Introduction

To boost sales, channels must come first.

Recently, Zeekr has been a focal point in the automotive industry, first with various internal reorganizations and then with adjustments in sales leadership, where Geely veteran Lin Jie was appointed to address the crisis.

On May 7, Geely announced the privatization of Zeekr, fully integrating it into its Hong Kong-listed company, with plans to delist from the US stock market. Coupled with news of Zeekr's sales pressure, it has become a hot topic for discussion both within and outside the industry.

Now, Zeekr's innovative actions continue as the company's sales channels are set to undergo another transformation.

On May 9, Auto News learned from Zeekr sources that the company will introduce a partnership model (agency system) in lower-tier markets and inefficient channels, with stores continuing to use the Zeekr Home name. This will create a new strategic approach of "direct sales as the mainstay, supplemented by a partnership model," penetrating and reinforcing lower-tier markets to enhance channel development.

This is Lin Jie's first major move after taking over sales responsibilities at Zeekr, leveraging the advantages of the Link&Co brand to deeply empower Zeekr's expansion into lower-tier markets and enhance its sales capabilities. It is expected to change the relatively sluggish sales performance of Zeekr in the first four months of this year, injecting new vitality into Zeekr's continued consolidation of its system capabilities and future development.

01 The Prescription of a Veteran

At the beginning of May, an internal notice from Zeekr Technology Group shook the automotive industry: Lin Jie, General Manager of Sales at Link&Co, was appointed as the head of domestic marketing for the Zeekr brand, taking full charge of brand marketing, user growth, and delivery systems. At the four-year transformation juncture of Zeekr's establishment, Lin Jie's appointment can be seen as an organizational deployment prioritizing pragmatism, reassuring Zeekr's entire system and future development amidst the current turbulent internal and external environment.

As a Geely veteran, Lin Jie has extensive knowledge of the frontline automotive market and users, having overseen sales in motorcycle companies, regional sales in automotive sales companies, and after-sales, service, and network management at Geely Automobile.

In 2012, Lin Jie was promoted to Executive Deputy General Manager of Geely Automobile Sales Company. In October 2014, he officially took charge of Zhejiang Geely Holding Group Automobile Sales Co., Ltd., and has since been responsible for Geely Automobile's sales, including shifting his focus to the Link&Co mid-to-high-end brand after 2016. With 30 years of industry experience since joining Geely in 1995, Lin Jie has gained considerable insights into marketing strategies and user service.

I have interviewed Lin Jie multiple times before, and he has mentioned concepts such as "adhering to major principles, operating transparently, not letting customers feel hostility, treating users as friends, and taking a long-term view," and "car sales are not a one-time transaction; service is also an important way to establish a car brand's reputation. Both for dealers and manufacturers, each user is a seed that needs to be nurtured to grow, eventually taking root, sprouting, and flourishing. In this way, a good reputation is established, so seeds cannot be treated as food." These user-centric ideas actually embody a profound sales and service philosophy.

It can be said that over the past years, under Lin Jie's leadership, Geely's sales system has not only navigated several market cycles but has also undergone and driven several transformations within Geely, contributing significantly to its growth and development. For example, Lin Jie enabled Link&Co to innovate from 0 to 1.3 million units amidst the failures of many mid-to-high-end brands, and he facilitated Geely Automobile's breakthrough from 400,000 to 2 million units, propelling Geely Automobile to the pinnacle of autonomous brands.

Especially in building the Link&Co brand, from its inception to now moving towards a new peak of 1 million units, Lin Jie has always played a crucial role in Link&Co's marketing, supporting its continuous growth. In 2024, Link&Co set a new high of 285,000 units, with new energy vehicles accounting for over 55%, taking the lead in achieving a comprehensive transformation from traditional fuel vehicles to mid-to-high-end new energy vehicles.

Today, Link&Co has achieved phased results in both brand image and product positioning. At this moment, adjustments to Zeekr's marketing system also allow Lin Jie, an outstanding marketer, to fully and vigorously promote Zeekr's progress based on his past successful experience with Link&Co. Lin Jie's role as a "firefighter" is self-evident.

In fact, whether it's within Link&Co or Geely, they have a very good impression of Lin Jie. He is kind, inclusive, decisive, and steady, and is always able to revitalize and streamline a mess. He has proven himself to be the most suitable candidate for leading marketing services through multiple switches and continuous attempts in the marketing and channel teams of Geely Sales Company and Link&Co Sales Company.

For Zeekr, while seeking external talent and cross-border exploration were necessary paths in its development process and have yielded certain results, the problems and bottlenecks that have emerged are also visible. Therefore, Lin Jie's return this time can be seen as the optimal solution to Zeekr's integration and the best candidate to address Zeekr's sales challenges.

