Great Wall Motors represents Chinese automotive industry’s most successful pickup truck and SUV manufacturer, spanning 41 years from 1984 agricultural vehicle workshop founding in Baoding, Hebei through transformative Wei Jianjun leadership (1990 age-26 directorship, 56% ownership 2001), establishing permanent positioning as China’s largest independent automaker (63,000+ employees, ¥14.4 billion annual revenue). The foundational mission—enabling affordable, reliable commercial vehicles addressing rural Chinese transportation needs—evolved into comprehensive SUV/pickup dominance, establishing permanent competitive advantages through vertical integration, cost efficiency, engineering mastery. The legendary Haval H6 (2011 debut, 4M+ cumulative global sales, 103 consecutive months market leadership, December 2016 record 80,495 monthly sales, best-selling GWM vehicle all-time), revolutionized Chinese compact SUV category, establishing accessible premium positioning. The iconic pickup truck segment—27 consecutive years market leadership, approximately 50% domestic terminal market share—established foundational cash generation funding SUV/EV diversification. Strategic multi-brand portfolio (Haval SUV/WEY premium/Tank luxury off-road/Pickup commercial/ORA electric) enabled market segmentation, volume expansion, lifestyle positioning transcending single-brand limitations. The revolutionary Tank 700 Hi4-T (2024 launch, 3.0T V6 PHEV hybrid, 385kW/800Nm, 5.6s 0-100, luxury appointments, off-road capability redefining Chinese premium SUV expectations) established credible global luxury positioning. The Ora Good Cat electric vehicle (November 2020, 43kWh starting price ¥39,990 Australia equivalent, accessing sub-$40K EV market), established mainstream EV accessibility. By December 2024, cumulative global sales exceeded 14.9 million units; 2024 delivered 1,233,292 vehicles (including 321,795 NEVs, 453,141 overseas—43.39% growth), generating first-three-quarters RMB 142.254 billion revenue (+19.04%), RMB 10.429 billion profit (+108.70%), establishing average revenue per vehicle RMB 166,600 (+RMB 28,300 YoY). Strategic globalization targeting 1,000,000 annual overseas vehicles by 2030, European manufacturing facility 300,000 annual capacity 2029, 170+ countries/regions distribution (700+ sales channels), established GWM as permanent global automotive manufacturer transcending Chinese domestic niche positioning.
From Agricultural Workshop to Pickup Dominance: Wei Jianjun’s Vision (1984-2003)
Agricultural Origins & Wei Jianjun’s Visionary Leadership
In 1984, Great Wall Motor began as humble agricultural vehicle repair workshop—Great Wall Repair Factory—founded by Wei Deliang (Wei Jianjun’s uncle, collaborating with Nandayuan Township local government) in Baoding, Hebei Province. The workshop initially produced commercial vehicles based on Beijing BJ212 design platform: small trucks (CC130), large SUV (CC513), establishing manufacturing foundation addressing rural transportation needs. In 1989, Wei Deliang died in car accident; the company reverted to community cooperative ownership, facing serious challenges (technical workforce scarcity, accumulated debts, operational uncertainty). Wei Jianjun—born 1964, worked briefly in Beijing micromotor factory, carpet factory, subsequently joining father Wei Deyi’s metal/heating parts company—viewed Great Wall’s directorship opportunity as entry into automotive ambitions. At age 26 in July 1990, Wei Jianjun applied for director position, accepting five-year appointment, leaving father’s company pursuing automotive passion. Upon assuming directorship, Wei Jianjun demonstrated entrepreneurial vision fundamentally transforming company trajectory: teaching himself automotive engineering with technical teams, developing passenger cars based on existing designs (Nissan Cedric Y30 basis labeled CC1020, Toyota Crown S130 basis labeled CC1020S), establishing product development capability transcending simple assembly operations. However, national regulations forced passenger car production termination by end-1994, compelling Wei Jianjun recognizing pickup truck market opportunity: during international trips to Thailand/USA, observing pickup truck popularity yet recognizing Chinese state-owned manufacturers producing low-quality vehicles while Japanese imports commanded premium pricing.
