"One Geely" Strategy Lands on the Sales Front

Wallstreetcn learned on August 3 that Geely Auto Group has established a General Sales Company, aiming to strengthen the synergy of marketing resources among its subsidiary brands.

Specifically, the General Sales Company oversees six first-tier group organizations, including sales companies for China Star, Galaxy, Lynk & Co, and ZEEKR. Lin Jie has been appointed as the General Manager of the General Sales Company, concurrently serving as the General Manager of the ZEEKR Sales Company. Fan Junyi has been appointed as Executive Deputy General Manager, concurrently serving as the General Manager of the Lynk & Co Sales Company and overseeing the Galaxy Sales Company. Wang Bo serves as the General Manager of the China Star Sales Company, and Guan Huan serves as the Executive Deputy General Manager of the Galaxy Sales Company.

This move differs from previous integration efforts. Following the "Taizhou Declaration" in 2024, Geely first addressed brand positioning, equity relationships, and resource synergy. The adjustment of the equity structure between ZEEKR and Lynk & Co, along with the merger agreement signed between Geely Auto and ZEEKR, resolved internal business relationships within the group. The establishment of the General Sales Company pushes this integration further into the sales front, where stores, sales leads, and marketing budgets are managed.

Geely's decision to adjust its sales system at this juncture is related to changes in sales volumes across its various brands.

According to the July sales announcement from Geely Auto Holdings Limited, the company sold 250,200 vehicles that month, a year-on-year increase of 5%. Cumulative sales for the first seven months reached 1.6731 million units, a year-on-year increase of 2%. Among these, ZEEKR sold 214,200 vehicles in the first seven months, a year-on-year surge of 99%; the Geely brand (including Galaxy) sold 1.2983 million units, a year-on-year decrease of 4%; and Lynk & Co sold 160,600 units, a year-on-year decline of 11%.

In the first seven months, Geely's overall volume increased by only 26,200 units. ZEEKR alone accounted for an increase of 106,500 units, essentially offsetting the sales declines of the Geely brand and Lynk & Co.

This indicates that while Geely's total volume is still growing, the growth is no longer driven collectively by all brands. ZEEKR is providing new incremental growth, Galaxy is in a period of product rhythm adjustment, and Lynk & Co needs to rediscover its growth drivers.

Based on sales figures for the first seven months, ZEEKR has achieved 71.4% of its annual target, the Geely brand has achieved 47.2%, and Lynk & Co has achieved 40.1%.

This situation also differs from that of 2025. In 2025, Galaxy's full-year sales were 1.2358 million units, a year-on-year increase of 150%; ZEEKR's full-year sales were 224,100 units, a year-on-year increase of 1%. Geely's primary growth driver is shifting from Galaxy to ZEEKR.

As the sources of sales volume change, sales resources can no longer be simply divided along past brand boundaries.

A senior executive from a Geely auto brand told Wallstreetcn that as brands return to group-level coordination, each brand must fulfill its specific mission. Galaxy is tasked with achieving greater scale in new energy vehicles, ZEEKR continues to move towards the high-end and luxury segments, and Lynk & Co needs to maintain its focus on sportiness, youthfulness, and personalization.

The General Sales Company is responsible for allocating resources among these different missions. Decisions on which cities are suitable for adding stores, which sales leads are assigned to which brand, and which new car models receive priority for marketing budgets all need to be rearranged at the group level.

This is a challenge faced by multi-brand automakers as they enter a mature stage. While multiple brands can cover more market segments, if each brand independently builds stores, marketing teams, and sales forces, it easily leads to redundant investments among brands. If several brands all pursue high-volume models, the product and price boundaries within the group become increasingly blurred.

What Geely now aims to resolve is the relationship between "independent brand operations" and "unified group coordination." Brands still need to maintain their distinctiveness, but sales resources cannot be managed in complete isolation.

Therefore, the General Sales Company is not merely another sales department added by Geely. It acts more like an allocation layer added for Geely's multi-brand operations: integrating the growth rates, product missions, and user demographics of different brands into a unified sales plan.

From an industry perspective, multi-brand operations are shifting from market coverage to improving sales efficiency. The establishment of the General Sales Company represents the most concrete change following the extension of the "One Geely" strategy to the sales front.