In the first three quarters of this year, BYD, Geely, Chery (collectively known as BGC) submitted different answers regarding going global. But what is more worth paying attention to than export numbers is, Chinese car companies going global have surpassed the extensive product output phase of "selling whatever cars we have domestically abroad". In the first three quarters, the core question BGC is truly answering is: besides selling cars, who can leave irreplaceable long-term value locally?

BYD: Building Another BYD Abroad

The most substantial change in BYD's global expansion this year is not that 1.343 million vehicles were exported in the first three quarters, but that the management's phrase "Building Another BYD Abroad" is becoming reality. In the first three quarters, overseas sales share of the group's total sales exceeded 40%, overseas revenue share exceeded half for the first time, and the overseas market has truly become BYD's first revenue source.

On what basis? It relies not on simply moving domestic models abroad, but on precisely cutting into local markets and achieving localized adaptation.

A typical example is the Shark pickup truck in Australia: this car does not exist domestically at all, it was developed separately for the overseas market; upon arriving in Brazil, BYD also adapted for ethanol fuel, this hybrid system supports direct ethanol use in addition to conventional fuel modes. This is called "Platform Globalization + Detail Localization", using products with a dimensional advantage to adapt to local scenarios.

In Europe, BYD did not choose to compete in the market at low prices, but chose a high-profile, high-end approach. Denza Z9GT European starting price is about €115,000, Sea Lion series directly benchmarks against Audi, BMW. BYD even rented the former Tesla store on the UK financial district, right next to it is a Land Rover showroom. It brings the "Flash Charging" technology polished through full competition in the domestic market, completed its European premiere at the Paris Opera House, first establish a technology leadership label in the European market, then promote vehicle sales accordingly.

The deeper move lies in manufacturing. BYD invested over 7 billion yuan to build a factory in Brazil, planned annual capacity of 150,000 vehicles, absorbing over 5,000 local jobs. Brazilian President Lula personally endorsed it, even pushing to rename "Ford Road" at the factory entrance to "BYD Road". From Brazil to Thailand, Uzbekistan, Hungary, Turkey, plus 8 owned car car carriers launched and put into service sequentially, what BYD leaves globally is capacity, employment, and technology labels.

Geely: Building a Localized Operational System

Compared to BYD's product output, Geely's biggest highlight in going global this year in the first three quarters is using capital cooperation to directly build a complete localized operational system in Europe.

Geely did not choose to build a factory from scratch, but directly acquired 34% equity of Ford's Valencia, Spain factory, forming a joint venture to produce Geely brand new energy vehicles using mature capacity. In Europe, Geely reuses Volvo's channel resources, starting from January 2027, Volvo will become Lynk & Co's exclusive distributor in Europe; in R&D, Geely integrated business in Gothenburg and Frankfurt, compressing the time gap for model launches between China and Europe.

In technical certification, Qianli Haohuo G-ASD obtained UN R171 certification, becoming China's first assisted driving system to go global. In addition, Geely also started localized production in Brazil through Renault's factory, and promoted the AHTV (High-tech Valley) project in Malaysia.

The return of this system is directly reflected in the structure: in the third quarter, Geely's export share of total sales surged from 14.7% to 39.8% year-on-year. What Geely leaves is not just sales volume, but a localized operational system centered on Europe and extending globally.

Chery: From "Export Champion" to "Full Industry Chain Collaborative Going Global"

In the first three quarters of this year, Chery exported 1.4991 million vehicles, up 65.6% year-on-year, firmly ranking first among Chinese brands; domestic sales share is now less than 30%, overseas market has become the absolute main force. Revenue in the first three quarters was 241.234 billion yuan, gross margin increased to 16.17%, high-margin overseas business pulled up overall operating quality.

But Chery's real going global narrative is converting the stock of "Export Champion" into landing capabilities of manufacturing and operating locally. This year, Chery explicitly promoted "Globalization 3.0 Strategy", the core is pushing global business to transform from product exports to collaborative transformation across R&D, production, supply chain, and sales services.

Chery's going global path walked very steadily: from early "Going Out" (vehicle export) to "Going In" (channels and after-sales first), then to now "Going Up" (brand elevation). Its trump card is "Platform Globalization + Detail Localization". 70% of parts in a single vehicle achieve global commonality, remaining 30% customized for local regulations, climate, and usage scenarios. Verified domestically first, then output modularly, forming a layered "Technology Shelf". R&D expenditure in the first three quarters reached 11.046 billion yuan, up over 40% year-on-year, providing solid support for this technology shelf.

At the brand level, Chery's operation is extremely pragmatic. OMODA and JAECOO, these two overseas exclusive brands, originally were just names of a car. Because this car became a hit locally, Chery then upgraded the car name to an independent brand. Not pushing the brand hard, but letting the hit product bring out brand awareness on its own. Currently, OMODA and JAECOO have entered markets in 79 countries and regions globally.

The landing in manufacturing and operation is even more substantial. In Europe, Chery activated its first overseas regional operation center in Barcelona and launched the Spanish Research Institute, extending functions like R&D, manufacturing, supply chain, compliance to the local front-end; the joint venture factory with Spanish Ebro Group plans an annual capacity of 50,000 vehicles. In South Africa, Chery acquired the Roslyn Plant and launched a localization production plan, striving to achieve an initial target of 40% vehicle production localization by 2028. Chery's globalization is no longer just selling cars overseas, but growing organizations overseas, building capabilities locally, and leaving contributions locally.

Chinese car companies going global are moving from "Product Going Global" to "Global Operations". In the first three quarters of this year, BGC proved one thing: Chinese car companies are no longer just selling cars overseas, but accelerating towards building systems, factories, and brands locally. This path is harder than pure export, but also more worth walking.

The first three quarters of 2026, Chinese automobile exports continued to grow, but the growth slope was slowing down. The more critical change is not in the total volume, but in the structure: simply shipping cars out from Chinese ports is becoming a narrowing path.

The European Union imposed additional countervailing duties on Chinese pure electric vehicles, with comprehensive tax rates reaching up to 45.3%; the United States banned Chinese intelligent connected vehicles from entering the market on grounds of "national security" and pushed for permanent legislation of the ban; Southeast Asian markets saw a cluster of Chinese brands rushing into the same price band, transporting the domestic price war over intact. Tariffs, quotas, local content requirements, data compliance reviews, one layer after another, the profit margin of the pure export mode is being squeezed thinner and thinner.

At this turning point, Geely's overseas expansion model is worth attention.

Geely's financial report for the third quarter this year shows that the first three quarters of exports reached 798,000 vehicles, a year-on-year growth of 169%, of which new energy exports were 484,000 vehicles, up 531% year-on-year. Overseas sales exceeded 100,000 vehicles per month for four consecutive months, and the proportion of overseas sales in the third quarter was about 40%. The export growth rate in the third quarter ranked first among mainstream automakers.

Compared to the numbers, one question is quite worth paying attention to: Why did Geely become the automaker with the fastest overseas expansion this year? What is the essential difference between its overseas expansion and simply selling cars?

To answer this question, the answer is not in the numbers, but in the way of its exports. Geely is not shipping cars from China to overseas, but moving capacity, R&D, channels, supply chains, and cooperative ecosystems together overseas, using "industrial symbiosis" to replace "single-point export", and using open cooperation to replace closed self-construction.

Whether this path can be successful is not only about Geely, but also about whether there is a reusable template for Chinese automakers' globalization 2.0.

# Simultaneous Volume Increase Across Multiple Brands, Categories, and Regions #

Take a close look at the data structure of Geely's overseas expansion.

In the first three quarters, export volume was 798,000 vehicles, up 169% year-on-year; the third quarter exports were 323,000 vehicles, up 189% year-on-year, up 19% quarter-on-quarter; of which new energy exports were 484,000 vehicles, up 531% year-on-year. Overseas sales exceeded 100,000 vehicles per month for four consecutive months, and the full-year goal is to rush for 920,000 or even 1 million vehicles.

Splitting it up, it is not a short-term explosion in any one market or for any one car.

Zeekr exports broke 15,000 vehicles in both August and September, with exports contributing over 40% to the monthly sales in both months, firmly holding the first place in exports of Chinese premium brands; Zeekr 9X has launched sales in developed European countries such as Germany, France, and Sweden, with a starting price of nearly 1 million; Zeekr 7X global cumulative orders have exceeded 200,000 units.

Galaxy forms a combined force for global volume increase with three single products: Star Wish, Galaxy E5, and Starship 7; Lynk & Co is driven by 08, 02, and 900, establishing premium cognition in the left-hand drive market and widening opportunities in the right-hand drive market; China Star solidifies the fuel base with three single products: Binyue, Emgrand, and Boyue, and achieves "parallel development of fuel and electric" through the i-HEV product matrix.

Four brands, four price bands, four energy forms, all moving outward simultaneously. Zeekr raises the ceiling, Galaxy expands the base, Lynk & Co protects its personality, and China Star stabilizes fuel. This is not the overseas logic of "one hit car conquers the world", but the systematic overseas expansion of "simultaneous volume increase across multiple brands, categories, and regions".

Similarly, on the regional front, it is not a single-point bet. Europe, ASEAN, Latin America & Africa, Eastern Europe, and Middle East & Central Asia have their respective divisions. Overseas capacity exceeds 840,000 vehicles, 13 overseas factories have been put into production, covering more than 100 countries and regions, and more than 2,300 sales and service outlets have been built.

Single-point explosion relies on luck, multiple points blooming rely on systems. Geely's overseas growth is the result of five regions, four brands, and multiple product lines exerting force simultaneously, not because one market caught the wind and waves.

# Product Matrix and Technology: The Foundation of Systematic Overseas Expansion #

Geely's overseas product and technology foundation can be summarized as: "4 sets of 3" global hits and HEV overseas expansion.

First, look at the "4 sets of 3" global hit cars. China Star solidifies the fuel base with three single products: Binyue, Emgrand, and Boyue, and achieves "parallel development of fuel and electric" through intelligent renovation and i-HEV matrix; Galaxy forms a combined force for volume increase with three single products: Star Wish, Galaxy E5, and Starship 7; Lynk & Co is driven by 08, 02, and 900, establishing premium cognition in the left-hand drive market and expanding opportunities in the right-hand drive market; Zeekr focuses on 7X, 8X, and 9X to define new technology luxury.

Every brand has a clear main model, and every model has a clear target market. Relying on one car to eat the whole global market is unrealistic, even Toyota and Volkswagen cannot do it. Therefore, overseas expansion must form a product matrix system capability.

Compared to products, what is more worth mentioning separately is HEV overseas expansion. In 2025, HEV is set to explode in major global markets, among which the European market grew by 122%, Central and South America grew by 271%, and Chinese HEV exports increased by 94.1% year-on-year.

In overseas markets with weak charging facilities, high electricity prices, and lack of policy subsidies, HEV is the most natural and lowest cost choice for fuel car owners to upgrade and replace. No need to change refueling habits, no need to rely on charging networks, just refuel and go, fuel consumption is also significantly lower than traditional fuel cars.

Geely's i-HEV Smart Hybrid achieves more than 80% electric drive, with actual tested fuel consumption of 2.22L/100km, which is more than 12% lower than the Japanese hybrid benchmark. The China Star fuel series is fully popularizing i-HEV technology. As of September, cumulative sales are nearly 60,000 units, occupying more than 40% of Chinese brand HEV model sales, firmly ranking in the top tier of global HEV sales. Geely i-HEV models will officially go overseas in the first quarter of 2027, landing first in high-growth markets.

Looking deeper, Geely's joint venture HORSE Powertrain Company with Renault provides more than 8 million sets of powertrains for 25 automakers worldwide every year. This global supply chain system provides the underlying support for i-HEV overseas production and local adaptation. HEV overseas expansion is not "selling a few more cars", but embedding Chinese hybrid technology into the global powertrain supply chain, making Chinese technology one of the options for global automakers.

Product matrix and technology system are the foundation of systematic overseas expansion. Without this foundation, overseas factory construction, channel deployment, and brand building are castles in the air. With this foundation, localization in overseas markets has substantive things to land on.

# Five Key Overseas Regions: Precision Division of Labor and Key Breakthroughs #

Geely's globalization framework is called the "123456 Strategy". The core is to build a Geely overseas system and create five regions: Pan-European 600,000, ASEAN 500,000, Latin America & Africa 400,000, Eastern Europe 300,000, Middle East & Central Asia 200,000, striving for 2 million overseas within the next two to three years.

This division of labor scheme is crucial.

Europe is a key breakthrough market. Facing EU policy changes, Geely is taking the route of "in Europe, for Europe": collaborating with Ford and Volvo, completing systematic capacity layout around GEA and SEA architectures; acquiring partial equity of Ford's Spain plant; the joint venture factory with Ford will start production in the second half of next year.

Volvo becomes Lynk & Co's exclusive distributor in Europe. Lynk & Co joins Volvo's sales and after-sales network deep-cultivated for decades; European channels will reach 1,000 by year-end, covering a wider network with leading dealers in Portugal, Austria, and Switzerland. A central parts distribution center will be built in the Netherlands. Later, respond to the competition of "from eating fast to eating well" with premiumization.

ASEAN relies on Proton as an industrial hub. Relying on the Malaysia Proton factory, formulate differentiated KD assembly strategies according to the national conditions of each country, without one-size-fits-all.

Latin America deeply binds with Renault, achieving regional industrial coordination in manufacturing, channels, and supply chains. In the third quarter of this year, the first localization production result of Renault Geely Brazil company, Geely EX5 EM-i, went off the line, verifying the landing capability of the cooperation model.

Eastern Europe and Central Asia enter with light assets through outsourced KD, penetrating tariff barriers with a light asset model, entering quickly, without carrying heavy asset burdens; as for the Middle East and Africa, use Egypt as the industrial foundation, focus on breakthroughs in high-barrier markets, proceed step by step.

Five regions, five methods. The key to Geely's globalization is not average effort, but a combination of regional division, local adaptation, and light assets, cooperation models.

The underlying logic of this method is that different markets have different tariff structures, industrial foundations, and policy environments. Using one model to fight all markets will definitely hit a wall in some market. But using five models to fight five markets, entering each market in the most suitable way, this is the "regional wisdom" of systematic overseas expansion.

# Industrial Symbiosis: Geely's True Differentiation in Going Global #

Going global is not being done by Geely alone, but is the focus of the entire Chinese automobile industry at this moment. At this node, if one sentence is used to summarize Geely's overseas differentiation, it is: It is not "building a Geely factory" overseas, but "building local industry" overseas.

Traditional overseas expansion mode is closed self-construction. Buy land, build factory, hire people, deploy channels, do all links yourself. This mode has strong control, but large investment, long cycle, many local frictions, and easily triggers host country trade protection emotions; Geely takes another road, which is industry symbiosis-type overseas expansion, using openness to replace closure, using sharing to replace redundant construction, using long-term operation to replace short-term arbitrage.

Three cases can illustrate the operation of this model.

First case: Acquiring partial equity of Ford's Spain plant.

In July 2026, Geely acquired 34% equity of Ford's Valencia plant in Spain for 221 million euros, and both parties established a joint venture company to share capacity. Ford holds 66%, Geely holds 34%. Plans to start production of multi-energy models for the European market in 2028.

Valencia plant is one of the largest automobile factories in Europe, with an annual capacity of about 500,000 units, Ford's capacity utilization rate in Europe has long been insufficient. Geely did not build a factory from scratch, but used equity cooperation to access a mature European factory, share fixed costs, and share capacity. For Ford, idle capacity is revitalized; for Geely, local manufacturing capability is quickly in place; for the locals, employment and industrial chain obtained more long-term stability, benefiting all three parties.

Second case: Volvo becomes Lynk & Co's exclusive European distributor.

In September 2026, Geely and Volvo signed an agreement. Starting from January 2027, Volvo becomes Lynk & Co's exclusive distributor in Europe. Lynk & Co's brand logo and product positioning remain independent, but commercial operations in the European region are undertaken by Volvo. Volvo has deep-cultivated for decades in Europe, has mature sales networks, after-sales systems, and local industry relations. Lynk & Co accesses this network, skipping the long climbing period of self-built channels. There is no "Geely swallowing Volvo" or "Volvo subordinating Geely" in this, but division and collaboration of two brands in their respective advantages.

Third case: First car off the line of Renault Geely Brazil company.

As mentioned earlier, in the third quarter of this year, the first localization production result of Renault Geely Brazil company, Geely EX5 EM-i, went off the line. Geely deeply binds with Renault's manufacturing, channel, and supply resources in Latin America, using cooperation to complete capability co-building, rather than starting a new stove.

Behind these three cases, there is a same logic running through. Geely does not pursue "owning" the whole value chain overseas, but obtains capabilities through cooperation at key nodes, turns fixed costs into variable costs, turns heavy assets into light assets, and turns solitary fighting into a community of interests.

