Wall Street Sights reported on August 3 that Geely Automobile Group has established a new sales headquarters company aimed at enhancing coordination of marketing resources across its various brands.
Specifically, the new sales headquarters will oversee six first-level group organizations, including the China Star, Galaxy, Lynk & Co, and Zeekr sales companies. Lin Jie has been appointed General Manager of the sales headquarters, concurrently serving as General Manager of the Zeekr sales company. Fan Junyi takes the role of Executive Deputy General Manager, while also leading the Lynk & Co sales company and overseeing the Galaxy sales company. Wang Bo has been named General Manager of the China Star sales company, and Guan Huan assumes the position of Executive Deputy General Manager of the Galaxy sales company.
This differs from previous restructuring efforts. Following the 2024 Taizhou Declaration, Geely first addressed brand positioning, equity structures, and resource coordination. Adjustments to the equity structure between Zeekr and Lynk & Co, along with the merger agreement between Geely Automobile and Zeekr, resolved internal business relationships. The establishment of the sales headquarters now pushes integration into the sales end, encompassing dealerships, leads, and marketing budgets.
Why now?
Geely's decision to reorganize its sales structure at this time is linked to changing sales performance across its brands. Geely Automobile Holdings Ltd.'s July sales report shows the company sold 250,200 vehicles in the month, a 5% year-on-year increase. Cumulative sales for the first seven months reached 1.6731 million units, up 2% year-on-year. Among the brands, Zeekr sold 214,200 units in the first seven months, a remarkable 99% increase. The Geely brand (including Galaxy) sold 1.2983 million units, a 4% decline, while Lynk & Co sold 160,600 units, down 11%.
In the first seven months, Geely's overall sales increased by only 26,200 units. Zeekr alone contributed an additional 106,500 units, essentially covering the sales declines from both the Geely brand and Lynk & Co.
This indicates that while Geely's total volume is still growing, the growth is no longer being driven by all brands collectively. Zeekr is providing new incremental volume, Galaxy is in a product rhythm adjustment phase, and Lynk & Co needs to find new growth drivers. Based on the first seven months' sales, Zeekr has achieved 71.4% of its full-year target, the Geely brand has reached 47.2%, and Lynk & Co has hit 40.1%.
This situation also differs from 2025. In 2025, Galaxy sold 1.2358 million vehicles for the full year, a 150% increase. Zeekr sold 224,100 vehicles, a 1% increase. Geely's primary growth engine is now shifting from Galaxy to Zeekr. With the source of sales volume changing, sales resources can no longer be simply divided according to past brand boundaries.
A senior Geely Automobile brand executive told Wall Street Sights that as brands return to group-level coordination, each brand must assume its specific mission. Galaxy needs to take on a larger scale of new energy vehicles, Zeekr will continue to move towards the high-end and luxury segment, and Lynk & Co must maintain its focus on sporty, young, and personalized positioning.
The sales headquarters' responsibility is to allocate resources among these different tasks. Decisions about which city is suitable for adding dealerships, which sales lead should be assigned to which brand, and which new model should receive priority marketing budget, all need to be re-evaluated at the group level.
This is a typical challenge faced by multi-brand automakers as they mature. Having multiple brands can cover more market segments, but if each brand independently builds its own dealerships, marketing, and sales teams, it leads to redundant investment. If several brands all focus on volume-selling models, it can blur the product and pricing boundaries within the group.
What Geely is now addressing is the relationship between "independent brand operations" and "unified group coordination." Brands must still maintain their distinct identities, but sales resources cannot be managed completely in isolation.
Therefore, the sales headquarters is not just another sales department for Geely. It is more like an allocation layer added for multi-brand management: incorporating the different growth rates, product missions, and customer segments of each brand into a single, unified sales plan.
From an industry perspective, multi-brand management is shifting from market coverage to improving sales efficiency. The establishment of the sales headquarters represents the most concrete change resulting from the "One Geely" strategy being implemented at the sales end.
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