Hard years (1992-2000)
199 1 There was a flood in Anhui. In the post-disaster reconstruction, a village-run factory built hundreds of cars a year with the original production equipment, creating an output value of 1 more than 100 million yuan, which attracted the attention of the economically backward Wuhu government at that time, and the idea of making cars came into being. However, in that planned economy era, without a "birth permit", how easy was it to build a car? What's more, they want people and no one, and they want money and no money. Wuhu found an Anhui fellow who was then the chairman of FAW and asked the other party to help him start a car-making business.
1993, after many efforts, faw and Wuhu jointly established faw Yangzi automobile chassis factory, and chose Wuhu as the site. At this point, Wuhu's obsession with making cars can be regarded as a start. However, things did not develop as expected. Two years later, 1995, due to poor management, FAW withdrew from the cooperation with Wuhu and chose to operate FAW Yangzi independently.
1995, Wuhu decided to go it alone, starting with digging people. From 65438 to 0996, Yin Tongyue, then the workshop director, took several people to bid farewell to FAW Group, one of the "Big Three", and came to Wuhu with nothing, just to "build China people's own automobile brand". The first money they got was 300,000 yuan. In order to save money, they planned the first generation of cars in a thatched cottage in an abandoned factory. It is hot in Leng Xia in winter, as Chery often said later. Eight people who participated in this initial venture were later called "Eight donkey kong" in Chery.
1997, under the leadership of Anhui province and Wuhu municipal government, Anhui auto parts industrial company was formally established with a registered capital of17.52 million yuan. In order to solve the problem of insufficient technology, the first thing that startups think of is acquisition. After many twists and turns, Chery bought Ford's second-hand engine production line from Wales, England, and spent $29.8 million. In June of the same year, the engine workshop broke ground.
However, the "technology" that Chery spent a lot of money to buy did not want to "give people fish", and foreign engineers who installed the production line repeatedly delayed. Yin Tongyue clearly realized this situation and decided to go by himself. As a result, it took 13 and a half months to complete the installation and debugging. At the same time, in March of 1998, the vehicle technology factory was started with a production capacity of 50,000 vehicles. Chassis development and body design are planned separately.
They have many problems to solve, all of which are difficult, but the most difficult problem is the "birth permit". 1994 the national development and reform commission has set the basic policy of "three big and three small" for the development of the automobile industry, and it is difficult for other manufacturers to enter the new car catalogue, so they are not qualified for national sales. Chery, determined to build a car at this time, also has a headache for entering the catalogue.
1May, 1999, the first engine was off the production line, and the one-time ignition was successful; It passed the product appraisal in September.
1999 12, the first car of Anhui Auto Parts Industry Company rolled off the assembly line and was later named Fengyun. Because of the background of the people involved in the start-up, the chassis of this car imitated the old Jetta at that time, and the body design imitated SEAT Toledo on the same platform as Jetta. The mold was contracted by Fuzhen Industry of Taiwan Province Province.
In the blink of an eye, in 2000, the car was built, but it could only be used as a taxi in Wuhu, but it could not be sold nationwide. To this end, Chery did its best and finally caught up with SAIC, selling 20% of the shares and getting a catalogue. Little known is that this year, Chery also gained a technical team from the Second Automobile Company, and their participation accelerated the research and development of the second generation products of Chery.
The editor said: In the early days, Chery was a patchwork of "takenism", but in China at that time, even if it built a car like this, it still went all out.
In the 1990s, after 10 years of reform and opening up, China's economy developed to a certain extent, people's living standards improved, and the demand for automobiles increased day by day, which gave birth to a "new force to build cars". Not only Chery, but also the Great Wall and Geely were brewing during this period. Some people smell huge business opportunities, and some people embrace the ideal of building a car. In that hard time when the material foundation was not good, they devoted themselves to pushing the cars of big countries to move slowly.