Pickup Truck Dominance & National Leadership Establishment (1996-2003)
In 1996, Wei Jianjun launched Great Wall Deer pickup truck—Toyota Hilux-based design, aggressively competitive pricing, perceived quality advantages—revolutionizing Chinese pickup market. The Deer’s commercial success transformed Great Wall from struggling cooperative into pickup market leader, establishing competitive advantages through cost efficiency, quality reliability, accessible pricing addressing rural/semi-commercial transportation demand. October 1997 marked transformative milestone: first Great Wall pickup exports to Middle East initiated international expansion foundation. By 1998, Nandayuan Township privatized company as Great Wall Motor Group Co. Ltd., with Wei Jianjun obtaining 25% ownership, establishing entrepreneurial incentives. Wei Jianjun simultaneously demonstrated visionary vertical integration strategy: recognizing supply chain vulnerability (1999 engine supplier partnership with competitor Brilliance Auto threatened production), Wei Jianjun established Great Wall Internal Combustion Engine Company (51% stake), investing advanced equipment enabling independent engine production. Over subsequent two years, Wei family accumulated holdings through strategic acquisitions: merging/acquiring 10+ automotive parts manufacturers, establishing vertical supply chain control, reducing production costs, securing quality. By 2001, Wei family ownership reached 56%, with Nandayuan Township retaining 44%, establishing controlling position. Pickup range expanded: Sailor, SoCool models, SUV experimentation (Safe, Sing, Pegasus models), establishing diversified portfolio positioning. Hong Kong Stock Exchange IPO (2003) established public company status, enabling capital access funding subsequent expansion, manufacturing facility development, technology investment, establishing permanent competitive positioning transcending private ownership constraints.
Haval SUV Brand Launch & Premium Market Entry (2008-2017)
In 2008, Wei Jianjun established Haval independent SUV brand—named “HAVAL” meaning “have all”—with dedicated product development, manufacturing, service systems. This strategic brand differentiation reflected Wei’s recognition: while pickup trucks generated foundational cash flows, SUV market represented growth opportunity capturing emerging middle-class consumers seeking premium positioning transcending pickup truck associations. March 2013 formalized Haval brand establishment as independent sub-brand within GWM structure, maintaining unified product development/manufacturing while pursuing independent branding, marketing, dealer networks—replicating luxury automotive models enabling differentiated premium positioning. The 2011 Haval H6 compact SUV launch proved transformative: priced accessibly yet featuring premium interior appointments, advanced technology, reliable engineering, establishing category-defining positioning. The H6’s market dominance proved extraordinary: achieving 103 consecutive months (#1 segment position), December 2016 single-month sales record 80,495 units (record unbeaten through 2024), cumulative 4M+ global sales by 2024. The H6 revolutionized Chinese compact SUV market through accessible premium positioning—consumers discovering quality automotive experience at prices traditionally associated with inferior vehicles, democratizing premium SUV ownership. Complementary models (H5 utility-focused, H7/H8/H9 size expansion) extended Haval reach, addressing diverse customer segments, establishing Haval as comprehensive SUV portfolio leader.
Wei Jianjun’s Revolutionary Philosophy: “Vertical Integration & Practical Excellence”
Wei Jianjun’s foundational philosophy—established through 1990 directorship appointment—emphasized practical engineering excellence, vertical integration control, cost efficiency transcending luxury aspiration. Rather than pursuing high-end prestige branding, Wei strategically recognized Chinese market realities: consumers prioritized reliability, affordability, practicality over heritage prestige. Wei’s vertical integration strategy (engine manufacturing 1999, parts acquisition 1999-2001, establishing 56% family ownership 2001)—eliminated supply chain vulnerability, controlled quality, reduced production costs, established durable competitive advantages. This philosophy established permanent organizational DNA: pursuing market leadership through operational excellence, manufacturing efficiency, product reliability rather than luxury positioning, establishing GWM as “everyman’s automaker” transcending aspiration-based marketing, generating sustainable profitability enabling continuous reinvestment.
