GEELY AUTOMOBILE - jetzt hat es einer bemerkt (Seite 1899)

[Fire72]

Servus Geelianer ,

der taiwanesische Autohersteller und Partner von Geely (s. Bibliothek) liefert Autoteile für Geely ....

"Yulon to Export "tobe" Auto Parts to Chinese Partner Geely
2012/07/31
Taipei, July 31, 2012 (CENS)--Yulon Group of Taiwan recently announced that it plans to further upgrade the local content rate of auto parts for the locally assembled "tobe" own-brand cars developed by Chinese automaker Geely Automobile Holdings Ltd.

Yulon began introducing some locally-assembled Geely car models in 2011, and created the "tobe" own-brand for marketing these products in Taiwan. The increased local content rate is expected to upgrade product quality and to further boost profitability by exporting Taiwan-made auto parts to Chinese partner Geely.

In addition to adopting more locally made auto parts, Yulon also develops more new equipment for locally assembled "tobe" cars to meet market demand, such as the LED daytime running light (DRL) on tobe M`way sub-compact car. Yulon plans to export the DRL to Geely.

K.H. Hsu, Yulon Tobe Motor Co.`s president, pointed out that Yulon has raised the local content rate on the M`Way to over 30%. Regarding marketing strategy, Yulon Tobe is targeting at customers aged over 40 by stressing the new car`s leader-of-the-pack cost/performance (C/P) value.

Yulon Group has been focusing on developing car models and contract assembling cars for different brands. The group is also aggressively developing new equipment for locally assembled car models developed by other brands, and trying to export the equipment to partners so as to expand production scale and upgrade competitiveness.

Hsu said that auto parts has been enlisted into the Economic Cooperation Framework Agreement (ECFA) signed between Taiwan and China to enjoy preferential tariff rates, adding that the agreement also helps Yulon develop partnerships with Chinese automakers, as well as cut production costs.

(by Quincy Liang)"

http://news.cens.com/cens/html/en/news/news_inner_40871.html

[Fire72]

Antwort auf Beitrag Nr.: 43.439.509 von hauswand am 31.07.12 07:19:54

Hi hauswand ,

in der Tat finde ich die Berichte von "global times" sehr interessant und positiv, weil in "Kürze" umrissen wird, was Geely alles so auf die Beine stellt .....

Gleichwohl gebe ich Dir weiterhin absolut recht, dass mich die Produkteinführung von Geely gelinde gesagt leicht irritiert .....der SX7 ist quasi der GX7, wieso ist das Fahrzeug noch nicht auf dem Markt???? Beim EX8 könnte es vielleicht noch Feinschliffprobleme geben....denn nach meiner Ansicht nach, müsste der EX8 beim neuen C-NCAP den GX7 schlagen, da ja Emgrand nun einmal die "Luxusmarke" von Geely ist....nichts wäre peinlicher wenn dass teuerere Fahrzeug "schlechter" als das billigere Fahrzeug in Punkto Sicherheit wäre.

Meine persönliche Meinung ist zu dem, dass ich die Front des EX8 wesentlich schlechter finde als die vom GX7....der GX7 ist in meinen Augen ein gelungenes Fahrzeug .

Mr. Horbury hat ja seit dem 01.07. die Designverantwortung bei Geely übernommen (s. Bibliothek), vielleicht gibt es auch deswegen im Emgrand-Bereich Verzögerungen, denn der EV8 sollte ja eigentlich auch schon da sein....

Was ist ich z. Z. noch bedenklich finde ist die folgende Textpassage aus einem der Berichte:

"...he top five bestsellers including the Emgrand EC7, King Kong, CK, Vision, and SC7 are old models except the EC7..."

Alte Fahrzeuge (bis auf den EC7) sind die Top-Seller bei Geely und das, obwohl der neue GC7 schon 6AT hat.

Ich bin allerdings recht zuversichtlich, dass der GC7, GX7 (mit 6AT) etc. immer mehr Marktanteile gewinnen, wenn sich immer stärker bei den Verbrauchern die Erkenntnis durchsetzt, dass Geely seine Transformation von einem Billiganbieter zu einem Qualitätsanbieter mit hoher Sicherheit erfolgreich durchgeführt hat ....