You know, it has been 10 years since the first joint venture factory started in 1984. The idea of "exchanging market for technology" is still too slow to promote the development of automobile industry. The old foreign models are used in production and sold for more than 200 thousand, which does not meet the needs of the people. What Chery has done conforms to the requirements of the times.
Now some people like to say that Japanese cars also started from imitation, but they soon went out of their own way and went to the world, which was recognized and the level was really high. However, China brand, which also started from imitation, still lags behind others after so many years of development. I think they may have overlooked some important factors. China has missed more than 200 years of industrial and scientific development. Although the people's food and clothing have been gradually solved and the economy has developed since the founding of New China, the industrial base, scientific system and talent pool are still far behind, not to mention the devastation caused by the Cultural Revolution. To make an inappropriate analogy, can doctors and farmers' children go to school at the same starting point?
But I'm not saying that Chery has made great progress in the past 20 years. They have experienced eventful times and twists and turns. Let's move on.
Savage growth (200 1-2003)
In 200 1 year, Fengyun started Chery to sell cars with the tail label of "SAIC Chery", and the price was 88,000 yuan, which was equivalent to the hot "old three" Santana and Jetta at that time in size and appearance, but the price was one third cheaper. The annual sales volume of 28,000 vehicles has brought Chery more than 2 billion yuan in revenue and 654.38+0.3 billion yuan in profits. Chery tasted the sweetness of building a car.
This year, Chery also welcomed its own "design team". Shen, a former designer of Dongfeng Citroen, took his team to Wuhu to set up Jiajing Company to provide design solutions for Chery. At this time, they began to prepare QQ design.
In 200 1 year, Chery "passively" ushered in the first batch of export business. A Syrian businessman saw Fengyun just listed in Beijing and took the initiative to find Chery to buy 200 Fengyun for export. Yin Tongyue only agreed to sell it to him 10. Who would have thought that export later became a major income pillar of Chery.
In 2002, Chery commissioned AVL Company of Austria to develop a 0.8-4.2L engine with a displacement of as much as 18, and sent people to study, thus starting the original accumulation of automobile engine technology and high-end talents. Chery believes that if China wants to develop automobiles, it must break the technology monopoly and have the ability to develop core technology products. At the same time, Fengyun continues to sell well in the market, with sales of 50,000 vehicles and sales of more than 4 billion, ranking among the top eight domestic cars.
In 2003, Chery ushered in a brilliant moment of career development, achieving sales of 90,376 vehicles and exporting 65,438+0,000 vehicles, breaking the record of zero automobile export in China. Chery, with rising income, began to improve its capabilities in many fields. In February, it signed a contract with SKT Company of Iran to finalize the technology transfer of the first overseas full-process factory with an annual production capacity of 30,000 units; In March, Chery Engine No.2 Factory began to build; In May, Fengyun II and QQ were listed one after another; In June, Chery's first B-class car, Oriental Son, went on the market; In September, Chery spent hundreds of millions of yuan to ask Italy Broadcom to design Chery A 1 model. At this time, Chery also began to set up an automobile research institute, with an investment of 250 million yuan in the first phase.
In the same year, Yin Tongyue met an on-site management expert during an investigation and negotiation in Mitsubishi Corporation, and used the time to go to the bathroom to get the phone number of the other party. After he came back, he hired an international headhunter to help Chery do quality management. During this period, Chery is also actively absorbing international talents from GM and Ford, such as Gu Lei, who later served as the research dean of Chery passenger car engineering.
At this time, Chery's three years of glory made SAIC blush, and the latter sought further investment. Chery refused, of course, and both sides broke up in discord. In September 2003, SAIC announced its withdrawal from Chery. Chery has since embarked on the road of independence. One year later, Chery entered the announcement of the National Development and Reform Commission, obtained the qualification of car production, and changed its name to Chery Automobile Co., Ltd.
