In the vast stars of the automobile market, jeda used to write more than 4 million sales myths on the chinese market, using his pristine and durable accents and radiant rings. However, with the changing times and the wave of electric waves, this former star is dimming and facing unprecedented survival challenges。
In 1991, the first nationally produced jedda slowed down the production line in a steaming mass factory, marking the official entry of this model into the chinese market. For many years, jedda has become not only a proxy for domestic cars, but also a symbol of the moral qualities of consumers. However, everything seems to have changed since the independence of the jedda brand in 2019。
At the beginning of independence, jeda was placed in high hopes, and mass groups sought to further deepen their localization strategies through low-cost, high-value products covering a wider group of consumers. However, reality is much more cruel than idealism. After removing popular brand endorsement, jedda had to face up to the challenge of rebranding brands. Although popular groups claimed that the move was aimed at “expanding market coverage”, the loss of fast-track traffic and the decline in sales continued, with only 120,000 finals sold throughout the year in 2024, a decline of 25. 9 per cent over the same period。
On 5 september, jedda vs8 was officially placed on the market with a single fuel medium-sized suv, with a total of three car types and a sale price range of $959,000-10. 99 million. Jedda vs8 is on the market as a first for the new management of the popular jedda brand. A new 20-day tour, with the participation of the secretary-general of the party of the people's chengdu branch, the chief executive officer of the jeda brand and chengdu division, and the director-general of the teda brand sales department, yang xian, to complete the premiere with the help of the jeda vs8。
His management style and decision-making will affect the future of gedda, which will require time to observe. But his previous experience shows that he is capable of leading the team to meet the challenge. The automobile industry is changing rapidly, and competitiveness can only be sustained through continuous adaptation and innovation。
In the area of new energy sources, the pace of the transformation of gedda is particularly slow. When china’s new energy car penetration rate exceeded 50 per cent in 2024, jeda’s first new energy model, according to the high emancipation, would not be available until 2026, and it was not until 2028 that it was planned to complete the layout of four entry-level new energy models. This lag has not only led to the loss of a valuable market window period, but has put jedda at a great disadvantage in future competition。
At the same time, autonomous brands have emerged rapidly with the electric transformation, with the biyadi qin plus, gillidehau and others creating a crushing advantage between 100,000 yuan. By contrast, the jedda main fuel vehicle vs7 priced $998,000, which is more expensive than the popular rush after the terminal concessions, and is in an awkward position of being “more expensive than the public and less autonomous”. If the electric vehicle model does not achieve significant cost optimization, it will be difficult to establish itself in the 100,000-dollar market。
The dilution of brand values is another major challenge facing gedda. Market research shows that young users between the ages of 18 and 35 are less aware of the gedda brand than they thought. In the wave of intelligent, electricized waves, fast-track products are slow to evolve, the design language is old and the ability to communicate with young consumers is almost lost. “the constant shape and power, combined with the almost exhausted brand value of the fuel truck age, has gradually lost its attractiveness in the market.” this was assessed by an industry that had long observed the joint fuel car market。
The plight of jedda is in fact a concentration of deep-seated contradictions in the localization model of the joint venture brand. It is difficult to have both branding and market size. The post-independence jedda, which appears to be in light, is in the middle of a long road. The popular group's position on jeda has been contradictory: they want to fight independently without being willing to invest in sophisticated technology; they want to hold down the market, and they don't want to let it drag down the high-end process of master branding。
Today, jeda ushered in its second “independence upgrade”, which brought the chengdu economic technology development zone as a new partner, creating a new model of tripartite cooperation between “people's technology, one-size-fits-all, local capital”. While the establishment of the new company has provided some flexibility in decision-making, there may be differences in strategic objectives among the three shareholders (the public, the capital, the chengdu region), which may lead to the fragmentation of resources and slow down technological fallout. In addition, it would be an inescapable fate for jedda to completely lose the transformation window in the age of electricization if it did not restore its brand image and create a user reputation。
From glory to the brink, the path to the fall of jedda is breathtaking. The future of jedda is fraught with uncertainty, with the double impact of autonomous brand rises and electric transformations. It will take time to give an answer to whether this war of survival, jeda, will be reborn. In any case, however, the boom and collapse of jedda will be a profound lesson for the transition of traditional joint venture brands in the new energy age。
