Without independent innovation, there will be no future of Chinese cars

"Without independent innovation, there would be no Chery, and certainly no future for it," said Yin Tongyao, chairman of Chery Automobile Co., in an interview with reporters. He emphasized the crucial role that self-driven innovation has played in the company’s growth and development. This sentiment also resonates strongly with Geely Automobile. As China’s first private automaker, Geely has built its success on what is known as the “three-self” path: independent innovation, self-development, and owning core intellectual property. When Chery and Geely were just starting out, the global automotive industry had already seen several major restructurings, with large-scale manufacturers dominating the market. Many believed that the car industry was a closed field, with high technical and financial barriers making it nearly impossible for new players to enter. However, both companies defied these assumptions and carved out their own paths. In 2001, Chery launched its first model and sold 28,000 units that year, becoming a surprising success in the industry. That same year, Geely exceeded 20,000 units in production and sales for the first time. By 2005, Chery’s sales hit 185,000, a 118% increase—far above the industry average. Meanwhile, Geely became the first Chinese automaker to participate in five international auto shows, with annual sales expected to reach 140,000, up by over 40%. Although their rise seemed unexpected, the conditions for independent innovation in China’s automotive sector were already in place. Over more than four decades, especially with the rapid growth of joint ventures, China’s auto parts system became increasingly complete. This allowed self-developed companies to access domestic resources at lower costs. Internationally, technology became more accessible, reducing R&D expenses. Domestically, large automotive groups and joint ventures trained a wealth of technical and managerial talent, while many overseas students returned home eager to contribute. This created opportunities for Chery and Geely to attract global talent. At the same time, China’s car market grew rapidly—from 500,000 units in 1998 to 2.31 million in 2004. Private car ownership gradually became the mainstream after 2001, creating strong demand and significant profit potential. Thus, the emergence of independent brands was not only natural but inevitable. While external factors played a role, true success came from within. Chery and Geely demonstrated boldness and efficiency through independent innovation and development. Geely’s chairman, Li Shufu, once said that with its own R&D capabilities, Geely could "cut the cake" in the global automotive market. Technology research and development have always been central to both companies. Their annual R&D investment now accounts for 10% of sales, drawing top talent from both inside and outside China. Chery has technicians making up one-third of its workforce, while Geely boasts four members of the Chinese Academy of Sciences and Engineering, along with 38 doctoral and postdoctoral researchers, and 292 senior engineers. These efforts have led to major breakthroughs. Chery developed China’s first engine brand, marking a breakthrough in high-performance automotive engines. In 2007, Chery’s Engineering Research Institute became the National Ministry of Science and Technology’s first “National Energy Conservation and Environmental Protection Automobile Engineering Research Center.” Geely has also made significant strides, filing 7 invention patents, 30 utility model patents, and 37 design patents, applying for 53 new technologies, and achieving 13 scientific and technological advancements. Its self-developed automatic transmission became the first in China with independent intellectual property rights. Independent innovation not only helped Chery and Geely establish themselves in the domestic market but also gave them the tools to expand globally. They are now key players in China’s auto exports, exporting their own brands and technologies abroad and challenging traditional perceptions of “Made in China.” Currently, Chery can produce 350,000 cars and 400,000 engines annually, while Geely’s capacity stands at 200,000 complete vehicles, 200,000 engines, and 150,000 transmissions. Both companies are now among the mainstream players in China’s automotive industry. And they remain committed to the path of independent innovation. Li Shufu, chairman of Geely Group, confidently told reporters: “We want Geely to travel all over the world, not let cars from all over the world run through China.” By Jiang Fan

Stainless Steel Products

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The core advantage of stainless steel products lies in their outstanding corrosion resistance. Stainless steel contains alloying elements such as chromium and nickel. These elements form a dense oxide film on the surface of the steel, which can effectively prevent the invasion of oxygen, moisture and other corrosive media. Whether in a damp bathroom environment, an industrial workshop filled with chemicals, or a Marine climate shrouded in salt spray, stainless steel products can remain intact for a long time without rusting or corroding, significantly extending their service life and reducing the costs of replacement and maintenance.

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Stainless steel products, with their outstanding corrosion resistance, high strength, elegant appearance, hygiene and safety, environmental friendliness and many other advantages, have become indispensable important materials in modern society. Whether it is to enhance our quality of life in daily life or to promote technological progress and economic development in the industrial field, stainless steel products play a crucial role. Choosing stainless steel products means choosing quality, choosing reliability and choosing the future.

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