摘要
奇瑞汽车在高端品牌的拓展上并不顺利，这提醒国内汽车企业在品牌上要采取更为务实的市场战略。
China's homegrown automobile companies have been seeking ways to join the high-end vehicle maker circle in recent years, escaping the low price, low profit and low-end brand valley. Chery Automobile Corporation Limited (Chery) is one of them. But its attempts to go higher seemed not as effective as expected. From 1997 to 2007, Chery has built up its 300-store sales network with over 200,000 staff, to be the first native auto brands making over one million vehicles on China's market. Since 2005, it has decided to abandon the copy and imitation development model, and shifted to making its own brands with multi-brand strategies. A new brand needs to absorb quality internal resources when planning, and to act with wellprepared marketing activities. Unfortunately, Chery has got on the wrong side. It has not enough experience, resources and mechanism to support a new high-end brand. Nor has it found the correct path to realize its strategies. Its Kylin brand high-end series vehicles are positioned too high and did not make a difference from its former products, thus receiving a cold welcome on the market. Insiders suggest Chery taking a practical method to strengthen its basis and make a clear brand developing path.