The core competitiveness of this model is not product price, but local industrial organizational capability and cooperative ecosystem. If an automaker can talk about capacity sharing with Ford in Europe, channel collaboration with Volvo, local production with Renault in Latin America, and KD assembly with Proton in ASEAN when talking, then what it sells is not just cars, but a plan of "making local industry benefit". This plan has less political resistance, faster landing speed, and stronger sustainability.

Geely's overseas competitiveness is no longer on a single product level, but cooperation capability in the eyes of many overseas industries. After all, in a global market where tariff barriers are getting higher and higher and localization requirements are getting stricter, the latter's moat is much deeper than the former.

# Globalization 2.0: Geely Paves Its Own Unique Path #

Back to the original question: Does Geely's "industry symbiosis-type" overseas expansion provide a reusable sample for Chinese automakers' globalization 2.0? The answer is: It provides a direction, but cannot be copied directly.

Reusable parts are the methods of overseas expansion, such as using cooperation to replace self-construction, using local industrial co-building to penetrate trade barriers, using multiple brands, multiple categories, and multiple regions to disperse risks, and using technology foundation to support local landing. This series of operations are of reference value for all Chinese automakers preparing to go from "selling cars" to "rooting".

The parts that cannot be copied are Geely's own resource talents. Geely can use Volvo's channels, Ford's capacity, Renault's Latin America network, and Proton's ASEAN hub because it spent ten years building a global partner network through acquisitions and joint ventures.

This network was not built in one day, nor is it replicable by every automaker. The "industry symbiosis" path that other Chinese automakers need to take may be cooperating with local dealer groups, cooperating with local energy enterprises, building charging networks with local governments, different forms, but the same logic.

But the overall direction is clear. The competition of Chinese automakers' globalization 2.0 is no longer "who exports more", but "who roots deeper overseas". Whether rooting deep or not, it depends not on export volume, but on local capacity, local R&D, local channels, local supply chains, and local partners.

In the fourth quarter, Geely's overseas expansion pace will accelerate. Zeekr 9X will export to Europe, Middle East, Central Asia; Zeekr 009 will be introduced to right-hand drive markets; Zeekr 7X overseas exports will continue to increase in volume; Lynk & Co deepens collaboration with European markets and Volvo, focusing on promoting Lynk & Co 900L and Lynk & Co 08; Galaxy M8 will launch this quarter, further completing the product matrix; the joint venture factory with Ford in Spain will start production in the second half of next year, European channels will reach 1,000 by year-end, and the overseas goal of 920,000 or even 1 million vehicles is highly likely to be completed.

But more important than completing the goal is that Geely is verifying one thing: Chinese automakers' overseas expansion can rely not on low-price dumping, not on single-point hits, not on closed self-construction, but on industrial symbiosis, cooperative co-building, and systematic landing to find their own position in the global market.

The ceiling of product exports has been pushed to the top by Chinese brands, but the ceiling of systematic overseas expansion is still in the stage of upward touching. Whether the crack torn open by Geely with "industrial symbiosis" can become a grand road depends on whether this model can truly take root in Europe, ASEAN, and Latin America in the next two or three years. At least from now on, the trend has been formed.

“Golden September and Silver October”arrived as scheduled. Latest data from China Association of Automobile Manufacturers (CAAM) shows China's commercial vehicle wholesale sales reached 368,700 vehicles in September, with export sales reaching 40,000 vehicles. The traditional peak season was fully realized as expected, and the industry overall operated steadily. Against this background, FAW Jiefang submitted a striking report card: September exports exceeded 7,500 vehicles, up approximately 69% year-on-year; January to September cumulative exports exceeded 44,500 vehicles, accounting for 13.2% of the commercial vehicle export share. This upward curve not only supported FAW Jiefang's total September sales of nearly 22,000 vehicles but also laid the groundwork for the fourth-quarter sprint targets.

Behind the numbers, what deserves reflection is: when Chinese commercial vehicles collectively drive towards the world, what determines victory or defeat is no longer a single order or a single vehicle model, but a complete system capability capable of taking root overseas. This "Golden September and Silver October" for Jiefang precisely allows the industry to see the full picture of this system.

In September, the Hannover Commercial Vehicle Show in Germany held with the theme "We Deliver" signaled that the global commercial vehicle industry is shifting from "talking visions" to "submitting report cards". 277 Chinese commercial vehicle enterprises exhibited, setting a historical record in scale; they stood at the center of the world stage, and the focus of competition shifted from single product parameters to the comprehensive system capability competition of "New Energy + Intelligence + Service + Ecosystem". In between, FAW Jiefang exhibited latest technical achievements and solutions including 5 complete vehicles, 9 core powertrain units, and more, attracting focus from more than 1,000 domestic and foreign media outlets. Coverage spanned more than 20 countries and regions, with reach exceeding 135 million. Let the world see Jiefang, choose Jiefang.

Li Sheng, Chairman and Party Secretary of FAW Jiefang, told CGTN (China Global Television Network) that economic and trade exchanges between China and Europe have continued to deepen, and industrial complementary advantages have become increasingly prominent, providing excellent cooperation opportunities and broad space for the development of Chinese automotive companies going overseas, cross-border technology synergy, and market deep cultivation, which also affects the commercial vehicle field.

The confidence in sales is first written in FAW Jiefang's products and manufacturing. Going overseas is never about simply exporting domestic vehicles as is. Aiming at the complex road conditions in Nigeria, with high temperature and dust in the dry season and humidity in the rainy season, Jiefang accurately adapted the 6x4 tractor with high reliability, low fuel consumption, and easy maintenance for local trunk transport; facing the high temperature, sand, and dust of Saudi Arabia and the heavy load mining scenarios of South Africa, 100 customized JH6s strengthened dustproof heat dissipation and chassis bearing capacity; the CORTRON CH flagship heavy truck landing in Indonesia entered the mining and timber heavy load markets with 660 horsepower. Behind these "adapting to local conditions" is the support of FAW Jiefang's R&D, production, sales, and supply chain integration — the R&D team expanded its vision to the global level — the thin air of Central Asian plateaus, the humidity and heat of the rainy season in Southeast Asia, the extreme heat of African deserts, and the ultra-long mileage of Latin American trunks are all "examination halls" for FAW Jiefang heavy trucks. Around the main product matrix, the team completed vehicle calibration and local iteration one by one, with oil, gas, electricity, and hydrogen multi-technology routes advancing side by side. Every heavy truck going overseas carries the "customs clearance certification" of global operating conditions.

The true watershed lies in moving from "delivering vehicles" to "delivering value". Li Sheng proposed a judgment on ecosystem development at this Hannover Commercial Vehicle Show: the role of OEMs has shifted from "vehicle manufacturers" to "ecosystem organizers" and "value integrators". What is delivered to customers is no longer just the vehicle and service on the vehicle itself, but a smart transportation capacity solution covering all scenarios, all cycles, and all links. This is almost a key to understanding Jiefang's overseas market during this "Golden September and Silver October". The practice of FAW Jiefang Power's Indonesia office is quite representative: the team adhered to "Service + Sales Integration", bringing training and technical support to the front line of service stations, leveraging sincere service to leverage the market. Overseas competition also proved that reputation and service often lock customers more than parameters. FAW Jiefang Limited partnered with FAW Jiefang International to create a TIR cross-border transport "1+N" exclusive service system. By using a fleet management system to break down data barriers between domestic and international markets, it is a vivid footnote extending "selling a car" to "full lifecycle management".

And the skeleton of the system must ultimately rest on localized organizations and networks. In September this year, 100 heavy trucks went overseas in batch to Nigeria, becoming another landmark result in cultivating Northwest Africa; On October 12, FAW Jiefang Vietnam Co., Ltd. (FAW Jiefang International Southeast Asia Region) was unveiled in Hanoi, with business coverage extending to 20 regional markets, with localization steadily landing; At the same time, FAW Jiefang and Myanmar partners signed a 2027 strategic cooperation memorandum for 1500 units. Statistical data shows: FAW Jiefang products have been exported to 115 countries and regions, developed over 200 overseas core dealers, and laid out 25 KD plants in 18 countries. From complete vehicle export to local factory building, from building channels to spare parts and service reserves, every step Jiefang took in Eastern Europe, Africa, Latin America, and Southeast Asia is turning "going out" into "taking root".

Conclusion:

Connecting this timeline, the new sales peak of FAW Jiefang's "Golden September and Silver October" is by no means accidental; it is a concentrated visualization of FAW Jiefang's "SPRINT 2030" internationalization strategy from blueprint to implementation. When the globalization narrative of Chinese commercial vehicles upgrades from "competing on price and parameters" to "competing on systems and ecosystems", FAW Jiefang has already given its own answer first. Numbers will eventually be refreshed by the next peak season, but a system that can appear on the world stage and can take root globally is the true moat to cross the cycle and win in the long run.

(This article provided by the enterprise)

September 25, 2025, Chery listed on the Hong Kong Stock Exchange (HKEX) and completed its IPO, raising 9.145 billion HKD, becoming the largest auto company IPO in HK stocks that year. On the first anniversary of its listing, this auto company that started from a "Little Grass House" in Wuhu announced two consecutive rounds of personnel adjustments. This organizational change also kicked off the second half of its globalization.

September 23, Zhang Guozhong was appointed Executive Vice President of Chery Holding, while Zhang Guibing, who has long helmed the overseas business, succeeded as Executive Vice President of Chery Automobile to oversee daily operations; On October 7, Chery's main brand was merged into the global market system and directly managed by Zhang Guibing. With two personnel changes within two weeks, they all pointed to the same keyword — Globalization 3.0.

Looking at this personnel layout from the milestone of the IPO's first anniversary, it feels more like a strategic answer sheet. The capital market gave Chery ammunition to go global, and organizational restructuring is the new engine it equipped for itself. While many independent brands are still going global with the model of domestic R&D and selling cars overseas, Chery chose to first connect domestic and overseas operational systems. Will this organizational adjustment be able to truly knit domestic and overseas businesses into a unified strategy?

IPO Anniversary Stress Test

Looking back at Chery's first complete annual report after the IPO, the most noteworthy change is the position swap between domestic and overseas business status. In the full year of 2025, Chery achieved total revenue of 300.29 billion yuan, breaking the 300 billion yuan threshold for the first time, with a net profit of 19.51 billion yuan, up 36.1% year-on-year. Among them, overseas revenue was 157.42 billion yuan, up 56% year-on-year, with its proportion of total revenue rising to 52.4%. Exported 1.2944 million vehicles, accounting for 49.2% of total sales volume. Among top independent brands, it is rare for overseas revenue scale to exceed domestic.

Entering 2026, the growth momentum continues, but structural issues are beginning to gradually surface. In the first half of the year, Chery's overseas revenue was 98.97 billion yuan, up 51% year-on-year, with its proportion of total revenue further climbing to 69.1%. Export sales volume was 943,800 vehicles, up 71.5% year-on-year; European market sales were 174,000 vehicles, surging 212% year-on-year. Gross margin also increased from 13.0% to 16.1%, with overseas high-gross-margin businesses driving the improvement of the overall profit structure.

Overseas business marched triumphantly, the domestic market temporarily under pressure, and profits are easily amplified by exchange rate fluctuations. This is the real situation Chery faced at the first anniversary of the IPO. In the past, globalization was more about telling an incremental story; selling one more car meant more income. Now, with overseas revenue proportion approaching 70%, the complexity of globalization is no longer comparable to days gone by. The higher the proportion of overseas revenue, the more concentrated the impact of exchange rate fluctuations, geopolitical environment, and regulatory differences across countries.

Chery has a clear judgment on this: Globalization 1.0 is whole vehicle CKD product output; the 2.0 stage shifted to building factories overseas to achieve capacity going global; today entering the 3.0 system going global stage, manufacturing, supply chain, talent, and service ecosystem extend outward as a whole, with the goal of taking root locally, serving locally, and becoming a part of the local community.

The core obstacle of this upgrade lies in that, previously, domestic and overseas were two relatively independent business systems, product definitions were severed from each other, and domestic models only underwent simple modifications before being exported directly, making it difficult to adapt to regulatory requirements and user needs of different markets. When sufficient capital was obtained after listing and fundraising, conditions to solve this problem gradually matured, and this round of personnel adjustments thus took the stage.

Underlying Logic of Personnel Changes

To understand this personnel adjustment, you need to look at the two rounds of moves together. The first round of adjustments on September 23 focused on the repositioning of the top-level architecture. Zhang Guozhong is a founding veteran of Chery, joining the company in 1997, and successively served as passenger car factory director, procurement company general manager, executive vice general manager of the company, etc. This time, he was transferred from Chery Automobile to Executive Vice President of Chery Holding Group, with his work platform rising from the listed entity to the holding group level.

Chery Holding's business includes commercial vehicles, parts, finance, intelligence, and other segments, with coverage far exceeding the passenger car listed company. The intent of this transfer is clear: let Zhang Guozhong coordinate finance, trade, and various industrial resources at the group level to provide resource support at the group dimension for the listed company's globalization.

The successor Zhang Guibing is the long-term operator of Chery's overseas business. He joined Chery in 1999, initially responsible for overseas quality and regional business, later successively serving as deputy general manager, executive vice general manager, and general manager of the international business department; since December 2024, he has served as Executive Vice President and General Manager of the International Business Business Group, coordinating all international business outside the Chinese market. Having a veteran who has deeply cultivated overseas for over 20 years oversee the listed entity's operations sends a very clear signal: global business operation experience is weighed more heavily in Chery's overall operations than ever before.

The second round of adjustments on October 7 was even more critical, directly touching business architecture and brand division of labor. According to the announcement, Zhang Guibing is in charge of the Chery Brand Domestic Business Group and International Business Business Group, and coordinates the Global Design Center, Global HR Center, Global Legal Center, Global Spare Parts Ecosystem Division, as well as Anhui Mojia Zhichuang Robot Technology Co., Ltd., and concurrently serves as Chairman of the Market and Marketing Management Committee, Executive Vice Chairman of the Safety and Environmental Protection Committee, and Chairman of the Process Transformation Management Committee.

This means that Chery's main brand's domestic business and international business have shifted from previously operating relatively independently to unified coordination. The domestic market is no longer planned separately away from the global system, and product development synchronously faces domestic and overseas markets from the source.

At the same time, Executive Vice President Li Xueyong is in charge of the Jetour Brand Business Unit, focusing on Jetour's premiumization, building a global competitive off-road brand, while also taking over the corporate PR department, and concurrently serving as Executive Vice Chairman of the Market and Marketing Management Committee.

Li Xueyong is the core creator of the Jetour brand, who led the brand to precise positioning, starting from zero and growing into a dark horse of the car market. Currently, hardcore off-road and boxy tracks are global hot directions. Making Jetour this unique brand bigger and stronger and grabbing the global off-road mindset is an important move for Chery's differentiated going global.

Globalization 3.0 Enters Deep Water Zone

Zooming out, Chery's globalization has already completed two stages. 1.0 was product export, with whole vehicles and CKD parts output outward; 2.0 was capacity going global, with 16 KD overseas assembly plants covering Brazil, Spain, Thailand, and other places; in 2024, it also revived the Spanish national brand EBRO. The difference in the 3.0 stage lies in depth: building factories locally, building supply chains, hiring local talent, synchronously exporting product standards, industrial ecosystems, and service systems, truly becoming a part of the local.

A few implementation actions already reveal the outline of 3.0. In the South African market, Chery took over the Nissan Roslin Plant, planned to start production in mid-2027, with a single shift annual capacity of 50,000 vehicles, striving to achieve a 40% localization rate in 2028. The project will retain the original factory's 692 employees, driving nearly 3,000 upstream and downstream supply chain jobs.

At the talent level, Chery's overseas employees have broken through 20,000 people, with local employees accounting for 85%. Such investments are difficult to quickly convert into profits in the short term, but they are accumulating long-term risk resistance capability. Because, the higher the localization degree, the smaller the impact of trade barriers and exchange rate fluctuations.

Returning to the organizational level, this round of personnel adjustments is actually the foundation support for the entire Globalization 3.0. Globally unified product definitions and styling can reduce repeated R&D investments, allowing same-platform models to synchronously adapt to laws of multiple countries; globally coordinating the spare parts ecosystem can diluate operating risks of a single market.

In the end, what really tests Chery is no longer just export sales volume, but whether this set of organizational structure can make global collaboration truly run through. Organizational change belongs to slow variables, and Zhang Guibing, holding centralized authority and responsibility, has a heavy burden on his shoulders. Internal system compatibility takes time, which is the price all transformations cannot avoid.

Although transformation has some pain, looking at it from a larger industry coordinate, the value of this organizational adjustment is not limited to Chery itself. The competition among top independent auto companies has upgraded to a contest of global organizational and system capabilities. Whoever builds the organizational structure adapted to globalization first will have the opportunity to take the initiative in the next stage of competition. Chery's exploration can be said to provide a sample for continuous observation of Chinese car going global.

