Pratica di Shadowing: Inside VinFast's Big India Plan: EVs, A New Factory & What's Coming Next - Impara a parlare inglese con i video
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We sold 175 ,000 vehicles.
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We are the number one OEM.
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Your founder started his business journey in Ukraine.
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Vingroup is a very large conglomerate in Vietnam.
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Automobile is one particular industry, which is a very, very complex engineering industry.
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From there, the ambition came.
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Working at this speed brings challenges as well.
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The biggest challenge is everything
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that we need to do in the same time with this side of the project happens
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that within 17 months we are moving fast
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but we are not losing our quality what is wingfast usb whatever we are going to do
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that is going to help the people
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and the planet in general we have invested 500 million dollars for the passenger vehicle
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but soon will be launching even the two -wheeler there's a
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lot of potential for the local people here the only thing is
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that how we can identify
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and unlocking the potential localization is a journey it's not just
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something happen overnight how is windfast aiming to keep up with this new india
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and what are the future plans welcome to another episode of bhara journey this time from outside of india
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because there's a new car brand in india and
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if i show you the logo you've probably seen it but you have no clue who they are because they're not German, they're not Japanese and they're certainly not Chinese.
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Well, they're moving fast and they're moving very silently
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but I'm here to make a little bit of a noise about them because you've probably heard of Abani and Adani, right?
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Those are names that are familiar with you.
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Here in Vietnam, it's the VIN group that stands as a big conglomerate and the car brand that they've launched, well that's WinFast.
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I'm here in Vietnam to find out the journey of the brand behind WinFast, what they stand for, who they are and what they are doing to take on the Indian market.
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This is their Bharat journey.
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Thank you Mr. Ghosh for taking time to speak with us.
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It's a pleasure to be here in Vietnam and really learn everything about the Win Group.
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It has a unique history.
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Your founder started his business journey in Ukraine
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but what convinced them to actually go into such a technical engineering space like manufacturing cars in 2017?
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Vingroup is a very large conglomerate in Vietnam and they have been in hospitality business, real estate business for nearly three decades.
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Since 2016, there was a discussion among the leadership about what next.
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So the leadership decided that automobile is one particular industry, which is a very, very complex engineering industry.
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From there, the ambition came that yes we need to showcase Vietnam in the world map
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and Vinfast as one of the global leading EV brand particularly.
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So 2017 we started off with manufacturing ICE and EV
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but then our management decided that EV is the way to go forward
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because sustainable mobility is something which we would like to carry forward.
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So what convinced the company to shift completely from ICE to EV?
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Our top leadership, our chairman, he was very clear with one thing that whatever we going to do
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that is going to help the people
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and the planet in general the desire was very clear
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that we would like to care for the society for our children for our greener future
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and we would like to have the ev mobility
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which will be accessible to the people and that's how we decided
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that yes let us not invest our resources in ice but let us have ev in our portfolio
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win group certainly put its money where its mouth is
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and its ambitions extend far beyond the automotive business from world -class townships designed with everything from parks
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and schools to amusement parks to global standard universities charging infrastructure hotels
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and resorts there's a common thread
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that runs through everything the group does improving the quality of life
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and well -being of people
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and once you understand just how deeply vin group is woven into everyday life in vietnam it's hardly surprising
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that the roads are covered in everything vin including of course, the cars.
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Well, being on the roads here in Vietnam, I see it covered with Winfast cars.
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You very quickly took that decision also to come to India.
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India has also moved very, very quickly.
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But India is a unique market.
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What do you think makes Winfast unique and what is Winfast USP?
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We know that if we have to success in India, we need to create that differentiation.
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There are certain things which we are actually giving unique to our customers and trying to differentiate ourselves from the other brands.
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Like for example, our vehicles are premium but affordable.
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Safety is at the core.
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We are BNCAP rated five, seven year backs from the very beginning.
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We have created that differentiation among the product.
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That is one part of the story.
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Second is that we also know that in India, customers are very value conscious.
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The customer also knows that if he wants to keep the vehicle for five years, what is the overall cost of ownership?
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So what we have done is giving some unique benefits to customer.
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For example, Our maintenance is free for three years.
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Our residual value, we are giving 75 % after two years and 55 % of the residual value after five years.
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Exchange, like ICE to EV exchange, we are giving very, very attractive package.
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Our warranty is very good, like 10 years warranty on battery, you know, 10 years warranty on the vehicle.
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In fact, our warranty covers certain things like suspension also is covered in the warranty.
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Even paint is also covered in the warranty, which many OAN don't give.
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This is how we are trying to create that differentiation so that customers know that WinFast gives certain unique values, which is very, very important for the customers and that differentiates us from other brands.
