At the beginning of the reform and opening up, with the rapid development of Shenzhen's economy and the rapid expansion of its city size and population, the original public transport system in Shenzhen has been far from meeting the needs of the citizens. At this time, the SAR government has just been established, with many things to do and limited financial resources. Therefore, Shenzhen public transport has embarked on a completely different road from other large and medium-sized cities in China, that is, the government-guided and market-oriented operation mode. This model actively encourages private investment and authorizes bus line operation mainly in the form of line bidding. It makes public transport in Shenzhen develop rapidly with less government investment.

By 2007, there were 38 public transport enterprises in the city, most of which were private enterprises. They have done a lot of work for public transport services inside and outside the Special Zone, which have better met the daily travel needs of citizens and made positive contributions to the social and economic development of Shenzhen.

However, with the development of the times and the acceleration of the integration process inside and outside the SAR, the disadvantages of this model have gradually emerged, mainly in the following aspects:

1. Bus coverage is low, and bus service in remote areas is lacking or insufficient.

2. The disorder of operation is mainly reflected in areas with large passenger flow.

3. The accident rate is high, and traffic safety is not guaranteed.

4. The service quality is low, mainly outside the SAR.

The fundamental reason for the above phenomenon is the serious deviation between the market-oriented operation mode and the public welfare demand of public transportation. Public transport enterprises in Shenzhen are mostly private enterprises (not enjoying or enjoying a small amount of financial subsidies), which are profit-oriented and cannot take into account public welfare needs. Therefore, to change the above-mentioned bus chaos, we must fundamentally solve the market-oriented operation mode.

At the same time, with the increase of bus operating costs such as fuel, the reduction of bus fares in Shenzhen, the general public's dissatisfaction with the quality of bus service and the general trend of the whole society demanding the government to facilitate, benefit and benefit the people, the original market-oriented business model has been difficult to maintain. Of course, another reason is Shenzhen's financial strength.

In the second half of 2007, Shenzhen finally decided to extend the bus franchise system that has been successfully practiced in the special zone to the outside of the special zone, establish a bus franchise system throughout the city, and reorganize and franchise the bus enterprises that were originally scattered outside the special zone. The main purpose of this reform is to integrate the original 38 public transport enterprises into three enterprises (public transport group, western public transport and eastern public transport) with relatively more state-owned shares, which are respectively responsible for the bus franchising in the special zone, Bao 'an and Longgang, and bid for the lines across the franchised areas three times, thus forming a relatively unified and competitive new pattern of public transport operation. To match this, the government implemented financial subsidies based on "cost adjustment" for these three enterprises, and implemented meager profit operation. 2010 65438+1October 26th, the integration of public transport resources in Shenzhen was officially completed.

Shenzhen xigong x automobile co., ltd came into being in this historical environment.