After 30 Million Units, GAC Still Insists on 'Quality'

"Quality is the bottom line that GAC will never compromise on."

This is the most memorable sentence I heard at GAC's 30 million units production milestone event.

Talking about quality in the auto industry is as commonplace as breathing air. But making the word 'Quality' the theme of a milestone event like the 30 million units production line in today's auto market still carries a significant weight.

In recent years, the price war in the auto circle has been fierce. Everyone is competing on who dares to cut prices more, who can compete more aggressively. Consumers seemingly get benefits, but there is an issue that is becoming harder to clarify:

Using a good screw, or saving one yuan, which is actually more cost-effective?

This question has no standard answer. But it is like a mirror, reflecting every car manufacturer's choice.

In the price war, quality is most easily sacrificed

Regarding price cuts, it sounds simple, but execution is full of details.

A car has tens of thousands of parts, each with a cost. To cut prices, you have to squeeze out of these parts. Use better materials, or cheaper substitutes? Do stricter tests, or skip a few processes? Use newer technology that won't be obsolete in the short term, or mature but cheaper solutions?

Consumers can't see these choices when buying a car. But after driving for three or five years, the gap appears.

Why are many new cars fine when just bought, but develop various small problems after a few years? It's not that the technology is lacking, but under cost pressure, many invisible areas were quietly downgraded.

Objectively speaking, this is not a problem for just one company, but a common situation in the entire industry. When the price war becomes the main theme, "good enough" becomes the subtext for many car companies.

So in such an environment, saying "quality is the bottom line" sounds like a slogan, but in practice, it goes against the industry trend.

Upholding quality means resisting cost pressure, means you can't cut prices as much as others, means short-term sales might be affected.

This requires determination.

GAC's quality is not just shouted out

GAC's quality genes were sown since the joint venture era.

Cooperating with Honda and Toyota for so many years, what we learned is not just technology, but a whole set of quality management methodologies. In practice, it is the standard for every part, the requirement for every process.

Before each new car hits the market, it must undergo extreme environment tests of "Five Highs, One Mountain, One Dust", and complete "Two Winters, One Summer" real-world road tests, with the entire verification process covering 12 major items and over 1,500 sub-items.

Many car companies also do these tests, but the extent and resources invested vary greatly. Doing one more round of tests costs more money and delays the market launch by several months. In the fast-paced auto market, time is sales.

Especially now that the industry launches an average of 3.8 new cars daily, maintaining determination is actually quite difficult.

But GAC's logic is: It's better to launch late than let users be guinea pigs.

From the first car off the line to the 30 millionth unit delivery, GAC took 29 years. This speed is not the fastest in the industry, but it's steady.

In the first half of this year, the industry faced overall pressure. GAC Group sales were 773,100 units, up 2.35% year-on-year; New energy vehicle sales increased by 68.8% year-on-year; Overseas exports exceeded 120,000 units, a significant 132% increase year-on-year.

In this period of deep market reshaping, maintaining such a pace truly requires support from quality reputation accumulated over many years.

The 30 millionth car was delivered to a Thai owner; quality is GAC's confidence for going global.

Quality is not a slogan, it's reputation

The most interesting thing about quality is: it's useless to say your quality is good yourself; it counts only when users say so.

Too many slogans become tiresome; only enough reputation commands respect.

GAC has done something in recent years that I think explains the problem well—"Users Speak Freely". Inviting users to the factory, giving opinions face-to-face, speaking directly about any problems without beating around the bush.

Many car companies also hold user events, but they are mostly carefully selected user sessions. Not many dare to let users speak freely and actually make changes.

GAC doesn't just hold events; it has also established a dedicated user insight department and a full-process closed-loop management mechanism. Every suggestion from users must have a response; common problems must be fully optimized.

The service side is also keeping up. "Super Butler" service, 5-second response, 2-hour request closure. The energy replenishment network covers 31 provinces and 213 cities, with over 27,000 self-operated charging piles.

These things, if mentioned separately, wouldn't seem earth-shattering. But combined, it sends a very clear signal:

GAC's quality is not just the quality of car manufacturing, but also the quality of service.

Selling a car is not the end; it is the beginning. For the few years users use the car, whether the experience is good is what truly starts determining reputation.

True high quality must be built up with technology

Many people's understanding of "quality" is still stuck at the level of "solid workmanship" and "generous materials".

But in today's new energy era, the definition of quality has changed. Is the battery safe? Is the electric drive efficient enough? Is intelligent driving reliable? Is the infotainment system easy to use—these experiences brought by new technologies are the qualities users perceive most directly.

And all of these must be built up through real R&D investment.

GAC's investment in this area is not high-profile, but the numbers are substantial: Cumulative R&D investment exceeds 62 billion yuan, global R&D team exceeds 6,800 people.

In the power domain, Xingyuan Power covers three technology routes: Extended Range, Plug-in Hybrid, and Super Hybrid. Each product must undergo 100,000 hours of bench and vehicle validation, equivalent to over 10 million kilometers.

In the three-electric domain, Quark Electric Drive motor highest efficiency broke through 99%, reaching industry peak levels; The all-solid-state battery pilot production line has been built.

These technical terms sound far from users, but ultimately land in users' daily experiences: more realistic range, faster charging, steadier driving, smoother infotainment.

Not technology for technology's sake, but using technology to win high quality.

Xingyuan Power technology is GAC's quality confidence in the new energy era.

After 30 Million Units, the Road is Still Long

30 million units is a very substantial number.

At the event site, the 30 millionth car was a right-hand drive Trumpchi M8 PHEV, delivered to a Thai owner. This detail is very symbolic — GAC's next 30 million, a large part needs to be realized in the overseas market.

And to stand firm in the global market, it still relies on quality.

Chinese car companies going global have long passed the stage of "low price, high volume". Now it's about product power, brand, and reputation. And the foundation of all this is quality.

So back to the very first question: In the price war, is sticking to quality really worth it?

In the short term, it might not be cost-effective. Others are cutting prices; if you don't, sales will be affected.

But in the long term, it is definitely worth it.

Because cars are durable consumer goods, users buy not just a car, but the usage experience for the next five to ten years. Whether quality is good or not, time will give the answer.

And reputation, once established, is the most solid moat.

GAC took 29 years to reach 30 million units, relying on this logic. The next 30 million units will likely still rely on this logic.

After all, many car companies walk fast, but those who walk far are truly good.