In summary, the IPO's one-year anniversary, capital gave Chery ammunition to go global; two rounds of personnel adjustments are the organizational engine adapted to Globalization 3.0 equipped for Chery. As an auto company that has secured the top spot of Chinese brand passenger car exports for 23 consecutive years, Chery's organizational experiment is also paving the way for Chinese car going global.

On October 10, the Ministry of Industry and Information Technology, Ministry of Public Security, Ministry of Ecology and Environment, and State Administration for Market Regulation jointly issued the "Notice on Further Strengthening the Management of Innovative Design, R&D, and Testing Verification of Automobile Products (Draft for Comments)".

The next day, People's Daily Client published an opinion piece titled "Four Departments Join Hands, Say No to 'Quick-Made Cars'!", clearly pointing out the direction of the document.

Almost at the same time, the Maextro V800 brake pedal bracket breakage incident continued to ferment in the public opinion field, and the authoritative investigation conclusion has not yet been released. However, the discussion has already settled on a basic consensus: Brake system related components should never fail during normal vehicle operation. Whether the vehicle involved has defects still depends on the answer from an authoritative investigation.

This brake from domestic regulation is easily read as only concerning domestic consumer rights. However, looking at the node where Chinese car exports are moving towards the tens of millions of units scale, it has another meaning: Chinese cars cannot carry the "Quick-Made" baggage to knock on the door of the global market. We hope overseas users finally remember "Value for Money", not just "Cheap".

30,000 km plus "Two Winters and One Summer", establishing the universal trust threshold of the global market

The benchmark of this draft for comments is quite specific. In R&D testing verification, it proposes requiring new declared products to complete reliability and durability, structural reliability, software function reliability, and environmental adaptability tests. Among them, the reliability verification test mileage shall not be less than 30,000 km, the environmental adaptability verification period shall not be less than 1 year, and must include "Two Winters and One Summer".

In innovative design, it draws multiple red lines: it proposes prohibiting fully hidden door handles, forbids using folding screens or flexible screens, "zero-gravity" seats, rotating seats, or folding seats into beds shall not be used during driving. Emergency escape, emergency braking, and other manipulation parts involving safety must retain physical buttons and conspicuous markings. The document proposes adding 51 main vehicle product technical parameters.

The timeline is also clear: According to the draft for comments, starting January 1, 2027, new products that fail to complete testing verification as required or provide false materials will not be announced, meaning they cannot enter the production access list or go on sale for consumption; products that have obtained the announcement must submit materials for reporting before July 1, 2027. If overdue and safety hazards exist, production will be stopped and recalls will be implemented.

The change in regulatory logic is more noteworthy than the provisions themselves: shifting from the past "meeting national standards is enough" to "sufficient R&D verification before access". Regulation no longer only looks at whether submitted samples pass the line, but asks whether enterprises have actually finished their homework before mass production.

These requirements are not "high standards" unique to the Chinese market; rather, they are the most basic trust language of a mature automotive market for a vehicle. High temperature, high cold, high altitude calibration, and complete road tests are the global development rhythm already passed in the fuel vehicle era. Professor Zhu Xichan of the School of Automotive and Energy at Tongji University gave reference in an interview with People's Daily Client: Whole vehicle road testing for new models usually requires Two Winters and Two Summers; even for facelifts, one Winter and one Summer, and 30,000 km of real road testing are indispensable. The draft for comments sets the access lower limit at "Two Winters and One Summer", and the space left between this and the higher rhythm followed by enterprises for sufficient verification is precisely the space for enterprises to add layers themselves.

From this perspective, this document is not adding burdens to enterprises, but allowing them to complete a qualification match for the global arena in the domestic market first. Cui Dongshu, head of the China Association of Automobile Distributors Passenger Car Division, compares the reliability mileage standard to a "coming of age ceremony" for new energy vehicles, believing the industry is shifting from "cultivation priority" to "norm priority". The meaning of adulthood is that one cannot use children's standards to demand oneself.

"Quick-Made" can rely on iteration repairs domestically, overseas margin for error narrows significantly

The "Quick-Made Car" controversy appeared concentrated this year, with fertile soil. According to sorting by 21st Century Business Herald, in the fuel vehicle era, the development cycle of a new model was generally more than 36 months, with some as long as 40 to 60 months; after entering the new energy era, the industry average cycle was compressed to 28 to 39 months first, further compressed to about 24 months in 2026, and some new power brands even approached 12 to 18 months. Data from BitAuto shows that in the first half of 2026, there were as many as 576 new car models launched domestically. Great Wall Motor founder Wei Jianjun therefore sighed, on average there are two to three press conferences every day.

The tactics of "fast iteration, price for volume, and post-processing with OTA (remote online upgrade)" can operate domestically because domestic user tolerance for new brands is higher, replacement cycles are short, and lower purchase costs partially offset residual value (i.e., used car value retention) anxiety. However, after going overseas, this margin for error mechanism will narrow significantly.

The scrutiny method of the overseas market is completely different: When a car has centralized quality problems, what is remembered is often not a specific brand, but the "Chinese Cars" overall label. With the rapid increase of Chinese cars in overseas holdings, some markets have already begun discussions on Chinese car quality, after-sales, and used car residual value. According to media reports, at the end of last year, a Chinese brand significantly cut prices in the Thai market, with some models seeing price reductions of up to 38%; early this year, similar price competition appeared in the UK. The German business head of Arval, a leasing enterprise under BNP Paribas France, directly told Huxiu in an interview that the residual value gap between Chinese new energy vehicles and European competitive products is essentially a trust gap. Leasing fleet vehicles have high usage intensity, flowing into the used car market in batches after two or three years. Once residual value is suppressed, it hurts all Chinese brands entering this market later.

This is the risk after scaling up. Data from the European Automobile Manufacturers Association (ACEA) shows that in the first half of 2026, five Chinese car enterprises—BYD, SAIC, Chery, Geely, and Leapmotor—sold a total of about 643,000 units in Europe, with market share rising from 4.5% to 8.9%, year-on sales increasing by 111.5%; in May this year, the single-month sales of Chinese brands in 31 European countries exceeded Japanese brands for the first time. The larger the share, the higher the cost of the "Quick-Made" label. Former Deputy Secretary General of the China Association of Automobile Manufacturers, Chen Shihua, reminded at an industry forum before that Chinese cars "really walked too fast", and "can stabilize a bit".

Product competitiveness lesson has been completed, owe the lesson proven by time

It needs to be admitted that today's product competitiveness of Chinese cars is no longer what it used to be. Models such as NIO ET5 have obtained five-star ratings from Euro NCAP (European New Car Assessment Programme). Models of brands such as BYD, Chery, and MG have also successively appeared on the five-star list in recent years.

Besides product competitiveness, the real trend of the price line is more complex than a single number, requiring the curve to be viewed completely. According to CAAM and CPCA data, the average export price of Chinese cars rose steadily from about $16,000 USD in 2021 to about $19,000 USD in 2023; among them, the average export price of new energy vehicles reached above $20,000 around 2022. KPMG China's report calculated at the time that the average price of a single new energy vehicle exported to Europe in 2022 was about $30,000. However, since 2024, this curve has begun to decline: the overall export average price in 2024 was about $18,000 USD, and further dropped to about $16,000 USD in 2025. CPCA analysis indicates the decline is mainly related to the decrease in Tesla export proportion, export market structure changes, and the increase in the proportion of small pure electric models.

At the same time as the total volume average price fluctuates, the value band of top brands is still rising. China Youth Daily reported that BYD overseas sales in 2025 broke through 1 million vehicles for the first time, reaching 1.05 million vehicles, with an average overseas selling price of about 180,000 RMB per vehicle, and overseas business gross profit margin close to 28%. More and more overseas reviews also admit that the configuration and technology provided by Chinese cars in the same price range are no longer inferior.

But trust is a lagging indicator. Safety ratings can be obtained with one test, but brand perception takes decades. Japanese and Korean car manufacturers dug deeply in Europe for decades before completing the image flip from cheap to reliable; no one achieved it by the number of press conferences. Conversely, if the "pulsed new product launch" rhythm at home is read by the external market as speculation, the scores accumulated in product competitiveness will also be diluted by the narrative. Li Shufu, Chairman of Geely Holding Group Group, reminded at the 2026 Chongqing Auto Forum that cars relate to human lives, "cars cannot be produced with short-quick concepts".

From "Cheap" to "Value for Money", a narrative switch that must be completed

Low price itself is not wrong; it is the natural result of Chinese supply chain efficiency and scale advantages. But low price should be the conclusion obtained after consumers vote with money, not a flag raised by Chinese cars going overseas themselves. Once "Cheap" becomes solidified into a label, it will simultaneously lower three things: premium ability, used car residual value, and trade negotiation position. In January this year, China and Europe reached a price commitment arrangement for electric vehicle trade, replacing some anti-subsidy tariffs by setting a minimum price (referred to as "floor price" in the industry), which objectively compressed the space for purely using low price to pry open the European mass market, and also forced Chinese brands to go up.

What Chinese cars truly need to establish in the global impression is "Value for Money": give better technology, stricter verification, and more long-term peace of mind for the same price, and this "goodness" remains valid even after the vehicle is used for many years. This cannot be completed by marketing talk; it is written in the 30,000 km test mileage, written in the BYD Hungary factory under construction, written in the localization cooperation between Chery and Spanish car companies, written in the service outlets gradually opening on European streets and warranty promises, and also written in details such as Chery joining the IATF International Automotive Task Force Board in June this year to participate in global automotive quality standard formulation—IATF is the institution formulating global automotive quality management system standards.

From a domestic perspective, this switch also has no retreat path. According to industry media estimates, the overall profit margin of the automotive industry has fallen below 3%, and the whole vehicle manufacturing link is even as low as about 1.5%, with space for price-for-volume narrowing. Domestically fighting "Involution" and overseas brand building are essentially the same thing: pulling competition back from "who is faster, who is cheaper" to "who is more reliable, who is more worth it".

The draft for comments from the four departments has drawn a bottom line for the industry. The sentence in the People's Daily Client opinion deserves to be quoted again: "'Steady' is a more persistent 'Fast'." Placed in the overseas context, it can be translated into another sentence: The global market will finally remember not whose press conferences are opened more densely, but whose cars still make people feel at ease after being used for many years.

Unload the burden of the "Quick-Made Car", and Chinese cars can walk far with light gear.

* Personal opinion, for reference only.

"Electrolyte is the 'blood' of the cell. For fast charging, low-temperature resistance, and long cycle life, the blood formula must change accordingly." On the evening of September 16, facing interviews from media such as "Phoenix WEEKLY Auto", New Era Vice President Qian Yunxian mentioned this logic multiple times. According to her introduction, even for the same lithium iron phosphate battery cell, the electrolyte formula has been adjusted by 60% to 70% over the past decade, with energy density, fast charging, low temperature, and long cycle life driving the formula forward.                                              

Fig./Phoenix WEEKLY Auto

More than ten hours later, Sunwoda Power released the Smart Flash Charge Battery System Solution at the 2026 New Energy Battery Industry Development Conference which opened on the morning of September 17, pushing the limits of flash charging again. Based on a 15C peak flash charge rate, the solution charges from 10% to 70% in 5 minutes at room temperature, providing 100 kilometers of range per minute of charging, and charges from 20% to 97% in 12 minutes at -30°C low temperature. According to official figures, starting from the mass production of 4C flash charge batteries in 2022, Sunwoda Power has multiplied this number nearly four times in four years.

The "All-Round · Boundless" Photovoltaic Storage Flash Charge Open Ecosystem Platform, unveiled the same day, packed the flash charge battery, energy storage cabinet, charging host, liquid cooling terminal, and an AI cloud platform into a complete solution for charging stations, making charging as fast as refueling, making the battery lifecycle more reliable, and making every kilowatt hour smarter and more efficient. Wang Mingwang, founder of Sunwoda Group, said batteries are transforming from an energy carrier into a node connecting the entire vehicle, the power grid, and users. Sunwoda set the implementation goal for this platform to build 10,000 megawatt-level flash charging stations nationwide by the end of 2027.

Flash charging is fiercer, 'blood' needs changing more frequently

Why can electrolyte determine how fast a battery charges? Qian Yunxian's explanation is that electrolyte is responsible for conducting lithium ions; without it, the cell cannot complete charging and discharging. It accounts for a small portion of cell cost, uses basic chemical raw materials, yet directly relates to whether the battery generates heat, produces gas, or decays early under high current.

New Era and Sunwoda Power have collaborated for over ten years, starting with consumer batteries. Accompanying Sunwoda Power from Shenzhen to layout nationwide, now Sunwoda Power's various mass production bases in China basically all have New Era support. For their consumer subsidiary Liwei's material support, New Era also deeply participates. Sunwoda Power layouts power and energy storage multi-category cells simultaneously. Different products have different requirements for electrolytes. Some focus on fast charging, some on long cycle life, some have strict standards for safety and wide temperature range.

15C rate proposes higher requirements for various technologies. High current fast charging means heat, gas production, and life decay. To ensure non-operating vehicles have unlimited flash charging times within the 10-year 300,000-kilometer warranty period, cell, thermal management, and material solutions must catch up. Qian Yunxian's judgment is that to improve battery life by 10% to 20%, adjusting electrolyte solutions is an effective path. Electrolyte's proportion in cell cost is not high, but the cost-performance ratio for performance improvement is high, mainly through matching solvents, lithium salts, and film-forming additives (such as commonly used VC).

This matching is not as simple as sending samples and inspections. Both teams have deeply integrated. Sunwoda Power splits cell indicators to New Era, New Era then splits indicators into electrolyte development goals, doing material innovation, formula matching, sample verification, small trial, middle trial, mass production all the way down. "If relying completely on blind testing and blind sample sending, R&D failure rate will be very high," Qian Yunxian said.

Placed ten years ago, this collaboration was unimaginable. Nowadays, electrolyte and cell manufacturing are experiencing development from fine chemicals to bulk chemicals. The past was a simple buying-selling relationship. Now power batteries and energy storage batteries have a compound annual growth rate over 40%. Flexible delivery, process consistency, safety control, response efficiency are all new topics.

Looking forward, technical routes are also branching. Qian Yunxian mentioned that past people thought energy storage battery technical thresholds were simple, unexpectedly industry development speed far exceeded expectations. Cell size continues to grow larger. Lithium iron phosphate system internal innovation continues, including sodium-ion, semi-solid, lithium iron manganese phosphate etc. directions, New Era internal innovation team is already doing R&D attempts.

When asked if solid-state batteries will replace liquid batteries, her judgment is liquid batteries will still be the market mainstream in the future ten years, solid-state will only develop in specific niche scenarios. Another new variable is AIDC data centers and AI digital intelligence scenarios. Pain points of smart equipment are often not action execution but battery endurance, which puts new requirements on energy density and flash charge.

Lessons on Going Global from the Storage Tank

This March, New Era completed the bulk delivery of electrolyte to Sunwoda Power's Thailand base. Qian Yunxian recalled that Sunwoda Power's Thailand base construction speed "reached world-class levels", far exceeding their expectations.

Electrolyte is a very demanding product. Shelf life ranges from shortest 40-50 days, longest not exceeding 90 days, most requiring low-temperature storage and transport. This means New Era cannot mix domestically and then ship via sea; they must intervene synchronously when the customer builds the factory, from tank system planning, on-site support to inspection laboratory full process construction.

The storage tank itself is a hurdle. Domestic teams built storage tanks according to domestic standards, but upon arrival in Thailand they failed local safety and environmental reviews. Even flange and joint specifications differ from domestic ones; copying domestic designs means they cannot be used. Thai factory areas are not all Chinese employees; local workers have limited cognition of hazardous chemicals usage. New Era must also train regarding hazardous chemicals usage, while studying local regulations and respecting local culture. Qian Yunxian said this is not something one company can accomplish alone; they and Sunwoda Power formed a joint team to project-manage this overseas large project.

This "partnership" is two-way. New Era's own global layout started very early; Poland factory commenced production in 2021 with 60,000 tons capacity; US project already acquired land and started construction; Malaysia factory is in planning, intended to radiate Thailand, Indonesia; the company even noticed ethylene oxide, ethylene, crude oil cost advantages in the Middle East, assessing local electrolyte projects. Electrolyte upstream raw materials heavily concentrate in China, but overseas market local manufacturing policies require localized production. New Era can only move raw materials, capacity, and supply chain together outwards.

In her view, domestic new energy passenger vehicle penetration rate has already exceeded 60%, approaching 65%. Overseas most markets are still hovering between 10% to 15%, many developing countries lower. Overseas some regions energy supply stability is weak, residential storage, portable energy storage demand is vigorous. Increment is overseas, challenges are also overseas, policy environment is complex, different countries' policy change risks are high.

