Competition in the global automotive market is surface-level product and channel rivalry, while at the core lies a contest of technological systems and supply chain control. This time, Great Wall Motor broke from the conventional meeting mode, opening the core positions of its R&D, manufacturing, and verification full-link to global investors through a full-process immersive verification, both demonstrating confidence in its own technical strength, and allowing the outside world to clearly see that the decades-accumulated hard-core technical foundation supports its rapid overseas sales growth.

Recently, investors from six continents gathered at Great Wall Motor's global headquarters. A deep exchange covering full-industry chain tours, full-scenario product test drives, strategy presentations, and cultural experiences stepped out of the templated narrative of traditional business meetings. This global exploration and seminar day centered on "full-process verification" was far from an ordinary corporate strength showcase; rather, it was a significant microcosm of the shift in the globalization process of Chinese automotive brands: When overseas cumulative sales broke 2 million units and overseas channels exceeded 1,600, Great Wall Motor, anchored by technology, has shifted the logic of Chinese automakers going global from superficial product output to deep value cultivation, writing a vivid footnote for high-quality overseas expansion of Chinese automobiles.

Chinese automobiles going global is no longer a fresh topic. For over the past decade, many Chinese brands opened overseas market doors through complete vehicle trade, rapidly expanding sales based on price-performance advantages, and spreading the "Chinese Automobile" label across the globe. Great Wall Motor's globalization path chose the heavier and harder "localization rooting" model from the start. This confidence stems from its systematic technological and industrial capabilities.

As of June 2026, Great Wall Motor has established full-process production bases in Thailand and Brazil, building a localized layout of R&D, production, supply, sales, and service. While achieving local production, it drives the cultivation of local supply chains and talent systems, realizing symbiosis and win-win outcomes between industrial implementation and regional development. In the first half of 2026, Great Wall Motor's overseas cumulative sales reached 291,426 units, a year-on-year increase of 47.44%; June single-month overseas sales were 60,168 units, up 50.16% year-on-year, with overseas business becoming the core engine of group growth. Behind these eye-catching data lies the underlying logic of "symbiosis and win-win between industrial implementation and regional development" — not simply replicating Chinese production lines overseas, but deeply participating in local industrial upgrades, binding its own development with local economy, employment, and industrial growth. This "symbiotic going global" effectively dissolves trade protection barriers and allows the brand to truly gain long-term recognition from local markets.

Supporting this globalization layout is Great Wall Motor's technology system strength accumulated over many years, which is also the core background displayed to global investors at this event. Unlike the radical strategies of some automakers betting on a single technology route, Great Wall Motor chose a more pragmatic full-power technology layout: product matrices natively built on the Guiyuan Platform cover fuel, hybrid, plug-in hybrid, pure electric, and even hydrogen fuel cell routes, possessing the ability to flexibly adapt to regulatory policies and consumer demands in different global regional markets. This "don't put all eggs in one basket" technical strategy hits the reality of global market segmentation: Europe and North America markets are accelerating electrification transformation, while markets in Southeast Asia, Latin America, Middle East, etc., still have strong demand for fuel and hybrid, meaning a single technology route is doomed to not dominate globally; full power reserves are the standard for global enterprises.

Technical confidence comes from continuous long-termist investment. Great Wall Motor's R&D investment has exceeded 10 billion yuan for consecutive years, with an engineering R&D team reaching 27,000 people. It possesses a safety laboratory with investment over 500 million yuan and multi-angle crash test capabilities, as well as comprehensive test tracks, the world's first nested intelligent connected test track, and other verification sites, building an R&D foundation for full-domain safety. More worth noting is its "Forest Ecosystem" industrial system: with complete vehicles as the core, technology industries like Jinggong Automotive, Weishi Energy, and HiHope Energy coordinate and develop together. Three of its parts enterprises have already entered the global auto parts top 100 list. This full-industry chain independent and controllable capability not only guarantees overseas supply chain stability but also ensures Great Wall Motor's going global is not a "hollowed-out" brand output, but value output carrying complete industrial capabilities. From underlying technology R&D to supply chain quality control, from complete vehicle manufacturing to extreme scenario verification, this event opening full-link traceability to global investors is essentially proving in a transparent way: the competitiveness of Chinese automakers is no longer low prices, but systematic technology and manufacturing strength.

The deep test of globalization has never been limited to products and technology, but lies more in cooperation concepts and business credibility. At this briefing session, Great Wall Motor President Mu Feng proposed the cooperation tone of "mutual recognition, mutual efforts, and joint achievement", clarifying three major cooperation guarantees: strong product adaptability, outstanding business risk resistance, and sustainable profit growth, particularly emphasizing "no vicious price wars, no transfer of business pressure to partners". The weight of this statement is particularly prominent against the backdrop of current global automotive market fierce competition. For global distributors and investors, short-term sales dividends are certainly tempting, but long-term stable profit expectations and healthy cooperation relationships are fundamental. And full power technology reserves and full industry chain capabilities are the core support for this commitment to be fulfilled. From joint progress in the Brazil market to the breakthrough implementation of WEY G9 in the Malaysia market, multiple local market success cases also validate the feasibility of the localization symbiotic model under technology empowerment.

In the changing global market, marketing dividends will eventually fade; only technical foundations can traverse the cycle. Great Wall Motor's R&D investment at the billion level for consecutive years, full-power technology layout, and full-chain quality control system jointly built the confidence for globalization. This long-term adherence to technology is not only the growth code of the enterprise itself but also the core support for Chinese automotive brands to stand firm in the global market.