Chinese Brand Definition Qi means "special"; Rui means "good luck and good fortune", which means "good luck and good fortune".
English Brand Interpretation
CHERY is the English word CHEERY (Chinese meaning "cheerfully, happily") minus an "E", which expresses the idea of the enterprise's efforts to pursue the status quo. The idea is to express the enterprise's endeavor to pursue and never be satisfied with the status quo.
Interpretation of Chery logo
The whole logo is an artistic distortion of the English letter CAC;
CAC is the abbreviation of CHERY AUTOMOBILE CORPORATION LIMITED, which means Chery Automobile Company Limited in Chinese;
The middle A of the logo is a variant of the word "human". The "human" character in the middle A of the logo is a variant of the word "human", signifying the company's people-oriented business philosophy;
The C character on both sides of the logo surrounds upward, just like the two arms of a human being, symbolizing a kind of unity and strength, and surrounds an ellipse of the earth; the middle A extends upward in the break above the ellipse, signifying Chery's unlimited development, unlimited potential, and unlimited pursuit;
The logo is also a variation of the Chinese character "human", which is a variation of the Chinese character "human". Infinite;
The whole logo is the cross-deformation design of the two letters W and H, for the "Wuhu" word of the Hanyu Pinyin vowel, indicating that the company's production and manufacturing in the city of Wuhu, Wuhu, Wuhu, the local government wants to do automotive projects for a long time. In 1992-1993 economic overheating period, Wuhu, a village-run factories knocking hundreds of cars a year, is more than one hundred million dollars of output value. This phenomenon attracted the attention of the local government leaders who suffered from economic backwardness, which gave rise to the idea of doing automobile. The original plan was to cooperate with FAW, but found that the other party did not put themselves in the eyes, and finally decided to do it themselves. Looking back at history, the biggest driving force behind the evolution of the Wuhu automobile project into a self-developed enterprise came from ignorance (thinking of the difficulties of doing automobiles in a simpler way), but the ignorant have no fear. Today's Chery leaders have long since ceased to be ignorant, but the spirit of fearlessness has gone deep into the organizational DNA of the company and continues to flourish.
Introduction
As early as January 1995, during a study tour of the European automotive industry, it was learned that an engine production line at Ford of Britain was for sale, and the Anhui Wuhu leaders seized the opportunity to put the project into operation. Due to national policy restrictions on the car project can only be carried out in secret, so the project started to take the internal code name for the "951 project" (that is, during the Ninth Five-Year Plan of the Anhui Province, the number one project), publicly known as the "Anhui Automotive Parts and Accessory Systems Industry Corporation (Preparatory Office)", the external has always maintained a low-profile. From this mysterious code name can be seen, Anhui Province, the project must be secretly given support.
Corporate history
It's not easy to find talent for cars in an economically backward area like Wuhu, where a delegation found a hometown boy named Yin Tongyao during a visit to FAW in 1995. Yin graduated from Hefei University of Technology in 1983, majoring in automotive engineering, and then worked at FAW for 12 and a half years, served as workshop director of FAW Volkswagen, and was elected FAW's "Ten Outstanding Young People," which made him famous at FAW. After discovering this talented person with geographical relationship, Wuhu side pestered Yin to come back to Wuhu to preside over the automobile project. Touched by the sincerity of the other party, Yin finally accepted the invitation. When Yin arrived in Wuhu to set up the team, the entire project **** 8 people, and later to "eight diamonds," the name included in the history of Chery." The core team after the "Eight Vajra" was a group of more than 50 people gathered by 1997. Among them, Lu, the minister of the body department, and Dagao, the project manager of the Oriental Son, were Yin Tongyao's classmates at Hefei University of Technology, and were "tricked" by Yin. Mr. Lu used to work for Ankai Bus Company in Anhui Province, and Yin found him first. The two of them counted on their fingers to see who among their classmates was still doing technical work, and remembered Dagao, who had been working at Shijiazhuang Automobile Manufacturing Plant. They remember Yin Tongyao standing in a grassy clearing, excitedly telling them where the engine plant was, where the R&D center was, and where the assembly plant was,......, although these were all still big cakes drawn out of thin air. As Dagao said, the biggest attraction to Chery is the ability to work on your own car. What impressed him was not the big pie Yin Tongyao drew on the wasteland, but the model of the Chery prototype he saw when he was led into the shed. He was so impressed that he joined the team, which at the time numbered just over 50. QQ's project manager, Xiao Gao, a recent master's degree graduate from Hefei University of Technology majoring in automobiles in 1997, was spotted by Yin Tongyao at a job fair, and was persuaded to join Chery. Using his contacts at FAW, Yin Tongyao also enlisted the help of some FAW people. More than 100 people from FAW are said to be working for Chery today.
