3.26.2012

Russo Says China's Automakers Need To Consolidate

Bloomberg Television, March 26, 2012


March 26 (Bloomberg) --- Bill Russo, president of Synergistics, talks about the automotive industry in China. He speaks with Rishaad Salamat from Beijing on Bloomberg Television's "On the Move Asia." (Source: Bloomberg)


Click here to view the interview posted by Bloomberg

3.25.2012

How BMW, Mercedes & Audi stack up and what their strategies are

The Economic Times of India, March 25, 2012


BMW
BMW global and India report card


Brand positioning: 

The luxury car brand targets younger customers. Often self-driven, it lays thrust on speed and emphasises on driving as pleasure. Its advertising campaigns often show the car being driven around. Its tagline is "joy forever". 



India Strategy: 

BMW is aggressive and fast, and its Indian journey proves that. Within four years of its launch, the company unseated Mercedes to become the top-selling luxury car in India, its market share has moved up from 9% in 2006 to 42% in 2011. 

Appealing to the younger buyers (average age of a BMW buyer is 40 years), it has introduced a varying product range at different price levels, starting with its cheapest model X1 available at Rs 23.7 lakh. It will further strengthen its portfolio by bringing in its MINI range, a new 3 Series and the new M5 sometime soon. On the back of all this, the country head Andreas Schaff is hoping to make India among the top 10 countries for BMW globally in the next 10 years. 

At its Chennai plant, BMW assembles 3, 5 series and X1 while others like X3, X5 are imported as a fully built unit. But with growing sales, it may set up its second plant by 2015. It might also scale up its manufacturing facility from just complete knock-down (CKD) kits. Their local component sourcing, currently low, will rise. Already, they have a global sourcing team here to cater to their global needs and have identified 20 vendors so far. This number should go up in future. 

Its marketing strategy has largely been to create touch points like professional golf tournaments, wine tasting sessions and events with fashion designers. Last year they organised an Xperience Drive in Gurgaon which brought in international trainers with a live performance by the Australian Raw BANG. A test course, with 10 obstacles, was especially designed to bring out X range's special features. 

BMW is growing its dealer network and hopes to touch the 60 mark by 2015. With 80% of its cars being financed by its own financial services arm, BMW financing is a brisk business. Its recently launched used-car business BMW Premium Selection will soon be available across all its dealerships. 


BMW


Mercedes-Benz
Mercedes-Benz global and India report card


Brand positioning: 


A symbol of power. The ultimate car for those who have arrived and is almost always chauffeur driven. The brand symbolises social status with the tagline "The best or nothing", says Pradeep Saxena, executive director, TNS Automotive. 


India Strategy: 


This is the oldest and the best luxury car India has known. It set up India operations in 1994 and has the best infrastructure among the three in terms of dealer reach and domestic component sourcing which stands at around 34%. But the leader has been on the backfoot ever since younger and peppier BMW unseated it in 2009. 


Mercedes is now reorienting its India strategy to target the youth. The company is working on its model line-ups, marketing and brand positioning to keep them aligned. For example, the luxury brand is now increasingly emphasising on performance and sportiness of its brand in India. It is now closely associated with F1 in India. Further, the company has brought in performance cars from its AMG stable to appeal to young Indian buyers. 


It is planning to invest Rs 350 crore as part of its strategy to introduce new small and compact cars in India by 2015. The company is expected to bring in its B-class, front-wheel-drive small family car sometime around the festival season (October-November) this year. Currently Mercedes' cheapest car is the C-Class. 


With B-Class hatchbacks, it will lower the entry threshold. The B-Class hatch, owing to its styling and agile contours will be positioned as sports tourer. During the next few years, Mercedes-Benz has planned the introduction of most of its 10 new global cars in India, and for this it is considering assembly of its SUVs ML, GL and GLC-Class here. 


The company has recognised the need for more compact cars in countries like India and China and assembling them in local markets is considered beneficial. With better localisation of content, they will have a pricing edge over others. On the back of all this, as Indian luxury car market expands, the company is hoping to sell around 55,000-60,000 cars (from current 7,430) by 2020. This is part of the bigger plan for Mercedes to regain its top slot in India. 

Mercedes-Benz

Audi
Audi global and India report card



Brand positioning: 


Like BMW, it targets young buyers who love to drive. The car emphasises design and style rather than speed (BMW's thrust). Positioned as a well-engineered stylish car, its tagline is 'Vorsprung durch Technik' in German, meaning 'Lead by Technology'. 


