over 13 years, I have become more pragmatic. Distinct must first be an enterprise that creates health value for users and returns for shareholders.
We believe we have validated that a Costco-style model can work in health services. Our next goal is one million members and RMB 10 billion (USD 1.4 billion) in annual revenue. Within ten years, we aim to serve one million Chinese families, so they can trust Distinct’s recommendations.
<h3>36Kr: What kind of entrepreneur are you?</h3>
WZ: One who strives to be responsible to users, shareholders, and employees.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3671195512873603">article</a> was written by Chen Zhiyan for 36Kr.

“Costco of healthcare” makes Hong Kong debut with trust at its core

Hong Kong

On February 6, China-based high-end automotive brand Aito signed a cooperation agreement with Abu Dhabi Motors (ADM), a premium car dealership group in the UAE, in Chongqing, China. Jason Wang, president of overseas business at Seres, and Syed Faiz Karim, CEO of ADM, signed the agreement on behalf of their companies. Leon He, president of Seres, and Kelvin Zhao, chief representative of ADM China, attended as witnesses. Seres owns the Aito brand.
The agreement marks Aito’s entry into the UAE and forms part of its broader international expansion strategy in the premium new energy vehicle segment.
Founded more than 40 years ago, ADM has established a presence in the Middle East’s luxury car market. It operates an extensive distribution network and serves high-net-worth clients across the region. The company said its customer-focused approach and operating model have contributed to its position in the local market.
Aito positions itself as a premium brand focused on integrating advanced technology into its vehicles. The company said it reached one million cumulative vehicle production units within 46 months. It also reported that its flagship model, the Aito M9, has led sales in China’s RMB 500,000 (USD 70,000) and above segment for 21 consecutive months.
Through the partnership, the two companies plan to collaborate on sales, distribution, and brand development in the UAE. They said the cooperation is intended to strengthen their respective positions in the premium car segment and to explore demand in the Middle East.
Under the agreement, ADM will oversee sales, delivery, and after-sales services for Aito’s high-end car models in the UAE. It plans to establish brand experience centers and service facilities aligned with Aito’s market positioning.
ADM will also develop localized marketing and brand communication strategies tailored to the UAE market. The companies said they will cooperate on customer service, market intelligence sharing, and resource coordination to support long-term development. The two companies will also collaborate in areas including customer services, market intelligence, and resource coordination as part of a longer-term partnership framework.
Wang said the partnership represents a milestone in Aito’s globalization strategy and a starting point for expansion in the Middle East’s high-end new energy vehicle market. He said ADM’s local market experience and network will support Aito’s localization efforts.
According to Karim, Aito’s technology, product quality, and brand positioning align with demand in the Middle East’s premium segment and with ADM’s focus on customer experience. He said ADM will leverage its distribution network and operational capabilities to support Aito’s development in the UAE and to explore opportunities in the premium new energy vehicle market.
Aito said its models have completed software and hardware localization and secured the required local certifications. Test drives for the Aito M9 have begun in the UAE, which the company described as part of its efforts to engage local consumers. Vehicles have arrived at the Port of Dubai and will be available for delivery following the official launch.
ADM’s existing infrastructure is expected to support Aito’s launch, delivery operations, and longer-term presence in the UAE. Aito said it plans to expand further in the Middle East and use the UAE as a base for entry into neighboring markets as it builds its international footprint.
KrASIA features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3675460319322758">article</a> was written by 36Kr Brand.

Aito partners with Abu Dhabi Motors to enter the UAE

Middle East

… NetEase ended the year with net cash of RMB 163.5 billion (USD 22.9 billion). It declared a quarterly dividend of USD 1.16 per ADS and disclosed that it had repurchased 22.1 million ADS for approximately USD 2 billion under its USD 5 billion buyback program as of December.
The company has not provided quantitative guidance. For investors, the near-term focus is likely to center on whether games revenue regains momentum as event-driven activity normalizes, whether marketing spending translates into durable engagement, and whether the 2026 pipeline converts improved unit economics into stronger topline growth.
NetEase shares listed on Nasdaq fell on the day of the earnings release, closing at approximately USD 118.5 on February 11 after opening near USD 121.55, down about 4%. The stock touched an intraday high of roughly USD 125 earlier in the session. At the closing price, shares were trading about 25% below the 52-week high of approximately USD 158.69, suggesting that margin improvement alone has not restored investor confidence.
Note: RMB figures are converted to USD at a rate of RMB 1 = USD 0.14 for reference, unless otherwise stated. Company disclosures may apply different exchange rates.

