"Bought the car only two days ago, my Chinese brand electric car turned from new to old model. From signing the contract to picking up the car, neither the salesman nor the agent mentioned any information about the new model launch."

"The Chinese electric car I bought, navigation cannot plan charging routes, this is terrible."

"After picking up the car, the software version was found to be the old version, but the vehicle system falsely displayed it as the latest version."

"The dashboard displayed motor fault warning, accompanied by low-speed vibration and noise similar to a fuel engine. After sending to the official service center, they only connected software to clear error codes and cleared the dashboard warning, but the vibration and noise remained."

Without explanation, can you guess these criticisms and complaints come from overseas users of Chinese cars? And they are concentrated in overseas social media platforms, local forums, and media exposure in the recent half-year. While Chinese cars are racing in overseas markets, they are also kicking up more dust of problems.

Going overseas is the current lifeline for Chinese cars. This year, domestic auto market sales collapsed, price system breached, profit margin fell to 3.4%, going overseas has become an inevitable choice for everyone.

Moreover, Chinese cars lead in smart and electric technology, backed by industrial chain advantages, under the necessity of global market energy transition, going overseas is a convergence of timing, location, and people.

But it needs to be noted, this is a prepared industrial expedition, cannot because of intensified domestic competition, that pressure spills over, and crowding and trampling is played out overseas.

Knocking on the door of the global market, Chinese cars find it difficult

First, tell a recent story. In January 2026, China and Canada signed an electric vehicle tariff quota agreement: Canada grants 49,000 units annual import quota for Chinese-made electric vehicle models, tariffs within the quota drop to 6.1%, rising to 70,000 units by 2030.

This is a rare chance for Chinese cars to re-enter the North American market. The last time Chinese-made cars could enter Canada was before October 2024. After that, the country implemented 100% punitive tariffs on all Chinese-made cars, the entire North American market closed doors to Chinese cars, until this time reopening a crack.

How important this opportunity is for Chinese brands, look at the response of independent car companies. BYD, Geely, Chery, started planning immediately. BYD previously had Seagull, Dolphin, Yuan Plus (Atto 3), and Seal four cars entered the Canadian Ministry of Transportation pre-review list, favorable timing assisted, immediately selected site plans to open 20 stores first, and simultaneously researched building factories in Canada.

Geely relied on previous Volvo and Polestar channel resources, stated letting Zeekr land in Canada first within the year. Chery's action was most agile, completed trademark registration for Exeed, Omoda, Jaecoo and other brands, core position recruitment, vehicles shipped to Canada in May, first batch of 10 dealers open before end of June, almost done in one go.

The speed of three top independent car companies reveals the importance of entering the North American market, and also reflects the "anxiety" of Chinese cars, a situation urgent, first come first served, opportunity cannot be lost, time doesn't wait anxiety, mixed with strong offensive power and anxiety behind the attack.

Why so urgent? Because this road is not easy. 30 years ago, Chinese cars started the earliest overseas expansion, could only rely on low-price fuel cars, seizing price troughs lacking local auto industry, weak coverage by Europe, US, Japan, Korea. Many years later, relying on upgraded cost-performance, step by step broke into Europe, US edges, Oceania, Central Asia, Africa, etc.

Until smart electrification overtaking, Chinese cars had strength and confidence, strong attack Middle East high-end, European core and North American market. Clearing thorns and brambles all the way, only then got the ticket to join the world auto industry today.

So, the more so in the "internal cold, external hot" current, the more opportunity and challenge coexist, more cannot let problems breed even spread. A thousand-li dike collapses at an ant hole, let alone Chinese car globalization dike is being built.

Sharp tool or "lethal weapon"? Don't be rash with "fast iteration"

Overseas users' criticisms and complaints about Chinese cars actually had precedents long ago. Three years ago when Chinese car exports topped the global first place for the first time, exploded with a round of concentrated quality issue complaints, even triggered recalls. After that, product-related complaints and criticisms gradually decreased, praises for Chinese cars intelligent leading technology online increased more and more.

But since this year, problems became frequent again, cases cited at article start are just tip of iceberg. While Chinese car companies busy with overseas expansion, probably also need to see timely: product quality, after-sales network and brand trust three curves slopes, are not keeping up with sales curve's steep rise.

In the years new energy accelerated capturing ground, Chinese car companies accustomed to a set of tactics: fast iteration, exchange price for volume, use OTA to clean up. This logic works in domestic market because domestic consumers have high tolerance for new brands, car replacement cycle short, used residual value anxiety offset by low purchase cost.

But overseas market completely different. European consumers average car replacement cycle is 8 to 10 years, Australian consumers legal protection awareness for after-sales service far exceeds domestic, UK consumers check Euro NCAP ratings and J.D.Power reliability surveys before buying cars. In these markets, one serious software fault or one perfunctory after-sales handling, might not be "deal with later" problem, but directly terminate a brand's future locally.

In January this year, foreign car review website driveauthority.com published "Common Problems With Chinese Electric Cars in 2026", summarized Chinese electric cars' five high-frequency problems: software instability, insufficient after-sales network, parts supply delays, ADAS calibration weaknesses, rapid residual value depreciation.