02 Innovating and Seeking Change: Exploring the Partnership Model

First, identify Zeekr's problems to prescribe the right medicine. For a sales veteran like Lin Jie, simply delving into sales data and reports, visiting the market, and gaining insights into industry trends should provide a clear picture of the overall situation. At least from the industry's perspective, there are currently no major issues with Zeekr's products, which are highly competitive and undoubtedly a "hexagonal warrior," with recognized strengths in safety and quality.

Therefore, the primary and quickly effective focus should be on channels.

Looking at Zeekr's previous sales model, it has largely adopted the approach of new forces, focusing on direct sales channels. Of course, this is not to say that Zeekr's previous direct sales model was wrong, but rather a phased need. After all, in the early stages of a new brand, it is necessary to invest heavily in brand image and deeply bind channels to first- and second-tier cities with high new energy vehicle penetration rates, enabling the enterprise to achieve faster and healthier operations in the initial stage.

Over the past four years, Zeekr, like many new forces, has done just that, and the direct sales model has achieved very good results, making Zeekr highly visible in first- and second-tier cities. Especially in first- and second-tier cities in East and South China, these cities account for 70% of Zeekr's sales.

However, for Zeekr, which is now approaching 500,000 cumulative users, it has clearly entered a new era of channel transformation. Especially with the current differentiation in the growth of the pure electric vehicle market and the trend of penetration into lower-tier markets, promoting changes in Zeekr's sales channels will be a new path for Zeekr to continue strengthening itself.

This is not only Zeekr's approach but also a proven correct path that has been demonstrated by leading new forces such as XPeng.

This time, Lin Jie has placed Zeekr's sales and momentum enhancement plan on the side of traditional dealer investors. However, based on changes in the market and dealer models, he has introduced a partnership model (agency system) to provide users with one-stop services such as sales, delivery, and after-sales, which is also an innovation for Zeekr. In fact, this mixed channel model of "direct sales + agency" has already been verified in Link&Co's marketing and channel transformation.

"It is equivalent to a new type of dealer model, introducing high-quality investor partners to provide store construction resources and manage sales teams. Partners mainly provide services to users in sales, delivery, and after-sales links. Users still place orders and issue invoices through the Zeekr official App, adhering to a unified national retail price and maintaining order-based production." According to insiders, the service standards and user experience of stores remain consistent, and comprehensive management regulations are implemented to ensure a harmonious, fair, and win-win business environment under the two models.

To quickly implement the partnership model, comprehensive consideration is given to factors such as geographical distribution, market size, and investor qualifications. The first batch selects five cities that have already opened stores - Quzhou, Huizhou, Sanya, Urumqi, and Linyi - to transition to the partnership model. In selecting partners, priority is given to investors within the Geely and Link&Co systems, while also opening up to high-quality social investors.

Using the partnership agency model, with relatively low costs and faster implementation, Zeekr aims to accelerate the expansion of its channels in lower-tier cities such as fourth- and fifth-tier cities. Meanwhile, in first- and second-tier cities, the direct sales model will continue to be used to enhance the quality of sales and services. "Two-pronged operations" should be the core key to solving Zeekr's sales issues at present.

Due to fierce competition in first- and second-tier markets, Zeekr's share in the 200,000-300,000 yuan pure electric vehicle market in several second-tier cities declined in the first two months of this year. In response, Zeekr has made some changes and adjustments to its channel combat organization, such as dividing the original 12 northern and southern war zones into two large regions, delegating more functions to the war zones, and transforming them into comprehensive operating teams. From an internal organizational perspective, this allows for a more efficient response to market and decision-making.

Regarding lower-tier markets with gaps, Zeekr expressed its intention to quickly expand its channels, fully leveraging partners' local market resources and experience to achieve more extensive user touchpoints. It is understood that Zeekr plans to open nearly 200 new stores in 2025, expecting to reach around 560 by the end of this year.

Additionally, in terms of the service system, at last month's fourth-anniversary conference, Zeekr announced the entry into a 2.0-era service system, such as being the only industry player offering "unlimited mileage lifetime warranty for the three electrics" across all models and the only one providing free roadside assistance services covering any road in China. Zeekr has also taken the lead in implementing "1-hour quick maintenance and 24-hour quick painting" services, with labor costs halved in case of overtime. It also provides remote warning diagnosis and active reminders, vehicle valet services, free pick-up and delivery, free maintenance and pickup, etc., leading the experience upgrade with more luxurious services.

Relying on the large Geely system, with powerful products and intensified channel marketing, as long as the demand for automotive consumption in the Chinese market persists, everything will fall into place naturally.

Editor-in-Chief: Shi Jie Editor: He Zengrong