In 1996, Project 951 bought Ford's engine technology and a production line for 25 million dollars. At first, the British side sent more than 20 people to assist in the installation, but these people lazily did not work, and at night they also drink and make trouble. Yin Tongyao simply let the British go home early, and at the same time, they did not complete the task according to the agreement on the grounds of withholding 4 million U.S. dollars in payment. He drove the British away and then did it himself. When the production line was fully installed, the 4 million dollars withheld had not been spent.
Since then, Chery provided resume is: Chery Automobile Company in March 1997 in the Wuhu Economic Development Zone, more than 800,000 square meters of land groundbreaking; by the Anhui Provincial Government and Wuhu Municipal Government under the five companies **** with the investment, the registered capital of 1.752 billion yuan of Anhui Automobile Components Industry Company was formally established at the same time; in October of the same year, the engine plant ( The engine plant (construction area of 75,600 square meters) was completed and put into use; after 13 and a half months of installation and debugging, in May 1999 the first engine off the production line and a successful ignition; in September 1999, the CAC478/480 engine one-time through the product identification.
This report may conceal two facts. First, the investor of this project might not have been able to shell out so much money at that time. Because the national industrial policy at the time requires new automotive enterprises to rely on large groups, this new enterprise from Wuhu, Anhui Province, has enough incentive to put themselves to the big, so as not to be seen by the big groups; in addition, the industrial policy of the automotive project investment threshold is also a restriction on the investment less than 1.5 billion yuan will not let on. Secondly, Chery people introduce the company's history will always say: the project started just want to produce automobile engines, but on the engine, we have to look for the market, so naturally into the car manufacturing. In fact, from all angles of analysis are enough to determine that the "951 project" goal from the beginning is to manufacture the car, on the engine project is to build the car. So at that time in the implementation of the engine project at the same time, the vehicle project has also been launched.
In fact, Chery's first sedan began planning in 1995. This model (i.e., the Fengyun) was modeled after the chassis of the Jetta sedan. Yin Tongyao worked on the Jetta at FAW-Volkswagen and knew the chassis technology of the Jetta like the back of his hand. The body was also designed on the basis of imitation, and then a Taiwanese mold maker, Fuzhen, was asked to develop the molds, and Chery asked a retired FAW veteran engineer to go to Taiwan to monitor the mold development process. When the mold test pressed out the first unpainted white body, the old engineer for the manufacture of Chinese cars and again on the spot tears.
Also in the prototype car out before March 1998, Anhui Auto Parts Industry Company's vehicle factory (including stamping, welding, painting, assembly four major production lines) construction project has begun (see "951 project" to build a car is a long time to plan). 1999 December, Anhui Auto Parts Industry Company's first car off the line. 2000, Anhui Auto Parts Co. Ltd. produced more than 2,000 cars. In order for the company, which had no license to produce cars, to survive, Chery cars were designated and licensed for use as cabs in Wuhu with the help of the governments of Anhui province and Wuhu city.
But the cars built by Chery, whether or not they met safety standards, were not legal because they did not make it onto the national catalog and were required by state authorities to stop production. After much effort, and under the coordination of the State Economic and Trade Commission, Chery conducted negotiations to join SAIC. It was an unequal negotiation, because the bottom card held by SAIC was Chery's life and death card: no account without joining SAIC. In the end, Chery agreed to transfer 350.4 million yuan of assets (20% of the registered capital) to SAIC for free, but Chery put forward the "four noes" principle, that is, not to invest, not to participate in the management of the company, not to bear the risk and not to share the dividends. In fact, there are a lot of reverse get "not", such as SAIC's sales network Chery can not be used; SAIC management experience Chery can not learn ...... Obviously, SAIC at that time did not put Chery in the eyes.
In January 2001, Anhui Auto Parts Co., Ltd. officially changed its name to SAIC Chery. Chery sedan also got above the National Machinery Bureau was withdrawn before the last published vehicle production management directory, access to the long-awaited "7 words" directory. From then on, all Chery models had the "SAIC Chery" logo on the upper left corner of the rear, leading many car buyers to think that they were cars made in Shanghai. The "SAIC Chery" logo has given the new company a good image in the market, which is the biggest benefit Chery has gained from joining SAIC.