The editor said: around 2000, the arrogant attitude of joint venture brands and the market demand brought by the booming domestic economy gave Chery, a self-owned brand enterprise, the opportunity to enter the market. Most of them adopt the attitude of low price to realize primitive accumulation. Low price has become a magic weapon for new independent brands to tap the first bucket of gold, but it has also formed the inherent impression that independent brands are low-end and cheap, which has become a label that they can't get rid of so far.
After earning the first bucket of gold, Chery adopted reverse outsourcing many times, trying to accelerate its own technology accumulation and talent training on the basis of backward industries. This way, in essence, is still acquisitive, but it is better than buying directly, which is equivalent to asking a teacher to take care of it. In fact, its own strength is still not enough, which is also the fundamental factor restricting the later development of independent brands.
200 1-2003 can be said to be the golden age in Chery's development history. No matter the increase of sales profit or the improvement of various abilities, all the developments have made great progress. However, things have never been smooth sailing. When the sea is calm, it may be the time when the wind and waves are brewing. Around 2003, 13 joint-venture automobile enterprises were established in China, including Dongfeng Nissan, Beijing Hyundai and Changan Ford, which later grew into millions of factories. Joint venture vehicles have been put into production one after another, squeezing the living space of independent brands.
For Chery, after three years of rapid development, some problems have surfaced. For example, the rumor that "Chery Chery, repair cars and queue up" appeared on the Internet next year, which had a certain impact on Chery's sales, and the son of the Orient and Yun Qi were forced to stop production. For various reasons, Chery has entered the stage of development and adjustment.
Development in Adjustment (2004-2007)
In 2004, Chery's sales declined for the first time since its establishment, with only over 80,000 vehicles sold in the whole year, a slight year-on-year decline. In contrast, the automobile market in China achieved a growth rate of 65,438+05%. The reason is that Chery suffered a "black swan" incident: at the beginning of the year, the national media bombarded Zhan Xialai, the former chairman of Chery, as a "red-top businessman" and Zhan Xialai resigned; At the same time, South Korea's Daewoo, a subsidiary of General Motors Group, sued Son of the Orient and QQ for "infringement of intellectual property rights". As a result, the son of the East was disqualified from the designated car in the "two sessions" in March; At this time, rumors of "Chery, Chery, car repair, queuing" appeared on the Internet. After three years of use, quality problems broke out. Poor sales suffered from credit contraction, and the annual profit dropped from 654.38+0.3 billion yuan three years ago to 654.38+0.8 billion yuan. Yin Tongyue, who just took over as the chairman of Chery, felt that 2004 was a "very bad" year.
From a painful experience, Chery began to "attend classes every day, and every day is like an exam", and learned how to carry out basic operational knowledge such as financial control, investment analysis and risk management. In fact, this year is not all bad news. In June, Chery and the world's largest body and chassis supplier, Tao Company, jointly established Tao (Wuhu) and began to establish a supporting parts industry cluster in Wuhu. Subsequently, enterprises such as johnson controls, Delphi, PPG Group and Achlin Mobil successively settled in Wuhu.
Entering 2005, Chery's challenge is still constant. South Korea's GM daewoo motor Technology Company sued QQ for plagiarism, demanding compensation of 75 million yuan, confiscating relevant illegal income and stopping selling QQ; Tencent also found the door and sued QQ trademark infringement; In the same year, Chery recalled 18673 cars; Chery's Tiggo SUV, which had high hopes, went on the market. Under the impact of rivals such as Great Wall Haval, Shuanghuan CEO and Landwind X6, the market response was deserted.
However, in 2005, Chery's sales volume reached189,000 vehicles, up by 1 18% year-on-year. In fact, Chery has done a lot to achieve this goal. First of all, adjust the marketing model, in order to encourage dealers to dig deep into the market potential, try to divide the sales channels into networks in some cities, and achieve good results; Secondly, the price of all products has been greatly reduced throughout the year. QQ dropped by 30,000, and sold by 29,800. The son of the Orient dropped by 27,000, down by 15.7%. While the joint venture and independence "hurt each other", Chery's bicycle profit has dropped to 502 yuan this year. Although the surface sales volume has soared, the profit has dropped to 95 million yuan. In addition, Chery began to use marketing means to boost sales, and QQ Automobile Culture Festival attracted the participation of10.5 million fans nationwide.