Umso besser für Geely, dass sie mit dieser neuen Qualität gleich im Ausland auftreten und sich so positiv darstellen können .....die nächsten Jahre werden spannend .....

[Fire72]

Servus Geelianer ,

hier ein Bericht, wie Geely Marktanteile zurückerobern will bzw. auf einen guten Weg ist, dieses auch zu schaffen .....


"2012.07.31 829 mal gelesen
Legen Sie die Schriftgröße: Klein In Groß
US-Automotive News: Geely zu lernen, wie grenzüberschreitende Kfz-Preise wettbewerbsfähig

Die letzten beiden Jahre, der Marktanteil der chinesischen eigenständige Marke Pkw-Preise an ausländische Pkw-Preise weiter, schluckte, und die meisten hilflos angesichts dieses Trends.

2011 hat die chinesische Regierung Subventionen Motor Autos unter 1,6 Liter abgeschafft, die eigenständige Marke, um Positionen zu verlieren begann, gibt es keine staatlichen Subventionen auf den Verkauf von eigenen Marke zu steigern Marktanteil sank von 31,9 Prozent im Jahr 2010 auf 28,5 Prozent im Juni dieses Jahres.

Zhejiang Geely Holding Group schlagen zurück und die anderen Eigenmarken-car-Firmen können auch aus ihrer Praxis zu lernen.

Natürlich fiel Geely Marktanteil (ohne die 2010 den Erwerb von Volvo) von 3,5 Prozent im Jahr 2010 auf 3,2 Prozent im Juni, aber das Unternehmen hat praktische Fortschritte auf der Upgrade-Produkt-Qualität hergestellt.

2009 startete der kaiserlichen Geely die EC7 Haushalts-und Gewerbekunden Kleinwagen, zwischen 70.000 bis 110.000 (1,1 bis 1720000) günstig.

Der Markt für Pkw-Nachfrage ist relativ stark. In der ersten Hälfte dieses Jahres, Imperial monatlichen Umsatz von mehr als 10.000, das ist eine gute Leistung, das Auto, weil der Preis zu den ganz wenigen Eigenmarken-car-Firmen in mehr als 70.000 Yuan, in der Lage, Zehntausende von monatlichen Umsatz zu erzielen.

Also, Geely, wie die Umsätze steigern und erfolgreich zu verkaufen teureren Produkten?

Zunächst unermüdlichen Einsatz für die Produktsicherheit und im Jahr 2006 zu verbessern, gescheitert Geely Freie Cruiser Kleinwagen auf den Crash Test zu bestehen.

Nach dem Rückschlag hat das Unternehmen 350 Millionen Yuan Bau des Forschungs-und Entwicklungszentrum investiert, investiert $ 300.000.000 Labor und in Betrieb genommen im Jahre 2009 begann die Durchführung Sicherheitsforschung.

Diese Investitionen sind eine gute Rendite.

2009 Geely-Modelle beginnen zu 5-Sterne-Bewertung für Crash-Test erhalten, zwei Jahre später, das Imperial EC7 4-Sterne-europäischen NCAP-Crashtest Rating, welches die höchsten Sicherheits-Rating ist so weit, seine eigene Marke in Übersee Autos.

Geely auch Antriebsstrang ist technisch eine große Investition.

Im Jahr 2009, um Geely Übernahme der australischen Automatikgetriebe Lieferanten Drivetrain Systems International, Inc., und seine Technologie in China produzieren 6-Gang-Automatikgetriebe.

Geely Vertrieb begann im Juni einen Umsatz von 34.495 zu beschleunigen, was einer Steigerung von 16%.

Geely bereitet sich erneut das Fahrzeug grade, die zu Beginn dieses Jahres, Geely und Volvo unterzeichneten einen Vertrag, damit Geely an Volvo-Technologie nutzen, um zukünftige Modelle zu entwickeln.

Volvo Geely als Glücksfall bezeichnet werden kann, aber vergessen Sie nicht die vergangenen sechs Jahre hat Geely gearbeitet, um die Produktqualität zu verbessern.