The 10,000 flash charging station target announced by Sunwoda Power at the conference sounds like an infrastructure story. But in the more upstream of the industry chain, New Era has been laying out China's battery capabilities section by section to overseas in concrete links like storage tanks, formulas, chemical industrial parks, and local compliance. From consumer batteries to power batteries, from 4C to 15C, from Shenzhen to Zaozhuang to Thailand base. Qian Yunxian's observation is that the competitiveness of China's new energy industry is no longer single-point technology of one company, but the capability of the whole chain going out together and growing together.

September 17, Chongqing. On the eve of the opening of the 24th China International Motorcycle Expo, Xingheng Power organized a gathering—a Seminar on Small Power Lithium Battery Technology Achievement Sharing and Technology Development Trends under the AI Wave. Academicians, experts from the Chinese Academy of Engineering, Fudan University, Sichuan University, Chongqing University, NUS Suzhou Research Institute, along with industry representatives, gathered together.

At first glance, it is a technical seminar; upon closer inspection, this is a collective disclosure of Chinese small power lithium batteries transitioning from “manufacturing-driven” to “intelligence-driven.”

Small Power, How Big of a Deed is It?

Two-wheelers are the most efficient short-distance travel mode. This is not sentiment, it is a necessity. The growth rates of domestic sales and exports of Chinese electric motorcycles continue to rise. Southeast Asia, Africa, Latin America, the demand certainty of these markets is extremely strong. Compared to fuel motorcycles, the Chinese electric two-wheeler industry has greater advantages in global expansion services—standardized service systems, mature supply chains, extreme cost-effectiveness, these are all core strengths.

And lithium batteries are the core supporting all this competitiveness.

Xingheng Power Chairman Feng Xiao said a sentence: “Small Power, Big Deeds.” This statement holds true. Xingheng’s lithium batteries have already entered Southeast Asia, Africa, and Latin America first, bringing high cost-performance Chinese lithium battery products to the “Belt and Road”沿线. This is not simple product export, it is a deep integration of “Chinese technology, local flavor” and “Chinese genes, local carriers”—To local, in local, for local.

Battery + AI, Not a Gimmick, But a Dimensional Upgrade

At the seminar, the density of technology sharing was very high, but the main thread was clear: battery technology itself is evolving, and AI is accelerating this process.

Xingheng CTO Wang Zhengwei presented the idea of “Source Improvement + System Enhancement”, the Manganese-based battery technology iteration path is clear—greater capacity, stronger power, lower cost, faster charging, higher intelligence and standardization. This is collaborative innovation from material genes to system levels.

Sichuan University Associate Professor Wang Caihong brought an interesting direction: embedding temperature-responsive materials into the battery system, letting the battery identify early overheating and respond actively. Battery safety changes from “external passive monitoring” to “intrinsic active response”, this is a paradigm-level leap.

How does AI land? Dr. He Peng from NUS Suzhou Research Institute showed how AI promotes material R&D from “experience-based trial and error” to “data-driven”. Fudan University Dr. Xu Zhengchuan proposed that AI is moving from content generation tools to agents for scientific discovery and engineering decision-making, future material screening and process optimization will greatly shorten the industrialization cycle.

Academicians’ Direction: Technology Ultimately Points to Humans

Chinese Academy of Engineering Academician Chen Qingquan’s sharing set the tone for this seminar. He said we are at the intersection node of the 3rd and 4th Industrial Revolutions, the Energy Revolution moves towards new energy, the Transportation Revolution moves towards electrification and intelligence, AI is the core engine. But he emphasized a key phrase: technology ultimately points to humans. Regardless of how materials and AI evolve, finally it must make batteries safer, more reliable, and economic.

He also mentioned “Three Aspects”: Look Forward, Look Backward, Look Downward. Forward-looking vision insights trends, historical experience avoids detours, practical implementation tests value. Dialectical innovative thinking coordinates development and security, present and long-term.

An Industry New Ecosystem is Taking Shape

The value of this seminar lies not in a single-point technology breakthrough, but in that it presents a trend: a new industry ecosystem of collaboration co-creation among universities, research institutions, and enterprises is accelerating formation.

Xingheng stated clearly: persist in the small power main channel, client needs-oriented, transform technical innovation into better products, this cannot be separated from the collaboration of industry, academia, and research. Industry collaboration, model innovation, co-promote new standards—let Chinese lithium batteries serve global users.

When battery technology innovation and AI paradigm changes collide in the same arena, the small power lithium battery industry is standing on a new starting point. Chinese lithium battery enterprises have already formed global leading advantages in technology accumulation and application scale. The next step is to transform this advantage into global market standards and service capabilities.

Small Power, Big Deeds. This is not a slogan, but a fact that is happening.

Don't transplant that domestic 'involution' style to overseas markets.

Chinese automotive overseas expansion is standing at a subtle inflection point. One side is export data continuously breaking records, the other side is institutional encirclement by the US and Europe and domestic compliance guidelines tightening simultaneously. These two forces converge, pointing to the same signal: The Easy Mode that relied on low prices and rapid distribution to conquer territory is heading towards its end.

Looking back at the past few years, Chinese domestic automakers were competing furiously at home, yet overseas they were like tigers descending the mountain. In the first 8 months of 2026, passenger car exports surpassed 6.098 million vehicles, and breaking 10 million for the full year is almost certain. New energy vehicles are even more unstoppable, accounting for more than half of exports for 6 consecutive months. The European market was once seen as a high-margin paradise; BYD's overseas gross margin was 28.4%, while domestic was only 17%. Overseas profits were more than 40% higher than domestic — such temptation, who could not be moved?

But the high-margin window is narrowing. Data from Orient Securities shows that BYD's overseas revenue per vehicle in the first half of the year has decreased year-on-year by 16,000 yuan. Scale brings down the average price, and overseas business is sliding back into the old path of 'trading price for volume'.

Southeast Asia, Middle East, South America: some Chinese automakers are concentrating into the A-segment new energy track, prices heavily overlapping in the 100,000 to 150,000 yuan range, transferring that domestic strategy over unchanged. In the Thailand market, Geely EX2 won the EV sales champion with price-performance advantages; local media said 'Thailand is crossing the river by feeling its way through China'. This sounds familiar, but it's not funny.

Exporting domestic 'involution' overseas, the first thing to rebound is trade barriers. EU anti-subsidy duties on Chinese pure EVs have already taken effect: BYD 17%, Geely 18.8%, SAIC 35.3%. In 2025, China's plug-in hybrid exports to Europe skyrocketed 155%, and the EU immediately set out to plug the loopholes, planning to expand tariffs to plug-in hybrid models. The US has gone further; the Automotive Innovation Alliance is pushing Congressional legislation to attempt to permanently ban the sale, import, and manufacture of Chinese connected cars and their software/hardware in the US. This is no longer tariff friction, but systemic exclusion at the source of market access.

Right at this crucial juncture, on September 1st, the Ministry of Commerce, Ministry of Industry and Information Technology, and State Administration for Market Regulation jointly released the "Guidelines on Overseas Competition Behavior and Compliance Construction for the Automotive Industry". The document is not long, four chapters and twenty articles, but one sentence is worth reading repeatedly: "When enterprises formulate overseas recommended retail prices, they should avoid affecting overseas consumer interests and brand image due to 'frequent and significant price fluctuations'". In plain speak: Don't randomly cut prices overseas.

The timing of this guideline's release is subtle. When exports were hottest, the state intervened to regulate price cuts, indicating the issue is no longer 'whether to sell' but 'how to sell'. Domestic automotive manufacturing profit margins have dropped to 2.4%; price wars have gone to this extent, there are no winners. If this approach is replicated overseas, the only result will be lower profits, more frequent trade friction, and worse brand image.

SAIC's path is worth examining closely. From January to August this year, SAIC overseas cumulative sales broke one million vehicles, reaching 1.016 million, a year-on-year increase of 52.9%. At the same time, European market cumulative deliveries also reached one million units. The MG brand ranked among mainstream players in multiple European countries; France entered brand sales TOP 10, and Italy cumulative users broke 150,000.

But more noteworthy than the numbers is that SAIC is advancing the "Glocal Strategy" — deep integration of global vision and localized operations. Jumping out of the primary logic of "selling cars overseas", completing the iteration from "product overseas" to "system overseas".

At the Intangible Cultural Heritage Peasant Painting Exhibition held at the Brussels Chinese Cultural Center, the MG S6 Art Custom Car was unveiled, where Chinese aesthetics and European urban civilization had cross-border dialogue. This is no longer simple car selling, but the rooting of brand culture.

SAIC's system capabilities are also being consolidated. Three global innovative R&D centers, three major vehicle manufacturing bases in Thailand, Indonesia, and India, over a hundred parts supporting bases. This year the German Frankfurt European Engineering Center was commissioned, and construction of European production bases started simultaneously. Over 3,000 overseas marketing service outlets, 42 own-roll-on/roll-off ships, annual capacity broke 600,000 vehicles. At the same time, achieving brand integration through cultural cross-over and local adaptation, truly landing the Glocal development model.

From "Going Out" to "Going In", there is no shortcut on this road.

The core subject for major exporters in the future is no longer how to ship cars out, but how to manufacture, operate, and build interests compliantly in target regions. EU tariff expansion and supply chain localization requirements all point in the same direction: Without local capacity, there is no stable market access. BYD Hungary factory has started trial production, Chery and Nissan signed a MoU, hoping to OEM in Sunderland factory, SAIC invested 200 million Euros to build MG European factory in Spain. Localization is not only a means to avoid tariffs, but also a necessary condition to meet data compliance, supply chain audit and public procurement thresholds.

Market segmentation is also accelerating. High barrier markets like the US and Europe, only leading enterprises with local production, joint venture or local team capabilities are suitable for long-term investment. Middle East, Latin America, Southeast Asia, Africa and other Global South markets, trade barriers lower, new energy penetration curve steeper, are the core incremental main force for the next 2 to 3 years. But must also prepare early for local pricing, parts after-sales, local compliance, avoiding replicating the low-price problems of early Europe.

The game of going global has reached the time to change tactics. Growth in volume is already amazing enough; what comes next to watch is quality, and even more sustainability. From complete vehicle export to local manufacturing, from trade export to system export, from price competition to brand rooting — Volume, Quality, Glocal model moving forward together is what going global should look like.

10 million vehicles is a milestone, and also a reminder. Price wars end with a full industry profit margin of 2.4%; there are no winners. Overseas markets should not walk this old path again.

In the first 8 months of this year, SAIC Group's cumulative overseas sales reached 1.016 million units, a year-on-year increase of 52.9%. Among them, the MG brand cumulatively sold 241,000 units in Europe, a year-on-year increase of 22.3%.

When overseas business enters the million-unit scale, the standards for measuring a car company's globalization capability also begin to change. In the past, exporting cars focused more on whether products could be sold and whether sales volume could be built up; but when a regional market grows from tens of thousands of units to hundreds of thousands, what a car company truly faces is a complete set of overseas operating problems: Is transportation stable? Can the product adapt to the local market? Is production and supply chain close enough to users? Can the sales, after-sales, and financial systems support a larger scale? These capabilities do not appear naturally with sales volume; they require long-term investment and advance planning.

Currently, SAIC's subsidiary Angie Logistics owns 42 self-operated RoRo ships, has laid out three innovative R&D centers and three design centers overseas, three complete vehicle manufacturing bases in Thailand, Indonesia, and India, and a KD factory in Pakistan, as well as over 100 parts production and R&D bases and over 3,000 marketing service outlets.

These layouts dispersed across different business sectors such as R&D, manufacturing, logistics, and sales constitute the "Major Foundation" that SAIC is continuously consolidating for globalization. It is not just a factory or a fleet, but a comprehensive foundation that extends R&D, manufacturing, parts, logistics, sales, service, and even financial capabilities around a car to the global market, eventually forming a self-sufficient overseas system. After overseas cumulative sales exceeded 7 million units, SAIC's globalization is transitioning from expansion centered on products and sales volume to a stage more reliant on system capabilities.

Behind the Million-Unit Business

Logistics Is No Longer Simple Transportation

Among SAIC's globalization "Major Foundation", the most concrete part is the expanding RoRo fleet. Starting in 2022, Angie Logistics invested nearly 10 billion yuan to build 12 large RoRo ships with 7,600 vehicle capacity and above. Currently, Angie Logistics has 42 RoRo ships of various types, including 21 foreign trade and 21 domestic trade RoRo ships, with an overseas ocean transport capacity of 600,000 units per year operated independently and a capacity of 1 million units for overseas landing. From relying on external capacity to building its own large RoRo fleet, behind this change is the increasingly high demand for logistics stability and autonomy after SAIC's overseas business scale continuously expanded.

For car companies with annual overseas sales reaching the million-unit level, logistics is no longer just purchasing a transportation service. Whether capacity is sufficient, whether ship schedules are stable, and whether key markets can quickly replenish inventory will directly affect local sales rhythm. When the fleet expands to dozens of ships, what truly determines logistics efficiency is no longer just how many cars a single ship can load, but whether a stable route network covering core markets can be formed.

Currently, Angie Logistics' 8 international routes cover major export directions such as Southeast Asia, Gulf Region, Mediterranean, UK, Mexico-West US, US East, South America West, and Australia and New Zealand. The 42 RoRo ships and 8 international routes allow SAIC to arrange vehicle flow between global markets more proactively. When to depart, which areas need increased capacity, and how to connect storage and distribution after vehicles arrive at ports are all becoming a system that can be independently scheduled.

This is also the meaning of "Strong Foundation". It solves not just a single export, but how to keep million-unit overseas business running long-term and stably.

From Shipping Cars Out

To Placing R&D and Manufacturing Capabilities Locally

The logistics system solves how cars connect efficiently to global markets, but as a regional market gradually grows, relying solely on the model of producing in China and selling overseas will also approach its limit. SAIC started laying out manufacturing bases overseas very early.

In 2012, SAIC signed a cooperation agreement with Thailand's CP Group, subsequently building complete vehicle manufacturing and sales systems locally; in 2019, the India complete vehicle base was built and put into production. Since then, SAIC gradually formed three overseas complete vehicle manufacturing bases in Thailand, Indonesia, and India, and laid out a KD factory in Pakistan.

In recent years, this localization has continued to extend from the manufacturing link to R&D, engineering, and supply chain. This year, SAIC's European Engineering Center in Frankfurt, Germany was commissioned, the European production base is advancing steadily, and subsidiary sales companies in Belgium and Luxembourg were established successively, with Central Asia localization production also launched. Currently, SAIC also owns three innovative R&D centers, three design centers, and over 100 parts production and R&D bases overseas.

Behind this layout is the gradual shift in automotive globalization from "product market fit" to "capability localization". Different countries have obvious differences in regulations, road environments, climate, and consumer usage habits. The deeper the overseas market goes, the harder it is for a single model to cover all needs relying on simple global unified configurations.

For example, SAIC developed a local voice assistant for the Indian market usage habits; the Brazil version MG ZS EV optimized the battery thermal management system for the local tropical climate. These seemingly small changes actually reflect a shortening distance between the R&D system and the market.

In the past, automotive globalization was more "developed in China, manufactured in China, then sold worldwide"; as overseas R&D centers, factories, and parts bases continue to increase, part of the engineering, manufacturing, and supply chain capabilities begin to enter the target market directly. This is also a deeper layer of SAIC's globalization "Major Foundation": not just sending products out, but sending out the capabilities that support continuous product iteration and production.

The True "Major Foundation"

It Is a Global Operating System

If looking at single projects, 42 RoRo ships are a logistics investment, the European Engineering Center belongs to the R&D system, Thailand, Indonesia, and India factories belong to manufacturing layout, and over 3,000 marketing service outlets belong to the sales system. But the true competitiveness of globalization comes precisely from whether these capabilities can be connected.

The automotive industry itself is a long-chain industry. From product development to parts procurement, from complete vehicle manufacturing to logistics transport, to sales, maintenance, finance, and user services, for a brand to truly enter the local market, any link is difficult to be absent for a long time. Currently, SAIC has over 3,000 overseas marketing service outlets and established an overseas financial service company in Indonesia, with products and services entering over 170 countries and regions globally.

Returning to look at the overseas system SAIC has already spread out, its outline becomes clearer. Overseas R&D and design centers undertake product development and local adaptation, complete vehicle factories, KD factories, and parts bases provide manufacturing and supply chain support, 42 RoRo ships and 8 international routes undertake global transport, and over 3,000 marketing service outlets and financial service systems serve local users.

What these capabilities together form is no longer an export link from Chinese factories to overseas dealers, but an increasingly complete global automotive industry network. This also explains why, the further automotive exports go, the "heavier" the enterprise investment becomes.