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The journey in India, it's been a very quick one, quickly jumped into a huge plant in Tuticorin.
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That's a big decision to take in India.
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Tell us a little bit about this decision and what are the plans for the plant?
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The reason why we went for the manufacturing from the very beginning is that we did not want to waste time.
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Suppose we would have actually gotten import, then it would have taken time to establish the supply chain and all.
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So we decided that when we have to localize our products, improve the local suppliers, source local components,
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it's very important that we have the plant ready and start doing our groundwork from the very beginning.
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And yeah, I think that decision, in my opinion, is going to help in our future also.
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So, I think all the formulas seem to be right, but you need to also get the brand recognition, right?
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So, how do you intend to get the Indian consumer to sort of realize that, you know, what WinGroup is, what WinFast is as a brand?
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Currently in Vietnam, we are the number one OEM.
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Last year, we sold 175 ,000 vehicles in Vietnam.
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That shows that ultimately the way the brand develops is starting from the time the customer walks in the showroom, books the vehicle and throughout the service,
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when the customer is having a seamless and a very, very good experience, they will trust the brand.
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And that's how we will obviously our brand will be built.
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Here in Vietnam, you've actually built an ecosystem, you know, for the EV buyers, charging, infrastructure.
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You plan to extend to that in India as well, build the ecosystem for the customer.
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Overall, we are going to have that ecosystem, which you have rightly said, and that is very, very important for our adoption.
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We are also having sister company of Wynn Group that is called the V -Green.
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They have started having the charging stations across the country.
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They have got ambitious plan.
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V -Green is also having a tie -up with, you know, third -party setups like HPCA,
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road grid, etc. to set up the charging stations across the length and breadth of the country.
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Now, you've set up a very, very large factory in Tuticoran.
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How challenging was it to localize in India?
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How have you found the process?
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Localization will be an extremely important part of our strategy going forward because we need to bring down the bomb cost.
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We need to also have a reliable supply of parts locally.
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Currently we are at 15 % localization and going forward we'll be improving it.
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Localization is one part, but a lot of global manufacturers are looking to India, not only for manufacturing, but also R &D,
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because we have a very large talent pool in India.
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At the moment, your R &D is still situated in Vietnam.
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Are you looking at expanding the R &D into India?
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Our leadership team in Vietnam do recognize that India has got a very vast talent pool.
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In future, we would be surely looking at Indian doing the research for local as well as for global aspirations also.
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In fact, there are a lot of Indian engineers who are working in Vietnam in our WinFast land.
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So they are getting that exposure of the global experience and also our WinFast culture.
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So, these are going to be our strategy going forward.
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And India is an extremely important market for us.
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And we know that with Indian engineers, if we can actually develop them locally as well as for the globe, yeah, it will be a win -win situation for our company.
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It's not only passenger vehicles that I think WinGroup is going to be focused on.
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But I think WinFast Group is also looking at the commercial space, two -wheeler space.
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So, tell us a little bit about the larger plans.
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For us, India is a very, very big market
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and an extremely important market yes passenger vehicle we have launched
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but soon will be launching even the two -wheeler
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so overall the ecosystem we want to develop because we feel
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that customers when they see passenger vehicle
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when fast running on the road the e -scooters
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that brand recall will be very high the visibility of the
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brand will be very high awareness of the brand will be very high
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and at the same time to develop this we are also going to have the charging station our fleet management system, the GSM.
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And India is a market where they constantly need something new.
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They need flavor.
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They need change.
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You know, it's a new generation.
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They're used to very quick changes, whether it's on their Instagram swipe or whether it's in their cars or whether it's in their lifestyle.
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So how is WinFast aiming to keep up with this new India?
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And what are the future plans?
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We have invested a huge amount of money, $500 million for the passenger vehicle.
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We have created a capacity of 50 ,000 vehicles per annum, roughly 4 ,000 per month
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and it can be scaled up to 150 ,000 plus beside
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the plant also again we have invested 500 million dollars to set up two -wheeler plant
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which means that already we have invested 1 billion dollars with huge manufacturing you know capacity.
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The reason why we have done this is because we know
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that we have to keep on launching new products to create
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that excitement with this new products we can scale up volume
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we can actually do justice to the amount of investment and the plant which we have actually given.
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We are planning to launch two products every year.
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So new products will scale up, help with localization, help with network.
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That is how we are going to go forward.
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And that's how we will be creating that excitement among the Indian customers.
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That's our strategy going forward.
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And my last question to you would be that, you know, it's not only vehicles.