At the same time, Chery has not stopped the research and development of core technologies. In March 2005, Chery invested more than 3 billion yuan to build the second engine factory, mainly producing ACTECO series engines. Chery believes that this series will shorten the gap between the research and development level of independent engines and the world's advanced hydraulics for 30 years. The following year, ACTECO Engine won the engine orders of two European companies for Chery, one of which was Fiat, and the other placed an order of 80,000 units at one time. On this basis, Chery ACTECO has now launched the third generation product with a thermal efficiency of 37. 1%.
In 2006, Chery achieved a sales volume of 305,000 vehicles and exported 50,000 vehicles, and continued to maintain its leading position in export. Senior domestic autobots are worried that Chery will go too fast. Yin Tongyue said, "Only by having more children can we win." This year, Chery launched six new cars, including Chery A5, QQ car QQ6 and Chery V5, the first MPV model. Later, the sales volume was not good, and it was renamed Cross, the son of the East.
However, the main sales model is still low-priced products such as QQ, and it is urgent to improve the market recognition of new products. Chery tried to adjust the naming method to improve its cognition. The tail mark of Chery A5 is A520, which stands for A-class car. It ranks 5th in the series with a displacement of 2.0L and is equipped with ACTECO? 2.0L engine. This year, Chery identified "production consistency" as one of the comprehensive key basic tasks of the quality assurance department to avoid the recurrence of quality problems.
Under the principle of "having more children", Chery began to develop horizontally. In April 2006, Chery acquired FAW Yangzi, renamed it "Chery Commercial Vehicle", obtained the market access qualification for commercial vehicles, launched the Kerry brand and started multi-brand development. Referring to Katie of Volkswagen, Kerry entered the market at a low price of 558-60800, and almost took the steps to enter the passenger car as planned.
In 2007, Chery did not slow down the pace of development, put forward the goal of 393,000 vehicles, and finally achieved the sales volume of 3,865,438+0,000 vehicles, up 24.8% year-on-year. In August, Chery produced a total of 6.5438 million vehicles, ending the stage of expanding domestic market share and entering the stage of "building an independent international famous brand". Yin Tongyue called for "slowing down the expansion speed and improving the product quality and technical level". However, the products put on the market this year are still products like QQ6, and the "subversive image work" Chery A3 is just the appearance.
Chery's profit is in doubt. It is said that Chery lost 700 million yuan in 2006, and Chery has 654.38+06 billion commercial loans in the bank as proof. Since Chery is not a listed company and has not publicly disclosed financial information, the problem of rumored losses has been bothering it. In this regard, Yin Tongyue said: "Chery's board of directors is not allowed to lose money. Chery has no loss. When I finished class, it meant that Chery lost money. "
The editor said: from "newborn calves are not afraid of tigers" to 6.5438+0 million vehicles, Chery's ten-year growth path is a chicken blood and bumpy. It is normal to learn and adjust while developing. Fortunately, thanks to the blowout of China automobile market, Chery got many opportunities for trial and error, although there were some problems in the process.
But objectively speaking, perhaps it is the excessive development speed that makes Chery feel optimistic subjectively, pursue unrealistic goals and make wrong judgments in the development process. It is not easy to explore on a road that no one has traveled before and find a correct development path. Too conservative will miss the opportunity of development, too radical will lead to excessive consumption and retrogression. Like Chery, China brand came into being in the context of China's rapid economic development. Over time, bigger decision-making mistakes will appear, and perhaps some roads can only be crossed with one foot deep and one foot shallow.