Geely Erfahrung hat gezeigt, dass diese Linie im Automobilbau, gibt keine Abkürzungen."

http://translate.googleusercontent.com/translate_c?hl=de&pre…

[hauswand]

Antwort auf Beitrag Nr.: 43.439.274 von Fire72 am 30.07.12 22:50:36

Moin Fire72,

alles "sehr" positiv, aber wenn an der Schummelei mit den neuen Modellen wirklich etwas dran ist,
sehe ich trotzdem schwarz!

Wir haben doch gesehen wie der Absatz gelitten hat, als das Listing des EX7,
der dann als GX7 kommt, immer wieder verschoben wurde.

Gruß
hauswand

[Fire72]

Hier etwas von unseren Freunden aus good old Britain .....die Verträge sind wohl verlängert worden.....

"Manganese Bronze Holdings plc : Extension of agreement with Geely International Corporation

07/27/2012 | 05:04am US/Eastern
Extension of agreement with Geely International Corporation 27th July 2012

Manganese Bronze Holdings PLC ("MBH"), the leading manufacturer of the distinctive London taxi, announces the signing of an agreement with Geely International Corporation ("Geely") to extend by a further year the one-year agreement announced on 17 August 2011 relating to the potential distribution in the United Kingdom of Geely's vehicles and spare parts, and the provision of after-sales service.

Under the terms of the original agreement, MBH had been granted exclusivity to develop and agree a business plan with Geely covering all aspects of the potential launch of Geely products in the United Kingdom and their ongoing after-sales support. MBH and Geely have established a project team to determine the scope of any future distribution arrangements and remain committed to entering the UK market with a competitive and appealing product range backed up with an effective after-sales process.

Whilst it is the clear intention of both parties to agree the business plan and enter into a longer-term distribution agreement, should this not be possible, the agreement will lapse on 1 August 2013.

Commenting on the signing of the agreement, John Russell, Group Chief Executive, said:

"The UK car market is one of the most discerning in the world and it is appropriate that we take the extra time this extension gives us to ensure that the final distribution agreement is a firm foundation for a successful launch."

http://www.4-traders.com/MANGANESE-BRONZE-HOLDINGS-4002141/n…

[Fire72]

Auh ein sehr interessanter Artikel (vom 17.07.2012) ...

"How Geely Won Over Volvo

by Pedro Nueno and Gary Liu

Geely established itself as the forerunner and beat other Chinese buyers

As early as 2002 Li Shufu, founder of the Chinese automotive manufacturer Geely Group, proposed in an internal meeting the daring idea of buying Volvo, Northern Europe’s largest car maker. The financial crisis of 2008 gave him his opportunity. For Li, the deal was equivalent to “a world famous movie star marrying a peasant in China”. He saw Volvo as the vehicle that would provide the innovation, brand and technology needed to propel China’s auto industry to the global stage.

The challenge was getting anyone at Volvo – or Geely, for that matter – to take him seriously; and then navigating a complex deal across Continents. This is how he did it.

In 2007-2008, the financial crisis broke out in the US and the auto industry suffered great losses in the economic downturn. This presented a good opportunity for Li Shufu but there were a series of hurdles to get through – from cultural to regulatory to untangling Intellectual Property Rights (IPR).

In addition, Geely was still not being taken seriously. In 2007, Li Shufu sent Ford’s headquarters in the US a letter through a PR company, expressing his wish to purchase Volvo. The letter was all but ignored. Early in 2008, he met the CFO of Ford at the Detroit auto show, but the meeting didn’t go well. Ford, unimpressed by Geely’s small size, only said – out of courtesy – “they would go back and research the possibility”.

Undeterred, Li Shufu decided to invite Rothschild, the most prestigious investment bank in the auto industry, to step in to help with the acquisition. Rothschild was assigned responsibility for the overall coordination and valuation analysis of Volvo’s assets. With the bank’s help, Geely soon assembled an acquisitions team: Freshfield Law Firm for legal issues and Deloitte Touche Tohmatsu for finance consulting and auditing, information technology, pension, capital management and due diligence. Freeman Shen, the then Vice President of Fiat China, whom Li Shufu valued for his strong experience with European and American firms, also joined the team.