| 1984 | Great Wall Repair Factory founded (agricultural workshop, Baoding) |
| July 1990 | Wei Jianjun (age 26) appointed director; visionary transformation begins |
| 1996 | Great Wall Deer pickup launch; market leadership establishment |
| October 1997 | First Middle East exports; international expansion begins |
| 1998 | Company privatized (Great Wall Motor Group Co. Ltd.); Wei acquires 25% |
| 1999-2001 | Vertical integration strategy (engine/parts companies); Wei family 56% ownership |
| 2003 | Hong Kong Stock Exchange IPO (public company status) |
| 2008 / 2013 | Haval brand established; independent sub-brand formalization |
| 2011 | Haval H6 launch; compact SUV category revolution |
Diversification & Globalization: Multi-Brand Leadership (2013-2024)
Multi-Brand Portfolio Strategy & Market Segmentation
Recognizing single-brand market saturation limitations, Wei Jianjun pursued strategic multi-brand portfolio approach: Haval SUV dominance (mass-market accessibility), WEY premium brand (luxury positioning, higher margins), Tank luxury off-road SUVs (experiential positioning), ORA electric brand (EV mainstream accessibility), Pickup commercial foundation (foundational cash generation). This differentiation strategy enabled comprehensive market coverage, lifestyle positioning transcending single-brand constraints, brand-specific marketing/dealer networks maintaining distinct identity perception while leveraging GWM manufacturing infrastructure, engineering capability, supply chain efficiency. WEY brand (2016+) positioned as premium lifestyle brand, targeting affluent consumers seeking Chinese-designed premium vehicles, establishing pricing premium 30-40% above comparable Haval models through luxury interiors, advanced technology, enhanced performance. Tank SUV brand (2018+) emphasized off-road capability, luxury appointments, establishing luxury experiential positioning, targeting adventurers/outdoor enthusiasts. ORA electric brand (2018+) pursued EV market disruption, establishing brand identity distinct from traditional fuel vehicles, targeting environmentally-conscious, technology-forward consumers. This multi-brand strategy—five distinct brand identities serving diverse market segments—proved remarkably effective: enabling geographic expansion, demographic targeting, lifecycle positioning from entry-level through luxury, establishing GWM portfolio capturing broader consumer base than single-brand competitors.
Luxury Off-Road Innovation: Tank 700 Hi4-T Flagship
In February 2024, GWM launched Tank 700 Hi4-T—revolutionary full-size luxury off-road SUV redefining Chinese automotive aspirations. The Tank 700 represented material advance transcending previous GWM offerings: 3.0T twin-turbo V6 PHEV hybrid powertrain delivering 385kW/800Nm (5.6s 0-100 km/h, 190 km/h max speed), 37.5kWh battery (100km EV range, 800km total range), 9-speed automatic, mechanical four-wheel drive. Off-road specifications proved extraordinary: 32°/33° approach/departure angles, 970mm wading depth, 3.15:1 crawl ratio, four differential locks (front/center/rear/electronic), 120mm adaptive suspension travel (magnetorheological dampers), electronically disconnectable stabilizer bar (+60mm articulation). Luxury appointments rivaled premium German/American vehicles: 24-way adjustable semi-aniline leather seats, 23-speaker Dynaudio audio system, 12.3″ OLED instrument cluster, 16.2″ rotatable central screen, Qualcomm 8295 chip, 5G/V2X connectivity, LiDAR autonomous driving (Coffee Pilot 3.0), military-grade roll cage (81% high-strength steel). The Tank 700 established credible global luxury positioning—priced ¥598,000-798,000 (~$82K-$110K equivalent), positioned competitively against Range Rover/Land Cruiser/G63 AMG heritage brands, validating GWM’s capability designing/manufacturing world-class luxury vehicles. Market reception proved enthusiastic: December 2024 Tank SUV sales 21,879 units (+26.38% YoY), cumulative 2024 231,001 units (+42.12% growth), establishing Tank as fastest-growing luxury off-road segment.
ORA Electric Strategy & Mainstream EV Accessibility
In November 2020, GWM launched Ora Good Cat (marketed as Ora Funky Cat internationally, GWM Ora 03 Europe designation)—revolutionary battery electric vehicle establishing mainstream EV accessibility at sub-¥150K pricing. The Good Cat featured: 43kWh-63kWh LFP battery options, 400km+ range (CLTC), 143-171kW front-mounted motor, 152-170 km/h top speed, distinctive retro design (circular headlights, closed front grille, compact proportions), targeting younger/urban consumers seeking affordable EV practicality. June 2025 facelift introduced 171 PS standard motor (126kW/220Nm), enhanced LFP 430km range (CLTC), lithium iron phosphate battery standard specification, addressing market feedback prioritizing range/reliability. The Good Cat achieved international success: Australian market entry mid-2023 (¥39,990 starting price equivalent $AUD 39,990, breaking under-$40K EV price barrier), establishing mainstream EV accessibility. Malaysia launch November 2022, Thailand March 2022, Indonesian market entry, establishing genuine global EV presence. 2024 full-year Ora sales faced challenges (14,781 units January-August 2025, declining from previous peaks), attributed to market saturation, competitive intensity (BYD EV proliferation, XPeng competition), over-ambitious Black Cat/White Cat models, unprofitable ORA Sharing service. However, September 2025 new product introduction (Ora Cat SUV—first launch since 2022) signaled strategic pivot, establishing compact electric SUV addressing crossover growth, representing 2026 market comeback strategy.