The Road to Brand Upgrade (2008-20 12)
In 2008, Chery started the road of "building famous brands" and did a lot of things around the upgraded version of Chery A3. In April, "100000 km uninterrupted public test" was launched, which lasted for 66 days, making this car attract consumers' attention; In September, Chery A3 was officially listed after several "jumping tickets", which shows that this car has been carefully polished by Chery. This car beat many rivals in sales performance, which made a beautiful start for Chery's brand upgrade.
In 2009, based on the judgment that "the per capita GDP will exceed 5,000 US dollars, and all-round consumption upgrade will be ushered in", Chery laid out for two years, implemented the multi-brand development strategy, promoted the four brands of Chery, Kerry, Ricky and Lin Wei, added 15 new cars, extended the front line, and synchronized the national distribution management of sales channels, and "caught the net at three levels: high, medium and low". At the same time, Chery released the first model of the high-end brand Ruiqi G6, and invited the world football star Messi to speak for Ruiqi brand, making the momentum of building a "world famous brand" unstoppable.
However, in the month of 65438+February, the first model that Ricky introduced to the market became the Ricky G5. In addition, Chery also launched the mini-car Ruiqi X 1, which is priced at 50,000-60,000 yuan, which is inconsistent with the high-end positioning of Rui Lin brand130,000-180,000. To some extent, Chery was still confused about product and market planning. The complex relationship between Ruiqi's car and the son of the East also makes consumers wait and see about the new car.
In order to achieve the goal of "world famous brand", Chery also actively explored overseas markets in 2009. In July, Tiggo entered the Brazilian market; In August, it entered the Romanian market; Then, land in Serbia. In 2009, Chery achieved automobile sales of over 500,000 vehicles, up 40.5% year-on-year, ranking first in independent brand sales for nine consecutive years and first in export volume for seven consecutive years.
20 10 Chery, which seems to have a deep layout of passenger cars, has another foot in the truck market. Chery and CIMC, Yuchai Group, Fast Group, Hua Fu Heavy Industry and other enterprises jointly established two brands: United Truck and Yuchai United Power, and launched the first truck in June+February, 5438. Afterwards, it was proved that this move was not wise.
At the same time, Chery adjusted its organizational structure to adapt to the upgrading and development of its business. In February, Chery Automobile R&D Center opened; In July, Chery New Energy Sales Company started to operate; Chery Asia's largest automobile testing technology center was put into use, with a total investment of more than 2 billion yuan; In September, Chery announced the official launch of the business division system, focusing on R&D, production and sales, and internally divided into six business divisions. This year, Chery's sales reached a record high, reaching 682,000 vehicles, of which QQ contributed more than 6.5438+0.5 million vehicles. It can be seen that the sales growth benefited from the policy of "halving the purchase tax on small-displacement passenger cars".
Chery realized that the development mode of pursuing speed, scale and sales volume is unsustainable. Facing the change of market environment, we must make adjustment and strategic transformation. Therefore, instead of falling out of the top ten sales, it is better to complete the strategic transformation of Chery. The goal is to establish a systematic process according to international standards.
20 1 1, Chery and Israel group seek joint venture and try to develop upward again. The joint venture company is called Guanzhi, with a registered capital of 3.4 billion yuan and a share ratio of 50: 50. Located in Changshu City, Jiangsu Province, the planned annual production capacity is 654.38+0.5 million vehicles. 1On October 29th, Qoros Automobile Co., Ltd. held an unveiling ceremony.
On March 20 12, Chery and jaguar land rover secretly signed a cooperation agreement and began to promote joint venture projects. 165438+ 10, the two parties announced the establishment of a joint venture company with a registered capital of/kloc-0.09 billion and a share ratio of 50: 50. In August of the same year, Chery announced its return to A Chery and streamlined its product line.
The editor said: Chery started from a low price, on the one hand, it sticks to QQ, Fengyun, Yun Qi and other "cows" to make money, on the other hand, it nervously seeks brand promotion. In fact, Geely and BYD did the same thing in those years, but the long experience was less than 15 years, and the short experience was only 10 years, which was not enough to support them to correctly judge the market trend. Even if each family has explosive products, their knowledge is still regarded by international giants as "blind cats touch dead mice." In addition, the lack of technology accumulation also leads to the seemingly correct "strategic planning" of independent brands, and the promotion process is often trivial.
