搜尋歷史
熱門搜尋
經銷商登入 / 註冊
Chery's October sales, looking at the numbers alone, are not actually the most explosive. The group's total vehicle sales reached 295,934 units, a year-over-year increase of 5.3%. In the October ranking context of BYD nearing 500,000 and Geely breaking 310,000, Chery's growth rate is not particularly conspicuous. But if you only focus on this 5.3%, you will miss the truly important things in this performance report.
Chery being number one in exports is no longer news. The true new signal is that the export business itself is upgrading.
Exports reached 200,618 units, up 58.7% year-over-year, breaking the 200,000 units mark for a single month for the third time this year; New Energy reached 140,893 units, up 27.7% year-over-year, standing on the 100,000 units step for seven consecutive months in a single month. The proportion of exports in the group's total sales has approached 70%. This means that for every three cars Chery sold in October, two went overseas. It is becoming a company that uses the profits and scale of the overseas market to support domestic new energy transformation and brand elevation. This path has no other Chinese automaker walking so deeply.
Chery Executive Vice President Zhang Guibing previously revealed that it is expected that by the end of 2026, the proportion of vehicles produced overseas in Chery's exports will exceed 50% for the first time, rise to 60% in 2027, and reach 70% in 2030. The significance of this number lies in the fact that Chery's overseas focus is shifting from "selling cars made in China overseas" to "manufacturing cars overseas, procuring overseas, and making money overseas". Shipping complete vehicles from China for export faces increasingly high tariff thresholds and exchange rate fluctuations; localized production bypasses trade barriers, retains employment and taxes, and exchanges for long-term market access qualifications in local markets.
The financial meaning of this is equally direct. Chery's net profit for the first three quarters was 14.6 billion yuan, while the overall revenue profit margin of the automotive manufacturing industry was only 3.3% during the same period. Chery's earning power is close to twice the industry average level. The gross profit margin structure of overseas business is Chery's card for daring to maintain stability in the domestic price war. When most Chinese brands are still harding involution in the domestic market with profits, Chery has already found a cycle of using high overseas gross margins to hedge against low domestic gross margins. This is not escaping involution, it is changing the battlefield to win the ammunition needed for involution.
Chery New Energy sold 140,900 vehicles in October, breaking 100,000 for seven consecutive months. From January to October, the cumulative total was 999,417 units, up 43.2% year-over-year, exceeding the total new energy volume for the entire previous year in advance. Wholesale volume remains firmly in the top three of the industry, with a global new energy share of 5.5%, ranking in the top five automotive groups.
Behind these numbers, more worthy of attention is the product structure supporting the scale. The Fengyun A9 secured sales leadership in the 100,000 to 150,000 yuan pure electric mid-size car market. The brand-new QQ3 sold over 10,000 units monthly for seven consecutive months and entered Thailand, Indonesia, and South Africa. iCAR V23 global sales exceeded 100,000 units, topping multiple overseas market niche tracks. Chery's new energy volume growth is not a pulse-like growth driven by one or two influencer cars, but building the base stone by stone in mainstream price segments and mainstream categories. This certainty of growth is harder for opponents to knock down with a single new car.
Meanwhile, within the Chery Group in October, each brand showed a rare synchronized resonance. Chery brand sales reached 200,571 units, up 18.2% year-over-year, an absolute cornerstone. This number shows that in the most competitive mainstream fuel and hybrid markets, Chery's base continues to maintain strong upward momentum, with channel efficiency and product reputation continuously releasing dividends.
Jetour reached 58,443 units, maintaining stable output, firmly rooted in the Travel+ niche track. As the representative of new forces, iCAR, relying on the personalized positioning of V23 and other models, not only broke out among the domestic young group but also shone brightly in the overseas market, becoming an important extension for Chery's brand elevation and rejuvenation. As for Exeed and Luxeed, they are also steadily exploring on their respective premiumization paths.
For a huge group with nearly 3 million annual sales, multi-brand synergy originally needs rhythm. The strong growth of the mainstream base provides sufficient trial and error space and resource support for the upward breakthrough of high-end brands. This tiered development rhythm proves exactly that Chery owns a healthy brand ecosystem with extremely strong risk resistance capabilities.
The main theme of Chinese automakers in the past few years has been close-quarters combat with configurations and prices in the domestic market. Many brands fell into a vicious circle: sales were rising, profits were falling. In order to grab shares, they were willing to spend bullets that should have been used for R&D on the price war. The revenue profit margin of the entire industry was suppressed to an extremely low level. Everyone was consuming each other in the same pool; this is a typical zero-sum game.
In this big background, Chery's October performance report provides a completely different sample for breaking through: upgrading globalization from a simple sales action to a deep operational action, using overseas manufacturing and overseas profits to provide a leisurely space for domestic technology investment and brand elevation.
Where exactly does this path lie in difficulty? It is difficult because it is not only selling products, but outputting a system. Chery is able to sell at high premiums and get high profits in the overseas market. It does not rely on low-price dumping, but on the global alignment of technical standards. For example, Chery's engines, gearboxes, and chassis architectures can withstand tests in harsh markets such as Europe, the Middle East, and South America, obtaining overseas five-star safety certifications. Behind this lies more than ten years of hard work by the Chinese automotive industry on the core three major components. When a Chery car on the European street is chosen and evaluated as a normal, competitive car, not a cheap Chinese substitute, then that kind of globalization that the Chinese automotive industry really wants can be said to start landing.
Deeper significance lies in Chery pumping the real money earned overseas back into the domestic market, feeding domestic new energy R&D, intelligent transformation, and multi-brand construction. This forms an extremely healthy business closed loop. Others are cutting prices to survive; it is accumulating strength with profits. Others are staring at the domestic pool to grab shares; it is expanding the pie in the global market. This model upgrade from product overseas expansion to ecosystem overseas expansion sets an example for all Chinese brands still struggling desperately in the domestic red ocean: truly world-class automakers cannot only reign over at their own doorsteps, they must dare to go to others' home grounds and earn back profits with technology and quality.
Auto Review:
October's performance report is actually a slice of the Chinese automotive industry walking towards maturity. In the past, we were used to using price to exchange for the market, using sales to prove presence; but Chery's path tells us that true strength is not crushing opponents in the domestic market, but bringing the ability to build cars, brand reputation, and profit thickness together to the global market for inspection.