India Strategy: 


The second largest luxury car seller in the world and the third largest in India is nurturing some serious India ambitions. By 2015, Audi says it will be the largest luxury car seller in India as well as the world. Currently they have a marketshare of around 20% but they are the fastest growing luxury car company among the three.


In 2012, Audi is widely expected to beat Mercedes and wrest away the No. 2 slot on the back of volume driver Q3's launch this summer, which will lower Audi's entry threshold. The Q3 will compete with BMW's X1, a model which has given BMW a significant jump in volumes. 


Audi is also looking to launch more volume models by 2013, among which the A3 sportback (large hatchback) is being considered after a recent customer meet. Expected to push Audi's entry pricing further down, the A3 competes with Mercedes' B-Class. The B-Class is scheduled to be launched in India soon. In 2012, the German luxury carmaker will launch an improved version of the A4 sedan, apart from the Q3. 


Audi head Michael Perschke is hoping to sell a minimum of 50,000 cars by 2020 (5,511 in 2011). This will involve "deep indigenisation" as volumes grow. The biggest weapon that Audi has vis-a-vis the other big two is that it is part of the bigger Volkswagen Group which has and is investing big sums on plant and infrastructure in India. Audi and Skoda share an assembly plant in Aurangabad while parent company, Volkswagen, has commissioned a full-fledged production facility in Chakan. 


"In China Audi leads because of its first mover advantage, localisation and good adaptation to the local market," says China-based Bill Russo, founder, Synergistics. Now it is getting its India act together with at least one "heavy-hitting" launch every year, starting with Q3 this year. 
Audi

Vehicle Dependability Ranking* 

(Long-term quality) 

1) Mercedes-Benz 

2) Audi 

3) BMW 

*Dependability Ranking: It measures problems experienced during the past 12 months by original owners of three-year-old vehicles. It checks 202 different problem symptoms like dependability of body, features, accessories, interiors and powertrain.

Vehicle Apeal Ranking** 

(Extent of delight with feature contenting and vehicle styling and layout) 

1) BMW 

2) Audi 

3) Mercedes-Benz 

**Apeal Ranking?: The ranking study examines how gratifying a new vehicle is to own and drive, based on owner evaluations of more than 80 vehicle attributes including feature and instrument, comfort, style and performance of the vehicle. 

Clearly, Mercedes-Benz has performed well in quality in the recent past, both in terms of initial quality and longer-term quality. BMW performed better in terms of feature contenting and delighting consumers via styling and vehicle layout. Audi, positioned close to where BMW is pitching itself, has grown rapidly in the recent past to become the second largest luxury car seller on the back of successful launches and better value offering in its cars. 

3.21.2012

Still a China outsider, Volvo banks on “Linsanity” appeal

Reuters, March 21, 2012

By Fang Yan and Ken Wills
BEIJING | Wed Mar 21, 2012 8:25am EDT

BEIJING (Reuters) - When Chinese car maker Geely bought Volvo 18 months ago, some predicted a government which has made it a priority to buy or build high-end international brands would roll out the red carpet for the country’s first fully-owned premier marquee.
Not so. Under Chinese law, Volvo, which is still registered and incorporated in Sweden, is branded a foreign company and gets the same treatment as General Motors (GM.N), Ford Motor Co (F.N) or German luxury car maker Audi.
This means Volvo cars are not among those Beijing wants its officials to drive as part of a plan to have government agencies buy locally branded fleets, leaving that $15 billion market to rivals such as FAW and SAIC Motors (600104.SS).
But Geely, the parent of Geely Automotive Holdings Ltd (0175.HK), is giving its Swedish brand a Chinese face.
Volvo has hired 23-year-old New York Knicks basketball sensation Jeremy Lin to help sell its luxury cars in both China and the United States, the two biggest car markets in the world.
Lin has signed a 2-year contract to appear in advertisements and act as brand ambassador for Volvo in an endorsement deal the company said was “another milestone of Volvo’s revival”.
The high-profile marketing coup comes as Volvo aims to more than quadruple its sales in China over the next three years, and analysts said Lin’s branding appeal would help accelerate sales among younger Chinese drivers.
“For our region, Jeremy Lin is the pride of the whole Chinese population,” Freeman Shen, chairman of Volvo Car China operations said in a statement.
China is Volvo’s third-largest market after the United States and Sweden, and the company wants to sell up to 200,000 cars in China by 2015, up from the 47,140 last year. It is targeting global sales of 800,000 cars by 2020.
Despite a strong start - Volvo’s China sales jumped 54.4 percent last year - it faces an uphill climb.

