УДК 339
DOI: 10.36871/ek.up.p.r.2025.12.08.009

Авторы

Liu Feng,
Peoples’ Friendship University of Russia (RUDN University)

Аннотация

The Russian automotive market presents a strategic paradox for Chery Automobile: while it has achieved remarkable growth in market share (surpassing 10% in 2024 [1]), this expansion has not translated into proportional long-term profitability. This study argues that the core cause lies in a “scale-first” strategy that overlooks three interwoven barriers in Russia’s post‑2022 automotive ecosystem: regulatory localization gaps, supply chain vulnerability, and value chain incompleteness. By deconstructing these three core pillars, this research constructs a “Profit-Oriented Deep Integration” framework. The key proposition is that in Russia’s current “sovereign automotive market” [19], Chery’s transition from “volume leader” to “profit leader” requires prioritizing infrastructure investment over sales expansion. Mandatory compliance with industrial localization laws (Decree 2089), deep integration with local supply chains (GAZ cooperation), and the construction of a localized after-sales service system are identified as non-negotiable prerequisites. This framework (Phase 1: Regulatory & Supply Chain Foundation; Phase 2: Product & Service Localization; Phase 3: Brand Value Enhancement) is validated through a comparative analysis of Chery’s partial success with the Tiggo series and its marginal profitability with the Arrizo line, providing a actionable path for profitability improvement.

Ключевые слова

Chery Automobile, Russian Automotive Market, Profitability Strategy, Supply Chain Localization, Regulatory Compliance, International Market Entry

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