Pickup Truck Legacy & 27-Year Market Leadership
While Haval SUV garnered premium prestige attention, GWM pickup trucks represented foundational business generating substantial cash flows funding SUV/EV development. GWM maintained 27 consecutive years pickup market leadership through 2024—approximately 50% domestic terminal market share—unparalleled competitive dominance. The POER pickup (2.4T multi-variant configurations including off-road, passenger, commercial models) represented latest generation, combining performance (268kW/760Nm 2.4T Hi4-T hybrid), practicality (comprehensive cargo configurations), affordability (mass-market pricing), establishing comprehensive pickup portfolio. 2024 pickup sales performance demonstrated enduring market demand: specialized commercial vehicle segment supporting farmers, construction contractors, logistics operators, establishing sustainable business foundation supporting GWM’s automotive diversification strategy. While pickup trucks represented less-glamorous business than premium SUVs, the segment provided reliable profitability, market share dominance, enabling GWM capturing comprehensive transportation market spectrum from ultra-affordable pickup trucks through premium luxury off-road vehicles.
Record Global Performance & 2026 European Ambitions (2024-2026)
Record 2024 Sales & Financial Performance
GWM delivered exceptional 2024 performance: 1,233,292 total vehicles (+20.25% December YoY, 135,286 monthly), achieving simultaneous volume/quality growth. New energy vehicle sales reached 321,795 units (+22.82%), establishing record, validating EV strategy amid competitive intensity. Critical achievement: overseas sales 453,141 units (+43.39%), breaking historical records, demonstrating globalization strategy effectiveness. Haval brand contributed 706,234 annual sales (+27.21% December), establishing 9.46 million cumulative global sales, validating SUV strategy dominance. Tank SUV (231,001 annual, +42.12% growth) emerged fastest-growing luxury segment, validating Tank 700 launch strategy. WEY brand (54,728 annual, +31.55% growth) demonstrated premium positioning viability, especially WEY 07 performance (+214.24% December). Pickup segment maintained foundational stability: GWM Pickup retained 27-year market leadership, maintaining ~50% domestic terminal market share despite overall market maturity. Financial results proved extraordinary: first-three-quarters 2024 revenue RMB 142.254 billion (+19.04% YoY record), net profit RMB 10.429 billion (+108.70%), profit attributable to shareholders RMB 8.374 billion (+119.93%, historic high), establishing average revenue per vehicle RMB 166,600 (+RMB 28,300 YoY remarkable improvement). Cumulative global sales exceeded 14.9 million units through December 2024, establishing permanent competitive position within Chinese automotive industry elite.
International Expansion & European Manufacturing Ambitions
GWM pursued aggressive globalization strategy: exporting vehicles to 170+ countries/regions through 700+ foreign sales channels, targeting 1,000,000 annual overseas sales by 2030. Geographic expansion priorities: established manufacturing presence (Russia, Thailand, Brazil plants operational), strengthened regional positioning (Australia 200,000 cumulative sales 16-year achievement, seventh best-selling brand positioning). August 2025 Brazil plant commissioning marked significant milestone, establishing South American manufacturing capability reducing tariff exposure, enabling regional assembly, supporting ecosystem-based expansion. Critical strategic announcement (November 2025): GWM outlined European manufacturing ambitions—targeting 300,000 annual production capacity by 2029, evaluating locations including Spain/Hungary. This European factory represented transformative strategy addressing weak European market performance (Ora declining 41% year-over-year despite Chinese brand strength), enabling local assembly (reducing import tariffs), establishing genuine European presence competing against established manufacturers. Manufacturing strategy emphasized phased approach: initial component transportation for assembly (reducing upfront capital), subsequent vertical integration, enabling sustainable profitability pathway. Geopolitical/regulatory considerations remained significant: EU tariffs on Chinese EVs (potential 25%+ import duties), labor/logistics cost optimization complex, yet GWM demonstrated conviction toward 1,000,000 annual overseas targets (1,000,000 vs. 453,141 2024 baseline represented 120%+ growth requirement), establishing ambitious 2030 vision.
