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August has just begun, Geely has made two moves.
First, July sales report reached 250,161 units, with same-period and month-on-month growth for 5 consecutive months, new energy vehicles accounting for 64%.
Following closely, on August 2, Geely Automobile Group Sales Headquarters was officially launched.
To be honest, restructuring when sales are at a high point is harder than radical treatment when sales are low.
Geely's step of "retracting the fist to strike harder" reveals a rare composure and puts the industry's chronic issue of multi-brand management on the table.
250,000+ Units: Refusing Imbalanced Growth for Balanced Development
Zeekr delivered 35,837 units, a 111% increase year-on-year.
The 9X secured the 500,000+ RMB range, the 7X delivery exceeded 10,000.
This proves that Zeekr's foothold in the high-end market is not a fleeting phenomenon.
Galaxy withstood the fire of the mainstream market, Star Wish sold 55,105 units individually, cumulative sales broke 800,000.
A7 EM's Guinness Record of 2,608 kilometers negated range anxiety at its source.
Lynk & Co 07GT had over 10,000 major orders within 27 minutes of launch, and immediately plans to compete in rally racing. This contrast of half-home, half-racing is exactly the scarcity Lynk & Co found in the red ocean.
More worth mentioning is the overseas market.
Exports reached 106,663 units, breaking 100,000 for two consecutive months, with new energy vehicles accounting for 59%.
Star Wish topped charts in Thailand and Brazil, Zeekr 7X led in Australia and Malaysia.
This shows Geely is no longer solely dependent on domestic involution, but has built a multi-tiered brand echelon in the global market.
This pattern of internal and external cultivation is more valuable than sales numbers alone.
Sales Headquarters: From Warlord Division to Legion Warfare"
This establishment of the Sales Headquarters is by no means a simple departmental merger, but a closure of a Geely strategy in the "Taizhou Declaration."
Lin Jie leads, also managing Zeekr; Fan Junyi serves as Executive Vice President, managing Lynk & Co on one hand and Galaxy on the other, preserving Zeekr's independence and premium tone, while enabling Lynk & Co and Galaxy, two brands with similar tones and slightly overlapping price bands, to achieve synergy in the middle and back office.
Wang Bo manages China Star, Guan Jiuyang serves as Executive Vice President of Galaxy.
In this era of micro-profits with vehicle gross margins falling to 1.5%, the enemy of multi-brands is often themselves.
In the same city and on the same street, Galaxy and Lynk & Co compete for customers. Repeated channel construction devours profits. This is a common disease of many car companies.
Geely's move to retract its fist is essentially treating front-office brands as special forces to maintain flexibility, while managing channel, data, budget, and other middle and back-office resources as a unified logistics army.
This "split front office, unified middle and back office" model can effectively solve internal friction and improve marginal efficiency.
Zhang Guan Commentary: Geely's "Entropy Reduction" Experiment
In my opinion, this step by Geely is an "entropy reduction" experiment on automotive industry involution.
Previously, when discussing multi-brands, the talk was about differentiation; now discussing multi-brands, efficiency must be discussed.
Referring to the previous experience of integrating Zeekr and Lynk & Co, the sales expense ratio dropped to 5.9%, which is actual profit.
With the operation of the Sales Headquarters, Geely's channel reuse rate overseas will increase significantly. Selling multi-brand models at a single set of outlets can greatly dilute overseas costs.
Of course, organizational change inevitably accompanies pain.
Six originally independent sales systems need to divide budgets and set strategies at one table; an adaptation period is inevitable.
But Geely chooses to act when winning, rather than passively putting out fires. This strategic resolve deserves praise.