Chery's "Fengyun" could indeed be described as a "shocking launch".
Chery's "Fengyun" can indeed be said to be a "shock". It is a generous three-box sedan with a 1.6-liter engine, and Santana, Jetta and Fukang "old three" belong to the same class, but the price is lower than 1/3, in the market, the first time the response was enthusiastic. 2001 full-year sales of Chery sedan 28,000 vehicles, sales of more than 2 billion. 2002, Chery sedan sales of 50,000 vehicles, sales of more than 4 billion yuan.
Because the "Fengyun" car immediately opened up the market, so Chery quickly embarked on the track of mass production. Chery was able to do so because it took advantage of a supporting system that had already been developed in China for the localization of imported models. Some rumors in the media said that Chery "adopted" the Volkswagen parts supply system, angry with the Volkswagen. This is not accurate. In fact, the reason Chery was caught by Volkswagen is that in the early Chery cars once appeared in the Volkswagen marked parts. This is not an intentional infringement of VW's intellectual property rights, but only the management of the supporting system was not yet perfect when it was first introduced.
Company status
Chery really had a shocking impact on China's auto market is the 2003 launch of three new models, namely QQ, the son of the Orient and Qiyun. January 17, 2004, the Beijing Asian Games Village car market in Beijing in 2003 announced the top ten best-selling models in the Beijing market (for the year in the Asian market sales of ***859 models ranked according to the sales volume, so the elected are by consumers with the same name, but with the same name, so that they are all the same. (The 859 models sold in the Asian market that year were ranked according to sales volume, so the winners were selected by consumers with "monetary votes"), Geely Meiji and Chery QQ were both selected. According to a report in the following day's Beijing Times, "The most outstanding performer among the top 10 best-selling models was the Chery QQ, which was listed for sale in Beijing for only four months from September last year to the end of the year, but managed to squeeze into the top 10, making its performance very impressive.
The Dfangzhizi, which also went on sale in June, also won applause, and in January 2004, after more than 50,000 readers and netizens voted for it, the Dfangzhizi was ranked among the top 10 favorite family cars in 2003 by the Beijing Morning Post.
In fact, when the Fengyun was first put into mass production, Chery began planning new models. A new company that launched three new models less than three years after its first model in 2000: why was Chery's technological capability able to improve so quickly? It turns out that the three new models Chery launched in 2003 were technically developed by an elite unit from FAW.
At the end of 2000, more than a dozen R&D engineers from FAW's technology center were thinking of leaving, and the immediate trigger was FAW's determination to go down the road of joint ventures, with the intention of withdrawing its technology center. But these people were struggling to find a place to go, because it's hard to find an automaker in China that wants to develop on its own. Chery later learned of this and invited them to join them; in July 2001, the first group of people arrived in Wuhu, Anhui Province; in August, all 11-12 people who planned to leave arrived in Wuhu. After this group of people settled down, they have been dispersed out of the original FAW Technology Center of about ten colleagues back. As a result, an automotive development team of more than 20 people was formed. The reason why it is called "team", because these technicians are not only on an individual basis is a group of strong soldiers, is the backbone of the FAW Technology Center to develop cars, and they have been a long time **** thing, together with the product, so they not only each have their own strengths, but also has a team of the necessary tacit understanding and cooperation. Regardless of the level of individuality, it takes years of cooperation to forge such a team. In fact, many of them were trained in France and are the backbone of FAW's technical center in the field of car development.
Why did this elite force leave FAW? According to one of the team's leaders, a 1993 graduate of Tsinghua University's Department of Automotive Engineering, the most fundamental reason is "the state-owned enterprises' indifference to technicians. He cited the following reasons: (1) The leaders of SOEs, who were eager for quick success and quick profit, had eyes only for foreign technology and did not consider their own technicians valuable, so the motivation of the technicians was not brought into full play. (2) SOEs do not respect the opinions of technicians. Automobile is a product with very complex technology, and technicians must be respected in the development stage; however, SOEs are the will of the chief, and leaders often do not consider technical feasibility in decision-making. (3) Corruption is common in SOEs. Drawings need to be improved round by round to make progress, but suppliers are always looking for leaders to approve notes to let parts that do not meet quality pass; technicians working on defective parts can only get worse and worse. (4) There are always a group of idle people in the state-owned enterprises who do not work, and only make snide remarks to make the people who work frustrated. The final result of these factors is that everyone has lost confidence in independent development. The reason for this was the uninspiring atmosphere that prevailed year after year. As the only director under the age of 30 (28) on the FAW R&D team at the time, he says excitedly, "When I was 30, I could see what I was going to be like when I was 40 and 50."