In January 2009, during the Detroit auto show, Li Shufu and Rothschild’s Greater China President Yu Liping visited Ford again, expressing their clear wish to purchase Volvo. Ford’s CEO promised that Geely would be notified the moment Ford decided to sell Volvo.

There was progress in April 2009 when Ford opened its Volvo database to Geely, providing the Chinese company with valuable insight needed to move ahead with the deal. Geely played the China card very well. It was not a big company, but it was based in China – the world’s largest auto market. Geely offered an irresistible lure for Volvo: a promise to help it win in China.

To pave the way for the deal to go through, Geely submitted a report to the China Reform and Development Commission that restated the Volvo deal’s importance for China’s automotive industry and its confidence that it would be able to turn Volvo into a profitable company. Geely also needed to demonstrate that it understood and respected the values of the Volvo brand. It had to reassure the companies that production would stay in Sweden and Belgium; it had to promise to respect Volvo's culture of safety and efficiency; and it had to reassure that it could, as the maker of cheap cars, take on a premium brand.

The marathon negotiation came to an end on August 2, 2010, when Ford and Geely signed the final agreement for the Volvo acquisition. Geely acquired all shares of Volvo with $1.5 billion cash.

Though Geely did not initially appear to be an attractive buyer, there were several factors that led to its success. First, Li Shufu is a visionary who planned to acquire Volvo long before Ford decided to sell. So Geely had the advantage of long-term planning and preparation for when the right moment – the financial crisis of 2008 – came along.

Geely assembled a strong negotiating team. It worked closely with an experienced team of financiers and advisors and was able to convince Volvo – as well as the regulators in China and 40 other countries – that the deal was good for the future of the global car industry.

Geely was able to show how it could gain Volvo a foothold in China. By moving early and swiftly to inform the Chinese government of its plans, Geely established itself as the forerunner and beat other Chinese buyers without extra cost.

Finally, Geely respected Volvo’s independence. As Li said, “Geely is Geely, Volvo is Volvo.” This strategy helped win the hearts of the Volvo team.

Professor Pedro Nueno is CEIBS President and Dr. Gary Liu is Deputy Director of CEIBS Case Centre"

http://forbesindia.com/article/ceibs/how-geely-won-over-volv…

[Fire72]

Hammer,

wie Geely seinen Service powert .....

Geely führt wohl in diesen Sommer eine Promotion-Tour mit Bosch in Sachen Service durch ....

"Geely becomes a stronger service provider through developing "detail care" concept
Globaltimes.cn | 2012-7-26 15:01:59
By Globaltimes.cn

Geely Automobile, one of China's fastest growing automakers, has initiated the Summer Customized Service Program, part of its Four Seasons Care Program. It carries out the program through four incentives: presents giving, free diagnosis, a Geely-Bosch joint activity and maintenance product promotion.

In recent years, Geely has delivered high-quality services to its users in line with the principles of professionalism, high-efficiency, strictness and friendliness, creating enjoyable experience for users as well as developing the company's service concept of "detail care".

When auto sales have got stuck due to the decelerating market and fierce competition, auto manufacturers have to move from sales to after-sales service looking for breakthroughs. On the other hand, today's customers emphasize the importance of after-sales service apart from the quality and performance of cars as they become more mature and rational. Geely has realized the situation and laid stress on improvement of its service system. It has launched a program named Geely Automobile Maintenance Technology Certification (GMTC), which includes training courses and standardized assessment programs for its service staff so as to enhance their expertise on maintenance and repair and competence for service delivery. As a result of the program, the automaker has built up a good reputation and brand loyalty, which have facilitated its sales performance since users can enjoy high-quality services provided by highly trained maintenance technicians.

Geely, as a pioneer among China's homegrown carmakers, has spared no efforts in service innovation. It has initiated six types of service practice: Care at Home, Care on the Road, Four Seasons Care, Care Classroom, Care Center and Care Club, gaining cutting-edge advantages in featuring service.