NetEase Q4 growth capped by seasonal lull, but margins improve

NetEase

Gaming

… for example, can consume as much electricity as a midsize office building. Charging peaks often coincide with residential demand peaks, while grid operators prefer balanced loads.
Home charging is grid-friendly but limited. Government data shows that as of November 2025, China had 14.697 million private charging piles. As of June 2025, there were 36.89 million new energy vehicles on the road. Fewer than half of owners have access to home charging.
Battery swapping may bridge those gaps, combining efficiency with safety.
“Imagine 30,000 swap stations,” Qu said. “Conservatively estimating 4,000 kWh per station per day, that’s 120 million kWh of daily electricity consumption.”
Skepticism persists, particularly over capital intensity, operational efficiency, and network density. CATL’s response is standardization.
It introduced standardized Choco-Swap battery pack models, coded #20 and #25, that together cover 95% of pure electric passenger vehicles. For light trucks, it offers model #35, achieving full compatibility within that segment.
“We use standardization to find the greatest common denominator in energy services,” Deng told 36Kr. Even battery management system outputs are unified. Working with automakers, Era Electric offers energy efficiency recommendations, including aerodynamic optimization.
<h3>Making battery swapping mainstream</h3>
Throughout automotive history, refueling has been universal. In the EV era, however, energy replenishment has become a differentiator, especially among premium brands. Fast charging and battery swapping are still concentrated in higher-end vehicles.
Swapping offers refueling-like convenience, restoring a car’s energy in minutes. Through battery-as-a-service financing models, it separates vehicle and battery assets, lowering upfront costs while shielding users from depreciation tied to battery aging or technology upgrades. Real-time diagnostic checks during swaps also enhance safety.
This value proposition helped Nio’s ES8 establish a distinct position in the premium EV segment. In November 2025, the Nio ES8 outcompeted hybrid rivals in China in the over-RMB 400,000 (USD 56,000) category.
The value of swapping has been validated. What remains is scale.
Era Electric positions itself as a standardized public infrastructure provider backed by CATL’s manufacturing, technology, and supply chain capabilities.
In Chongqing, it has tested its model. In 2025 alone, it built more than 70 stations there, opened 52, and served nearly 5,500 vehicles, with user satisfaction above 99.8%. According to Qu, daily usage of 5,500 kWh per station marks the breakeven point. After beginning operations in April, the city reached gross profit positive by September. By December, daily swaps reached 300,000 kWh citywide, peaking at 370,000 kWh on January 1.
With the model validated, the company is expanding from commercial fleets to the personal vehicle market.
The Aion UT Super, developed by <a href="/company/gac">GAC</a> with CATL and <a href="/company/jd">JD.com</a>, supports Choco-Swap. It starts at RMB 49,900 (USD 6,986) with a RMB 399 (USD 55.9) monthly battery rental plan, attracting significant attention.
In 2026, more than ten additional Choco-Swap-compatible models will launch, about half aimed at personal users.
Deng said that while the premium segment will remain a focus, the company’s mission is to make battery swapping accessible to the mass market.
Data from the China Passenger Car Association shows that from January to November 2025, China sold 6.906 million pure electric passenger vehicles, more than 4.5 million of which were priced below RMB 200,000 (USD 28,000). The surge in affordable models has driven overall EV adoption.
Expanding swapping into this segment aligns with both infrastructure logic and market demand.
CATL’s focus has always been leveraging technology and product quality to improve efficiency. Era Electric applies the same principle. Both swap stations and Choco-Swap batteries are designed to serve multiple vehicle generations, easing amortization pressure.
Wu Yuanhe, head of product development, said the cloud platform monitors batteries around the clock. “If there’s any early warning, we can isolate a battery within 60 seconds and transfer it to a fire isolation bay.”
The batteries reportedly comply with China’s latest national safety standards and undergo vibration and road testing equivalent to 1.2 million kilometers, enough for two vehicle generations.
Swap success rates have reached 99.96%, including all potential disruptions from user error to signal issues.
Site selection is equally rigorous, excluding flood-prone areas and ensuring proximity to fire services within a ten-minute response radius.
As the network grows, the company is optimizing electricity procurement by using data and peak-valley pricing to lower costs.
After building 1,000 stations in a year, Era Electric now has teams capable of constructing more than 300 per month, cutting the average cycle from 24 days to 16.
Within CATL’s battery factories, defect rates are measured in parts per billion. Era Electric aims to apply that same precision to swapping infrastructure, transforming a service once seen as slow and difficult to scale into a nationwide system.
Deng summarized the company’s approach in one word: focus. While many tier-one suppliers offer customized full-stack solutions, Era Electric sees itself as a standardized public service platform, not exclusive to any automaker.
With technology, capacity, and partnerships aligning, the milestones of 3,000, 5,000, and ultimately 30,000 stations appear within reach.
After making its name in battery manufacturing, CATL is now pursuing a new frontier in energy services. This time, it does not plan to do it alone.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3673090089329283">article</a> was written by Xiao Xi for 36Kr.

