Chery Globalization 3.0 Takes Another Step: The Grand Strategy of "System Overseas Expansion" Behind the Organizational Shuffle

On October 7, Chery Automobile announced, integrating the main brand into the global market system, with the Jetour brand accelerating its premiumization. This is the second move in the organizational layout of Chery's Globalization 3.0, following the executive adjustments on September 23. Many view this as ordinary personnel news, but in my opinion, Chery is using organizational restructuring to answer a key proposition for Chinese automakers going global: What does Globalization 3.0 rely on for implementation?

It's Not About Changing People, It's About Changing Tactics

Let's look at the logic behind the two adjustments first. On September 23, Zhang Guozhong was appointed Executive Vice President of Chery Holding Group, and Zhang Guibing became Executive Vice President of Chery Automobile. The core of this adjustment is "Big Chery" system synergy, where Zhang Guozhong integrated financial, trade, and diversified industrial resources from the holding group to provide ammunition for globalization. In contrast, the adjustment on October 7 clarified the two main lines of battle on the front line.

The first line involves integrating the Chery main brand into the global market system. Zhang Guibing not only manages the domestic business group of the Chery brand but also simultaneously manages the Global Styling Design Center, Global Human Resources Center, Global Legal Center, Global Spare Parts Ecosystem Division, etc., and concurrently holds the positions of General Manager of the International Business Group and Director of the Market and Marketing Management Committee. The intention of this arrangement is very clear: to thoroughly connect the domestic and international marketing, human resources, legal, spare parts, and other systems, solving the most headache-inducing problem for Chinese automakers going overseas, which is the separation of domestic and overseas operations.

The second line involves accelerating the premiumization of the Jetour brand. Executive Vice President Li Xueyong manages the Jetour Brand Division, focusing on promoting the premium development of the Jetour brand, building a more globally competitive off-road brand, while also managing the Corporate Publicity Department and concurrently serving as Executive Deputy Director of the Market and Marketing Management Committee.

One focuses on global system synergy, the other on pushing a distinctive brand upwards. These two main lines, one defending and one attacking, constitute the organizational skeleton of Chery Globalization 3.0.

The Connotation of Globalization 3.0 Has Changed

Why is Chery making such large-scale organizational adjustments at this time node? The answer lies in the strategic connotation of Globalization 3.0.

The concept proposed by Chery Chairman Yin Tongyue is "In somewhere, For somewhere, Be somewhere", meaning "Wherever, For Whom, Become a Local". If "In somewhere" is the past, selling cars to over 130 countries and regions; "For somewhere" is the ongoing task, developing adapted products according to local needs; then "Be somewhere" is the true core of Globalization 3.0, where the entire system of manufacturing, services, operations, partners, etc., goes in and integrates in.

This means Chery's goal is no longer to pursue growth in export numbers, but to replicate the models of Toyota and Volkswagen, promoting the global implementation of an entire system including manufacturing, supply chain, brand, and localization. Organizational adjustments are precisely to support this strategic transformation.

How Strong Are the Export Figures? The Confidence Behind Organizational Adjustments

In the first three quarters, Chery Group sold 2.2068 million vehicles cumulatively, up 9.9% year-on-year, creating a historical high for the same period. Cumulative exports reached 1.5512 million vehicles, up 65.6% year-on-year, surpassing the total export volume of the previous year. In September alone, exports reached 207,814 vehicles, setting a new record for monthly car exports by Chinese automakers.

Exports account for 70.3% of total sales, the highest proportion among domestic independent brands. Chery has ranked first in Chinese brand passenger car exports for 23 consecutive years, with products sold in over 130 countries and regions, possessing 16 overseas factories covering countries and regions such as Brazil, Spain, and Thailand.

It is precisely this volume that makes organizational adjustments a necessity. A scale of exports exceeding 1.5 million vehicles a year can no longer run on the model of separated domestic and overseas operations.

Jetour Premiumization: Competing for Mindshare in the Global Off-Road Track

Looking at the Jetour line again. Currently, the hardcore off-road and "box-style" track is a global hotspot. Official data shows that in September 2026, 57,497 vehicles were sold, with cumulative global sales breaking 2.56 million. Products are sold in 100 countries and regions, ranking first in domestic brand SUV sales in 15 overseas markets, and topping the box-style category sales in 9 markets.

Li Xueyong once led Jetour to accurately position "Travel+", growing from a blank sheet of paper to a dark horse in the car market. This adjustment in division of labor aims to further build up and strengthen this distinctive Jetour brand,抢占 global off-road mindshare. More worthy of attention is that Li Xueyong also manages the Corporate Publicity Department and concurrently serves as Executive Deputy Director of the Market and Marketing Management Committee, indicating that Jetour premiumization is not just a product issue, but a brand narrative and global image issue.

Implementation is Accelerating, From Europe to Africa

Strategy and organization are set, the key now is implementation. In April this year, Chery activated its Europe Operating Center in Barcelona, Spain, and simultaneously launched the Spain Research Institute, undertaking central platform functions such as operations, compliance, supply chain coordination, finance, and public affairs. This is Chery's first overseas regional operating center. Yin Tongyue positioned it as "Building a system that understands Europe better and serves the European market better".

In South Africa, Chery officially commissioned the Rosslyn plant in July, fully retaining the original 692 employees, driving nearly 3,000 upstream and downstream jobs. Production is scheduled for mid-2027, with an annual capacity of 50,000 vehicles per shift, striving for a 40% localization rate before 2028. In Rayong Province, Thailand, an 80,000-vehicle annual capacity new energy factory was put into production in April 2026, directly entering the traditional advantage market of Japanese fuel cars with pure electric models.

These layouts share a common characteristic: not going to sell cars, but to root down. Retaining local employees, increasing localization rates, and establishing R&D centers are the true meaning of "Be somewhere".

Challenges Remain, Bridging the Gap from 'Volume' to 'Profit'

But we must clearly see that a high export ratio implies high risk exposure. EU anti-subsidy investigations, import tariff increases in some markets, overseas price wars, shipping cost fluctuations叠加 exchange rate fluctuations, these are the realistic challenges Chery must face. Export volume does not equal profit. Whether Chery can convert its globalization first-mover advantage into sustainable profitable growth will be the most worthy proposition to watch.

Returning to this announcement on October 7. The signal conveyed is clear: Chery Globalization 3.0 has moved from strategic slogans to organizational fulfillment. The main brand secures the global baseline, Jetour pushes for high-end incremental growth, Zhang Guibing coordinates the global system synergy, and Li Xueyong strengthens Jetour brand and public relations marketing. This chess game is not a single-point breakthrough, but a systematic promotion. At the beginning of the fourth quarter, it is the critical window to sprint towards annual goals and plan the next year's operational plan. Chery is accelerating the transformation of Globalization 3.0 from strategic blueprint to organizational layout. Future results in the global market implementation deserve continued attention.