Since 2009, the company has updated its service stations through shutting down 230 unqualified service outlets, improving the environment and optimizing resource allocation. The newly renovated facilities offer better services and give customers a more enjoyable maintenance experience, laying solid foundation for increasing its competitiveness.

It also provides specialized on-the-road service through the particular "Geely Mobile Service Stations" in order to address problems from users who are situated in areas that have not been covered by Geely's service network. The Care Center, serving as a bridge between the manufacturer and its users, offers 24-hour service all the year round.

These initiatives to improve after-sales service have won trust from wide users and raised customer satisfaction, which is expected to enable the automaker to become a stronger service provider.

Linjie, General Manager of Geely Auto Service Co, Ltd, said that after-sales service is an integral part of the automaker's core competitiveness in order to obtain sustainable development. With "detail care" as the service philosophy and customer satisfaction as the aim, Geely is committed to launching innovative initiatives and updating the facilities to demonstrate its sincerity and power to deliver high-quality after-sales services, which are kept optimized as Geely's pushes its products into higher markets.

To date, Geely's service network has covered all the provincial capital cities (100 percent coverage) and 253 prefecture-level cities (90.5 percent coverage) nationwide, and has expanded the network to second-and third-tier cities. Meanwhile, it has implemented stricter standards for 4S shops, which account for 81 percent of all the service outlets. The well-knit service network makes maintenance and repair more convenient to customers, who have show evident satisfaction with the automaker's service."

http://www.globaltimes.cn/content/723438.shtml

[Fire72]

Absolut lesenswerter Artikel (finde ich),

da viele Fragen, warum drei eigenständige Submarken, andere Produktionsstandorte etc. teilweise erklärt werden....

Geely modernisiert seine Fabriken und bewegt wohl ne Menge...zudem gibt dieser Artikel wohl auch eine Erklärung, warum Geely einige Standorte überdenkt...es legt wohl an den teilweise zu hohen Mieten (hatte immer gedacht, dass Geely die Grundstücke gehören).....Emgrand der Knüller, Gleagle und Englon haben Schwierigkeiten......

"Time Weekly: Geely breaks into Fortune Global 500 with marketing and production reformation

Globaltimes.cn | 2012-7-26 15:04:28
By Globaltimes.cn

Geely has experienced a series of joys lately: it broke into the Fortune Global 500 for the first time; its first SUV the Gleagle GX7 has won a five-star rating with 50.3 scores in the latest C-NCAP test, and its total auto exports from January to June has seen a year-on-year increase of over 210%, a faster growth than the average of the industry. All these achievements have made this year a milestone in Geely's evolution history.

However, while most joint ventures focus on expanding their production capacity, Geely has begun adjusting its production lines. From marketing to manufacturing, the automaker is updating itself step by step. While many homegrown brands find themselves trapped, it is still a challenge for Geely to adjust its product power and brand power towards globalization.

Up-to-date production line

As Geely became one of the Global 500, it has laid a solid foundation for future development.

"As competition gets fiercer, sustainable growth can only be achieved with plants and autos that have global competitiveness", said Li Shufu, Geely's chairman, who has realized that the old mode in which brand is the standard for production base settlement is out of date.

On July 20th, Geely's Shanghai Maple has finished relocation and moved to the Xiangtan Base in Hunan Province in order to share the production line with the Gleagle Vision (Yuanjing). According to Yang Xueliang, Geely's spokesman, the original plant in Shanghai will be technically improved in line with the advanced international standards and is expected to finish the improvement in two years.

It's said that this relocation does not involve the TX4's maker Shanghai Englon and grinding factory, it only involves Shanghai Maple Automobile Co., Ltd, namely the four major production lines for Haijing. According to some insiders, the relocation resulted from expensive rent which highly increased the cost of production.

Apart from the base in Shanghai, Geely's three Zhejiang bases, located Linhai, Luqiao and Ningbo, have also seen changes. Geely said they will be respectively relocated to Duqiao, Jiaojiang and Chunxiao. Data show that Geely currently has auto and powertrain manufacturing bases in Linhai, Ningbo, and Luqiao in Zhejiang, Shanghai, Lanzhou, Xiangtan, Jinan, etc.