The team was tasked with designing a new model for Chery soon after it was formed. They then worked hard for more than eight months to design the Dongfang Zhizi and QQ. the reason for the speed of development was that these technicians were holding their breath, so there were no holidays, and they worked every day in addition to sleeping and eating. One designer once set a record of 48 consecutive hours without sleep. After completing the design of the Dongfang Zhizi and QQ, the team improved on the basis of the "Fengyun" and designed the "Qiyun". They also designed Chery's first SUV, the T-11, which will be introduced to the market in 2004, as well as another modification of the A-series car.
In April 2003, the entire team had dinner together to celebrate the successful design and trial production of the new model. While the wine was still flowing, a question was posed to the group: If we were still at FAW, and with the same group of people, would we have been able to produce two models of the car? In the end, we all agreed that we couldn't! After they left, FAW's original ability to develop its own cars basically ceased to exist. So, was FAW distressed by their departure? Did it stop them from leaving? This fact proves that as long as the independent development is not carried out, design engineers are worthless, both for foreign and Chinese companies.
As the team leader candidly confessed, "We are forever grateful to Chery. Because Chery gave us a chance to prove ourselves when the leaders of our original organization didn't think we could. When all the drawings are made, others do not know whether it is good or bad, even we ourselves do not dare to fully guarantee, and Chery at such a juncture will dare to invest hundreds of millions of dollars to put the product design into practice." A self-developed enterprise gives a group of Chinese technicians the opportunity to prove their worth, and this group of technicians for the enterprise to design a "shock to market" products. Obviously, the self-development enterprise and local R & D engineers are connected by blood, and each is the cause and effect of the other.
It's important to note that this team did not join Chery organizationally, but rather set up a company specializing in automotive design with Chery, Jiajing Technology Ltd. (Chery owns two-thirds of the shares, with the rest held by people from FAW). The reason was not Chery, but the people from FAW were afraid of meeting the second "FAW", so they chose to keep their relative independence. By the end of 2003, Jiajing's technical staff had grown to 60, with the majority of the new staff being university graduates. Although Jiajing's main task is to develop products for Chery, it could theoretically develop into a professional design company.
One challenge for Chery is to develop its own development team. Indeed, Chery has already begun to form an automotive research institute, with a 250 million yuan investment in the first phase and an eventual plan to invest 1-1.5 billion yuan. The institute already has a team of 500 people and hopes to grow to 1,000 in the near future. According to the company's plan, the institute will reach 3,000 people by 2006, and the final scale will reach 5,000 people. Although the institute is located in Wuhu, it plans to set up branches in Beijing and Shanghai in the future, and eventually set up its branches abroad. The current director is Dr. Xu Min, who returned from the U.S. (he was a senior engineer and engine expert at GM and Ford). Currently, Chery's vice president of human resources has more than 200 job applications from Chinese students studying in the United States in his hands. Why do they choose Chery over joint ventures? It's because these senior talents can only find a place in a company that conducts product development.
In order to learn product development techniques, Chery is now also taking the road of international cooperation and development, and it is very strong. Chery has commissioned Italian and German design firms to develop new models and has made it clear that it wants to develop them jointly. To this end, Chery has sent dozens of its own technicians to participate in the development work. In Chery's strategic vision, international cooperation is the second stage of its development of independent development capability (with the development of the existing four models as the first stage); the third stage is to design their own smaller, lower-grade products, and then climb up to designing higher-end products; and finally, to fully achieve independent development in the fourth stage. The whole transition takes 3-5 years.
Because of the importance of mastering the engine, Chery launched a program that shocked China's auto industry: in 2002-2003, it commissioned Austria's AVL to design 18 engines from 0.8 to 4.2 liters, all of which meet Euro 4 emission standards; accordingly, the engine parts of the Chery Automobile Research Institute in December 2003 had already established a technical team of as many as 200 people. Chery Automobile Research Institute engine components by December 2003 has established a technical team of up to 200 people. These engines are being tested on the 10 world-class engine test benches owned by Chery, and are ready to be gradually used in Chery's models from 2004 onwards. Meanwhile, Chery has established a mold company in a joint venture with Taiwan's Fuzhen Corporation to gradually master mold-making technology. Chery's engine and mold plans are a precursor to its rapid growth. Chery can be expected to increase the number of its models in 3-5 years, and its technology level will also improve dramatically.