Challenges & Competitive Positioning
GWM confronted significant competitive challenges: domestic market intensification (BYD volume dominance, XPeng premium positioning, Li Auto EREV specialization), international tariff barriers (EU EV tariffs, ongoing trade tensions), Ora brand execution challenges (market dilution through unprofitable models, ORA Sharing inefficiency), brand perception (challenging Western prestige positioning despite manufacturing excellence), technology gaps (autonomous driving capability vs. Tesla/traditional manufacturers). Yet competitive advantages persisted: vertical integration cost efficiency, established 14.9M+ cumulative sales reputation, brand portfolio addressing comprehensive market segments, manufacturing facility network (Russia/Thailand/Brazil reducing tariff exposure), pickup truck market dominance (foundational profitability), Haval H6 category leadership, Tank 700 luxury positioning validation. Wei Jianjun’s visionary leadership—maintaining consistent strategic vision across 35-year directorship—established organizational culture emphasizing practical excellence, long-term thinking, operational discipline transcending quarterly volatility. GWM’s ability maintaining simultaneous high-volume production (1.23M 2024), profitability growth (profit +108.70%), overseas expansion (453K+ overseas, +43.39%), EV transition (321K+ NEV), validated institutional resilience enabling sustained global competition.
| Brand/Metric | 2024 Performance | Strategic Status |
|---|---|---|
| Total Sales | 1,233,292 vehicles (+20.25%) | Record volume; quality growth |
| Haval SUV | 706,234 units (+27.21%) | Mass-market SUV leader; 9.46M cumulative |
| Tank Luxury SUV | 231,001 units (+42.12%) | Fastest-growing luxury segment |
| New Energy | 321,795 units (+22.82%) | EV record; Ora turnaround strategy |
| Overseas | 453,141 units (+43.39%) | Record internationalization; 1M by 2030 target |
| Net Profit (9M) | RMB 10.429B (+108.70%) | Historic high; quality growth |
41 Years: From Agricultural Workshop to Global Automotive Leader
Great Wall Motors’ 41-year evolution—from 1984 agricultural vehicle workshop foundation through Wei Jianjun’s transformative July 1990 age-26 directorship, 1996 Great Wall Deer pickup market revolution, 1998 privatization/1999 vertical integration strategy, 2003 Hong Kong IPO, 2008/2013 Haval SUV brand establishment, 2011 H6 compact SUV category dominance, 2018+ Tank luxury/ORA electric diversification, 2024 record 1.23 million vehicles/453K+ overseas sales/RMB 10.4B profit—represents emerging market automotive manufacturer establishing permanent global competitive positioning. Wei Jianjun’s foundational philosophy—practical engineering excellence, vertical integration control, cost efficiency, long-term strategic vision—established organizational DNA transcending typical Chinese automaker commoditization pressures. The Haval H6’s extraordinary 103-month market leadership, 4M+ cumulative sales, December 2016 record 80,495 monthly exemplified strategic insight: recognizing accessible premium SUV market opportunity, designing vehicles addressing authentic consumer needs, achieving market dominance through operational excellence rather than luxury heritage positioning.
GWM’s 2024 performance—simultaneous record volume (1.23M), quality improvement (profit +108.70%), overseas expansion (453K, +43.39%), EV transition (321K NEV)—validated strategic portfolio diversification: Haval mass-market accessibility, Tank luxury positioning, WEY premium brand, ORA electric innovation, Pickup foundational profitability. The Tank 700 Hi4-T launch (luxury appointments, advanced technology, off-road capability) demonstrated GWM’s capability designing credible global luxury vehicles, validating Wei’s vision that Chinese automotive manufacturers could achieve worldwide premium positioning through engineering excellence, technology innovation, user-centric design.
Whether GWM successfully achieves 1,000,000 annual overseas sales by 2030, establishes 300,000 European production capacity by 2029, maintains domestic market leadership amid BYD/XPeng competition intensification, executes Ora turnaround strategy, or faces competitive displacement remains fundamental question determining GWM’s next decade. Yet Wei Jianjun’s 35-year strategic leadership—consistent vision emphasizing practical excellence, long-term thinking, organizational discipline—established resilient foundation suggesting continued automotive industry significance. The rural Hebei workshop founder evolved into Chinese automotive industry titan, potentially establishing permanent global automotive significance through manufacturing excellence, product innovation, market understanding, establishing GWM transcending emerging market manufacturer stereotype toward genuine multinational automotive conglomerate capable competing globally across vehicle segments, powertrains, market segments, geographic regions spanning nearly four decades of visionary leadership.
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