“Having Lin on board is Volvo’s latest attempt to appeal to a younger generation, especially in China and Asia. Lin is the next Asian basketball superstar after Yao Ming,” said John Zeng, Asia Pacific chief at industry consultancy LMC Automotive.
Yao became one of China’s most popular public figures on the back of his exploits as a trailblazer in the National Basketball Association, topping the Forbes China celebrity list for six years for both his influence and earnings, which included lucrative deals with Pepsi, Visa, Apple, McDonalds and Reebok.
Lin hit international headlines last month when, in the absence of two star players, he led the Knicks to a string of victories that spawned a glossary of terms such as Linsanity, Lincredible and Linvincible. The fame of the clean-cut Harvard graduate, born to Taiwanese parents and raised in California, spread swiftly to China, the NBA’s biggest market outside North America.

CHINESE-OWNED, BUT NOT CHINESE
Volvo’s regulatory headaches extend beyond the government’s approved-buy list.
The brand - acquired from Ford in August 2010 in a deal valued at $1.8 billion - can’t even build its own plant in China due to rules requiring foreign makers to have local partners.
Just like Volkswagen (VOWG.DE) and Toyota Motor (7203.T), Volvo was told to find a local partner to build cars under a shared roof. As a result, Volvo is setting up a 50-50 joint venture with its Chinese parent.
“To regard Volvo as a pure foreign brand is a bit of a head twister,” said William Russo, an industry veteran who runs auto consultancy Synergistics in Beijing.
“Technically, you could see that logic. But there’s industrial logic and then there’s practical reality, and the practical reality is Volvo is owned by a Chinese company.”
Under Chinese law, Volvo, which also has the city governments of Shanghai and Daqing among its shareholders, gets the same treatment as foreign-registered companies. Where the firm is incorporated, rather than where its majority shareholders are based is the guiding factor.
It’s a problem that MG, the British sports car brand now owned by SAIC, doesn’t have, as MG is completely integrated into its Chinese owner, which, analysts say, dims the brand’s luster among status-conscious customers.
“Volvo is indeed a foreign company as it is registered and incorporated in Sweden according to the law, so it doesn’t matter who the owner is,” said Zhengyu Tang, partner and chief representative of Sidley Austin LLP in Shanghai.
“It would be a Chinese company only if Geely absorbed Volvo’s assets and shut down the overseas registered company.”
It’s a legal nicety that doesn’t sit well with Li Shufu, Volvo’s outspoken chairman and the mastermind of the Geely-Volvo takeover.
“It’s unfair that Volvo didn’t make it to the government car catalogue,” he told reporters in Beijing, making little effort to hide his disappointment.
Still a China outsider, Volvo banks on Linsanity appeal | Reuters http://www.reuters.com/article/2012/03/21/us-volvo-idUSBRE82K0DT20120321
(Additional reporting by Deepa Seetharaman and Bernie Woodall in DETROIT; Editing by Don Durfee and Ian Geoghegan)

Jaguar Land Rover in tie-up with Chery

The Financial Times, March 21, 2012


 
Jaguar Land Rover is to form a joint venture with China’s Chery Automobile in the UK premium carmaking group’s first foray into manufacturing in the world’s largest car market.

Indian-owned JLR and Chery said on Wednesday that they had reached agreement on a proposed joint venture that will build vehicles under the British group’s two brands, as well as those of the joint company itself. The two companies did not disclose financial terms of the deal, which still must be approved by Chinese regulators.

China requires foreign carmakers that wish to build vehicles locally to form joint ventures and recently began requiring them to establish local brands.

JLR and Chery said they would also establish a research and development facility in China, build engines and sell vehicles produced by the joint venture together.

JLR, which makes most of its vehicles at three plants in the UK, is a latecomer to manufacturing in China, where its larger premium competitors Audi, BMW and Mercedes-Benz have built cars with local partners for years and are recording record sales.

The two UK brands sold 42,000 cars in China in 2011, a 60 per cent rise on 2010 and equivalent to 17 per cent of the group’s global sales, up from just 1 per cent in 2005. China is the JLR’s third-largest market, after the UK and the US.