"This is a path Geely must take as it deepens its strategic transition. These are old production bases with backward technology. New bases must be built with high standards to enhance product competitiveness". Yang said that bases depending on platforms can improve production efficiency, and cut costs of parts procurement and logistics.

"This time Geely's has adjusted its production line in a more pragmatic manner and kept it up-to-date", said some auto analysts.

Has achieved 48.5 percent of yearly sales target

Prior to this adjustment, Geely has completed a marketing mode transformation from "vertical" to "horizontal", which transformed the vertical management of three sub-brands divisions (Emgrand, Gleagle and Englon) to the three regional divisions: South Region, Central Region and North Region.

"The adjustment is to enhance synergy between different brands and share resources to the utmost," said Liu Jinliang, Geely's vice president and GM for sales. Currently among Geely's three brands, only the Emgrand EC7 bears a monthly sales record of over ten thousand, in contrast, Gleagle and Englon are not doing well. Feng Shiming, the consulting director with Minghua Youdao, told reporters that among the 14 models under the automaker's 3 sub-brands, the top five bestsellers including the Emgrand EC7, King Kong, CK, Vision, and SC7 are old models except the EC7. "But from another point of view, the success of the EC7 means a breakthrough of Geely in indigenous brands, because the model has gained certain competitiveness in the middle class auto market, cooling down the aggressiveness of some joint-venture brands entering the market.

It's not hard to understand Geely's eager to pursue "reform" as Gleagle and Englon are trapped in "coldness" while Emgrand becomes a hit in the market. "Geely's 2012 sales target is 460,000 units, and to achieve this goal, it's imperative to restore the growth of Gleagle and Englon. This is also one of the major reasons why Geely reformed its marketing mode," said Yang earlier.

On July 6, according to the results of the second C-NCAP test of this year, Geely's Gleagel GX7 won a 5+-star rating with 50.3 scores, becoming the very first homegrown model gaining the rating.

Following its acquisition of DSI in 2009, the world's second largest automatic transmission firm, Geely lately announced it has finished the pre-work of localizing six-speed automatic transmission (6AT), and the Gleagle GX7 and GC7 will carry 6ATs for the first time.

"This should be a good example that a homegrown brand achieves breakthroughs at a time auto market slows down", said Feng. Having already formed the strength of "DVVT+DSI 6AT" regarding the powertrain, plus its indigenous Blow-out Monitoring and Brake System (BMCS), Geely has gained strong product power.

According to statistics, among four homegrown brands, Geely's sales have amounted to 2,232,000 units for the first half of this year, representing 48.5 percent of this year's target. According to some insiders, Geely is looking for high-quality talents with experience in international brand management. It is also said that the company will restructure its brand matrix and product portfolio with the adjustment of production bases as the prelude."

http://www.globaltimes.cn/content/723440.shtml

[Fire72]

Interessant,

in diesem Artikel kommen wieder die 38.298 von joaps Artikeln zum Vorschein ...Geely punktet wohl auch extrem durch seinen "After-sale-service" und seiner Sicherheit sowie Qualität und stellt sich immer besser im Heimatland auf ....Auch in Sachen Forschung wird Geely immer besser...bestes Bsp. ist das BMBS, der Kracher wohl schlechthin ....Geely hat zudem mobile Servicestationen, welche den Kunden auf dem Lande bei Reparaturen helfen....goile Sache das ...

"People.com : Safety performance and after-sales service make Geely a leading player

Globaltimes.cn | 2012-7-26 15:03:00
By Globaltimes.cn

Geely has delivered impressive sales performance in 2012. Its sales surged to 38,298 units in June, with the growth speed of sales volume increased over 30 percent. So, it's no wonder Geely ranks the 7th in the national auto sales list and becomes the best-seller among domestic brands.

Geely's market expansion is fueled by its safety performance and after-sale service.