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I think Vingroup is planning to bring a lot more of what they do in Vietnam into India in terms of hospitality, in terms of, you know, the other areas in which they are developed.
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Can you tell us a little bit about that?
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Yeah, so we want to have the wind group ecosystem also come to India.
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We have tied up with Telangana government to have an eco -township also.
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So that eco -township will be having the renewable energy.
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It's something which you would be seeing it in Hanoi and in Vietnam a lot.
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Similarly, with Maharashtra government also we have tied up.
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So many state governments we are trying to work and tie up
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so that we can evaluate our wind group other projects be it real estate, be it hospitality to India.
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We are actually looking India at from a long -term point of view
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and we are very much committed to not only invest in our four -wheeler
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but also two -wheelers and also other wind group projects and we are working with the state governments to do that. From Vietnam to India,
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we're in Tutti Corrin at the Windfast plant which was an incredible feat
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because they broke ground in 2024 and in an incredible amount of 15 months they had this plant up and running.
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Now that is remarkably quick if you know anything in the world of auto
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and we're here with the plant director of India, Mr. Toy.
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Thank you for being here with us.
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And we get to see the plant, see how WinFast makes its cars and find out how they did this in such a short time.
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You've been with WinFast since I think they broke ground in Vietnam, right?
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Yeah.
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And you saw the incredible speed in vietnam of how the company came up
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and you've been here in india yeah
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and you did the same thing here you set up a
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plant really quickly what do you see as the differences between vietnam
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and india in setting up there
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and setting up here yeah it is difference between the setting up the plants in vietnam
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and the plan in india of course then the regulation difference the environment difference
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and the people is different and a lot of things is different associated with
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that but there's a thing
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that is not different it's the our company way of work the spirit the speed
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that we want to put in the plate
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and the determination of the making these plans moving forward
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so you see that especially with the respect to the speed we keep very high focus
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and make the entire project happen just within 17 months that is a truly
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deflecting our speed our teamwork
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and our determination to the final goal of the business working at this speed brings challenges as well
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so what was the biggest challenge you found in setting up the plant here
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and you know managing to keep the goal of the speed
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that you wanted to deliver in the biggest challenge is everything
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that we need to do in the same time with this
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side of the project normally they will do step by step from the infrastructure construction into the equipment installation,
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developing the suppliers as well as hiring the people and training.
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With VinFart, we need to build and get everything in the same time.
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But we are not also compromising the quality.
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That is my next question to you.
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You know, quality of construction, yes, that's one thing.
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But quality of product as well that needs to be strong in a country like India.
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How do you assure the quality of product when you are keeping to a very fast speed?
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One of the very important things that we are moving fast, but we are not losing our quality.
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To do that, everything has been designed with the guarantee of the quality from the construction,
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as well as the design on the facility equipment, design the process as well as the part quality until the
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build quality of the vehicle did you bring a lot of
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staff from vietnam that's already been working in quality control
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and various areas of the factory to train the locals
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because tudecoran really isn't an automotive manufacturing hub yet i think
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you're one of the first few to set up here
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so getting skilled labor is a little bit difficult talk us through
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that that how have you trained the locals and
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and how have you got them to manage this plant i must say
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that we have been a very good manpower strategy starting from
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the the beginning we have been defined a key manpower strategies
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where we need to take from the vietnam as an expert
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and where we need to take the key enable people as a local
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so we're having a number of the expert come here even starting from the operator technical
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and managers to come here bring the knowledge
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and help us to setting up
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and training for the people there's a lot of potential for the local people here the only thing is
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that how we can identify and unlocking the potential
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so we have been making a very good cooperation with the
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Tamil Nadu government to get supporting of the manpower here
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and we hide the people and we're giving to them the very good training
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and where we have the opportunity of the growth we also
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spoke to a few of the factory members on ground to
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find out how the winfast experience was for them hi i'm
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shrine monisha i'm from tutukuren i'm an artist person of tutukuren
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since i'm a native person of tutukuren this has been a
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global opportunity to our entire native people here in the general
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assembly i work as an admin here we have a lot of dedication purpose
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and responsibilities with the management side
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and the shop floor we act as a bridge between the people in the shop floor
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and the management coming to the point of the people working here looking earlier like
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when we had to grow in a career we have to look go to chennai
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or bangalore and other cities but right now it is a global opportunity for us
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and the local people have been very fast -paced
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or development in their growth to be honest yes it is
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a very fast -paced work center bala muragan i am passed
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1 .5 years i working in the windpost india i worked
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in the body shop department background of the car manufacturing process
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initially we thought this is very difficult to work in the vietnam company
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but here the standards and the process is learning a lot much to me
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so easy to work understood the work process vietnam people are giving some trainings
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and like that the process standards like that it's easy to understood
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so we are working and enjoying this working company previously i heard some news about the windpost
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and windproof come to the india and choose for Tamil Nadu and Turthupati plant.