Backed by the huge domestic market demand, these enterprises have grown rapidly, but they have caused smoke bombs. However, enterprises blindly refer to the development track of developed countries and set unreasonable goals, which has led to the development of China brands in recent years.
In the final analysis, China is impetuous from society to enterprises, lacking the atmosphere of calm thinking and down-to-earth work. Perhaps, from horizontal development, channel management to multi-brand strategy, and then to return to a Chery. Chery finally admitted the fact. Instead of shouting slogans every day to win, it is better to calm down and practice hard, so "technical Chery" has gradually become a part of Chery culture.
After 20 10, Chery surpassed its own brand in sales volume. The next few years, in the eyes of the outside world, are the years when Chery "stopped moving forward" or even "regressed". What was the unyielding Chery doing?
Return to rationality and be down-to-earth (20 13 till now)
In April of 20 13, after returning to a Chery, a new scheme surfaced. On the one hand, a new LOGO was released, marking a new beginning; on the other hand, a brand-new "iAuto" automobile core technology platform was released, which endorsed the positive research and development. Since the strategic transformation of 20 10, after two years of brewing, in July of 20 13, Chery launched its first product, Arrizo 7, which is also the first product after returning to "One Chery". Its competitors were BYD Speedmaster and Geely Emgrand EC7, and they also returned to a brand at that time.
In fact, to return to a Chery, but in fact still need a lot of support. When we are not sure about the success rate of cycling, we still continue the routine of "having more children". After Arrizo 7, Chery introduced derivative models such as Arrizo M7 to help stabilize sales.
165438+ 10, the first model of qoros 3 was launched. At this time, Chery chose to keep a distance from Guanzhi, not so much because it was worried about affecting Guanzhi's "tall" image, but because Chery's mentality at this time was different. Chery will ultimately rely on its own technology and products to achieve self-growth.
In 20 14, Chery focused on improving product quality, combing marketing team and building enterprise system. In terms of product building, Chery initially integrated into four series: Arrizo, Tiggo, Fengyun and QQ, and launched new cars such as Tiggo 3 and Arrizo 3. Tiggo and Arrizo have gradually become Chery's main products. The price of Chery bicycles has also risen from 50,000 to 80,000, and about 75% of dealers are profitable. After three consecutive years of sales decline, the sales volume of Chery brand in China in 2065,438+04 was 357,585, up 65,438+05.9% year-on-year, ranking third among independent brands.
Business restructuring is getting better and better. However, Chery is always a local holding company. 20 13 Chery jiangbei project was established. Wuhu municipal government invested 2 billion yuan to mobilize nearly 200 employees of Chery automobile to start preparatory work, with the aim of re-creating brands and ensuring local employment. Only two years after returning to Chery, a new brand "Yi Kai" appeared on 20 14, which focused on the concept of intelligent interconnection and became one of Chery's "confusing" sub-brands, with sales exceeding in just two years.
In 20 15, Chery ushered in a total sales volume of 5 million, becoming the first brand in China; Chery's new energy force, pure tram eQ broke into the top ten of new energy vehicle sales list for several months; Chery Group sold 550,654,38+0,000 vehicles, up 8.3% year-on-year; Chery brand sold 408,700 vehicles; The sales volume of Qoros brand was 654.38+0.4 million units; Jaguar Land Rover brand sold 26,300 vehicles; 87,000 cars were exported, ranking first among domestic automobile enterprises for 13 years.
But for 20 15 Chery, the absolute development value is positive and the relative development value is negative. This year, Geely launched Borui, leading the brand upward, achieving annual sales of 542,700 vehicles, and Emgrand EC7 bicycles sold more than 200,000 vehicles; The Great Wall "walks on one leg" with an SUV, achieving a sales volume of 753,200 vehicles; Driven by Yidong and CS series, Changan achieved the scale of 1 1 12900 vehicles. Even BYD has more than 450,000 vehicles, surpassing Chery. In contrast, Chery has fallen behind in rhythm.