In a country where large vehicles are popular, Land Rover’s 4x4s are selling particularly well. JLR earlier this month began recruiting 1,000 workers for its plant in Halewood, near Liverpool, that makes the marque’s Evoque and Freelander 2 small sport utility vehicles.

JLR already produces the Freelander in its owner Tata Motors’ home country of India, and is looking to expand operations there. Speaking in Geneva earlier this month, Ralf Speth, JLR’s managing director, said that the carmaker was in discussions with several parties in Brazil about launching manufacturing there.

Chery, based in Wuhu in China’s Anhui province, is one of the country’s largest privately owned carmakers. It makes cars, SUVs, engines, and transmissions and sold 643,000 vehicles last year, making it China’s sixth-largest carmaker.

Most of the country’s big automakers already have at least one JV with a foreign producer, but this will be the first for Chery, which has a reputation in the industry for independence .

The Chinese company in 2007 signed a letter of intent to build cars with Italy’s Fiat which was never consummated. In 2009 Chery and Chrysler broke off long-running plans to co-operate on small cars as the US carmaker headed towards a bankruptcy filing.

“Chery is an unproven company when it comes to dealing with multinationals,” said Bill Russo, a former Chrysler executive who runs Synergistics, an auto consultancy.

3.08.2012

Volvo Seen Doubling Sales Helped by Air Bag for Pedestrian

Bloomberg News, March 8, 2012





A Volvo V40 automobile, owned by Zhejiang Geely Holding Group Co., is seen on display on the second press day of the Geneva International Motor Show in Geneva.



Volvo Car Corp. (175) showed a five-door hatchback this week in Geneva featuring the world’s first pedestrian air bag. The Swedish carmaker is counting on such innovations to burnish its safety image and help double sales.

The V40, Volvo's first model designed under owner Zhejiang Geely Holding Group Co (GEELZ). of China, has an air bag that ejects from the hood to protect pedestrians from injury. It also has a backswept headlight and panoramic glass roof to give it a sporty look.

Volvo is targeting the hatchback at potential buyers of Bayerische Motoren Werke AG (BMW)'s 1-series, Audi AG's A3 and Daimler AG (DAI)'s Mercedes-Benz A-Class as the carmaker tries to push into the premium market. Volvo will need to fill other gaps in its product lineup and replace aging vehicles to meet a target of lifting annual volume to 800,000 by 2020.

Old models and holes in Volvo’s product portfolio highlight the high development costs in the auto industry and the difficult choices facing an automaker that is not part of a larger group. Volvo sold 449,255 cars last year. That compares with 1.3 million at Audi, itself a unit of Volkswagen AG (VOW), which delivered 8.27 million vehicles across all its brands.

The V40 “is an important model for the brand as it further progresses along the road to making Volvo a more viable premium- brand competitor,” said Jonathon Poskitt, head of European sales forecasting at LMC Automotive in Oxford. “For Volvo to really take the fight to the likes of Audi and BMW, it will need to look to roll out this new, sharper styling to the replacements that come over the next few years.”

Volvo, which will start building the car in May, targets annual sales of 90,000, mainly in Europe, where demand is strongest for small cars in large urban areas. The model won’t be sold in the U.S.

Luxury Sedan
Volvo dealers are hoping for a vehicle at the other end of the spectrum for American buyers: a big, luxurious sedan that can challenge BMW’s 7-series, Audi (VOW3)’s A8 and Mercedes S-Class.

“We’re missing that next step up in the luxury line,” said Randy Pullen, the general manager of a Volvo dealership outside Atlanta, Georgia. “We have to create a broader selection of product.”

Gothenburg-based Volvo is also missing a subcompact car and facing a growing need to replace aging vehicles. The XC90, its largest crossover, will be 12 years old when it’s renewed in 2014. The S80, its biggest sedan, will be nine years old when it’s revamped in 2015.

‘Core’ Cars
The S40 and V50, Volvo’s smallest sedan and station wagon, are both eight years old, and the company has yet to announce when they will be replaced. Volvo last year pulled them from the U.S. market because of poor sales.

The average lifespan for models in Europe is about seven years, according to Michael Tyndall, an auto analyst at Barclays Bank in London.

“We have not made a decision on whether to go further up and down” in the various car segments, Chief Executive Officer Stefan Jacoby told reporters March 6 at the Geneva auto show. Volvo intends to focus in the coming years on “core” cars, such as the midsize S60 sedan and crossover XC60, its two bestsellers, he said.

Volvo is talking with other carmakers about sharing development costs for future compact cars, Jacoby said, declining to identify the candidates.