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Actually, this Vingroup is a lot more projects that they have.
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They're not only for the EV vehicles or they have planned for EV scooter and transportation like that.
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They have a lot of plans.
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So we have planned to work here.
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It's still early days for Vingroup in India and there's more ground to cover whether it's on product or after sales.
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And we continued our conversation to find out more.
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You mentioned CKD and you said most of the parts are now coming in from Vietnam.
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How far along the localization are you?
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Because in India, localization is important.
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And how do you find the quality of suppliers here?
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How has that experience been?
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Localization is a journey.
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It's not just something happened, just an overnight.
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But our strategy from the beginning is very clear.
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We progress to localize the pot in India along with our business growth.
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So as we are moving for the expansion of the capacity, localize has become one of the very important strategies.
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And as of now, our is working with a number of suppliers in India to explore
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and finding the opportunity of getting more parts of localised production in India.
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Our target is not only to get more localisation, but also to support increasing the ecosystem of the local parts,
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more capability to support VINFAT expansion as well as the local EV automobile.
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What is the current capacity of the plant and what are your aims and goals for the future?
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Current.
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Capacity, the plant starts with 10 JPS equal to 50 ,000 K per year.
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As soon as we are starting with the first step of the SOP, we are also advancing the capacity of the plant.
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As you can see, something is still going on in the plant.
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We are targeting this plant going to 150 ,000 unit per year.
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For the future, it's still another plant to getting capacity increasing but we will announce later when we're getting that finalized.
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I also see expansion here for the two -wheeler
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and commercial vehicle units so that is also very much a part of this plan.
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How is that progressing?
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So the two -wheeler project has been progressing very good.
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We are now ready to start with the very first motors of the e -scooter
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which is planning to come within this year
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and coming to the next year as you can see
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that we're having another contraction in going on
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and even having new plan with a bigger capacity for the scooter
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so there are big plans for India with Vinfast yeah how do you see the journey progressing
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and what's the ultimate goal I think the goal of Vinfast
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in India is not just let me say making the VinFast brand and VinFast vehicle presenting on the market.
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We want to be a big player of the EV
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manufacturers in the market as well as we want to you know contribute into the green transformations
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of the country and also to supporting for the EV automobile growth of the country.
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Last question to you how has it been culturally I would say a lighter question not
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so technical but working with people in vietnam
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and working with with with your teams in india how has how have the differences been
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and what are some of the lighter nuances
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that you find it's a very interesting question with the respect to the people
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and culture i i find a lot of interesting
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and a lot of common eyes between the vietnamese
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and india even though there are some belief or counter different
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but i'm feeling very comfortable to working with the our local indian colleagues they have a very good knowledge
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and automobile experience but also they love to work with us
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and what we are achieving today have been a very significant
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contribution of the our local employee that's amazing we hope everyone gets up to speed really fast thank you
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and now you know why it's called win fast right
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Vocabolario e note di pronuncia per questa lezione
Questa lezione di conversazione si basa sul video “Inside VinFast's Big India Plan: EVs, A New Factory & What's Coming Next”. Le parole che ritornano più spesso: india, vietnam, plant, vehicle, brand. Questo video contiene 301 frasi e 3840 parole da ripetere con lo shadowing. Il parlato dura 22:26. Chi parla ha un ritmo naturale di circa 171 parole al minuto, vicino a una conversazione quotidiana. Il 87% delle parole rientra nelle 3.000 più comuni dell’inglese, quindi il lessico è facile da seguire.
