Under the thunder of the lack of core, the overall auto market has experienced five consecutive declines, but it has failed to stop the continued outbreak of the new energy sector. Brands such as Tesla and Wei Xiaoli have ushered in high points, and BYD also took this opportunity to fight back and become one of the biggest winners in this round of growth.

　　The sudden emergence of BYD has also shaken the position of the independent top three that has lasted for many years. How to organize an efficient defensive counterattack has become a top priority for Great Wall, Geely and Changan. Judging from the current situation, Great Wall has its own uniqueness in market response, as well as disturbing factors of instability.

　　In the past October, Great Wall Motors sold 112,069 new vehicles, a year-on-year decrease of 17.33%. So far, the cumulative sales of Great Wall Motors has reached 996,114 units, a year-on-year increase of 22.04%, and the growth rate has shown a trend of shrinking.

　　This is obviously not a good sign. You must know that this achievement is based on the new product layout of the opening and closing and the rapid overseas expansion. In the important stage of the Great Wall's vigorous pursuit of the second growth curve, all battlefields cannot be missed.

　　Specific to each sector, the Haval brand sold 62,593 vehicles in October, which still failed to stop the downward trend, with a year-on-year decrease of 36.1%. However, the cumulative sales in the first 10 months reached 606,451 units, an increase of 11.7% year-on-year. Since 5 years ago, the sales scale of Haval brand has begun to shrink year by year. This is the inevitable result of Great Wall's decentralization of resources, and it is also a step that Great Wall must take to get rid of Haval's "dependence".

　　Among them, after a few months of dormancy, the Haval H6 chose to fight hard, and its monthly sales reached 27,341. Although it has not been restored to the same period, it finally won the title of domestic SUV sales champion again.

　　Big Dog finally stabilized at the level of 10,000 vehicles after several months of struggle. In October, sales reached 10,056 vehicles, a year-on-year increase of 43.4%, becoming the "Mr. Critical" for the Haval brand to maintain its market status. While the monthly sales of 8,172 units, a 53.2% increase from the previous month, the first love is still in a climbing period. When the red rabbit folds the sand, first love still needs to work harder to reshape the brand value of the Great Wall in the entry-level model market.

　　In fact, it is not only the first love that needs to work harder, the WEY brand is even better. In October, WEY sold 5,854 vehicles. The Macchiato, which Mocha waited silently, unfortunately failed to share the market pressure. The sales of 1,122 vehicles in the first month seemed a little lonely.

　　Judging from the market response in the initial stage of listing, Macchiato’s hybrid and intelligent technology seems to have failed to form a wide and effective fermentation and dissemination in the market. Whether Macchiato can be as popular as BYD's DM-I model largely determines the success of the initial transformation of the WEY brand. Today, the DM-I model has become the main driving force for BYD's soaring sales, but Macchiato seems a bit too "shy".

　　The good news for WEY is that with the listing of macchiato and latte, the market situation of the WEY brand, which has fallen sharply, will usher in a turning point. The bad news is that this round of WEY brand new product layout has failed to achieve the desired market effect. The two major technology brands of "smart" and "hybrid" are facing thorny cognitive problems. As a result, the WEY brand has not yet been constructed to compete with competing products. Market momentum.

　　In this round of market attack, WEY actually spent a lot of investment and thought. The heavy investment of DHT hybrid, Lidar, a large number of high-definition cameras, and high computing power chips not only invested a huge amount of research and development costs, but also increased the manufacturing cost of the entire vehicle.

　　The WEY brand is almost using the power of the entire group to sprint into the high-end market, but under the new product offensive round after round, the saturated or even "moll-shaped" product layout has made the market's attention to the new products of Great Wall continue to decrease. More or less numbness has occurred. Of course, there are also a series of objective reasons, such as a sluggish market environment that has weakened the demand for new products.

　　WEY and the Great Wall need to think about what is left in the constant trial and error? The WEY brand cannot withstand endless toss, it needs a stable brand image and value.

　　How to use limited resources to maximize the effective category layout, how to use technological innovation to drive category innovation, to dig deeper into the WEY brand value in the lower dimension, and how to build a new talent mechanism in the internal structure to guide " "Newcomers" discover, open up "new markets", and trigger "new thoughts"...... This is a test of the core ability of a brand and a company to maintain for a long time.

　　Turning the perspective to Euler, in the field of new energy, Great Wall has indeed initially constructed a fairly effective full value chain system. Euler is on the left, creating a unique development path, and the salon is on the right, shouldering the vision of hitting the high-end of independent new energy.

　　In the past October, the sales of the Euler brand reached 13,235 units, an increase of 65.2% year-on-year, and the cumulative sales from January to October also reached 97,966 units, an increase of 206.9% year-on-year. In the early stage of the brand layout, Oula opened up the situation with Great Wall’s strong channel operation capabilities and the important B-end travel market. Later, from focusing on female users to establishing a female brand strategy, Oula focused on the female perspective of products and marketing, making Oula Pull to establish a unique brand image.

　　Euler’s positioning logic is clear and cunning at the same time. On the one hand, in the low-end new energy travel market, due to cost factors, Euler is actually unable to build a strong enough technological fortress in the fields of three electric and intelligent technologies. On the other hand, the market segment in which Euler is located is precisely the core part of traditional forces, and the gap in consumer perception cannot be compensated by technology and cost. Therefore, it had to give Euler a new position, set its sights on female users, and use another perspective to break free from the "involution" of pure electric models.

　　Looking at it now, Euler has achieved initial success. However, the rise of BYD is also alerting Euler. It does not have a core market of 100,000 to 150,000 yuan, which is not head-on collision, but BYD is infiltrating step by step. Euler, who has not fully established its own technical defense system, has shown a little passiveness. After all, consumer groups will choose Euler today because of positioning, and tomorrow will choose other brands for the same reason. You must know that accurate positioning can only seize the leading market, but cannot become a real "moat".

　　Now, Euler is adjusting the product structure, increasing the premium level, trying to increase profits. But from becoming bigger to stronger, it cannot be the success of a single business element. After a clear positioning logic, it needs to continuously dig technical barriers, improve the product matrix, comprehensive sales channels, precise layout of marketing strategies, and then build an all-round Ecological layout.

　　Facing 2025, the Great Wall will have a long way to go...