Wei Jianjun in Europe: what does GWM still need to learn?

According to an itinerary report published on September 12, Wei Jianjun began a roughly week-long European visit in Italy, covering Italy, Germany, Belgium and Spain. He visited European automakers, spoke with GWM’s local teams, suppliers and dealers, and test-drove the ORA 5 and WEY Gaoshan 7 in Italy.^[1]

The activities spanned products, distribution and industrial technology. A visit is not a signed partnership, and a test drive does not establish local certification or commercial success. Product praise in the report reflects corporate and promotional messaging and should be distinguished from independent evaluation.

First: entering Europe is different from staying there

This is not GWM’s first European initiative. In 2021, it displayed WEY and ORA models at the Munich motor show, bringing its new-energy products to European audiences.^[2] Against that history, the more useful question about the chairman’s meetings with local teams and dealers is whether sales and service can keep functioning after a launch.

My judgment is that the challenge changes with the stage of expansion. First comes getting cars into the market; then come repairs, spare parts, resale values and dealer profitability. Even an attractive product can lose a purchase if the customer doubts that service will still be available several years later.

Second: localization must address actual use

A strong Chinese specification sheet does not automatically translate into reasons for a European customer to buy. Highway noise and stability, navigation and language support, and parking convenience must be tested locally. Roads, habits and powertrain preferences also differ across European countries.

The report describes Wei experiencing the vehicles on local roads.^[1] Such firsthand feedback is valuable, but the bigger issue is whether it enters the development process: who makes changes, by when, and how they are validated. A chairman’s test drive is an action; a reliable improvement process is an organizational capability.

Third: moving upmarket requires credibility beyond the car

Visits to European performance and luxury automakers prompted discussion about GWM’s premium ambitions. These exchanges did not begin with this trip: GWM’s website says BMW’s management team visited GWM for technical exchanges and inspections in April 2026.^[3]

My interpretation is that these exchanges can help a company learn about manufacturing and product development. But touring a factory does not automatically create a brand premium. Customers’ willingness to pay also reflects long-term quality, delivery on service promises and used-car performance. Those require years of accumulation.

For GWM, the opportunity is to give overseas demand more influence over headquarters’ decisions. If research becomes clear commitments on models, parts and distribution, European teams will find execution easier. Conversely, adding models without expanding service capability increases operating complexity.

For partners, sustained investment is more convincing than a visit. Dealers invest in showrooms, staff and inventory based on expectations about supply, aftersales support and the brand’s commitment. Senior visits signal attention; follow-through builds confidence.

For Chinese automakers, this is a way to assess the quality of overseas expansion. Beyond export volumes, compare local retail sales, aftersales waiting times and dealer health. Overseas growth has a durable foundation only when customers want to buy and dealers want to continue operating.

• Do the products really fit? Which countries launch each model, and do price, powertrain and local usability match the intended customer?
• Can service keep up? Do repair coverage, parts supply and issue resolution expand alongside sales, rather than merely the showroom count?
• Is growth sustainable? Track registrations, inventory and dealer feedback, distinguishing wholesale shipments from end-customer demand.

The value of this trip will be tested after the return home. Concrete investment, product changes and service improvements will say more about GWM’s European prospects than the list of companies visited.