In 2008, Hafei Motors embarked on an active and open development strategy, focusing on "internal integration and external cooperation," under its broader vision of producing large micro-vehicles and strengthening its car lineup. The company aimed to enhance internal operations while pursuing strategic joint ventures to drive growth. This marked a pivotal shift in the company's approach, reflecting a more dynamic and forward-thinking mindset.
While many car manufacturers were preparing for the new year, microcar companies—especially those that had struggled in the previous year—saw 2008 as a crucial opportunity to reassert themselves. Hafei was one such company that had been quietly laying the groundwork in 2007 with the goal of making a significant comeback in 2008.
On January 4th, Hafei launched its new micro-car model, Lobo, along with the fuel-efficient π series in Beijing, marking the start of its market expansion for the year. Just three days later, on January 7th, Hafei held its 2008 business conference in Dalian, themed “Conspiracy to create a win-win situation together.†At the event, new director Chang Liangang outlined ambitious goals: to position Hafei as a dominant player in the micro-vehicle market, aiming for 270,000 units in production and sales for the year.
Lian Gang emphasized that Hafei would focus on improving product development, cost control, marketing, internal management, and network infrastructure to meet these targets. The company was shifting toward a more market-oriented approach, driven by experienced leaders like Cao Zhigang, who previously worked at SAIC-GM-Wuling and brought valuable insights from Wuling’s successful marketing strategies.
Cao Zhigang stressed the importance of “smart marketing†and “terminal management,†drawing parallels between Hafei and Wuling’s proven success. He believed that while Hafei had strong R&D capabilities, it needed to improve its market orientation and marketing efforts to regain its former dominance.
The leadership change at Hafei was seen as a key step in revitalizing the brand. With a renewed focus on marketing, dealer relationships, and media engagement, the company aimed to reclaim its place in the mini-vehicle market. Cao Zhigang also highlighted the importance of expanding into sedan and MPV segments, emphasizing the need for more market-driven strategies across all product lines.
Internally, Hafei planned to streamline operations, enhance quality control, and optimize distribution networks. Externally, the company remained open to joint ventures and partnerships, including collaborations with foreign automakers. These efforts were expected to boost Hafei’s brand image and technological capabilities, leading to better market positioning.
Hafei also announced plans to launch several new models in 2008, including the high-end HF10, updated versions of the Hafei Racing, and automatic transmission models of the Lobo. The Saibao series was also anticipated to make a strong entry, helping Hafei regain lost ground in the competitive automotive market.
With a solid foundation laid in 2007, Hafei was poised for a major transformation in 2008. The company aimed to restore its reputation as the “Northeast Tiger,†leveraging both internal improvements and strategic external partnerships to achieve long-term success.
Arc Motor Magnet,Electric Tricycle Arc Motor Magnet,Circular Arc Motor Magnet,Precision Circular Arc Motor Magnet
GEILI Magnetic Industry Co., LTD , https://www.geilimagnet.com