Simple exports can be completed with the help of large amounts of external resources, but the larger the market scale, the more enterprises need to master more key links. Once a regional market reaches 100,000, 200,000, or even 300,000 units, transport capacity, supply chain, after-sales, and R&D response speed may become new bottlenecks restricting growth.

Currently, SAIC has formed one "300,000-unit level" market in Europe, and 5 overseas regional markets of "50,000-unit level" in the Americas, Middle East, Australia and New Zealand, ASEAN, and South Asia, with products and services covering over 170 countries and regions globally, and overseas cumulative sales breaking 7 million units. At such a scale, the next stage of growth is increasingly difficult to complete solely by increasing export numbers. In the end, overseas business competition is about whether a global foundation matching the sales volume can be established and sustained.

Therefore, 42 RoRo ships may be the most visible part of SAIC's globalization "Major Foundation", but what is truly important is the entire system gradually forming behind these ships: R&D, manufacturing, supply chain, logistics, sales, and services continuously extending from China to global markets and finally connecting.

In the past decade, the most obvious change in Chinese automotive exports has been export numbers continuously breaking records. As more and more Chinese car companies enter the deep waters of the overseas market, the factors determining the upper limit of globalization are also changing—from whether a single product has competitiveness, gradually expanding to whether an enterprise has the ability to rebuild a complete automotive industry system globally.

From this perspective, SAIC's continuously strengthening globalization "Major Foundation" is not just to support today's million-unit overseas sales volume. What it truly aims to solve is a longer-term problem: when Chinese cars move from "selling to the world" to "operating globally", what allows them to truly take root in different markets?

In the first half of 2026, the domestic tire industry showed a very obvious stark contrast.

From the latest semi-annual report, it is clearly visible: Leading enterprises that built factories overseas in advance saw their performance rise to new records year after year; small and medium manufacturers that stubbornly stuck to domestic capacity for export were basically passively under pressure and losing market share.

Those Who Go Global Early Enjoy the Dividends

The 2026 semi-annual report data plainly exposed the industry gap: Whether an enterprise can make money and stabilize its overseas market depends on whether its overseas capacity layout is fast and large enough.

Sailun Tyre is a solid benchmark for industry globalization, presenting its best ever half-year performance: Semi-annual revenue broke through 20 billion yuan for the first time, up 13.88% year-on-year; net profit was 2.16 billion yuan, up 17.97% year-on-year. More than 60% of the company's assets are laid out overseas (62.88%), the Vietnam and Cambodia bases continue to produce and earn steadily, forming the core profit backbone. Relying on the linkage of multiple bases in Southeast Asia, the Americas, and Africa, Sailun perfectly avoided trade barriers in Europe and the US, European orders are perpetually in high demand. Even with multiple price adjustments, customer demand remains firm. Over the next three years, there will be a concentrated release of overseas capacity, with strong confidence in growth.

Zhongce Rubber's overseas capacity expansion dividends have also been fully realized. In the first half of 2026, semi-steel tire production at the Thailand base increased by 38% year-on-year, while full-steel tire production at the Indonesia base surged by 249%. After the EU anti-dumping measures took effect, exports for many domestic enterprises were blocked, but Zhongce, relying on normal supply from its overseas bases, not only steadily held the European market but also took over a large volume of spillover orders. Meanwhile, relying on Indonesia capacity to take US orders, it successfully dodged tariff shocks. Currently, the company's new Vietnam base with a 1.04 billion yuan investment is progressing steadily, and the global capacity map is still expanding.

General Shares is a typical representative of benefiting from this round of going global, with performance taking a dramatic turnaround. In the first half of the year, net profit surged 114.84% year-on-year, gross profit margin increased by 3.31 percentage points, and profit quality improved significantly. The company's Thailand and Cambodia dual bases had booming production and sales. Seizing the EU trade policy window, semi-steel tire orders were perpetually in high demand. Overseas non-US market revenue rose steadily, successfully opening up a brand new growth space.

In addition, Zhengdao Tyres stated recently that the Cambodia base went into smooth production, tens of millions level of scaled capacity landed, completely reconstructing its overseas supply chain, and firmly standing in the international market under high barrier pressure.

Comprehensive Encirclement, Traditional Export No Longer Works

The eye-catching performance of leading enterprises is, simply put, the result of early risk avoidance and early planning. Nowadays, trade restrictions in the tire industry are no longer just about single tariffs, but comprehensive suppression including tariffs, dual anti-dumping, origin verification, and green compliance, which completely locks down domestic export paths.

The United States not only maintains high tariffs on Chinese tires but also ferociously investigates the origin in Southeast Asia, completely plugging loopholes for tax avoidance via transshipment; The EU is implementing semi-steel tire anti-dumping and pushing for anti-subsidy investigations, while stacking the EUDR zero-deforestation new regulations, raising entry barriers from tax, environmental, and compliance aspects.

Not only Europe and the US, Brazil, the Eurasian Economic Union, and many other economies are also increasing trade protection, with trade friction sweeping the globe.

On August 31, Canada officially joined the game, launching anti-dumping investigations on Chinese truck and bus tires. At this point, the three major mainstream markets of the US, EU, and Canada have comprehensively encircled, continuously squeezing the space for domestic tire exports, directly ramping up the urgency for enterprises to go global.

Why Must We Go Global Immediately?

Combining the latest financial reports and the global trade situation, there is no longer a need to hesitate about going global. It is necessary to go global as soon as possible and land capacity as soon as possible. This is the only way out for the industry to break through.

First, avoid trade barriers and protect core overseas markets. Now all major global markets are tightening policies. Without local overseas capacity, it is equivalent to directly losing export qualifications. Only by building factories overseas and local production can enterprises avoid anti-dumping tariffs, origin verification, and green compliance restrictions, safeguarding global sales channels.

Second, seize the huge market dividends left vacant by the industry. A large number of small and medium tire enterprises are being forced to exit overseas markets due to export restrictions, causing a significant global supply contraction. Meanwhile, leaders with overseas capacity like Sailun and Zhongce, taking advantage of industry supply gaps, continue to take over spillover orders and increase market share. The barriers instead become expansion opportunities for leaders.

Third, reduce costs and increase efficiency, improving profit advantages. Southeast Asian bases can purchase natural rubber locally, greatly compressing raw material and logistics costs; meanwhile, Vietnam and Thailand belong to CPTPP member countries, bringing tariff advantages. Exporting to Europe, the US, and Southeast Asia offers maximum cost-performance ratio, with profit space much higher than domestic exports.

Finally, widen the industry competition gap. The current industry reshuffle has already reached a fever pitch: Enterprises with overseas capacity continue to make money and expand share; those without overseas capacity can only stick to the domestic market and continue to shrink. In the future competition of the tire industry, the race is no longer about price, but about global capacity layout and supply chain risk resistance.

Overseas Capacity Has Become the Industry's Ultimate Moat

2026 is the decisive year for the globalization of China's tire industry.

Under the global trade pattern of encirclement by multiple countries, the old model of "Domestic Production, Global Export" has officially concluded, and localized production with regional supply has become the only path to break through.

The semi-annual report data has solidly proven: Enterprises that laid out globally in advance are continuously enjoying policy dividends, market dividends, and cost dividends.

In the next phase, industry concentration will continue to rise. Leading enterprises with a perfect global capacity network will continue to reap global market share. The era of globalization for China's tire industry has already fully arrived.

Officially singled out "frequent price cuts", warning against excessive price competition in overseas markets. Behind this lies not just the profit account, but the image account of China's automotive industry overseas.

Specifically regarding policy implementation, on September 1, 2026, the Ministry of Commerce, Ministry of Industry and Information Technology, and State Administration for Market Regulation jointly issued the "Guidelines for Overseas Competition Behavior and Compliance Construction in the Automotive Industry". The content regarding pricing is worth noting. The document points out that when enterprises formulate suggested retail prices overseas, they should set clear price gradients for different vehicle configurations, avoiding "affecting the interests and brand image of overseas consumers due to frequent and significant price fluctuations".

The "knock" meaning in this sentence is obvious, referring to the "price cut actions" that everyone is very familiar with in recent years. As for why the official needs to single out such behavior so seriously, perhaps we can see a clue from relevant data. Relevant data shows that in 2025, China's automobile exports reached 8.32 million units, sold to more than 200 countries and regions, and remained first in the world for consecutive years. In the first seven months of this year, the export volume reported by the General Administration of Customs reached 6.399 million units, a year-on-year increase of 53.7%, and breaking through 10 million units for the whole year seems to be inevitable.

The ceiling of scale is visibly rising, but the profit situation is like a bucket of cold water. According to Wind data, the total net profit attributable to owners of 289 listed automotive manufacturing companies in the first half of the year was 56.531 billion yuan, a year-on-year decrease of 25.74%, with the profit margin of complete vehicle manufacturing falling to 1.5%, a record low in nearly 10 years.

When the industry begins to show a situation where more sold means less earned, it indicates that something has deviated from the normal track. In other words, this is no longer a situation that can be explained by simple exchange rates and tariff factors. The three departments singled out "frequent price cuts", indicating that the official side has seen the bookkeeping problems; in essence, it is still a guide for the long-term survival of Chinese automakers overseas.

The "Profit Account" of Overseas Price Cuts, Calculated Clearly by Three Departments

The three departments singled out "frequent price cuts", most likely having calculated a financial account clearly, that is, sales volume and profits are moving further and further apart. Even BYD, a top representative with relatively thick profits among independent brands, also has such a situation. Let's look at a set of data. In the first half of 2026, BYD sold 789,400 units overseas, a year-on-year surge of 67.9%, and the proportion of overseas sales rose from about 24% year-on-year last year to 44%. According to Orient Securities' calculation, BYD's overseas business gross margin in the first half of the year was 28.4%, while domestic was only 17%. As a sample automaker going overseas, BYD's sales and profit calculation data are both quite good.

But another layer of reality is that BYD's single car revenue is also declining. According to the same Orient Securities statistics, compared with the first half of 2025, BYD's overseas single car revenue decreased by 16,000 yuan. These two sets of data seem contradictory, but there is actually a certain "logical rationality". Why say this?

The "involution" of the Chinese automotive market has not disappeared because of going overseas. This has led to a phenomenon: on one hand, the proportion of overseas sales has surged; on the other hand, the single car revenue is declining. Some developing well automakers went overseas, propping up gross margins with high-value models. But the more and more low-price models were pushed overseas, also leading to the situation of the average price going down. When the main force of exports expands from Dolphin, Yuan Plus such medium-to-high-end models to more low-price product lines, the premium that the overseas market should belong to the brand is being thinned step by step.

Of course, this is not a problem faced by a certain automaker. Looking through the first half-year financial reports, many automakers that are heavily going overseas are experiencing such a situation. Chery's net foreign exchange loss was 2.092 billion yuan; Geely's net foreign exchange gain from the same period last year of 2.64 billion yuan was directly turned into this year's 550 million yuan net loss; Great Wall Motor had a net foreign exchange gain of 1.493 billion yuan in the first half of last year, but this year after deducting hedging locks, it actually lost 266 million yuan; Leapmotor delivered 356,000 units for half a year, a year-on-year increase of 60.8%, sitting at the top of the new force sales list, but calculated down, the single car net profit was less than 600 yuan, and the annual profit guidance was down from 5 billion yuan to 3 billion yuan.

These data mean that overseas market competition problems have begun to show. Those overseas shares won by price are being transferred in the form of profits. The selling price goes down, the gross margin goes down, and stacked with exchange rate fluctuations, the book profit will eventually become a big problem. "Avoid affecting overseas consumer interests and brand image due to frequent and significant price fluctuations" reflects the concerns of relevant departments.

The Impact Behind Price Cuts, The Whole Industry Has to Pay For It

Thinking deeper, the concerns of the three departments might not only because they calculated the profit account. If looking at it from the perspective of long-term industry development, the coverage of "frequent price cuts" and "overseas involution" is far wider than we imagine. Automobiles are different from ordinary consumer goods. Sun Xiaohong, former Secretary-General of the Automotive Internationalization Professional Committee of the China Machinery Industry Import and Export Chamber of Commerce, explained it clearly: "Overseas markets attach great importance to vehicle residual value and the usage cost of the vehicle's full lifecycle. Frequent and excessive price cuts will make consumers worried about the future residual value preservation of the vehicle, bringing a series of negative effects."

Users who just picked up the car, the next foot sees the official hanging lower prices, value retention shrinks accordingly, this is very easy to trigger users' negative emotions. If it evolves into complaints, rights protection and bad reviews, it may eventually backfire on the brand. This is not groundless worries, currently there have already been some negative cases. For example, in the Thailand market, some domestic automakers continued to cut prices in Thailand, making the dissatisfaction of car-buying users rise, and Thai public institutions also launched investigations on this.

This is just the backlash at the public opinion level; if dissatisfaction intensifies, this may cause worse results. Now, Thailand, Indonesia, and Malaysia are tightening electric vehicle import thresholds synchronously on their own, with localized production and technology transfer as conditions. Clearly, this chain reaction will not affect just a certain automaker. Dissatisfaction from users who have purchased, fermentation of local public opinion, investigation by public institutions, government tightening of import policies, will lead to the entire industry's entry threshold rising. In the end, for this one enterprise's price cut, it is all Chinese brands operating locally who have to pay.

As Shi Yonghong, Vice President of the China Machinery Industry Import and Export Chamber of Commerce said: "Overseas market regulations are scattered, involving safety, environmental protection, data, carbon emissions, supply chain due diligence, etc. The issuance of the 'Guidelines' will help guide enterprises to rationally choose target markets, avoid low-price competition, channel conflict, gray operations, and maintain the overall image of China's automobiles."

The person in charge of the Department of Outbound Investment and Economic Cooperation of the Ministry of Commerce, when interpreting, summarized the intention of this guidance into three points: highlight public service attributes, highlight practical application orientation, highlight win-win cooperation concepts. Falling into policy intentions, what the three ministries truly worry about is not whether a certain enterprise sells expensive or cheap, but whether disorderly price competition will make the four words "China Automobile" become a "negative label" internationally. How to make competition no longer disorderly? Of course, this question still has to be answered with the three words "high quality".

Great Wall Motor Chairman Wei Jianjun said, "Going out of quality is part of high-quality opening up, to bring long-term stable, reliable products and services to overseas consumers". He believes that enterprises going out should respect other countries' legal cultures, bringing taxes and employment to local areas. Talking about price, in the People's Daily Client "Ask the Way" column, he once spoke directly: "If I keep reducing costs, I cannot guarantee the quality of the car."

Now the development of China's automotive industry has changed from past to present. When export scale surges to 10 million units, any individual disorder will be amplified multiple times, the official must set the rules before credit is damaged.

No Price Floor, Cannot Obtain Real Share

Of course, we do not want to convey the viewpoint that "price cuts are wrong". Objectively speaking, price cuts themselves are not wrong, but if price cuts are taken as the only means of competition, then the overseas road will not go far, and real share cannot be obtained. To put it more simply, for Chinese automakers going overseas to last long, having pricing power is very important. How to have this ability? It depends on whose products have something special.

To stabilize prices, win by things outside of price, there are three dimensions of performance that are very key. One is technical differences. Technology is a barrier that can be directly perceived by users. If we can pull gaps in terms of range, safety, intelligence, etc., with powerful technical strength, we can maintain the price floor, rather than rolling down together with opponents.

Two is price stability. This is also a credit impression overseas. Chinese automakers going overseas need to open up the situation with "contract spirit" and "long-termism". Falling into operations, it is stable prices, stable products, stable services, stable expectations. A brand that frequently adjusts prices, users dare not buy now, dealers dare not stock up now, this uncertainty itself is a cost.

Three is local service network. This determines whether overseas users can be assured about the brand, and is also the decisive factor for whether automakers can maintain the price floor. If we can do well in maintenance, parts, residual value, second-hand circulation after selling cars, people's stickiness to the brand will be higher. When the after-sales system is laid out dense enough, price will not be the only selling point.

The "muscle memory" formed in intense involution in the domestic market, when it comes to overseas, will eventually have to relearn the rules. After all, there are no subsidies to support the bottom, nor infinite price war space there. In overseas, possessing the determination to establish prices is the core strategy for long-term survival.

Conclusion

Markets won by low prices are actually not stable. The four words "Made in China" cannot be labeled with "dumping" and "cheap". The purpose of the three departments' guidance is not to ban price cuts, nor to halt going overseas. It only puts a long-ignored fact on the table. Now, policies have drawn clear boundaries for Chinese automakers. Automakers used to "price involution", it is also time to make choices that conform to the guidance.

On September 1, a document stirred the entire automotive overseas expansion circle.

The Ministry of Commerce, the Ministry of Industry and Information Technology, and the State Administration for Market Regulation jointly issued the "Guidelines on Overseas Competitive Behavior and Compliance Construction for the Automotive Industry", which is the first time domestically specifically setting a behavioral benchmark for overseas operations of auto enterprises. To put it plainly: the era of Chinese auto enterprises going global by recklessly seizing scale is coming to an end.

