I. Industry Risk Analysis

(1) Policy Risk

The in-vehicle camera industry faces the risk of periodic policy fluctuations: During the policy formulation period, the detailed regulations on data security supervision for intelligent driving are not yet clear. Enterprises may be forced to adjust their technical architectures due to sudden compliance requirements (such as data storage localization and privacy protection standards). During the policy implementation period, the differences in the approval scales for road tests and vehicle access in different regions lead to market fragmentation. The existing subsidy reduction policies (such as the exemption of purchase tax for new energy vehicles) indirectly affect the procurement budgets of downstream vehicle manufacturers. The carbon footprint traceability regulations being formulated in regions such as the EU may increase the environmental protection transformation costs of midstream manufacturing enterprises. Entrepreneurs need to establish a policy sandbox mechanism to pre – judge the direction of technical adaptation in advance.

(2) Economic Risk

The slowdown of global economic growth has led to weak demand for automobile consumption. Coupled with the rising costs of the supply chain, the in-vehicle camera industry is squeezed by both demand and cost. During the economic downturn, automobile enterprises cut their budgets for intelligent configurations, intensifying the competition in the existing market. New entrants face price pressure from leading enterprises. The extension of consumers’ vehicle replacement cycle has led to a shrinkage in the demand for the pre – installed market, and the post – installed market is significantly impacted by the decline in disposable income. Against the background of a tightened financing environment, the cash flow pressure of module manufacturers with heavy asset investment has increased sharply, and the risk of mismatch between the technology iteration speed and market demand has increased.

(3) Social Risk

The generational consumption differences lead to a serious differentiation in demand. The young generation pursues high – intelligence and strong – interaction camera functions but is extremely sensitive to privacy and security. The middle – aged group pays more attention to product reliability but has limited acceptance of new technologies. Elderly users are price – sensitive and face usage barriers. The continuous doubts from public opinion about data abuse intensify the brand trust crisis. The policy supervision lags behind the technology iteration speed, resulting in a sharp increase in compliance costs. The collision of consumption concepts among different generations may lead to the dual risks of blurred product positioning and lack of social responsibility.

(4) Legal Risk

The in-vehicle camera industry faces risks in product compliance (products are taken off the market for failing to pass national security certification or electromagnetic compatibility testing), data privacy (collecting users’ driving data without explicit authorization violates the “Personal Information Protection Law”), intellectual property rights (algorithm or hardware design infringes on others’ patents, triggering infringement lawsuits), joint liability of suppliers (purchasing sub – standard image sensors leads to product defects and joint compensation), and cross – border compliance (exported products that do not meet the EU CE certification or US FCC standards face customs seizure). Entrepreneurs need to establish a supplier access review system, data desensitization processing, and a full – life – cycle compliance testing system for products to prevent high – value fines and product recall losses.

II. Entrepreneurship Guide

(1) Suggestions on Entrepreneurial Opportunities

Focusing on the in-vehicle camera field, one can deeply explore the upgrading needs of intelligent driving and develop low – cost solutions for enhanced night imaging and multi – sensor fusion. Develop special modules for fatigue monitoring for the commercial vehicle fleet management scenario. Enter the post – installed market and launch ADAS retrofit kits compatible with mainstream vehicle models. Simultaneously, layout the compliance processing services for in – vehicle imaging data in emerging markets such as Southeast Asia. Focus on breaking through the vehicle – grade certification and local supply chain integration capabilities.

(2) Suggestions on Entrepreneurial Resources

Entrepreneurs in the in-vehicle camera industry need to focus on integrating four types of resources: For core technology resources, give priority to establishing joint R & D with AI algorithm companies or university vision laboratories to obtain authorization for image processing patents. For supply chain resources, lock in stable supply channels for vehicle – grade image sensors and optical lenses, and reach production capacity guarantee agreements with automotive electronics contract manufacturers in the Yangtze River Delta/Pearl River Delta. For qualification resources, strive to enter the intelligent connected vehicle industrial park to enjoy subsidies for testing and certification, and connect with vehicle – grade ISO 26262 certification institutions to shorten the product access cycle. For channel resources, join the automotive electronics industry association to get opportunities to connect with vehicle manufacturers, and establish joint calibration cooperation with Tier 1 suppliers. It is recommended to adopt the model of “asset – light R & D + contract manufacturing + joint certification” and focus on building two core capabilities: 3D surround – view algorithm and vehicle – grade reliability testing. Make flexible use of the support policy packages for the new energy vehicle industry chain provided by local governments.

(3) Suggestions on Entrepreneurial Teams

Entrepreneurs in the in-vehicle camera industry should give priority to forming cross – domain technical teams. Focus on recruiting composite talents with experience in optical hardware development, AI algorithm optimization, and vehicle – grade certification. The founder needs to have the ability to integrate the supply chain and allocate at least one business member familiar with the cooperation process of vehicle manufacturers. More than 30% of the team members should have more than five years of work experience in the automotive electronics industry. Core technical personnel must have led at least two complete development cycles of in – vehicle projects. In terms of management, it is recommended to adopt a dual – track collaborative model of “hardware iteration + software agility”. Establish a joint R & D team with Tier 1 suppliers to shorten the verification cycle. At the same time, set up a full – time compliance officer to track the latest updates of vehicle regulations such as UNECE R46.

(4) Suggestions on Entrepreneurial Risks

During the product R & D stage, one should first understand the technical standards of downstream vehicle enterprises and the requirements for vehicle – grade certification, and form a professional testing team to ensure that the products pass reliability verification. Establish a flexible supply chain system, and establish a list of alternative suppliers for core materials such as chips and optical components and sign stepped procurement agreements. When expanding the market, choose 2 – 3 new energy vehicle enterprises or Tier 1 manufacturers for in – depth cooperation, and use their order data to verify the mass – production stability of the products. Strictly control the accounts receivable turnover rate, and adopt the prepayment + phased delivery model for small and medium – sized customers. Lay out data privacy compliance solutions in advance. In particular, products involving ADAS functions need to pass network security certifications such as ISO 21434.