The automaker's strategic transformation starting from 2007 introduced its evolution from eclosion to butterfly and ushers in its success, especially the transformation from "Technology Geely" to "Quality Geely". Following this strategy, Geely diverts more resources to improve car safety, environmental and energy-saving performance, and deepens reform and adjustment with respect to R&D technology, production and sales and corporate culture. It's out of question that Geely's strategic transformation has been proved as a great success and brought out substantial results.

Geely devotes 8 percent of its total sales revenue every year for R&D of new technologies and this has been paid back. Geely's five technology platforms, 12 product platforms, 42 models, turbocharged direct injection engine, automatic transmission, hybrid electric vehicle and electric vehicles have reached the world level. Geely Gleagle Panda received five stars in the C-NCAP safety test. The Emgrand EC7 has undergone the Euro-NCAP safety testing program and received four stars, which was the best results a Chinese car had ever got from the test. The Emgrand EC8 has been rated 5+ stars in a C-NCAP safety test with scores much higher than many models from joint ventures. In July 6, Geely's first SUV, the Gleagle GX7, was rated 5+ stars with 50.3 scores, the best result ever earned by a Chinese homegrown brand in the history of C-NCAP. As a car with both competitive performance and price, Geely becomes a benchmarking product for other homegrown brands and shows a China-made car can deliver safety performance of the world level. All the facts demonstrate that "Quality Geely" has achieved desired results and the sales performance is a proof of the automaker's evolution from eclosion to butterfly

The BMBS (Blow-out Monitoring and Brake System), independently developed by Geely, is a breakthrough in vehicle blow-out technology. It has been awarded invention patent in China and registered the patent in 141 countries around the world, and also got project approval from National Vehicle Safety Technology Committee. BMBS has been applied to the EC8 and other models, thus making Geely vehicles the first to be free from blow-out.

Geely's after-sale service also sets the standards for other domestic car brands. Currently, Greely's service reaches all city areas, and its coverage among 253 prefecture-level cities is 90.5 percent. Geely is setting up service stations in second- and third-tier cities to enlarge its service coverage. At the same time, Geely has raised threshold for sales network and its 4S stores accounts for 81 percent of the total. In this way, Geely provides more convenience services for drivers and its customer satisfaction ranks the top.

Professional road-side assistance and "Geely Mobile Service Station" clear obstacles for customers to repair cars, especially for those out of the coverage area. Its professional, efficiency and customer-friendly services are also in line with Geely's service concept. Therefore, after-sale service has become the ace card for Geely's success.

Geely, as a leading player in the Chinese auto industry, is achieving its goal of "create Geely a world renowned brand!""

http://www.globaltimes.cn/content/723439.shtml

[Fire72]

N´abend Geelianer ,

ich habe mal im www a bissl gesurft und recht interessante Artikel gefunden, alle so um den 27 Juli 2012 rum...Geely wird immer mehr positiv in der Presse wahrgenommen,da Geely als "domestic" Hersteller mit seiner Qualitätslinie mittlerweile Maßstäbe bei dem C-NCAP (hoffentlich auch bald beim E-NCAP ) setzt... ....

"Tencent.com : Geely finds a way out from self-owned brand adversity

Globaltimes.cn | 2012-7-26 15:08:52
By Globaltimes.cn

Although China's homegrown brands are facing severe difficulties, such as market share shrinkage, purchase restriction and consumption upgrade, Geely Automobile sold 34,495 cars in June, an increase of 16.2 percent over year-ago. Its sales volume totaled 223,000 units in the first six months, up 4.2 percent over year-ago, which is very rare for a Chinese automaker.

According to statistics released, most homegrown brands didn't reach their sales targets for the first half. Statistics show that Chery Automobile's sales through the same period totaled 207,000 units, accounting for only 37.9 percent of the annual sales target of 700,000 units; BYD Auto's totaled 207,000, accounting for 42.2 percent of the annual sales target of 490,000 units. Great Wall Motors did even worse. It only sold 209,000 cars through the first six months, which accounted for less than 40 percent of the annual sales target of 600,000 units, and its sedan sales slipped 31.4 percent in June over year-ago.