In the past few years, the domestic market has been highly competitive, with price wars following one after another. Many auto enterprises have directly adopted this strategy for overseas markets: willing to lose money to lower prices, relying on low prices to quickly grab orders and boost export reports. In the short term, sales data looks impressive, but hidden dangers are planted along with it.

On one hand, frequent and drastic price fluctuations have hurt local dealers and crashed the used car residual values to smithereens, making the brand cheaper and cheaper the more it sells; on the other hand, price killing without regard for cost easily gives foreign regulators grounds for criticism, and anti-subsidy and anti-dumping investigations could come knocking at any time, with the entire industry eventually having to pay the price.

This guideline does not forbid auto companies from making money overseas, but rather to brake on disorderly competition.

Highlighting a few key points: Overseas pricing cannot indiscriminately use loss-leader prices, must be based on costs and local market supply and demand; cannot adjust prices drastically on a whim to avoid drastic price fluctuations; must manage price differences between different countries to prevent cross-regional resale; meanwhile, dealer rebates and promotional marketing must comply with local laws. Besides this, overseas factory construction and production, labor protection, data cross-border for intelligent cars, and intellectual property risks are all included in the regulatory scope. It should be noted that this is a guideline document, not hard law, but the joint statement from the three departments releases a very clear industry orientation:Going global cannot focus solely on how many units are sold.

At the crossroads of tens of millions in exports, every auto company's business model is very different

A few years ago, Chinese car exports were just supporting roles. Today, we have firmly secured the number one position in global car exports.

Looking back at the data: In 2023 exports reached 4.91 million units, formally surpassing Japan; in 2024 it rushed to 5.859 million units; in 2025 it reached 7.098 million units. By 2026, the momentum is even stronger, 17 months cumulative exports reached 6.14 million units, July single month directly broke 1.04 million units, breaking 1 million in a single month for two consecutive months. Industry generally predicts that total exports this year are expected to touch the 10 million milestone.

More importantly, the structure has changed. In earlier years, exports were mostly fuel vehicles sold to developing countries, now new energy vehicles shoulder half the sky, the proportion of new energy vehicle exports has already broken through 50%. Chinese cars no longer sell only to Southeast Asia, Russia, Latin America, starting to massively enter developed markets with high thresholds such as Europe and Australia.

But under the shiny export numbers, if you look at the financial reports, the situation varies greatly for each company.

First tier, overseas has become half of the company's lifeblood. Chery, longtime champion in domestic brand exports, overseas revenue accounts for more than half, roots in emerging markets are very deep, running fuel and new energy lines, guarding the basic market while aggressively attacking Europe. BYD's overseas growth momentum is fierce, first half of 2026 overseas deliveries close to 790,000 units, overseas sales account for more than 40% of total sales. What is rare is, its overseas gross margin is even higher than domestic, truly making a profit on every unit sold. Factories in Thailand, Indonesia, Hungary, Brazil are landing successively, dual layout of emerging and developed markets. SAIC MG rooted in Europe; Great Wall Motor's overseas revenue has already exceeded domestic, making a big layout for heavy-asset factories in Brazil.

Second tier, overseas is an important increment, still climbing. Geely revives idle overseas factories, attacking the European high-end market; GAC takes the Indonesia factory as an ASEAN stepping stone, Aion enters Europe through OEM mode; Changan deeply cultivates Russia, Latin America, Brazil factory landing drives export rise rapidly.

New Forces play a different game.

Leapmotor relies on cooperation with Stellantis for OEM, entering Europe with light assets; Xpeng, NIO aim directly at the European high-end market. They generally are unwilling to participate in low-price killing, prioritize guaranteeing overseas gross profit, just the overall export base is still relatively small.

Reality is cruel: exporting tens of thousands to over 100,000 units, some enterprises achieve profitability through scale; others only exchanged for paper sales, overseas gross margin continues to be under pressure, belongs to "selling more, earning thinner", this is exactly the situation the policy wants to constrain.

The opportunities of going global are right before our eyes, but the pitfalls are equally numerous.

The wave of electrification has indeed opened a global door for Chinese automobiles.

In the fuel vehicle era, Europe, US, Japan tightly grasp brand and technical barriers, we find it hard to break through. But switching to the new energy track, domestic complete three-electricity industry chain, 800V high-voltage platform, smart cockpit and intelligent driving capabilities, became the trump cards in our hands. From batteries, parts to complete vehicles, complete industrial clusters can quickly respond to differentiated demands of various countries globally.

Domestic market fierce internal competition intensifies, existing market competition becomes more intense, overseas naturally became the second growth curve for auto companies. Southeast Asia, Latin America auto consumption is still in an upward cycle, Europe new energy replacement demand is strong. Going global is no longer just exporting cars to sell, factory building, supply chain, charging ecosystem whole system, all going out with.

But behind the glory, realistic challenges are no small amount.

Trade barriers are getting thicker/denser. EU anti-subsidy investigations, carbon tariffs, battery regulations increasing layer by layer, many countries in North America, Latin America raised tariffs, requiring local production, the path of simply transporting domestic complete vehicles to sell is getting narrower. Once geopolitical environment changes, exchange rate fluctuations and exchange gains/losses could swallow enterprise profits at any time.

Domestic involution is spilling outwards. Phenomenon of low-price grabbing share in some markets is common, export data looks good, but profits don't go up. Frequent price adjustments hurt used car residual values, also continuously amplify external regulatory risks.

Many auto companies are still stuck at "product going global", still far from true globalization. Overseas after-sales network, parts support can't keep up with user demands; Factory building heavy asset investment is large, cycle is long, also need to adapt to local labor, regulatory environments.

Brand shortcomings are even an unavoidable challenge. Many overseas consumers' inherent impression of Chinese cars is still low price, wanting to break into high-end, the road ahead is still long. Smart car going global, data compliance, privacy, intellectual property, every item is an invisible threshold, stumbling could directly lose a regional market.

The era of tens of millions in exports is imminent. In the past, measuring success of going global was seeing how many units exported. And next, sales volume is just the starting point. How to balance scale, profit, compliance, and brand is the real exam in front of all auto companies going global.

Source: Car Observation

August 25, the "2026 Silk Road 10,000 Mile Expedition · Enlightenment Road" officially concluded in Singapore. As the travel partner for the entire event, BYD's Dynasty, Ocean, Denza, Fang Cheng Bao, and Yangwang formed a new energy vehicle fleet, lasting 33 days, traveling over 10,000 kilometers. Departing from Xi'an, it crossed six provinces in China and passed through Thailand and Malaysia, finally arriving in Singapore.

Compared to ordinary road tests, the biggest highlight of this journey lies in vehicles truly experiencing continuous use over long distances, across regions, and with varied road conditions. Highways, mountain roads, urban congestion, and other scenarios appeared in turns, giving technologies such as Flash Charge and Divine Eye Assisted Driving a testing environment closer to daily long-distance travel.

Among them, Flash Charge technology focuses on "5 minutes to charge well, 9 minutes to fully charge", further reducing sensitivity to charging time for long-distance pure electric travel; the Divine Eye Assisted Driving system relies on a large amount of real road data for continuous iteration, helping to reduce driving burden during long-distance driving. For new energy vehicles, parameters are one aspect, but the ability to use stably in complex real scenarios is obviously more important.

Choosing Singapore for the wrap-up of this event also has practical significance. As of July 2026, BYD has ranked first in total brand sales of passenger cars in Singapore for 19 consecutive months. From January to July this year, BYD's market share in local passenger cars reached 24.7%, and its pure electric market share reached 40.3%. Currently, BYD has laid out 16 retail touchpoints in Singapore, with some stores entering core shopping centers.

This also reflects changes in Chinese automotive exports. In the past, more emphasis was placed on product exports and sales growth, while now there is increasing focus on channel construction, local services, and long-term brand management.

In the first 7 months of 2026, BYD's overseas cumulative sales exceeded 970,000 units, a year-on-year increase of about 76%, with new energy vehicle business entering over 120 countries and regions worldwide. From Southeast Asia to Europe, South America, and the Middle East, Chinese new energy vehicles are building their product and brand awareness in an increasing number of markets.

From Xi'an to Singapore, this ten-thousand-mile journey is both a cross-border new energy travel practice and reflects that Chinese automotive globalization is entering a deeper stage. Truly entering overseas markets ultimately relies on long-term management, technical adaptation, and local services. Deeply cultivating the local market to jointly create a green future might also be the keyword for the next stage of Chinese automotive exports.

At the 2026 Bangkok International Motor Show, Chinese brands once again took center stage. BYD, SAIC MG, and Changan Deepal led the Chinese contingent to top the rankings; among the top ten sales, only Toyota and Honda were Japanese brands. Japanese publication DiamondOnline used the headline "Shocking" to describe the changes occurring in the traditional heartland of Japanese cars.

Looking solely at sales figures, this seems like another story of Chinese new energy vehicles breaching the moat built by Japanese cars. However, while Chinese brands are still breaking order records, the challenge posed by the Thai market has shifted direction.

After the Honeymoon, Talk of Daily Realities Begins

Several years ago, the primary question for Thailand's new energy vehicle industry was "who is willing to come". To stimulate the NEV industry, the Thai government successively launched EV3.0 and EV3.5 support policies, offering significant concessions on import tariffs, consumption taxes, and vehicle purchase subsidies. Chinese automakers such as SAIC, BYD, Great Wall, Changan, and GAC followed suit and entered the market densely, successively completing sales channel construction and localized capacity layout.

Now, as the "honeymoon period" of industry introduction ends, the relationship between the two sides has begun to settle into the reality of daily operations. Thailand is concerned about another question: After coming, what can actually be left behind?

According to the EV3.5 policy, companies enjoying relevant import concessions must compensate with local production: for every 1 car imported in 2026, 2 cars must be produced in Thailand; if extended to 2027, the ratio increases to 1:3. The Thailand Board of Investment further promoted the use of local parts this year. For pure electric vehicle projects to obtain additional tax incentives, the proportion of local parts value must be at least 40%, and "Made in Thailand" certification must be obtained.

It's not just localization requirements on the production side; regulatory reach is also extending to after-sales.

In June, the Thai Cabinet approved the "Liability Law for Defective Products", locally known as the "Lemon Law", aiming to lower the burden of proof threshold for consumers in product quality disputes. The draft clarifies that if a defect is found within one year of vehicle delivery, it is presumed that a problem existed at the time of delivery. Consumers have the right to request repairs, replacement, or even refunds.

Although the "Lemon Law" is not specifically targeted at the automotive industry, nor does it specifically target Chinese brands, Chinese new energy vehicles are precisely the field of most concern in this legislation.

Thailand did not suddenly change its attitude towards Chinese new energy vehicles; precisely because the first stage of investment attraction and market cultivation has yielded results, it now begins to demand returns for the next stage - not just sales figures, but also factories, supply chains, employment, and responsibility for long-term operation.

This anxiety did not arise from nothing. In August this year, during a seminar on electric vehicle consumer rights protection by the Thailand Development Research Institute, the case of Neta Auto was specifically mentioned. After the brand's parent company fell into an operational crisis, Thai car owners successively encountered problems such as parts shortages, extended repair cycles, suspension of some service outlets, and vague warranty responsibilities. There are approximately 25,000 Neta Auto vehicles in the Thai market. As of June this year, over 220 consumers have filed complaints with local rights protection organizations.

Neta Auto's situation naturally cannot represent all Chinese automakers, but it adds an extra layer of anxiety for all Thai consumers when choosing Chinese new energy vehicles. When the expansion speed of Chinese car brands outpaces the maturity of after-sales, parts, and channel systems, the risk often does not explode at the time of purchase, but gradually manifests during the long period of vehicle usage.

The Hardest Thing for Japanese Cars to Replicate

Is the Ten Years After They Are Sold

This is exactly the barrier that Japanese automakers find hardest to surpass in Thailand - it is never the product capabilities of a single model.

What Chinese cars are best at is quickly producing a competitive new car. Relying on price, configurations, and smart experiences, Chinese cars are redefining the car-buying standards of the Thai market.

What Japanese brands leave behind after operating in Thailand for decades is "the life of a car ten years after it is sold": there are repair outlets if an accident happens, parts have stable supply channels, there is relatively mature valuation when entering the used car market a few years later, and dealers, financial institutions, and suppliers have also formed long-term business networks around these vehicles.

The Japanese industry's judgment on this Sino-Japanese competition is also shifting. Japanese financial business media THAIBIZ proposed in May this year when discussing "whether Japanese momentum can counterattack" that Chinese brands still lead in product development speed and price competitiveness. But the competition in the Thai auto market in the future will also include long-term capabilities such as local production, supply chains, and policy adaptation, which are precisely the advantages accumulated by Japanese enterprises over the years.

This does not mean Chinese brands cannot fill the gaps. As the earliest Chinese automaker to deeply penetrate the Thai market, SAIC MG entered Thailand over ten years ago, and has already built a sales service system distributed nationwide. Currently, the number of authorized dealers and service outlets has reached 126. The Chonburi Province production base has achieved localized mass production of multiple pure electric models. Factories, stores, and after-sales centers are all expanding in sync with the market size.

This may be the real challenge faced by Chinese automakers after entering the next stage in Thailand: no longer just proving the product is good enough or the price is low enough, but convincing consumers that in a few years, if the car breaks there will still be people to fix it, parts can still be found, vehicles entering the used car market will still have people willing to take over, and today's stores sprouted everywhere will not disappear rapidly with market fluctuations.

Thailand Is Also Asking a "Ten-Year Question"

Looking deeper, what the Thai government truly cares about is not just whether there will be anyone to fix a car ten years later, but more importantly, after the high-speed growth of new energy vehicle sales, how much of the relevant industrial capability will truly remain in Thailand.

In May this year, 10 industrial organizations including the Thai EV Association and the Auto Parts Manufacturers Association jointly urged adjustments to EV support policies. One of the core concerns is that Chinese EV enterprise entry speed is fast, but the driving effect on the local supply chain is limited.

Localization production is far from simply moving factories over. A survey by the Japan External Trade Organization (JETRO) on Chinese EV enterprises in Thailand this year shows that the cost of producing electric vehicles locally in Thailand is about 20% higher than in China. The root cause is that the local supply chain maturity is insufficient, and core components are still highly dependent on imports from China.

This is the deep logic behind Thailand's recent series of policy adjustments. It is not about taking sides between Chinese and Japanese automakers, but rather at the intersection of the new energy vehicle industry changing lanes, to guard its own industrial status as the "Detroit of Southeast Asia".

In a sense, Thailand's approach is very similar to Hefei, known for industrial investment attraction: seizing the window of technological iteration, not satisfied with companies setting up and products selling well, but wanting to truly accumulate the industrial capabilities of the next generation of automobiles.

Therefore, the "going out" capability demonstrated by Chinese automobiles in the past few years, which is world-class, is only part of globalization. Thailand is now assessing whether Chinese automobiles have a world-class "staying" capability.

The order list of the Bangkok Motor Show will be revealed on the last day of the show. Whoever makes it into the top ten will be announced on the spot.

But the cycle of another report card is much longer: Are the new cars ordered today convenient to maintain in a few years? Is the residual value stable? Is the service network still solid? Looking further ahead, of the factories and capacity that have completed local layout today, how much can truly integrate into the local industrial ecosystem?

This slow report card can better test a Chinese automaker's true global capability.

This year, China's auto export volume is expected to exceed 10 million vehicles, and it may enter a faster track in the future. August 20, at the Global New Energy Vehicle Cooperation and Development Forum (GNEV2026), Chebai International Chief Expert Zhang Yongwei stated as such.

He reminded that the global development of Chinese autos is no longer just China's own matter, but has largely become a matter of global concern. Doing this well requires internal and external linkage. Relying on a single party alone, this task cannot be done well.

The window period will not be long; differentiation has already begun

Chinese brands are growing rapidly in various major overseas markets.

It is worth noting that China's auto exports hovered around the 1 million vehicle mark for about ten years, after which the curve rose steeply: 4.91 million vehicles in 2023, 7.098 million in 2025, with growth accelerating continuously.

Data from the China Association of Automobile Manufacturers and the General Administration of Customs shows that in the first half of this year, China exported 5.096 million complete vehicles, a year-on-year increase of 65.3%. Single-month exports in June reached 1.037 million, breaking the 1 million mark for the first time in history. New energy vehicle exports reached 2.355 million, with a growth rate of 120%, accounting for 46% of total exports.

Multiple forecasts predict that complete vehicle exports will reach 10 million in 2026, with about 5 million being new energy vehicles.

The changes in the European market are very convincing. In June this year, Chinese brands' single-month market share in Europe exceeded 11%, with pure electric share at 15% and plug-in hybrid share at 34%, setting a historic high.

