Forty years ago in Taizhou, Li Shufu, who was still tinkering with refrigerator parts, probably never imagined that four decades later, the empire he built with his own hands would be standing before the threshold of one trillion yuan in revenue. On January 22, An Conghui, CEO of Geely Holding Group, unveiled the "One Geely, Comprehensive Leadership" 2030 strategy. By strengthening top-level coordination and global synergy, the aim is to achieve a strategic pattern of "one global game plan." This is reflected in specific numbers: by 2030, Geely targets global sales of 6.5 million vehicles, revenue exceeding one trillion yuan, and a position among the global top five. Through this ambitious blueprint, we see Li Shufu executing a daring "retraction of the fist," gathering the previously scattered sub-brands, which were like a sky full of stars, into a single, powerful fist capable of competing in the global deep sea. In the next five years, Geely intends to become a significant "decision-maker" in the global automotive market. According to recently disclosed data, Geely Holding's global sales reached 4.116 million vehicles in 2025. This represents a highly symbolic inflection point. The 4-million-vehicle mark is often seen as the ticket to the "global giants club." At this point, Geely ranks seventh globally and is the fastest-growing company among the top ten automotive groups. Furthermore, Geely's new energy vehicle (NEV) penetration rate has climbed to 56%. This signifies that during the past five-year "Intelligent Geely 2025" cycle, Geely has transitioned from the traditional internal combustion engine camp into an era dominated by new energy. However, behind these achievements lies a deep-seated sense of crisis. An Conghui pointed out bluntly that Geely's global governance system needs further refinement, its brand's international influence requires enhancement, and the pace of its international development urgently needs acceleration. Breakthroughs in core technologies, optimization of product experience, efficiency in R&D synergy, and improvement in user service capabilities are all key areas where Geely must continue to exert effort for improvement. This is the background for launching the "2030 Strategy": after reaching a scale of 4 million vehicles, the previous model of "decentralized operations" has hit an efficiency ceiling. Facing global price wars and technological iterations, Geely needs an upgrade from "product manufacturing competitiveness" to "ecosystem service competitiveness." The core of the 2030 Strategy can be summarized as the "One-Three-Three" strategic navigation map: One Guiding Principle (the Taizhou Declaration), Three Major Transformations (organizational culture, competitiveness, management and control models), and Three Major Sectors (whole vehicles, components, ecosystem). For a long time, Geely has had numerous brands, and there was market overlap among them. From Lynk & Co, Zeekr, and Volvo to Polestar, Lotus, and smart, Geely's territory was dotted with flags representing overlapping positions. While this internal competition helped quickly capture niche markets in the early stages, in the smart electric era, duplicated R&D and internal supply chain friction became major drawbacks. In this strategic adjustment, Geely has clarified the "one global game plan" strategic pattern. The most critical action is: developing a world-class new energy architecture covering vehicle classes A to E, aiming to reduce the average single-model development cycle and comprehensive costs by over 30%. An industry analyst pointed out that this is Geely emulating Toyota's TNGA or Volkswagen's MEB, but at a higher dimension. By unifying the underlying architecture, Geely attempts to use a new scale effect to completely eliminate the redundant costs brought by multiple brands. The merger of Geely Auto and Zeekr Intelligent Technology completed last year was a precursor to this logic. Regarding the technological roadmap, Geely has outlined a comprehensive technology system named "Seven Vertical Pillars." This encompasses intelligent driving, intelligent cockpit, electronic architecture, vehicle architecture, batteries, electric drives, and super hybrid systems. In each domain, Geely aims to reshape capabilities through AI. The goal of building the "Thousand Miles Vast" technology platform is to achieve full L2-level coverage and rapidly advance L3 industrialization pilots. Among these, the H9 solution boasts an ultra-high computing power of 1400 TOPS, placing it firmly in the absolute leading tier within the current industry. Relying solely on car sales to achieve the one-trillion-yuan revenue target, in an era of