BEIJING, China, May 4, 2026 (EZ Newswire) -- While much of Auto China 2026 buzzed about AI agents, sprawling screens, and over-the-air updates, GWM used its moment on stage to talk about something far less glamorous: integrity.
Flanked by 1,500 international dealers and media partners, GWM CEO Mu Feng rolled out the company’s first comprehensive global localization strategy under the theme “Commitment & Integrity.” The centerpiece is what GWM calls “ecosystem-based globalization” — a shift from simply exporting vehicles to building complete local business ecosystems, from manufacturing and after-sales service to cultural integration.
“Trust built on commitment and integrity is the strongest foundation in business,” Mu said. The company’s guiding “Guiyuan” (GWM ONE) philosophy, he explained, prioritizes real user needs over short-term hype, aiming to forge lasting bonds with drivers worldwide.
That philosophy has hardware to back it up. GWM’s booth showcased six major lineups, including the WEY V9X — a six-seat global flagship built on the GWM ONE S Platform with a native AI agent and Super Hi4 hybrid architecture. The TANK 700 drew attention as the first body-on-frame model to integrate a VLA large model, offered with two hybrid powertrains. For off-road strongholds like Australia and Thailand, the P300 Hi4-T and P500 Hi4-T demonstrated localized engineering, while the ORA 5 Sport generated early interest in Europe and Southeast Asia. The SOUO motorcycle range, powered by the world’s only 2,000 cc horizontally opposed eight-cylinder engine, stole its own share of the spotlight.
Yet the most arresting voice at the GWM booth belonged not to a product chief but to Parker Shi, the company’s international president. In a media interview that felt more like a corrective, Shi argued that the industry has lost perspective.
“Safety is not optional. It’s the bottom line,” Shi said. “Intelligence enhances comfort, but it is a plus, not a replacement for engineering.” His hierarchy is simple: safety is the foundation; everything else sits on top.
Shi also delivered a blunt critique of China’s habit of multiplying brands for quick market share. “You would never buy a Rolex from a convenience store,” he said. Premium touchpoints — showrooms, service stations, complaint handling — are proof of a brand’s worth, not decoration.
On pricing, Shi was equally direct. “Frequent price cuts erode residual value. Customers who bought at full price feel betrayed. That is a race to the bottom,” he warned, arguing that value wars — on product quality, service depth, and long-term reliability — are the only sustainable path.