Sales Volume for the First Half of 2012 of Four Major Chinese Homegrown Brands

Sales volume from January to June/2012 Sales Target/Completion Rate(percent)

Geely Automobile: 222,000 / 460,000 / 48.2%

BYD Auto: 207,000 / 490,000 / 42.2%

Great Wall Motors: 201,000 / 600,000 / 40% (pers. Anmerkung: sind eher 30% )

Chery Automobile: 277,000 / 790,000 / 37.9%

As a representative of Chinese indigenous carmakers, Geely continues seeing a favorable growth this year. By June, it had achieved 48.2 percent of the yearly target of 460,000 units. With the thorough implementation of the strategic transformation "Quality Geely" and its remarkable achievement in safety performance, Geely wins an increasing number of buyers overseas with its exports hitting new high in June.

It reported the June exports exceeding 10,000 units, a 266.7-percent improvement over year-ago, and up 61.1 percent from the last month. The exports in the first six months of this year amounted to 40,000 units, up 200 percent over year-ago.

The automaker has also adjusted its product structure through making Emgrand that features high quality and advanced technology the major exporting brand. The sales of the Emgrand EC7 and EC8 reached 4,600 units in June, accounting for more than 1/3 of the total export volume.

As a high-end made-in-China model, the EC7 has stood out from other models of the same class with its total sales in June hitting 13,946 units, up 69 percent over year-ago. Domestic sales reached 10,467 units, up 52.1 percent over year-ago. When many other Chinese automakers have got frustrated moving towards the middle-/high-end market, Geely Emgrand, which is now a strong rival of joint venture brands, brings some hope to the Chinese auto industry.

The Gleagle Panda and the Emgrand EC7/EC8 did very well in E-NCAP and C-NCAP by performing several joint venture models. On July 6, according to the results of the second C-NCAP test of this year issued by CATARC, the GX7 won a five-star rating with 50.3 scores, becoming the very first Chinese model winning the rating.

The GX7 became the second SUV winning 5+ stars after the Honda CR-V. Joint ventures' models taking the same test like New Focus, New Tiida and Verso were lagged behind. What's more, Gleagle was tied for the fourth place with Camry and Accord among the 172 models in the C-NCAP test.

Geely's commitment of "safety first" has applied to most models and has substantially enlarged its product power. Its products are well recognized by the consumers and the company was ranked among the 2012 Fortune Global 500 due to its impressive sales performance. With $ 23.3557-billion revenue (include that of Volvo in 2011), it surged to number 475 from 688 last year on Fortune magazine's annual list of the world's largest corporations. As an automaker enjoying the biggest increase in the list, Geely draws a great deal of attention worldwide.

Meanwhile, the carmaker has outlined a new model launching plan for the following six months. According to Liu Jinliang, sales manager and deputy president of Geely, the company will introduce several new models in the second half, including the Englon SC3, SC6 and SC7 equipped with 6-speed automatic transmissions (6AT), the Emgrand EC8 carrying indigenous engines and 6AT/6-spped manumatic transmissions (6MT), and the GX7 with 2.4 L engines and 6ATs. These new models will be released gradually before the fourth quarter.

In order to expand to regional markets more effectively, the company has started adjusting its marketing mode since May. It has transformed the vertical management of three sub-brands divisions (Emgrand, Gleagle and Englon) to the three regional divisions: South Region, Central Region and North Region. Each regional division is in charge of the advertising, promoting and marketing of three sub-brands. This transformation is more favorable to better management of the three sub-brands as well as to the improvement of brand planning and management.

While other homegrown brands find themselves trapped, Geely advances in an aggressive manner. Some professionals believe that Chinese indigenous brands are bound to undergo a new round of reshuffle under the rule of survival of the fittest. The severe polarization has been formed. Therefore, those that are still struggling should learn from Geely's success story. It has overcome the adversity gradually through optimizing its product matrix, safety performance and marketing mode. In view of its strong performance in the first six months, it is believed to achieve the yearly sales target.

However, one "Geely" is far from enough since Chinese auto industry needs more aggressive homegrown manufacturers like Geely."

http://www.globaltimes.cn/content/723441.shtml