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“After coming back, I found the domestic market more competitive, and the pace is faster.”
This is a sigh of reflection after Xu Yin was transferred back to China from SAIC Thailand and appointed Deputy General Manager of IM Motors. At that time, the two sets of data he received were: in the first half of the year, 527 new cars were launched domestically, and the entire market from January to July declined by 20%. The ‘veteran’ returning from the Southeast Asian battlefield turned to enter an even more ruthless arena of conflict.
Almost at the same time, IM Motors also released three heavy punches in succession — launching the 'NEXT·2028' product strategy, officially announcing that the new LS6 will be launched in September, and confirming the change in marketing leadership. Behind these dense actions, this high-end intelligent electric vehicle brand backed by SAIC, Zhangjiang Hi-Tech, and Alibaba is trying to answer an increasingly urgent question with a 'technical egalitarianism' and a set of new strategies: How to translate technological leadership into market and sales leadership.
Let’s look at a set of data first: From January to July this year, IM Motors' cumulative sales reached 45,600 units, representing a year-on-year increase of 82.45%. This growth rate is considered impressive in any industry. However, when broken down, problems surface: single-month sales in July were only 5,900 units, with a year-on-year growth of merely 1.57% and a month-on-month decline of 26.3%.
More critically is the goal completion rate. At the beginning of the year, IM Motors set an annual delivery target of 110,000 to 130,000 units. In the first 7 months, only 45,600 units were completed, a progress of approximately 35% to 42%. At this pace, the annual goal is almost impossible to achieve. In 2025, IM Motors already had a record of 'failing to meet targets' — target 100,000 units, actual 81,000 units, completion rate only 81%.
In fact, an 82% year-on-year growth rate is more of a 'number game' based on the previously low base. When the industry market enters stock-based competition and the NEV penetration rate has surpassed 60%, the absolute volume of 5,900 units sold per month is far left behind by Leapmotor (101,300 units in July), Deepal (29,200 units), Voyah (13,200 units), etc., among the new forces. IM Motors has never had a single model achieve monthly sales of over 10,000.
Facing the current situation, IM Motors provided its own solution: 'Technical egalitarianism + Leadership reshaping.'
The 'NEXT·2028' strategy released at the Chengdu Auto Show on August 21st has a clear and radical core logic: designating SAIC's latest NEO powertrain architecture, aviation-level safety fully wire-controlled chassis, and IM Claw intelligent agent as the three major technologies, establishing them as the unified technical foundation for subsequent full-series models, no longer distinguishing between high and low configurations.
The play of this strategy is very straightforward: When the 'flood of vehicles' tactic fails completely, use 'technical egalitarianism' to create differentiation, turning the premium chips originally belonging to high-configuration models into standard configurations for the entire series, attempting to establish the mindset of 'buying IM Motors = enjoying future technology in advance' in the mainstream market.
However, the implementation of the strategy faces a realistic cost interrogation. Standardizing flagship technology across the series means a significant increase in unit cost, while IM Motors has not yet achieved scaled profitability. According to public data, IM Motors' net loss for the full year of 2025 was nearly 3.6 billion yuan, equating to a loss of over 44,000 yuan per vehicle sold. The industry consensus is that new energy vehicle manufacturers need stable monthly sales of over 30,000 units to break even, while IM Motors' current monthly sales are less than 6,000 units.
It is reported that the first vehicle to implement the strategy — the all-new IM Motors LS6, will be officially launched in September. The new car features the three flagship technologies across the series, targeting the 200,000 yuan-level family SUV market, emphasizing aviation-level safety concepts, and equipped with a 'Super First-Class Cabin' cockpit. The 200,000 yuan level is the most fierce competition zone for new energy, including mature models from competitors like Li Auto L series, Xpeng G9, and BYD Tang. Whether the LS6 can create differentiation on the two dimensions most valued by family users, 'safety' and 'comfort', will become the first touchstone to test the quality of the 'NEXT·2028' strategy.
While the technical route is being implemented, the operator has also completed a replacement. In June, Xu Yin was transferred back from Thailand to China, appointed Deputy General Manager of IM Motors, and took over domestic marketing and sales business. After taking office, he put forward a core proposition: 'Don't just talk about parameters blindly, such as 2.74 seconds, 800 volts, 850 kilometers, but think more about what emotional value can be provided to users.' From the perspective of the strategy, the new team is trying to walk on two legs: one is the 'hard card': standardizing core technologies such as wire-controlled chassis across the series; the other is the 'soft line': creating emotional value and group identity through Jimmy Choo high customization cooperation. The first batch of 1,000 units of the all-new L6 Prof. Jimmy Choo high customization limited edition sold out upon release, seemingly verifying the feasibility of this route in niche circles. However, whether the niche carnival can be replicated in the mass market is still unknown for now.
At the same time, suspense in another dimension is also waiting for verification: Can this combination of 'technical egalitarianism' and 'emotional value' truly translate into sales?
The direction of 'NEXT·2028' is not wrong, technical inclusivity is the trend of the industry, and full wire-controlled chassis is the foundation of next-generation intelligent cars, but correct direction does not equal reaching the destination. September LS6 orders, delivery figures for the first quarter of next year, will give the first round of answers; and whether Xu Yin's new strategy of 'hard foundation, soft breakthrough' will truly take effect will also become increasingly clear with the passage of time.
