In 2008, Hafei Motors embarked on an active and open development strategy centered around "internal integration and external cooperation," building upon its long-standing vision of "producing a large micro-vehicle and strengthening its car lineup." Internally, the company aimed to enhance efficiency and streamline operations, while externally, it sought strategic partnerships and joint ventures to unlock new growth opportunities.
As the automotive industry prepared for the new year, microcar manufacturers, including Hafei, saw an opportunity to reposition themselves in a market that had shown some weakness in the previous year. Hafei, having laid solid groundwork in 2007, was determined to make a significant comeback in 2008. On January 4th, Hafei launched its new Lobo micro-car model, featuring a fuel-efficient Ï€ engine, marking the beginning of its 2008 market expansion. Just three days later, the company held its 2008 business conference in Dalian with the theme “Conspiracy to create a win-win situation together.â€
Hafei’s new director, Chang Liangang, emphasized the company's goal of becoming a leading player in the mini-vehicle market, targeting 270,000 units in production and sales for the year. He outlined a comprehensive plan focusing on product development, cost control, marketing, internal management, and network optimization to achieve these targets.
Lian Gang, another key leader, highlighted the importance of improving market orientation and marketing strategies. He pointed to Wuling as a successful example of market-driven operations, emphasizing that Hafei needed to adopt similar approaches to regain its former glory.
Cao Zhigang, the newly appointed deputy general manager responsible for sales, stressed the need for “smart marketing†and “terminal management.†Having previously worked at SAIC-GM-Wuling, he brought valuable experience in micro-vehicle sales. His focus was on building stronger relationships with dealers and the media to drive Hafei’s future growth.
The 2008 business conference also underscored Hafei’s commitment to both internal improvements and external collaborations. While the company maintained its core strategy of “big minibuses and strong cars,†it also explored joint ventures with foreign partners. These collaborations were seen as a way to enhance brand reputation, access advanced technologies, and improve overall competitiveness.
Chen Yubao, the new sales general manager, noted that 2008 would be a pivotal year for Hafei’s brand and product upgrades. With major adjustments to distributor policies and a renewed focus on market-oriented strategies, the company aimed to strengthen its position in the competitive automotive landscape.
In terms of product development, Hafei planned to target the mid-range micro-vehicle market with its 1.1L models and expand its Lobo range, with the fuel-saving π model serving as a highlight for 2008. The company also intended to introduce high-end mini vehicles, automatic transmission versions of the Lobo, and new models like the Saibao series to reinvigorate its presence in the market.
Looking ahead, Hafei aimed to leverage its strong R&D capabilities and solid foundation in the micro-vehicle segment to achieve greater success. As the company continued to refine its marketing strategies and build closer ties with dealers, it hoped to reclaim its status as a market leader and recapture the prestige once known as the “Northeast Tiger.â€
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