Vocaboli chiave di questo video
15 parole del video che vale la pena imparare, con pronuncia e significato:
| Parola | Pronuncia | Significato |
|---|---|---|
| invest verbo | /ɪnˈvɛst/ | investire |
| automobile sostantivo | /ˈɔː.tə.məˌbil/ | automobile, auto |
| ecosystem sostantivo | /ˈikoʊˌsɪstəm/ | ecosistema |
| passenger sostantivo | /ˈpæs.ɪn.d͡ʒɚ/ | passeggero, passeggera |
| supplier sostantivo | /səˈplaɪə/ | fornitore, fornitrice |
| scooter sostantivo | /ˈskuːtə(ɹ)/ | monopattino |
| infrastructure sostantivo | /ˈɪnfɹəˌstɹʌkt͡ʃə/ | infrastruttura |
| township sostantivo | /ˈtaʊnʃɪp/ | cantone |
| hospitality sostantivo | /ˌhɑ.spɪˈtæl.ə.ti/ | ospitalità |
| founder sostantivo | /ˈfaʊ̯n.dəː/ | fondatore, creatore |
| pace sostantivo | /peɪs/ | passo |
| convince verbo | /kənˈvɪns/ | convincere |
| manufacturer sostantivo | /ˌmænjʊˈfæktʃəɹə/ | produttore |
| excitement sostantivo | /ɪkˈsaɪtmənt/ | eccitamento, orgasmo |
| overnight avverbio | /əʊvə(ɹ)ˈnaɪt/ | da un giorno all'altro, da un momento all'altro |
I phrasal verb che sentirai
| Parola | Pronuncia | Significato |
|---|---|---|
| set up verbo | /ˌsɛt ˈʌp/ | preparare, installare |
| find out verbo | scoprire | |
| keep up with verbo | tenere dietro a | |
| come up verbo | venire fuori, emergere | |
| get up to verbo | commettere |
Frasi da ripetere
Frasi brevi e complete del video che puoi riutilizzare nella conversazione di tutti i giorni:
- How have you found the process?
- You know, it's a new generation.
- That's our strategy going forward.
- Can you tell us a little bit about that?
- How far along the localization are you?
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Present perfect continuous have/has been + -ing — un’azione iniziata prima e ancora in corso | that's already been working · have been making · has been progressing |
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | have invested · you've probably seen · you've probably heard |
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | are covered · is covered · is also covered |
| Frasi relative who / which + frase — un’informazione in più su una persona o una cosa | industry, which is · values, which is · plant which was |
Pronuncia a cui fare attenzione
Chi parla usa 31 contrazioni e forme ridotte, come I'm, they're, we're. Pronunciale nella forma breve, così come le senti.
- I suoni “th”: thread /ˈθɹɛd/, breadth /bɹɛdθ/
- I suoni “sh” e “zh”: township /ˈtaʊnʃɪp/, ambition /æmˈbɪʃ.ən/, determination /dɪˌtɜːmɪˈneɪʃən/, differentiate /dɪf.əˈɹɛn.ʃi.eɪt/, recognition /ˌɹɛkəɡˈnɪʃ(ə)n/
- Parole lunghe — attenzione all’accento: automobile /ˈɔː.tə.məˌbil/, ecosystem /ˈikoʊˌsɪstəm/, infrastructure /ˈɪnfɹəˌstɹʌkt͡ʃə/, hospitality /ˌhɑ.spɪˈtæl.ə.ti/, manufacturer /ˌmænjʊˈfæktʃəɹə/
I suoni difficili per chi parla italiano:
- /h/ — va soffiata, non è muta: hospitality /ˌhɑ.spɪˈtæl.ə.ti/, hire /ˈhaɪɹ/
- Consonante finale — senza aggiungere una vocale dopo: invest /ɪnˈvɛst/, township /ˈtaʊnʃɪp/, pace /peɪs/, extend /ɛkˈstɛnd/, convince /kənˈvɪns/
- /æ/ — più aperta della “e”: passenger /ˈpæs.ɪn.d͡ʒɚ/, ambition /æmˈbɪʃ.ən/, hospitality /ˌhɑ.spɪˈtæl.ə.ti/, manufacturer /ˌmænjʊˈfæktʃəɹə/, vast /væst/
Come esercitarsi con questo video
- Ascolta tutto il video una volta senza parlare e annota le parole che non conosci.
- Inizia a velocità 0,75×, fai shadowing frase per frase e torna alla velocità normale quando diventa facile.
- Registrati e confronta con l’originale, facendo attenzione a parole come invest, automobile, ecosystem.
Cos'è la tecnica dello Shadowing?
Shadowing è una tecnica di apprendimento delle lingue supportata da studi scientifici, originariamente sviluppata per la formazione dei traduttori professionisti e resa popolare dal poliglotta Dr. Alexander Arguelles. Il metodo è semplice ma potente: ascolti un audio in inglese di madrelingua e lo ripeti immediatamente ad alta voce — come un'ombra che segue il parlante con un ritardo di solo 1–2 secondi. A differenza dell'ascolto passivo o degli esercizi di grammatica, lo shadowing costringe il tuo cervello e i muscoli della bocca a elaborare e riprodurre simultaneamente i modelli di discorso reale. La ricerca dimostra che migliora significativamente la precisione della pronuncia, l'intonazione, il ritmo, il discorso connesso, la comprensione dell'ascolto e la fluidità del parlato — rendendolo uno dei metodi più efficaci per la preparazione alla prova di speaking dell'IELTS e per la comunicazione reale in inglese.