Tesla's China-made EV Sales in August up 3% yr/yr

16 June 2015, Ebringen: The logo of Tesla electric vehicle company is pictured on an S model vehicle. (dpa)
16 June 2015, Ebringen: The logo of Tesla electric vehicle company is pictured on an S model vehicle. (dpa)
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Tesla's China-made EV Sales in August up 3% yr/yr

16 June 2015, Ebringen: The logo of Tesla electric vehicle company is pictured on an S model vehicle. (dpa)
16 June 2015, Ebringen: The logo of Tesla electric vehicle company is pictured on an S model vehicle. (dpa)

Sales of US automaker Tesla's China-made electric vehicles grew 3% in August from a year earlier, data from the China Passenger Car Association (CPCA) showed on Monday.

Deliveries of its China-made Model 3 and Model Y vehicles rose 17% from July, Reuters reported.

Chinese rival BYD, with its Dynasty and Ocean series of EVs and plug-in hybrids, posted a 35.3% year-on-year jump in passenger vehicle sales in August to a fresh monthly high of 370,854 units.

Other local EV competitors including Leapmotor and Li Auto also reported higher sales.

Tesla's rising China numbers, including domestic sales and exports to Europe and elsewhere, came amid extended incentives for local buyers as well as breakthroughs in winning over government backing.

An uptrend in Tesla's China sales seems to be underway in the third-quarter even though its local sales force has undergone downsizing as part of the US EV giant's global layoffs.

In July, Tesla saw a 78% year-on-year increase in deliveries in tier-three cities while its sales in the second-tier cities such as Hangzhou and Nanjing rose by 47%, data and analysis by China Merchants Bank International (CMBI) showed.

"We project Tesla's retail sales volume to hit 65,000 units in August aided by strong growth in smaller cities. Should such momentum continue in September, Tesla may post the highest quarterly sales volume in China in 3Q24," said Shi Ji, an analyst with CMBI in Hong Kong.

Tesla has been offering a financing plan with a zero-interest loan of up to five years since April to attract buyers who tend to be more cautious with spending on big-ticket items in a sputtering economy.

The company has won endorsement from several local governments which have deemed Tesla cars eligible for official car purchases in recent weeks.

The country's top auto industry association said in April the data collection by Tesla vehicles in China was compliant, paving the way for Tesla cars to enter some government compounds that they used to be banned from.



AI Chatbots Must Learn to Say 'Help!' Says Microsoft Exec

A Microsoft logo is seen in Los Angeles, California US November 7, 2017. (Reuters)
A Microsoft logo is seen in Los Angeles, California US November 7, 2017. (Reuters)
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AI Chatbots Must Learn to Say 'Help!' Says Microsoft Exec

A Microsoft logo is seen in Los Angeles, California US November 7, 2017. (Reuters)
A Microsoft logo is seen in Los Angeles, California US November 7, 2017. (Reuters)

Generative AI tools will save companies lots of time and money, promises Vik Singh, a Microsoft vice president, even if the models must learn to admit when they just don't know what to do.
"Just to be really frank, the thing that's really missing today is that a model doesn't raise its hands and say 'Hey, I'm not sure, I need help,'" Singh told AFP in an interview.
Since last year, Microsoft, Google and their competitors have been rapidly deploying generative AI applications like ChatGPT, which produce all kinds of content on demand and give users the illusion of omniscience.
But despite progress, they still "hallucinate," or invent answers.
This is an important problem for the Copilot executive to solve: Singh's corporate customers can't afford for their AI systems to go off the rails, even occasionally.
Marc Benioff, CEO of Salesforce, this week said he saw many of his customers increasingly frustrated with the meanderings of Microsoft's Copilot.
Singh insisted that "really smart people" were trying to find ways for a chatbot to admit "when it doesn't know the right answer and to ask for help."
'Real savings'
A more humble model would be no less useful, in Singh's opinion. Even if the model has to turn to a human in 50 percent of cases, that still saves "tons of money."
At one Microsoft client, "every time a new request comes in, they spend $8 to have a customer service rep answer it, so there are real savings to be had, and it's also a better experience for the customer because they get a faster response."
Singh arrived at Microsoft in January and this summer took over as head of the teams developing "Copilot," Microsoft's AI assistant that specializes in sales, accounting and online services.
These applications have the gargantuan task of bringing in revenue and justifying the massive investments in generative AI.
At the height of the AI frenzy, start-ups driving the technology were promising systems so advanced that they would "uplift humanity," in the words of Sam Altman, head of OpenAI, which is mainly funded by Microsoft.
But for the time being, the new technology is mainly used to boost productivity, and hopefully profits.
According to Microsoft, Copilot can do research for salespeople, freeing up time to call customers. Lumen, a telecom company, "saves around $50 million a year" doing this, said Singh.
Singh's teams are working on integrating Copilot directly into the tech giant's software and making it more autonomous.
"Let's say I'm a sales rep and I have a customer call," suggested the executive. Two weeks later, the model can "nudge the rep to go follow up, or better, just go and automatically send the email on the rep's behalf because it's been approved to do so."
'First inning'
In other words, before finding a solution to global warming, AI is expected to rid humanity of boring, repetitive chores.
"We're in the first inning," Singh said. "A lot of these things are productivity based, but they obviously have huge benefits."
Will all these productivity gains translate into job losses?
Leaders of large firms, such as K Krithivasan, boss of Indian IT giant TCS, have declared that generative AI will all but wipe out call centers.
But Singh, like many Silicon Valley executives, is counting on technology to make humans more creative and even create new jobs.
He pointed to his experience at Yahoo in 2008, when a dozen editors chose the articles for the home page.
"We came up with the idea of using AI to optimize this process, and some people asked 'Oh my God, what's going to happen to the employees?'" said Singh.
The automated system made it possible to renew content more quickly, thereby increasing the number of clicks on links but also the need for new articles.
"In the end," said the executive, "we had to recruit more editors."