After batteries, CATL targets next growth phase in swap stations with partners

Batteries

Energy

Battery

… extends to product design. While competitors often emphasize peak suction power, higher suction drains batteries quickly. Ilife instead focuses on airflow efficiency and one-pass dust pickup, metrics it says better reflect real-world performance. The products may lack headline specifications, but they emphasize reliability.
Cost control plays a central role. From R&amp;D and mold development to manufacturing, warehousing, and logistics, Ilife handles most operations in-house, reducing intermediaries and external costs.
According to 36Kr, those savings are reflected in pricing. Comparable Ilife products are typically USD 10–20 cheaper than competing models.
The company’s channel strategy is equally deliberate. On AliExpress, Ilife promotes more vacuum-and-mop combination models with additional features. On Amazon, it lists simpler, value-focused products. AliExpress has lower return rates and built-in messaging tools, allowing direct communication with customers and faster issue resolution for more complex devices.
That direct feedback loop has also helped Ilife anticipate demand. Seven years ago, European and US users were already requesting clean water mopping. Ilife launched a continuous clean water mopping robot six years ago, nearly a year ahead of many competitors. For pet-owning households, ongoing improvements in anti-tangle brushes and haircutting functions have also been driven by user input.
From OEM production lines to living rooms in Polish homes, Ilife’s decade-long shift reflects a broader upgrade in China’s manufacturing sector. With disciplined positioning and direct access to consumers, Chinese manufacturers are increasingly building brands that stand on their own overseas.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3668313691480966">article</a> was written by Ou Xue for 36Kr.

Former OEM Ilife offers a blueprint for China’s next manufacturing phase

E-commerce

Retail

Consumer Economy

Europe

Chinese online fast fashion retailer <a href="/company/shein">Shein</a> is spending RMB 3.5 billion (USD 490 million) to build a logistics hub in Guangdong, seeking to improve operational efficiency as Europe and the US move to reign in the influx of cheap imports by the company.
Work on the distribution center was already underway last month at an industrial park in the city of Zhaoqing. Scheduled to begin operating in the first half this year, the facility will house 14 two-story buildings with a total construction area of 600,000 square meters.
The new hub will sort and package goods from contracted manufacturers to be shipped around the world. In a rare move, Shein decided to develop the facility in-house instead of leasing from a warehouse operator in order to achieve maximum efficiency.
Shein is also moving forward with plans to invest over RMB 10 billion (USD 1.4 billion) elsewhere in the province, provincial government-backed newspaper Nanfang Daily reported late last year.
Guangzhou, the provincial capital, is <a title="" href="https://asia.nikkei.com/business/business-trends/china-s-shein-village-dims-amid-country-s-economic-shift" target="_blank" rel="noopener">home to "Shein village,"</a> which hosts thousands of contract manufacturers that supply the company, making it one of China's leading apparel clusters. Shein is likely aiming to have its distribution centers close to that area.
While Shein is headquartered in Singapore, it operates mostly out of Guangzhou. It was once based in Nanjing, Jiangsu, where the company was founded in 2008 by CEO Xu Yangtian, also known as Chris Xu, as an e-commerce outlet that exported wedding dresses.
Some Chinese media have reported that Shein plans to set up an R&amp;D base in Nanjing.
Looking to go public, Shein has confidentially filed for listing on Hong Kong's exchange. While it had once hoped to go public in the US, the plan seems to have faltered over allegations that its suppliers use forced labor in the Xinjiang Uyghur autonomous region.
There also were plans to list in the UK, but the company has not revealed details.
Companies that have business bases in China need approval from the China Securities Regulatory Commission to list outside the mainland. Being listed in Hong Kong would only add to the online retailer's presence in China.
Shein has grown rapidly as a specialist in cross-border e-commerce. Its business model of working closely with subcontractors to produce a large number of items in small quantities by using <a href="/industry/ai">artificial intelligence</a> trend analysis has been key to its success.
While the minimum lot size for items for major apparel player Zara is 500 pieces, the minimum at Shein is just 100 pieces, according to China's Sealand Securities. Shein also has a seven-day new product cycle, in contrast to Zara's 14 days. Its inventory turnover period is also half that of Zara's operator. Shein has systems in place that minimize inventory risk and allow it to keep prices low.
Shein has also made use of de minimis rules, which exempt small orders of imports from tariffs in some countries, to sell its low-priced, China-made products.
Nearly all the company's sales come from outside China. In 2024, Shein's Singapore-registered operating company Roadget Business saw sales rise 20% on the year to reach USD 37 billion.
Yet Western markets are growing alarmed by the influx of discount products from Chinese sellers.
The US ended its de minimis rule on goods from China in May. The European Unit will also begin charging duties on small parcels in July. Japan is working to revise its tariff rules on purchases from cross-border e-commerce sites.
France called for the <a title="" href="https://asia.nikkei.com/business/retail/shein-faces-suspension-in-france-over-sex-dolls-weapons" target="_blank" rel="noopener">suspension of Shein's site</a> in the country following the discovery of illegal products on the company's website, such as sex dolls.
The end of tariff exemptions will raise the prices of Shein's products, <a title="" href="https://asia.nikkei.com/business/retail/end-of-de-minimis-rule-hits-shein-temu-as-americans-buy-less" target="_blank" rel="noopener">potentially alienating customers</a>. Shein plans to use the new logistics hub to improve efficiency and retain its price-competitiveness.
"With more factories closing lately, the empty lots are starting to be more noticeable," said a person familiar with the Shein village.
This article first appeared on <a href="https://asia.nikkei.com/business/retail/shein-bets-on-500m-china-distribution-hub-to-fight-headwinds-overseas">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Shein bets on China distribution hub to fight headwinds overseas

Shein

Fashion