Chery continued to soar in 2003, selling 90,367 cars for the year, with sales that should be at least 8 billion yuan. Chery is effectively a state-owned enterprise invested in by the local government and will not be pressured by short-term demands for returns. In addition, the Anhui provincial government is said to have facilitated the signing of huge credit-guaranteed loans by Agricultural Bank of China, Everbright Bank and Industrial and Commercial Bank of China with Chery. In terms of profitability, Chery cut into the market models than Hafei and Geely grade are high, profitability should be significantly more than Hafei and Geely. In such relatively favorable conditions, Chery's fate depends more on progress in product development, production management and marketing.
Although Chery should also be regarded as a reckless, but its leaders are from large state-owned enterprises, in production and management from the beginning of a more standardized, so that the enterprise will soon form a clear short, medium and long a variety of different goals, and there are molded enterprise system arrangements to ensure that these goals can be achieved.
Chery's total number of employees was more than 2,700 in October 2001, more than 4,000 at the end of 2002, and increased to more than 9,000 at the end of 2003, with an average age of 23 and no retirees. Turning this young workforce into a well-trained labor force is a major challenge for Chery (as you can see, workers on Chery's assembly lines are now not as well-trained as those on FAW-Volkswagen's assembly lines), but there are no traditional drawbacks of state-owned enterprises to hamper Chery's efforts.
Although state-owned, Chery's system is entirely new. From the general manager down to every ordinary worker, all of Chery's employees are on contract, and those founding fathers can only sign five-year contracts with the company. The company has no logistics system, cadres and employees to solve their own housing. The company's decision-making system is highly centralized, and orders are forbidden.
In Chery, you can feel that this is a desperate enterprise, especially the top management, there is no holiday. The story of Yin Tongyao lying in the hospital with a drip while directing production after falling ill is a well-known story in Chery. In the words of Chery people praising themselves, "Chery has a group of desperate leaders, a group of dedicated experts, and a team of employees who are willing to learn". And, to paraphrase a phrase that's often on the lips of everyone from Chery's top managers to its engineers, it's the ability to "build your own car" that gives the company its spirit of struggle.
Although still only a new company, Chery has been upgrading its management and technical equipment to a high level: in May 2002, it became the first company in China to succeed in a side-impact crash test; in September, it became China's first vehicle maker to pass the ISO/TS16949 international standard; and in October, it went live with an ERP project that had been carefully prepared for nearly a year. Chery has one of the five most advanced painting lines in the world, with an investment of 700 million RMB, which was introduced from DURR, the most famous professional manufacturer in Germany. It is said that there are only five production lines in the world, three of which are located in Europe: two for Volkswagen and one for BMW; two are located in Asia: one for Shanghai Volkswagen, and the second one is located in Chery.
Corporate Advantage
Chery's example also clearly shows why independent development is not a closed shop, but a more effective way to utilize international resources.
First, compared with those joint ventures, Chery is the one that counts as global sourcing, because it doesn't have to look at any foreign parties. In terms of engines, the Fengyun uses a homegrown engine, the QQ uses a Chinese Dong'an engine, the Orient Son uses a Mitsubishi engine, and the Qiyun uses a BMW-Chrysler engine. However, Chery has design validation rights for all vehicles of its own design, so no matter what parts are sourced, from the Fengyun to the QQ, the Son of the Orient, and the Qiyun, they are all Chinese cars.
Second, Chery employs more than 20 foreign technicians and managers (including Germans, Japanese and Koreans). One of the production lines at Chery's assembly plant is called the Shinji Terada line (the assembly line for the Son of the Orient), and the chief of this line is a Japanese manager formerly from Mitsubishi who has now become a member of Chery and has been brought in to help Chery improve its on-site management.