increasingly thin margins, would be as futile as climbing a tree to catch fish. Centered on AGI (Artificial General Intelligence) and Agent technologies, Geely aims to build an AIOS operating system. Its ambition is to transform the car from a mere means of transport into a "super intelligent living entity." The thermal efficiency of the Thor AI hybrid engine is expected to break through 50%, bringing fuel consumption into the "3-liter per 100 km era." Simultaneously, the "Shield Gold Brick Battery" seeks to define a new safety benchmark for power batteries and progressively achieve the industrial application of semi-solid-state and solid-state batteries. Additionally, Geely is constructing an "Integrated Sky-Ground" future mobility ecosystem. This involves the synergy of Geely Auto, Qianli Technology, Cao Cao Mobility, WoFei Changkong (low-altitude manned aircraft), and Shikong Daoyu (satellite network). While competitors are still embroiled in intense competition over ground-level autonomous driving algorithms, Geely has already completed satellite constellation deployment, possessing global service capabilities. This "ground + low-altitude + low-earth orbit" ecosystem builds a unique competitive barrier distinguishing Geely from other automakers. Geely's true ambition is hidden within the "Integrated Sky-Ground" ecosystem it is building. In this 2030 blueprint, Cao Cao Mobility, Shikong Daoyu, and WoFei Changkong have been elevated to an unprecedented strategic height. Cao Cao Mobility plans to deploy 100,000 fully customized Robotaxis by 2030. This is no longer a business of making a profit from selling one car at a time, but rather shifting towards lifecycle mobility service revenue. With the completion of the first phase of the Geely Constellation network, the centimeter-level high-precision positioning services provided by Shikong Daoyu will become the infrastructure for high-level autonomous driving (L3/L4). This can not only empower all brands under Geely but also holds the commercial potential of offering an "Aerospace OS" to third-party automakers and even logistics systems. On the scale front, of the 6.5 million vehicle target set for 2030, overseas sales are designated to account for one-third (over 2.16 million vehicles). Given the current geopolitical environment and trade barriers, this is an extremely challenging figure. Geely's approach is regional deep cultivation and brand differentiation and synergy. It leverages the home-field advantage of Volvo and Polestar in European and American markets, along with Proton's localized foundation in Southeast Asia, to coordinate global resources; in Latin America, it aims for rapid penetration into key markets like Brazil through strategic cooperation with Renault. A noteworthy technological increment is the "Methanol-Hydrogen Electric Ecosystem." Geely has been deeply involved in the green methanol field for over 20 years, forming advantages across the entire industry chain. For specific overseas markets with diverse energy structures (such as Latin America, the Middle East), this diversified energy path might possess greater penetration power than pure electric vehicles alone. Geely's strategic shift holds profound benchmark significance for the automotive industry. For a long time, Chinese automakers have been accustomed to guerrilla tactics of "fast strikes and agile responses," surviving through rapid iteration and intense competition on features. However, Geely's 2030 Strategy indicates that when players enter the global top-tier game, the essence of competition reverts to organizational efficiency, global governance, and the certainty of underlying technologies. As Gong Min, Head of China Automotive Research at UBS, told Wall Street News, "Made in China" initially represented low quality and low cost, but now represents technological innovation. In the long term, the brand image and positioning of Chinese automakers must continue to move upward. An Conghui quoted Li Shufu's words from the New Year's address: "At critical moments, one must dare to make choices and have the courage to break the deadlock." For Li Shufu and Geely, the 2030 Strategy is that choice to break the deadlock. It marks the beginning of Chinese automakers formally launching an assault from being "followers" towards achieving "global dominance." Behind this lies not just a capital frenzy, but a collective expedition of Chinese manufacturing in the AI era and the space age. One trillion yuan in revenue is not the final destination, but rather a ticket to the future intelligent society. For the forty-year-old Geely, the real contest has just begun.
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