Culture History
  • 1990-1996

    Culture infancy at the start-up stage

  • 1997-2002

    Cultural accumulation at the growth stage

  • 2003-2007

    Cultural innovation at the development stage

  • 2008- now

    Cultural integration at the expansion stage

  • In 1990, harboring the great ambition of rejuvenating the national auto industry, Chairman Wei Jianjun, at the age of 26, undertook debt-ridden Great Wall Automobile Industry Company with only 64 employees. Facing the complex internal interpersonal relations and the disorderly external market environment, he conducted honest operation with a fair concept of "avoiding cronyism"; focused on corporate development with the spirit of “improving little by little every day”; resolutely marched towards the pickup segment with keen market insight, thus bringing GWM onto a journey of serving the country through industrial development.

  • In 1998, Great Wall pickups claimed the title of domestic sales for the first time and were exported to overseas markets in batches. To maintain the competitive edge in the market, Chairman Wei Jianjun worked out a quality policy of "building fine pickups and creating Chinese brands", making the quality awareness of "quality responsibility", and "zero defects" was rooted in the hearts of all employees. In 2002, the senior executives followed the market trend to map out a market strategy of "building core competitiveness by differentiated advantage", and took the lead in launching economy SUV. With the accurate product positioning, Safe SUV fell short of demand, thus enabling GWM to accomplish the strategic extension from pickup to SUV.

  • The success from pickup to SUV consolidated Chairman Wei Jianjun's belief in "forging brands by quality", motivating him to set out to contrive a grander blueprint. In 2003, GWM went public in Hong Kong, and the senior executives wisely mapped out a strategy of "building cost-effective, innovative, quality products". Guided by the strategy, GWM stuck to “lean manufacturing”, “strive to improve quality, stick to execution crazily” and endeavored to catch up with world-famous automakers in terms of quality. As its first quality passenger car—GWPeri rolled off line in 2007, GWM achieved a triple jump (pickup, SUV and passenger car).

  • The Chinese auto market has been growing at astounding speed since 2009. With unique foresight, the senior executives mapped out the strategy of "focusing on 365". Guided by the strategy, GWM has taken six strategic measures, accelerated cultural system integration and successively established corporate mission, vision and core values, thus forming a corporate cultural system based on integrity, supported by execution, driven by innovation and oriented on quality. Supporting high-performance design with high-tech equipment to build quality products, GWM has sounded the clarion call to march towards the international high-end market.