Third, Chery has gone international more than any other Chinese automaker (including joint ventures). Chery exported its first cars to Syria in October 2001, just one year after its official launch. By the end of December 2003, Chery had exported 14 batches totaling more than 1,000 cars, including Feng Yun, Qiyun, Dongfang Zhizi, and QQ. Although the total number was not large, it accounted for 90% of China's total car exports that year. According to a Jan. 19, 2004 Xinhua report, Jin Yibo, general manager of Chery's sales company, revealed that Chery plans to export 10,000 vehicles in 2004, and by Jan. 18 had signed an export agreement for more than 7,000 vehicles, in addition to the traditional Middle East, Chery cars will be exported for the first time to South and Central America in large quantities.
In particular, Chery actually created China's first export automobile assembly plant record. From July 2001, after each other 9 site visits, Chery and Iran SKT company in 2001 at the end of the two sides to establish a cooperative relationship. SKT company is the Iranian two automobile manufacturers of the main parts and components supporting manufacturers, in recent years, gradually to the development of the vehicle industry. After more than a year of approval, audit, this project in the end of 2002 to obtain the Iranian government's production and sales license, but also nearly 20 years the Iranian government's first approved the construction of the vehicle project. After that, Chery and SKT signed a contract in February 2003, by Chery to provide technology transfer and plant design, in Mashhad Province in northeastern Iran for SKT to establish an automobile assembly plant, including stamping, welding, painting, assembly four major processes, the first phase of the project design capacity of 30,000 units. November 26, 2003, Chery and SKT formally signed an agreement on the purchase of equipment and CKD parts in Wuhu. equipment and CKD parts purchasing agreement in Wuhu. According to the agreement, it is expected that by June 2004, Chery will export CKD parts to Iran for assembly, mainly producing Chery A11 models (i.e., Fengyun series) and subsequent improvements. It is worth mentioning that this complete assembly plant exported by Chery is dominated by Chinese domestic equipment. Following the successful implementation of the project to build a factory in Iran, Chery will also build factories in Venezuela and Pakistan on a CKD basis.
-According to the sales data of national passenger car brands in March 2007, Chery total*** occupies five first positions: Chery jumped to the first place in March sales with 44,568 units, surpassing Shanghai General Motors and Shanghai Volkswagen, FAW-Volkswagen, and became the largest passenger car enterprise in sales among all Chinese car enterprises; at the same time, Chery exported 10,019 cars in March, creating a record for a single domestic passenger car enterprise. At the same time, Chery exported 1,019 cars in March, creating the largest single-month export of domestic passenger car enterprises; in the SUV segment, Chery's total sales of 5,321 units in March, becoming the champion of domestic SUV sales, and SUV single-month sales to an unprecedented height; in the intermediate sedan market, the A5 and Oriental Son in March with a total of 12,647 sales made Chery ranked the first in intermediate sales of independent enterprises, of which the A5 ranked first among independent enterprises in sales of 10,577 units, and the A5 ranked first among independent enterprises in sales of 1,577 units. 10,577 sales ranked in the independent brand intermediate car single product sales champion; in the mini-sedan market, QQ series in March with 15,294 sales make Chery become China's largest sales of micro-sedan enterprise. Because of Chery's eye-catching changes, just past March is also an important domestic passenger car sales "watershed". Because the change signals that local passenger car brands are likely to regularly "upend" the sales rankings that joint venture passenger car brands are used to in the future.
Why is Chery, which was born just a few years ago, more courageous than those long-term state-protected "big groups" and "large backbone enterprises" in utilizing international resources, exporting more complete vehicles and even exporting automotive OEMs and CKD parts? Is because Chery is independent development. This is the only variable that distinguishes the two destinies.
Chery 2007
Chery Automobile 2007 cumulative sales of 381,000 units, compared with the beginning of the year the development of 393,000 units of the sales target difference of about 12,000 units, the annual task completion rate of 97%, close to the annual target; sales compared to 2006, a net increase of 76,000 units, an increase of 24.8%, which doubled the sales of the overseas market, surging 132%. 132%. Chery Automobile's 2005 target of 138,000 units, sales of 189,000 units, the completion rate of 137%; 2006 target of 281,000 units, the actual completion of 305,000 units, the completion rate of 109%; 2007 completion rate of 97%. In the four quarters of 2007, Chery first-quarter sales of 103,000 units, accounting for 27.1% of the year; 104,000 units in the second quarter, accounting for 27.3% of the year; in the relatively low season of the third quarter sales of 93,000 units, accounting for 24.5% of the year; and in the industry's peak season in the fourth quarter sales of 81,000 units, accounting for 21.2% of the year.