TMTPOST -- As China's electric vehicle market reaches saturation and price wars intensify, overseas expansion is becoming a critical survival strategy for Chinese automakers. For Changan Automobile, that means embracing the most difficult—and potentially most rewarding—market: Europe.
With domestic sales growth stalling and competition eating into margins, "selling cars abroad" has become the new baseline for success. But as Changan's leadership acknowledges, going global is no guarantee of global stature.
"We began exploring overseas markets as early as 1991," said Chairman Zhu Huarong. "It's taken decades of trial and error to get where we are today. Our approach is rooted in long-termism, localization, and systemic capabilities."
Changan is betting that this slow, deliberate strategy—rather than opportunistic shipping of excess inventory—will help it break out of the low-cost reputation that still shadows many Chinese brands abroad. The company is avoiding the illusion that building a factory equals success or that overseas presence automatically implies premium positioning.
For Changan, Europe isn't just another export market—it's a litmus test for becoming a truly global brand. "If we can serve European users well, it's like getting admitted to Tsinghua or Peking University," Zhu said. "If we fail here, we're no better than a second-tier university."
That's why Changan has prioritized Europe in its "Project Vast Ocean" global strategy, part of its broader "152" initiative. The company calls Europe its strategic high ground—for products, technology, marketing, and service.
Changan's European ambitions are far from spontaneous. Planning began in 2017, with groundwork laid as early as 2001 when it opened a design center in Turin, Italy. A UK R&D hub followed in 2010, and a German facility for its Avatr brand was launched in 2020. Today, the company operates a global R&D network across six countries and ten locations.
Rather than chase hype cycles, Changan is investing in deep tech and integrated capabilities—from its self-developed SDA platform and autonomous driving systems to in-house battery technologies such as the "Golden Bell" brand.
Product, Pace, and After-Sales: Changan's Three-Point Strategy
Changan's European strategy centers around three fundamental questions: what to sell, where to sell, and how to sell.
It is launching with two core models—the Deepal S07 and S05—aimed squarely at European consumers. The S07, now in the delivery phase, underwent two years of market-specific adaptation, with 150 modifications and over 5 million kilometers of road testing across varying conditions, including the UK.
The company's market rollout follows a phased approach. Norway, with its 95% EV penetration rate, was selected as the entry point to validate product-market fit. From there, Changan is expanding into Germany and the UK, with plans to enter Spain, Italy, and Poland by the end of this year.
Changan is also tailoring its powertrain strategy to match local conditions. In southern Europe, where EV infrastructure lags, it plans to push plug-in hybrids (PHEVs) to build brand awareness and offset early-stage investment, before shifting toward full battery-electric vehicles (BEVs).
By 2025, Changan aims to introduce eight models in Europe, focusing on developing seven high-volume products, each targeting annual sales of 300,000 units.
To support this ambition, Changan is building a three-tier logistics and after-sales network. A global parts warehouse in China feeds a regional hub in the Netherlands, which in turn supplies national centers in the UK, Spain, Italy, Germany, and the Netherlands. The company will also launch a European service brand next year, emphasizing local engagement and co-creation.
While many Chinese EV makers have made headlines with rapid international forays, Changan is taking a more measured path, emphasizing operational readiness over early sales numbers.
"The first battle is selling cars. The second—and harder—battle is building a brand," said a Changan executive. European consumers value heritage and design as much as price or performance. Without a distinct brand identity, Chinese automakers risk being seen as second-tier alternatives, regardless of product quality.
Even Changan's focus on "30,000-unit-class" products—while pragmatic—faces tough odds. No Chinese brand has yet created a true global blockbuster on par with the Toyota Corolla or Tesla Model Y. European regulatory complexity and consumer diversity will test Changan's product planning and lifecycle management like never before.
Still, Changan is not shying away. Its entry into Europe is less a retreat from domestic competition than an intentional move onto the global stage. Whether it can pass the test remains uncertain—but it has clearly done its homework.
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