In April 2006, FAW Group’s C301—long shrouded in mystery—finally emerged as the first car model developed independently by the company. According to FAW's expectations, the C301 was not just a product but a statement of intent, aiming to embody the principles of "autonomous scale, independent systems, high-end autonomy, and continuous innovation." This mid-to-high-class sedan, priced between 200,000 and 250,000 yuan, marked a significant shift for Chinese automakers, helping to break the image of domestic brands as low-end or non-mainstream. As the first major self-owned brand launched during the "Eleventh Five-Year Plan," it carried a symbolic mission for China’s automotive industry.
The push for "independent innovation" has been gaining momentum. The government aims to build large automotive enterprises with their own brands and development capabilities. During the 11th Five-Year Plan, major auto groups were expected to develop platform research and development capabilities for their own products. This is one of the most challenging aspects of R&D, requiring control over engines, assemblies, and key components. Experts like Jiang Lei from the China Association of Automotive Engineers emphasize that China's auto industry has the foundation and scale to move forward, and developing its own brands and capabilities should no longer be delayed.
Several domestic automakers have taken different approaches. Dongfeng emphasized its commitment to building its own brand, with over 3,300 engineers working on development. However, its passenger car brand efforts remained less publicized compared to its commercial vehicle brand, "Dongfeng." Changan, known for mini-vehicles, has invested heavily in overseas R&D, including a technology center in Italy. Their engineers have participated in several models, gradually shifting from auxiliary roles to major design and development tasks. A joint venture brand, Landwind, is expected to serve as Changan's mid-range offering.
GAC Group also outlined its goals for independent brand development in its 11th Five-Year Plan, aiming for 1.1 million passenger cars by 2010, with a portion being self-developed. Beijing Hyundai, a subsidiary of Beijing Auto, planned to launch its first self-owned intellectual property car by 2008. Compared to earlier years, mainstream Chinese automakers are showing more commitment to independent innovation.
FAW and SAIC have taken bold steps in this direction. SAIC aimed to produce 600,000 self-branded vehicles by 2010, while FAW targeted 1 million self-owned brand units by the end of the plan period. These ambitious goals required significant investment. For example, the development of the FAW C301 alone cost about 1.02 billion yuan over three years, with 60 prototype vehicles tested.
Unlike Chery and Geely, which focused on low-cost, mass-market models, FAW and SAIC chose a different path: developing high-end brands through global resource integration. SAIC leveraged core technologies from Ssangyong and Rover, while FAW partnered with Mazda for the C301. Despite using some foreign technology, FAW emphasized controlled development and brand ownership, aiming for integrated innovation rather than full originality.
Experts argue that targeting the high-end market may not yield immediate results, but it can significantly benefit long-term brand growth. While domestic brands still struggle with limited added value in the high-end segment, the push for quality and innovation continues.
Recently, Chinese auto brands made waves abroad, with several models unveiled in Belgium, signaling a growing international presence. As China's automotive industry moves toward self-reliance, the journey remains challenging but promising.
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