In 20 16, the sales volume of Chery brand declined, recording 363,300 vehicles. This year, Chery launched Arrizo 5, Tiggo 7 and Tiggo 3x. Although the names of Arrizo and Tiggo have been continued, the vehicle positioning has been adjusted, which is not conducive to the accumulation of market awareness. Under the pressure of independent competitors and joint ventures, it is impossible to drive Chery's sales growth.
20 17, the passive situation has not changed. Only Arrizo 5 has a monthly sales volume of over 10,000. The positioning distinction between the newly listed Tiggo 7 and Tiggo 5 is not clear enough, and only 62,000 sales were achieved in the whole year. In September, Chery made its debut at Frankfurt Motor Show and released its brand-new high-end product series "EXEED". Chery's "upward development" this time is particularly careful and low-key. Embarrassed, EXEED? TX's time to market has been delayed. This year, the rumors of Chery's loss were repeated again, and there was a saying that "Chery packaged and sold".
20 18 1 year, Chery released a brand-new product series Jietu, and its main force sank in the fourth and fifth tier cities. Jiewei brought support in sales volume, but did not affect the positioning of Chery brand. Four months after listing, Gateway sold 40,000 vehicles. In March, Starway TX, the first model of Starway, was launched. In addition, Chery ushered in a new round of product outbreaks, and launched Tiggo 8, Arrizo GX and Arrizo EX to refresh the product camp. In terms of sales volume, Chery Group achieved contrarian growth. Against the background of the first decline in the domestic auto market in 28 years, 753,000 cars were sold, up 1 1% year-on-year, and the export volume 16 ranked first. However, Chery did not announce the sales volume of a single brand of Chery.
In 20 19, Chery continued its upward trend in 20 18, and released the third generation engine, 1.6TTGDI engine, which was carried on the Tiggo 8 before the national sixth emission was implemented in many cities. In 65438+February, Chery's capital increase and share expansion project was finally settled after several auctions. Qingdao Wudaokou invested about 7.586 billion yuan, with a shareholding ratio of 30.99%, replacing Wuhu Construction as the largest shareholder of Chery Holdings. At this point, after 1 years, the dust of Chery's mixed reform has settled. The insiders believe that "mixing" is the first step, and "changing" is the next important work. In this way, can Chery realize its long-standing "listing dream"? It is worth looking forward to.
The editor said: in recent years, Chery has shouted fewer slogans and improved its product strength. In 20 19, our colleagues tested Ariza GX and gave a high evaluation. In 20 19, our new car review also conducted a three-day in-depth interview with Chery, witnessing the achievements of Chery's ten-year strategic transformation. Facing the new competition pattern, Chery not only keeps catching up in the traditional automobile field, but also makes layout in electrification, intelligence and automation. Chery's R&D system was established earlier and has a higher maturity, which has trained many technical talents. As everyone in the industry knows, Chery has exported a large number of talents for domestic car companies and is known as the "Whampoa Military Academy" in the automobile industry.
But looking back at Chery in recent years, new products emerge one after another, and the characteristics are still being explored. Compared with the Great Wall, which concentrates on SUV, BYD's new energy is unique, and Geely's marketing is excellent. Chery is determined to dig deep into the technology, but it is only launched at present, except for ACTECO's third-generation engine. This road has to be refueled. Seeing this, we can see that independent brands are striving to break through in their respective directions, and it seems that the embryonic form of China automobile industry is emerging. However, this is another scene compared with the situation that Japanese brands choose their own technical routes and confront the end. Having said that, the original national conditions are also very different, and China brand will inevitably go out of its own development path.
This article comes from car home, the author of the car manufacturer, and does not represent car home's position.