Software instability or function not perfect, fundamental reason is product not mature adaptation pushed to market, this not technical capability insufficient, but anxious to occupy market and hoping for luck. Currently, such problems although not formed scale complaints overseas, this is by no means ignore-able reason. Avoid delivering vehicles with faults, avoid giving brand negative impact, is Chinese cars should learn lesson.

After-sales network and parts supply, prerequisite for survival and rooting, according to relevant survey shows, currently indeed not well solved. Compared with Japan and Korea brands, Chinese cars overseas after-sales three structural dilemmas: outlets not enough, parts unavailable, technicians cannot repair, still need to continue effort as top priority.

However, already Chinese car companies took action, Great Wall in Australia, South Africa established overseas parts central warehouse; Changan in Saudi Arabia, Qatar and other countries did 325 person-times technician training.

As for Chinese ADAS calibration problems exposed overseas, this structural mismatch between Chinese development and global validation, probably still needs Chinese car companies constantly conquer overseas road rights, data return, regulations, certifications and other barriers related to smart driving. This not one day two-night matter, but only conquered these difficulties, Chinese smart driving advantage can truly win overseas users' praise.

More hidden is residual value problem, yet most lethal. With overseas base expansion and domestic pressure continuing increase, Chinese cars overseas "same category fighting" inevitably intensifies, brands more familiar with fast iteration tactics, inevitably will accelerate speed of new cars and iteration placed overseas.

Jan-May this year, statistics show domestic new car releases exceeded 500 models. Same period overseas market, conservative estimate Chinese brand average each at least launched 2-5 new models/facelifts/generation products. Each model change accompanied configuration upgrade, even "more features no price increase", inevitably will impact previous generation model residual value.

Fast iteration is competitiveness in domestic, but overseas if handle improperly, may become trust killer. Especially in UK, Australia and other countries with strong used car culture, negative impact will be significantly amplified.

But tech competition doesn't allow slowing down, solution path perhaps can under premise of fast iteration, establish overseas consumer expectation management and old user compensation mechanisms. At least can advance publicity product roadmap, let consumers have time to make purchase decision, rather than after buying car find self "backstabbed".

Chinese car overseas expansion is moving from "selling cars" Phase 1.0, entering "establishing brand" Phase 2.0. This stage won't because holding "full industry chain + low cost + high tech + fast iteration" advantage loop, have shortcut to walk. At first, Japanese cars spent twenty years to establish global network and brand system. Now Chinese cars probably also need down to earth, do every detail in every market, can truly establish brand in global market.

Volume and price rise, why profit can't catch up?

Chinese car overseas expansion, also facing another unavoidable challenge.

First look at results: Five years ago, Chinese car overseas average unit price was about 100,000 yuan, now risen to 300,000 yuan. Volume and price rising, report card is not bad. But turn to profit side is: This year Q1, Chinese car overseas profit contribution ratio overall below 10%, compared to 2.226 million vehicles export at same period, profit margin obviously low.

Where is problem? Main reasons lie in: Exchange rate and price war.

Statistics show, this year Q1, only A-shares/H-shares mainstream listed auto companies, due to RMB appreciation exchange loss, total exceeded 10 billion yuan, largest loss were BYD and Geely.

This scene like exactly Japanese cars' experience in early 90s. At that time, Japanese car exports large, but localization seriously insufficient, exchange rate fluctuation directly swallowed profit. Just that crisis, forced Toyota's global localization transformation, investment build factories, supply chain localization, Toyota finally stood at global No.1. Chinese car companies although long ago realized localization importance, but in implementation, mostly still cognition and action not in sync.

BYD is active action group, overseas investment build factories, rapid expansion. Few days ago shareholder meeting, Wang Chuanfu stated "By 2030, BYD in scale can achieve true global No.1". Target clear, but outside scale, profit structure optimization equally urgent.

Except exchange rate, price war problem also unavoidable. Although overseas average unit price already risen to 300,000 yuan, when domestic price war fought to "A jin of car cheaper than a jin of pork", many car companies still unconsciously moved this logic to overseas.

End of last year, some Chinese brands fought price war in Thailand market, some models price reduction reached 38%. Early this year, Chinese brand price war drama played in UK.

EU attitude to price war quite decisive. January 2026, China-EU reached "Price Commitment Agreement", by setting "floor price" (price floors) replace previous anti-subsidy tariffs. This "price instead of tax" operation, let Chinese cars lose using low price leverage European mass market chance, but looking in reverse, it forces Chinese brands must go higher.

Players can stay in Europe, must possess two abilities: one product power indeed solid, two brand story allows European middle class to pay. This road very narrow, any walked through are kings, because this not only needs car, but system investment of over ten years.

Chinese car globalization victory hand, never lies in who faster than who, nor lies in who sells more. Lies in who still selected, trusted, recommended to friends by local consumers ten years later. This not a beautiful export sprint, but a trust long run spanning at least ten years; needs not "Western Pass" survival instinct, but "Nanyang" city building determination.