China Appeal
In China, Volvo’s fastest-growing market, the Swedish company needs more cars with an extended wheelbase to appeal to the chauffeur-driven market, said Bill Russo, a Beijing-based senior adviser at Booz & Co. Mercedes, BMW and Audi all offer models with extended wheelbases in the market.

“If Volvo will significantly grow its business, its next stage of development has to be to bring a higher level of localized cars to this market, and I think that’s where they’re headed,” Russo said.

Volvo makes the longer S80L model for China at a factory co-owned by former owner Ford Motor Co. (F) and Chongqing Changan Automobile Co. The Swedish carmaker aims to open its own plant in Chengdu in late 2013, and plans a second factory in Daqing. The Chinese government must still approve the assembly.

In the U.S., Volvo’s largest market, the company needs more fuel-efficient cars, which are becoming increasingly important amid high gasoline prices, said Jesse Toprak, vice president of industry trends at TrueCar.com in Santa MonicaCalifornia, which tracks sales and price trends. Volvo should also consider bringing diesel cars, which have “contributed greatly” to VW’s growth, to the U.S., Toprak said.

Geely Transformation
Geely bought Volvo Cars from Ford for $1.8 billion two years ago in the biggest overseas acquisition by a Chinese automaker. Ford sold Volvo as part of a broader strategy of exiting European lines, after selling Aston Martin, Jaguar and Land Rover to focus on its American brands.

Geely later lured Jacoby, who at the time headed VW’s U.S. operations, to take over as CEO. Volvo’s sales peaked in 2007 at around 460,000 vehicles before plunging during the financial crisis and global recession that followed.

Pullen, the dealer near Atlanta, said Volvo’s design has improved under Geely and new products are being developed faster than under Ford.

“I think they’re doing a lot of the right things,” he said.

To contact the reporter on this story: Ola Kinnander in Stockholm at okinnander@bloomberg.net
To contact the editor responsible for this story: Chad Thomas at cthomas16@bloomberg.net


Click here to read the original article at bloomberg.com

3.05.2012

EU keen to avoid China car war

The South China Morning Post, March 6, 2012


European chamber rules out retaliation in reply to Beijing's 'discriminatory' procurement policy


Workers assemble cars at Geely Auto's factory in Ningbo, Zhejiang province. Beijing has ordered government departments to buy local cars.


The European Union Chamber of Commerce in China dismissed suggestions that it would mobilise retaliation against Beijing’s proposal to exclude foreign carmakers from a public fleet procurement programme expected to be worth 12 billion yuan (HK$14.7 billion) a year.

The chamber, which represents European carmakers in China, said yesterday that while such a move is “discriminatory” to its members - which include Volkswagen - the last thing they want is a war between countries that hurts development of the car industry.

The tensions follow the issuance of a procurement list by China’s Ministry of Industry and Information Technology on February 24, which proposed 412 domestic brands made by 25 carmakers from which officials could buy vehicles. Former favourite brands for officials such as Audi, Honda and Toyota were all excluded, ostensibly due to a new rule that requires a government fleet supplier to spend no less than 3 per cent of its revenue on research and development.

Chamber secretary-general Dirk Moens told Bloomberg earlier that “as an industry you cannot expect to be warmly welcomed outside of your country if at the same time you start closing the industry in your country.”

The comment was considered a threat to Chinese carmakers’ expansion in Europe.

Great Wall Motor recently opened the first Chinese car plant in Bulgaria, and Zhejiang Geely planned to set up a car sales network in Italy.

The Chinese government took carmaking off the “encouraged” foreign direct investment list months ago, as Premier Wen Jiabao pledged to control growth of the country’s car manufacturing capacity amid slowing demand.

The change was considered a major setback for luxurious carmakers such as Jaguar Land Rover, which was said to be seeking approval to form a 17.5 billion yuan car venture with Chery Automobile.

In a statement yesterday, the chamber said China’s latest restrictions on public fleet supplies contradicted a policy introduced just six months ago that included both foreign and local car brands for officials. It urged Beijing to revise its procurement list.

However, Bill Russo, senior advisor at consulting firm Booz & Co and former head of Chrysler’s business unit in China, said it was not uncommon for national governments to prefer domestic car brands in the procurement of government vehicles. He doubted the European Union could retaliate in any way.
“It was an internal procurement policy,” Russo said.