In the ranking of registration growth in Europe for the first six months, BYD grew 145%, Chery grew 305%, and Leapmotor even reached 558%. Chery Jaecoo 7 topped the UK monthly sales list in March; BYD's order schedules in Germany, France, and Spain have been extended.

Belt and Road Initiative countries form the basic foundation of exports, with 3.381 million vehicles exported in the first half of the year, growing at 48.1%.

In the Southeast Asian market, Chinese brands dominate the electric vehicle markets in Thailand and Indonesia, shifting from complete vehicle exports to building factories locally.

Latin America and the Middle East are quickly scaling up; Brazil has already become the largest overseas market for several Chinese automakers. BYD, Chery, and Leapmotor have all entered local best-selling lists in both mature markets and emerging countries.

Facing this speed, the world's attitudes are not unified. Zhang Yongwei categorized these reactions into three types.

One type is restriction. Some countries feel fear, believing Chinese autos entering will cause impact, so they use barriers to delay Chinese enterprises' entry. Means include increasing localization requirements, raising import tariffs, and imposing anti-subsidy taxes.

One type is embrace. Treat the rise of Chinese autos as an opportunity, attracting Chinese automakers to build factories locally, create regional export bases, and even undertake Chinese automaker capacity as a European Bridgehead to achieve mutual win-win.

Another is anxiety. Wanting cooperation but fearing being surpassed. Local automakers watch the market being diverted and cannot keep up with the pace. At the government level, there is worry about risks, yet there is a genuine need for industrial chain cooperation. The sense of anxiety is unprecedented.

"This is a dynamic attitude change. Restrictions today, opening up tomorrow. If you can't figure it out now, you will soon understand." Zhang Yongwei said. With three attitudes coexisting, using one strategy to cover the world is definitely not viable; policies must be tailored by country.

Image Source: BYD

It's not just that overseas attitudes are significantly diverging; Chinese automakers themselves stand at a crossroad of globalization.

One type of enterprise launched a globalization strategy years ago, now accelerating overseas layout and supply chain implementation, shifting from export-focused to localized operations, aiming to become global enterprises.

Another type saw the opportunity, realizing developing only domestically is becoming harder, but lacks international foundation. They have ideas but find it hard to decide. They worry about external environmental uncertainty, fear falling into the globalization trap if international capability is insufficient, and even some enterprises that have already gone overseas are starting to feel uneasy about overseas development.

Zhang Yongwei gave a direct reminder to this waiting mindset: This globalization window period will not be long because there are too many enterprises going global. Hesitation will likely cause loss of opportunity.

From 1.0 to 2.0, China Lacks No Hard Capital

Why can this round of going global trigger such a big global response? Zhang Yongwei summarizes it as China Opportunity 2.0.

The past forty years were the 1.0 era. China opened its market to multinational enterprises, becoming the world's auto manufacturing base, bringing in, doing well the local industrial chain. Global automakers enjoyed a 40-year dividend in the Chinese market. The essence of 1.0 is Building factories in China, For China in China. Multinational automakers were the protagonists, and China provided an open big market.

2.0 is unfolding. Doors must continue to open, global factors must continue to be introduced, but China must also go out, taking accumulated manufacturing, technology, and management experience out. In the past, we passively integrated into the world; now we must actively layout globally. The auto industry can at least undertake the mission of global strategy.

The players on the stage have also changed; Chinese enterprises and multinational enterprises act together. The typical model has changed from In China for China to Utilizing China's Capacity, In China for the World.

Grasping 1.0, sharing China's market growth; Grasping 2.0, sharing China's capacity dividend. Zhang Yongwei summarized the difference between the two stages this way.

Behind this is a resource pool accumulated by China's auto industry over the past decade or more, giving China the confidence to participate globally and layout globally.

The most focused is the supply chain. China's power battery and upstream materials global capacity share exceeds 60%, possessing the world's most complete electrified supply chain. The one question that overseas-going enterprises feel most deeply is I am out, can I take China's supply chain out. Being able to ask this question itself explains that this supply chain cannot find a second home worldwide. Conversely, this supply chain must also contribute to the global auto industry. Zhang Yongwei stated as such.

Technology is also concentrating in China. Frontiers of electrification and intelligence are increasingly born, original, and installed in China. AI large model integration is shifting from following to defining directions. Smart driving and intelligent cockpits are iterating rapidly. According to Zhang Yongwei, China is becoming the source of incremental automotive technology.

Changes in product development rhythm are more intuitive. Domestic new car development cycles have been compressed to 18 to 24 months; European automakers require about 45 months. Past conventions are being broken by the Chinese rhythm.

The manufacturing end is equally tough. Among the global 201 Lighthouse Factories, China accounts for 85. Digitalized line remote control and software upgrades, automated line robots and embodied robots, constitute a vast and efficient manufacturing system.

Zhang Yongwei emphasized, 2.0 is not a shock, but a win-win. Some regard China auto's globalization as a shock, this is a misreading. For the global industry, using China's capabilities well, docking well with its own development strategy, can achieve win-win; this is the most crucial point of 2.0. If not used well, one may lose China's opportunity, missing the development dividend of this round of electrification and intelligence.

For China's industry, itself must also change thinking, walking the path of win-win cooperation. He admitted that past win-win cooperation often had cooperation but not true win-win, unable to drive mutual development. If a truly win-win path cannot be found, 2.0's opportunity will be discounted. If the relationship between external environment and self-development is not handled well, the advantages in hand may not be realized.

Revitalizing Others Also Achieves Oneself

2.0 is two-way. The world must find the docking point with China's industry, and Chinese enterprises must also find the way of win-win cooperation.

Standing from the perspective of other countries, Zhang Yongwei believes finding strategic docking points is not difficult.

The premise is to thoroughly understand the latest changes in China's auto industry; there cannot be information gaps, let alone misjudgments. The depth of China's capacity, meaning cost, speed, and the pace of technology iteration, must be seen clearly. The width of China's industry, from complete vehicles, supply chain to software, ecosystem, must also be seen fully. Misjudgment or lack of understanding makes it easy to miss opportunities.

Based on this, accurately find the strategic docking point, docking the country's market, location, and industrial endowment with China's capacity.

There are many specific docking points. For example, at the market level, the two markets can be connected; this has many practices in emerging countries. At the industrial chain level, importing China's supply chain can achieve localized manufacturing. Some countries can leverage location advantages to act as transit hubs for trade exports and manufacturing, and can also undertake global capacity reshaping to create manufacturing bases. Finding the right docking point makes win-win easier.

Placing it on Chinese enterprises themselves, win-win cooperation also has several paths to walk, and there are already cases running.

Complete vehicle traction driving supporting parts is the most direct one. This round of going global coincides with the global reshuffling of manufacturing capacity; there is much idle capacity overseas. Using a global vision to revitalize this capacity benefits both sides, not necessarily building too much new. Building complete vehicle factories locally, supporting parts follow, prioritizing joint venture cooperation to revitalize local existing factories.

Geely and Ford's joint venture factory in Spain is a typical example; joint ventures revitalize European existing complete vehicle capacity, driving supply chain localization, expected to go into operation in 2027.

Overseas capacity of parts enterprises can also be used directly. Many enterprises completed overseas layout years ago, do not need too much new building; expanding capacity can connect with this round of complete vehicle going global. China's complete vehicle going global combined with parts globalization layout together, a batch of China's global parts enterprises may run out from here.

Yanfeng is the representative, ranking 15th in global auto parts, overseas layout over 220 institutions, overseas employees about 25,000.

The role of multinational parts enterprises is worth valuing. Almost all multinational parts enterprises have realized localized development in China. In the past it was outside in, now can turn around inside out, following or supporting China's 10 million level complete vehicles to go out.

They have ready-made global networks and certification channels, can achieve seamless connection. Magna is transforming into a global service provider for Chinese automakers, Autoliv is practicing In China for the World.

A higher level idea is to empower and transform overseas local enterprises. Using OEM to revitalize idle factories, output China's manufacturing capacity, form a shared supporting system.

Zhang Yongwei gave an analogy, overseas factories do limbs and hands factories, China does brain factories. Not making overseas partners disappear, but helping them meet Chinese automaker requirements on one hand, and transform and upgrade themselves, jump in place on the other, deeply participating in China's auto industry globalization. In this way, our partners will increase, and friends overseas will also increase.

He finally raised a few specific suggestions.

At the national level, a strategic docking mechanism for the auto industry must be established, doing well bilateral coordination around industrial planning, market access, and investment policies.

At critical points like tariffs and localization rate boundaries, standard mutual recognition, cross-border data, and carbon footprint, form predictable rules, so enterprises dare to invest and dare to invest long-term. This matter, ultimately still relies on national level strategic docking to underwrite.

Falling to enterprise level, must jointly shoulder China auto brands' global responsibility. In the past everyone was used to fighting alone, now must cooperate to go global, and cooperating to go global cannot stop at verbal, must be hard constraints. Do not cluster development, do not fight evil price wars in the same market, avoid Chinese enterprises' value devaluing in internal friction.

Enterprises must also root in the local, localized operations, contribute local employment and tax, do good local enterprises. In his view, individual enterprise reputation bias affects not just itself, but the entire China auto industry brand.

100-1=0, he advocates implementing global responsibility to every going global enterprise, every product, every destination market, establishing responsibility constraint mechanisms. Global responsibility has just started, already some potential, local negatives have emerged; preventing trouble before it happens is more important than anything.

In Zhang Yongwei's view, the core landing point of China Opportunity 2.0 is to bring advanced green intelligent mobility technologies and products globally, and achieve win-win with local industries.

2026First half of the year, China's vehicle manufacturing profit margin fell to 1.5%, reaching a new low in nearly a decade.

In this context, Geely's performance is very prominent.

Total sales volume in the first half reached 1.423 million units, a year-on-year increase of only 1%. However, revenue was 173.6 billion yuan, a year-on-year increase of 15%; core net profit attributable to shareholders was 9.68 billion yuan, a year-on-year increase of 46%. Gross margin increased from 16.2% in the same period last year to 17.9%.

Management summarized it in one sentence: "Revenue growth is faster than sales volume growth, and profit growth is faster than revenue growth."

Growth drivers come from two aspects.

Premiumization — Zeekr's sales volume in the first half reached 178,000 units, a year-on-year increase of 97%, accounting for 12.5% of total sales and contributing 31.7% of revenue. Zeekr's gross margin is approximately 20%, occupying about one-third of the domestic sub-market above 500,000 yuan.

Internationalization — It is the structural change in the financial report worth analyzing most closely. To understand Geely's profit explosion, one must first see the structural explosion of its overseas business.

No New Factories, Overseas Capacity Doubled Plus

In the first half, Geely's overseas export sales reached 474,200 units, a year-on-year increase of 158%, exceeding the full-year export volume of 2025. Among them, new energy vehicle exports reached 277,200 units, a year-on-year increase of 585%.

The proportion of overseas sales to total sales jumped from about 13% in the same period last year to about 33%. In June and July, overseas monthly sales broke through 100,000 units. The growth rate ranks first among mainstream automakers.

Regional markets are showing comprehensive blossoming. Latin America and Africa increased by 298% year-on-year, Europe increased by over 280%, ASEAN over 120%, Eastern Europe and Central/West Asia approached 100%.

Geely announced that it raised the full-year export target from 640,000 units to 920,000 units, and proposed challenging 1 million units.

With going global becoming a clear card and cure-all for Chinese automakers, more worth paying attention to than numbers is Geely's unique strategy for going global.

Zhejiang Geely Holding Group Chairman Li Shufu clearly stated: "In the new process of global transformation, we will not build new capacity. We insist on win-win cooperation with global peers and share capacity."

Behind this sentence, there are three specific details.

"1": One overseas Geely system. Back-end and middle-back-end are fully unified, not acting independently. The three brands Zeekr, Lynk & Co, and Geely maintain clear positioning — Zeekr focuses on tech luxury, Lynk & Co focuses on sports trends, and Geely plans the mainstream household market.

"23456": Five regional markets, totaling 2 million units. Europe 600,000, ASEAN 500,000, Latin America & Africa 400,000, Eastern Europe 300,000, Central Asia & Middle East 200,000.

The timeline is the next 2 to 3 years. Geely Automobile Holdings Ltd. Board Chairman An Conghui reiterated the long-term strategic goal: overseas markets will contribute two-thirds of sales.

The implementation of the strategy relies on three factories.

Volvo Europe Factory — Put into production in 2028, producing Geely's high-end cars.

An Conghui revealed at the earnings call that the Volvo Europe Factory will undertake the production of high-end luxury cars within the Geely Automobile Group, expected to start production in 2028. It specifically involves the Trollhättan factory in Gothenburg, Sweden, the Ghent factory in Belgium, and the newly built EV factory in Košice, Slovakia.

Previously, Volvo signed an agreement with Lynk & Co to be responsible for the exclusive import and operation of the Lynk & Co brand in the European market. Now, the production side is also included in the Volvo Europe system, forming a complete localized layout from manufacturing and import to sales and after-sales service.

Ford Spain Factory — 500,000 units capacity, Roll-off line in 2028.

On July 23, 2026, Geely and Ford signed an agreement to acquire 34% equity of Ford's Valencia plant in Spain for 221 million euros. This factory, put into production in 1976, has an annual capacity of about 500,000 units and is one of the largest manufacturing bases in Europe.

After the joint venture company is established, the Valencia factory will undertake the production tasks for 5 car models of Geely and Ford simultaneously. Geely will put into production two new energy vehicle models including EX2 (Domestic Xingyuan), with the first car rolling off the line in 2028.

It was clarified at this earnings call that the Spain factory will produce Geely Galaxy and Lynk & Co products.

Proton Malaysia Factory — From 200,000 to 500,000 units

The Proton Malaysia factory acquired by Geely is undergoing technical transformation. Capacity is increased from 200,000 units to 500,000 units, positioned as a Southeast Asia manufacturing base. In addition, the Brazil factory cooperated by Geely and Renault has an annual capacity of about 300,000 units, and the Korean factory is also continuing to increase capacity.

As of the first half, Geely's operational overseas manufacturing factories have reached 12, overseas capacity exceeds 650,000 units, and it is planned to be increased to over 840,000 units by the end of the year.

Three factories, three cooperation forms: Volvo is capacity synergy within the system, Ford is external joint venture sharing, Proton is acquisition renovation upgrade. In terms of overseas capacity layout, Geely appears to have almost no repetitive moves, possessing the flexibility of "One Place, One Policy", which exactly reflects the unified investment concept of integrating existing resources.

How the Brand Matrix Supports Overseas Expansion

"123456" Strategy, the core meaning of "1" is an overseas system, three brands with different divisions of labor. So to what extent have Geely's three brands achieved in the overseas market?

Zeekr is the highest-end brand for going global, with an average transaction price of 350,000 yuan, with a clear goal: to occupy one-third of the market in China priced above 500,000 yuan, and to also take one-third of the global high-end market.

In the first half of this year, Zeekr has entered markets such as Malaysia and the Middle East. Zeekr 7X and 007 are the current export mainstays. In the second half of the year, Zeekr 9X, 8X, and 009 will expand to more markets: Zeekr 9X lands in Central Asia in Q3 and enters Europe in Q4; Zeekr 8X enters Latin America and Europe in Q4; Zeekr 009 and 009 Glory launch European versions in the second half of the year.

According to reports, some overseas markets have already seen situations where dealers add markups to car purchases, indicating sufficient demand.

Lynk & Co is positioned as "Sports Trends + Volvo Entry-Level Supplement", has signed 10 dealers in Belgium, and the pace of entering Europe is accelerating. Europe focuses on plug-in hybrids as the main product direction, forming differentiation with Zeekr's pure electric positioning.

Galaxy and China Star are responsible for the mainstream mass market. Geely Automobile Holdings Ltd. CEO Gan Jiayue announced at the earnings call that Geely will no longer develop traditional fuel vehicles in the future; all fuel vehicle models will turn to i-HEV Smart Hybrid, and next year all i-HEV models will be launched to the overseas market.

The i-HEV engine thermal efficiency is 48.41%, breaking the global mass production record. This is Geely's trump card to compete head-on with Japanese hybrids overseas. In the first half of the year, China Star sales volume dropped 5.7% year-on-year, but market share increased from 8.7% last year to 10.4%, winning against the industry against the background of a 31.9% decline in the fuel vehicle market.

Conclusion

Geely is also bearing the pressure of shrinking overall volume in the domestic market.

At the earnings call, An Conghui openly shared: The brand power of Geely's system in the mainstream price range is still insufficient, lacking strong mid-range products.

In the downturn cycle of the industry, the core reason why Geely was able to submit a scorecard with 46% profit growth is that it completed two leaps in the strategic dimension: using Zeekr's premiumization to break through the profit ceiling, and using deep overseas localization cooperation to broaden survival space.