“Whatever the Chinese government wants to buy, it really is their own choice, I don’t see any trade issues there.”

Russo said the move was actually good for foreign carmakers like Audi to focus more of its resources and energy on China’s lucrative retail sector. Audi said earlier the new restriction would hurt less than 5 per cent of its sales this year.

3.04.2012

Chinese cars, made in Bulgaria

The Global Post, March 4, 2012


Traditional Bulgarian folk musicians celebrating the Great Wall Motors plant. (Jodi Hilton/GlobalPost)


SOFIA, Bulgaria — There was an unusual display outside the city's National Palace of Culture recently: a brand-new silver SUV, encased in a glass box and stamped with the words  "Made in Lovech" — Bulgaria. 

The Great Wall Hover was one of the first cars to roll off the assembly line at a new plant built by Great Wall Motors, one of China's major car manufacturers, in association with the Bulgarian firm Litex. A celebration was held last week for the opening of the assembly plant about 90 miles east of Sofia.

This is China's first major foray into car manufacturing in Europe. If Great Wall Motors succeeds, it will gain a much-coveted foothold in the European market.

Chinese auto manufacturers have been trying for the last several years to break into the European market. As the debt crisis pushes the euro zone into recession, Chinese auto manufacturers see an opportunity to market their relatively inexpensive vehicles.

Other Chinese companies in the past have failed to meet stringent European safety standards. Great Wall Motors is the first Chinese auto manufacturer to have passed the European NCAP safety test, according to Bill Russo, a China auto-industry expert and former executive for Chrysler's North East Asia division.


By assembling cars in the poorest EU countries, Great Wall Motors can ensure a ready and cheap labor supply while avoiding EU import taxes for its cars.

The new plant is located in an industrial zone outside the tumbledown village of Bahovitsa, population 1,100, where ordinary traffic consists of elderly pedestrians out to tend to their chickens, children riding bicycles and locals driving Soviet-era Lada automobiles.

“Probably a lot of people were doubting in such a place there could be such a company, the only factory of its kind in Bulgaria,” said Iliya Terziev, the executive director of Litex Motors.

This year, the plant will roll out only 2,000 cars. But Terziev said that he hopes the plant will be able to produce 50,000 cars annually when it’s running at full capacity in the next three or four years.

Great Wall Motors in cooperation with Litex will assemble three models in Bulgaria, beginning with a Voleex C-10, a small, five-door hatchback that will sell for about $11,000. The following year, Great Wall will also begin distributing two other models: a pickup truck called Steed and the Hover SUV at $20,000 — about $6,500 cheaper than popular SUVs like the Japanese Suburu Forester.


Inside the spacious and airy plant, groups of young men buzz around brightly colored vehicle shells, installing windshields, seats, engines and axels to pre-made exteriors. 

Great Wall has so far hired 120 workers, and expects to hire up to 2,000 more as production ramps up.

Atanas Novakov, 26, a recent graduate from Sofia Technical University, was hired last year and has worked his way up to team leader.

Brain-drain has plagued Bulgaria for the last decade, due to the fact that there aren’t many good jobs in Bulgaria for college graduates. “This is a great opportunity for guys like me, and very special for Bulgaria,” he said. 

Launching an overseas operation in the midst of the European economic crisis is a risk.

In order to win, Great Wall will have to undercut competitors on price, Russo said. The Voleex C-10 will be priced a few thousand dollars less than the similarly styled Toyota Yaris.


Great Wall has also cleared another competitive hurdle for Chinese car manufacturers. Because it can cost about a billion dollars design a car, many Chinese manufacturers started out copying models from rival companies.

Early on, some of Great Wall’s models have looked very similar to competitor’s vehicles, most notably in the 2006 case of Great Wall’s Peri, which Fiat accused of being a copy of its own Panda. An Italian court subsequently banned the Peri from being imported to Italy.

Great Wall now exports only models of unique design, which it has been doing successfully in many countries, notably Italy, Australia and the Ukraine, with help from an Italian design firm.

Meanwhile, in Bahovitsa, Kalin Krastev, the young, recently elected mayor, said that residents have generally responded positively to the plant. But they will be more receptive, Krastev said, when more jobs become available.

That’s what’s been promised, he said, but “how soon, they won’t say.”

Krastev has been driving a Great Wall truck — a loaner from the company — but probably wouldn’t buy one just now, he said, due to the high cost of gas and low wages, especially for civil servants. “They are not that expensive, but we are in Bulgaria.”