The domestic elimination race is far from over; globalization is a required course for survival. But in this interim report, Geely proved one thing to the industry: car companies that plant roots deeply into the global system early can better undertake the challenges of the times.

In addition, how to coordinate brand positioning and manufacturing standards when Volvo factories OEM Geely brand models? Can the joint venture model of Ford Spain factory be replicated to other markets? How to cope with the high uncertainty of geopolitical politics? It still needs time to test.

Let's turn back time to Quanzhou Port a thousand years ago. At that time, masts stood like a forest, and foreign merchants gathered. On the dock, Jingdezhen porcelain, Hangzhou silk, and Wuyi tea ready for shipping were stacked. They would ride the monsoon winds southward, crossing the South Seas, eventually reaching Rome, thousands of miles away.

Time arrives at 2026. A BYD convoy departed from Xi'an's Great Tang West Market, traveling south along the four thousand-year-old cultural arteries of Bozhou incense, Jingdezhen porcelain, Hangzhou silk, and Wuyi Mountain tea. Passing through Quanzhou and Chaozhou, it finally reached Shenzhen to complete the "going global" ceremony.

Porcelain, silk, tea. These were the "hard currency" of our foreign trade a thousand years ago. A thousand years later, at Shenzhen Port, roll-on/roll-off ships departed slowly one after another. Inside the holds, neatly arranged were not silk or porcelain, but tens of thousands of new energy vehicles. The destinations were surprisingly consistent with a thousand years ago, still Europe and Southeast Asia.

Some friends might consider this BYD "Silk Road Ten-Thousand Miles" event as simply a brand promotion. But if we dig deeper into its connotation, we find it is actually a cultural relay spanning a thousand years. Why say that? Let's start from that ancient trade route from a thousand years ago.

Silk Road, A Thousand-Year Name Card of China

When mentioning the Silk Road, what comes to many minds is the sound of camel bells and a land channel filled with yellow sand.

But in reality, the ancient Silk Road always operated on two lines in parallel. The land Silk Road started from Xi'an, going westward over mountains and ridges, directly reaching Rome; the maritime Silk Road started from Quanzhou, setting sail and navigating through the South Seas. These two distinct routes converged, becoming a bridge between ancient China and world trade.

Friends who have read history certainly know that what we exported on this trade route were ancient Chinese specialties like Bozhou incense, Jingdezhen porcelain, Hangzhou silk, and Wuyi tea. Although called "specialties", the weight and significance of these products back then was far heavier than we imagine.

Porcelain was the "high-tech product" of that era. Europeans didn't decipher the firing secrets of hard porcelain until the 18th century. In the hundreds of years before that, Chinese white porcelain was regarded as "white gold" in Europe. Silk and tea were also scarce "hard currency". In Rome, the price of silk was almost equivalent to gold of the same weight.

In other words, when Chinese products went overseas a thousand years ago, what was exported was not just commodities, but world-class craftsmanship and technology of that time.

And coming to today, a thousand years later, the BYD convoy is retracing not just the ancient roads in a geographical sense, but a path where "good Chinese products win the world". However, on BYD's manifest are world-leading new energy vehicles, power batteries, and a complete charging replenishment system.

From Selling Products to Building Systems, The Value of Going Overseas is Getting Higher and Higher

Looking at Chinese carmakers going overseas, sales volume is always the most intuitive entry point.

BYD's overseas sales have already broken one million units, a year-on-year increase of over 140%, with products covering over 120 countries and regions globally. From starting scale overseas expansion to reaching one million sales, BYD only took a few short years. This speed is extraordinary in the history of any previous multinational carmaker. Even Toyota and Volkswagen took decades to complete a similar global layout.

Of course, sales volume is just a partial data point. If you only focus on sales, you might view BYD's global strategy as too shallow.

What is most noteworthy about today's BYD going overseas is the two words "system". 8 own roll-on/roll-off ships shuttle regularly on global routes, delivering whole vehicles directly to Europe, America, and Southeast Asian ports. The Rayong Factory in Thailand, BYD's first passenger vehicle base overseas, localized both parts and employees, with vehicles produced locally and then exported to Europe. Besides the Thailand factory, BYD has multiple bases synchronously laid out in Brazil, Uzbekistan, Hungary, etc., forming a complete closed loop of "Domestic R&D + Overseas Localization Production + Global Shipping".

Technology export is even more important. The second-generation Blade Battery, fast charging replenishment system, are landing overseas synchronously with the vehicles. Europe's first fast charging station has been built, Uzbekistan's dedicated charging network is being laid out, and even the "PV-Storage-Charging" integrated power station solution has entered the Central Asian market.

The porcelain merchant ships a thousand years ago loaded finished products. Today's roll-on/roll-off ships load not just finished cars, but factories, technology, and standards. The carrier of going overseas has changed, and the depth of going overseas has also completely changed.

New Maritime Silk Road, Sending the Best Chinese Made to the Whole World

In this BYD "Silk Road Ten-Thousand Miles" event, actually, there is a detail worth savoring, which is that the weight of the Quanzhou stop was significantly increased.

The convoy visited the Maritime History Museum here, watching thousand-year-old techniques amidst the threads of marionettes, and reading letters home that crossed the ocean in the Qiao Pi Hall. Why specifically choose Quanzhou? Because this city preserves the most complete memory of the Maritime Silk Road. It is the origin point of China's deep interaction with the world via the ocean, and it is also a key to understanding the logic of today's China going global.

Until today, more than 80% of global cargo trade still relies on maritime shipping. Maritime routes are the blood vessels of globalization. The main battlefield for Chinese cars going overseas: Europe, Southeast Asia, Latin America, all actually require sea routes to arrive more economically. BYD building 8 roll-on/roll-off ships by itself is essentially holding this "blood vessel" in its own hands.

This is why, in the previous "Double Silk Road narrative", the Maritime Silk Road was actually the main focus. From Quanzhou Port to Shenzhen Port, from the Maritime Trade Office in the Song and Yuan dynasties to today's roll-on/roll-off terminals, the maritime channel between China and the world has never closed; it's just that the cargo on ships changed from silk and porcelain to batteries, whole vehicles, and PV-storage solutions, which are what is often called the "New Three Items" for going overseas today.

And the weight of this new name card is not less than the porcelain from a thousand years ago. When countries along the route use Chinese new energy vehicles, Chinese fast charging stations, and Chinese PV-storage-charging solutions, what China exports is not just products, but a complete set of green and sustainable development paths.

The moment the BYD convoy departed from Shenzhen Port, what we saw was not just the voyage of a car manufacturer, but a relay spanning a thousand years. The incense, porcelain, silk, and tea of the ancient Silk Road, and the batteries, whole vehicles, and charging systems of the new era, completed the handover in the same sea area. The carrier is indeed changing, but the core has not changed: Send the best Chinese-made to the whole world.

Fu Rong, Interns Fang Weibo, Cheng Siyu

According to data from the China Passenger Car Association, domestic car sales continued to decline under pressure in July, while overseas markets maintained significant growth, especially the overseas sales of several top automakers have accounted for "half of their total sales". Car going global has leaped from a supplementary channel to the core engine for automakers to digest capacity and maintain growth.

From July data: Chery Holding total sales 276,800 units, exports 202,500 units, overseas share as high as 73%, nearly 3 times the domestic market; BYD total sales 419,200 units, exports 179,800 units, overseas share 42.8%; Geely Auto sales 250,200 units, exports 106,700 units, share 42.6%; SAIC Group sales 338,600 units, exports 141,700 units, share 41.9%. In comparison, sales of various automakers in the domestic market showed different degrees of decline, one rising and one falling, allowing the overseas market to leap from being a "minor player" in the past to become the pillar supporting performance growth for mainstream automakers.

According to data from the China Association of Automobile Manufacturers, domestic car sales in July were 1.541 million units, down 13.1% month-on-month and down 23.6% year-on-year. Data from the China Association of Auto Trade Dealers shows the auto dealer inventory warning index climbed to 61.1% that month, far exceeding the 50% threshold, with over 60% of dealers finding it hard to be optimistic about the market trend in the second half of the year, and industry inventory reduction pressure increased significantly.

In stark contrast, overseas markets continued to perform well during the same period. Mainstream automakers that implemented the going global strategy all saw significant growth in overseas sales. Data from the China Association of Automobile Manufacturers also shows: In July, China's car export volume reached 1.043 million units, surging 81.3% year-on-year, breaking the million-unit mark for two consecutive months. Among them, new energy vehicle exports reached 553,000 units, a surge of 145.5% year-on-year, with their share exceeding 50% for two consecutive months, becoming the absolute main force of exports. From January to July, China's cumulative car exports reached 6.14 million units, a 66.8% year-on-year increase, among which new energy vehicle exports increased 1.2 times year-on-year.

Behind this structural change lies the deep layout of global strategies by top automakers. The going global model of Chinese automakers is gradually shifting from "complete vehicle exports" to combining with "industrial rooting". BYD's factories in Brazil and Thailand have started production successively; Chery is advancing multi-base projects in Spain, Vietnam, etc.; Changan's factory in Brazil has also been completed and put into production. Top automakers are rooting deeply in global core markets through a "three-in-one" approach of building factories, laying out channels, and integrating supply chains. Europe, Southeast Asia, and South America have become the three major core pivots of Chinese automaker globalization. Looking forward, tariff barriers and local operational capabilities will become the watershed of competition. From satisfying domestic demand to driving the global market, a profound transformation from "Made in China" to "Chinese Globalization" is taking place.

When a national mini car heads to the global market, what kind of answer will it deliver? In 2026, Chery's new QQ3 officially landed in Southeast Asia under the overseas name Chery Q, launching consecutively in the Thailand and Indonesia dual markets. As the first landing site of Chery QQ's globalization strategy, this car carrying the memories of two generations has once again gained recognition from a massive number of users.

Tracing back history, the old QQ model had already entered the Thailand and Indonesia markets as early as 2006, accumulating 20 years of local sentiment. After two decades, the new QQ3 returns refreshed, not simply replicating the classic, but heading overseas with unified global car-building standards, without reducing specifications and without special local versions, practicing Chery's "Happiness for All" globalization concept.

Market feedback best proves product strength. In the Thailand market, Chery Q completed its Southeast Asian global debut at the March Bangkok International Auto Show and launched pre-sales, surpassing 1,000 orders within 10 days of launch; on June 24, the official price was announced as 449,900‑519,900 Thai Baht, cumulative orders after listing surpassed 3,000 units, and the first batch of deliveries launched in July. In the Indonesia market, the naming launch was completed on May 18, and on July 31 it landed at the GIIAS Indonesia International Auto Show for formal sales, priced at 239.9 million‑264.9 million Indonesian Rupiah. As of the end of July, orders surpassed 6,000 units, with the first batch of deliveries expected to start in September. Thailand and Indonesia formed a dual-engine hot sales pattern in Southeast Asia, simultaneously forming a two-way response with the domestic data of breaking 56,000 orders in the first month of listing.

It is worth mentioning that 62% of orders in the Thailand market came from female users, with many Gen Z young people spontaneously checking in and sharing on social platforms. The compact body fits Bangkok's narrow streets, low usage cost of only 5 Thai Baht per 100 km, IP68 battery waterproofing adapts to Southeast Asia's rainy climate, plus full-identification round and square aesthetics appearance, precisely hitting the core needs of local city commuters and family transport users. Thai Autolife Thailand, Indonesian OtoDriver, and other professional auto media also gave Chery Q very high market ratings, believing it has extremely strong product competitiveness at the corresponding price point.

Being able to achieve such order results, the root lies in solid product strength. The new QQ3 possesses four core product values: high attractiveness, large vision, strong physique, and better understanding of you, holding 10 class-unique items and 13 class-leading advanced configuration items. From the Red Dot Design Double Award-winning team, round and square aesthetics design, 7 body colors plus 36 DIY roof colors, meeting young people's personalized aesthetics; 2700mm ultra-long wheelbase, 85% space utilization rate, realizing B-class space experience, 70L smart electric front trunk, 38 storage spaces across the entire vehicle, maximizing spatial imagination.

On safety levels, five-vertical, eight-horizontal cage body structure, high-strength steel ratio accounts for 82%, 1300MPa integrated hot-formed door ring, paired with Rhino battery having IP68 highest waterproof rating, completed six-dimensional electric safety certification, supported by 6 airbags, giving users enough confidence for travel. Lingxi Cockpit equipped with Qualcomm 8155 chip, Carmind large model, outside voice, outside announcement, Falcon L2 level intelligent driving, 100+ scenario automatic parking, giving rich intelligent configurations to overseas ordinary consumers.

Now the new QQ3 also forms "The World's Three Little Ones" together with MINI, SMART. Chinese premium mini cars are no longer just focusing on price-performance ratio, but outputting Chinese automotive culture with complete product strength. Old QQ is the youthful memory of a generation, the new Chery Q is a premium mini car for global young users, combining nostalgia and real strength, letting the world see the power of Chinese mini cars.

On August 8, the 20th China Brand Festival opened in Beijing. China Tire Business Network (Tirechina.net) learned that Linglong Tyre President Zhou Lingkun was invited to attend the opening ceremony's summit dialogue, engaging in exchanges around the theme "Ecosystem Going Global: From Going It Alone to 'Wild Goose Formation' Win-Win".

As the global industrial chain undergoes deep restructuring, the globalization of Chinese enterprises is stepping into a new phase — no longer a simple output of products, but a systemic evolution involving technology, standards, brands, and ecosystems. As a pioneer in the industry for going global earliest, Linglong's nearly 20-year globalization journey is a vivid footnote to this process.

From Pioneering to Ecosystem Elevation

Looking back at Linglong Tyre's path to going global, President Zhou Lingkun summarized it into four stages on site.

The first stage is pioneering. Since 2009, Linglong has ranked first in exports among Chinese domestic tire enterprises for 13 consecutive years, but at that time it was "one person carrying samples running all over the world", channels, standards, and brands were controlled by others. The second stage is building factories across the ocean. The Thailand factory started production in 2014, making Linglong one of the earliest Chinese tire enterprises to build factories overseas; In September 2024, the Serbia factory officially went into mass production, praised by President Vucic as "Serbia's largest greenfield investment project", Linglong moved from "selling products" to "building capacity".

The third stage is system supremacy. Establishing R&D centers in "three countries, eight locations", defining its own technology and product standards. The fourth stage is ecosystem elevation — rooting and integrating into every overseas market, with ESG as the core, moving from capability output to system output.

"After going through the four stages, our deepest realization is — going it alone allows survival, but to win, one must rely on the ecosystem." Zhou Lingkun said. Only with ecosystems coordinating operations can one go further and fight steadier.

Linglong Tyre's "Wild Goose Formation" Combination

When the host asked whom Linglong most hoped to come along and "fly high", President Zhou Lingkun expressed that it was not pointing to a specific enterprise, but a complete ecosystem combination.

In his view, ecosystem going global is not one enterprise going it alone, but different roles playing their respective parts and progressing together. The OEM is the "Leading Goose", Linglong participates deeply with the OEM, joint research and development, where the OEM opens up, Linglong follows where, and supports where; Professional service providers are the "Supporting Geese", financial, legal, compliance, logistics and other soft infrastructure, cannot be completed by Linglong alone, needs professional partners to support together; Industry associations, think tanks, and testing institutions are the "Escort Geese", for Chinese standards to have equal global discourse power, the whole ecosystem needs joint efforts.

Take Off Together to Fly Further

At the meeting, Linglong was awarded the China Brand Top 500 Value Certificate

Industry Comment

The "Wild Goose Formation" ecosystem going global proposed by Linglong Tyre not only summarizes an enterprise's development experience, but also reflects the collective shift in the globalization process of China's tire industry.

For the past few decades, China's tire industry completed preliminary penetration of the global market based on manufacturing cost advantages, export scale has long led globally, but has always faced industry-common difficulties such as frequent trade barriers, low brand premium, and insufficient overseas localization operation capabilities. The globalization of most small and medium tire enterprises still remains at the product trade level, the model of going it alone is both difficult to cope with complex overseas policies, compliance and supply chain risks, and also difficult to support brands breaking through to high-end markets.

With leading enterprises completing overseas capacity landing and building global R&D networks, the globalization of Chinese tires has entered the deep water area. "China brand going global is not about comparing who flies faster, but who flies further, flies steadier, flies as a team." Zhou Lingkun stated in the dialogue, there are no supporting roles in the wild goose formation, every participant has their own value, moving forward towards a common goal simultaneously.

From product output to capacity layout, then to technology standards and ecosystem system output, the globalization of Chinese tire brands is experiencing a key leap from quantity to quality. When the upstream and downstream of the industrial chain form a combined force, and go global collaboratively with a "Wild Goose Formation" posture, the Chinese tire industry can truly establish long-term competitiveness in the global market, achieve brand upgrade from "going out" to "going up", and win more recognition and respect on the global stage.