A rapid start is one thing. Converting it into long-term, profitable growth is another.
Chery’s first seven months in the UK suggest it may be capable of both, and with the launch of the Tiggo 4 hybrid, the Chinese brand is moving decisively into the high-volume heart of the market where dealer success will be won or lost.
Reporting a strong start to its UK operations with more than 13,000 vehicle sales within seven months of its September 2025 launch, Chery topped that off by securing a 1.2% market share in March. The brand has recorded 8,077 registrations so far this year, including 4,544 units last month, its strongest monthly performance so far.
Chery UK momentum
Chery International, founded in 1997 and whose customer base now exceeds 50 million, says that early success in the UK underlines growing consumer appetite for its range, as it looks to cement its foothold in the competitive new car market.
The Chinese manufacturer which also owns the Omoda, Jaecoo and Lepas brands – the latter planning to enter the UK market this year – began selling cars here under its own name with the Tiggo 7, Tiggo 8 and Tiggo 9.
Speaking at a media briefing, Farrell Hsu, country director for Chery UK, said the brand’s ambition is to “provide a product for every customer demand” while carving out a distinct position through its proprietary Super Hybrid powertrain technology.
Tiggo 4 hybrid launch
The update was given as the brand launched its latest – and fourth – model, the Tiggo 4, a B-segment SUV that it hopes will play a central role in its growth trajectory.
Priced from £19,995, the Tiggo 4 is the brand’s first full hybrid model and combines a 1.5-litre petrol engine with a 1.83kWh battery and fifth-generation Super Hybrid system, delivering a combined output of 204PS.
The Tiggo 4 arrives to sit within a broader product push that aims to cover multiple segments, following on from the larger Tiggo 8 which currently accounts for 53% of the brand’s current sales here.
High volume SUV focus
Speaking to AM, Hsu says the brand’s ambition is to carve out – and sustain – a distinct place in the new car marketplace.
With early sales momentum established, Hsu says Chery is now intent on cementing growth through supporting its current franchise partners, expanding its retail network and educating customers on its unique, in-house hybrid technology proposition.
The fast-growing Chinese brand is, he insists, taking a disciplined route to market, building brand equity, retailer returns and strong residuals as it steadily builds its presence.
Brand awareness strategy
Beyond product, the brand is therefore investing in market positioning and awareness-building with a focus on aligning Chery with the attributes of everyday usability and lifestyle appeal.
A recently announced partnership with Soccer Aid for UN agency UNICEF forms part of that strategy, aimed at building recognition and resonance with UK audiences.
As principal partner, Chery will be supporting the world’s biggest charity football match to raise funds for UNICEF in the lead-up to the 20th anniversary match at the London Stadium on 31 May where celebrities such as Robbie Williams, Wayne Rooney and Usain Bolt will be supporting the cause.
Chery is also partnering with Sir Mo Farah who is fronting a campaign aimed at boosting brand awareness and linking his endurance and performance credentials with the positioning of its hybrid powertrain.
The athlete will front a new multi-channel campaign focused on the brand’s Chery Super Hybrid technology, spanning TV, social media and out-of-home advertising.
Global credentials
Hsu stresses the importance of the car manufacturer’s provenance: “We are almost 29 years old, so we are not new to this industry. We have sold cars in more than 90 countries and have over 50 million customers worldwide. Last year, we also entered the Fortune 500, ranking 233rd, which is a significant achievement.”
Those solid global credentials frames – and explains – the early success in the UK, he believes.
“Our growth is being driven by genuine demand,” he says. “Around 70% of our sales are retail, with less than 30% fleet, so we are not pushing volume. Customers are simply engaging with the brand, visiting our showrooms and responding positively to the product.”
Hsu is convinced that the competitive field is narrow: “The only one who can beat Chery is Chery itself,” he says.
Super Hybrid appeal
Chery hopes that its first full hybrid model will offer a high level of practicality and versatility while still being economical and delivering an EV-first feel in the way it drives.
Hsu explains: “With the Tiggo 4, we are expanding the family and making hybrid technology accessible to more customers.
“As a brand, we want to offer a full range of products in the UK, from smaller vehicles like Tiggo 4 through to larger models such as Tiggo 9, with more to come.
“Our ambition is to meet every customer demand, from the smallest to the largest car, with a broad price range and strong value proposition.”
That said, Hsu insists growth will not be driven by volume for its own sake even though the Tiggo 4 has been designed to compete in the high-volume compact SUV segment.
Exactly which models are being lined up after the June launch of the Tiggo 4 remains to be seen – the compact SUV Tiggo 2 was spoken about last year – although one thing is for sure, all future models will be is based on the Super Hybrid system.
“We believe this creates a different driving experience, and customers are already telling us the performance feels unique. Our aim is to establish a new category in the UK market with Super Hybrid technology,” says Hsu.
Tiggo 4 interior, tech
Chery’s product launch manager Neil Kent explains that the car maker views the Tiggo 4’s chief strength as its very broad appeal.
“At this price point, and in the B-segment SUV market, it is designed for a wide customer base rather than a narrow audience profile and we see it as an important volume opportunity in the UK.”
Kent says one of the key selling points of the Tiggo 4 is its interior quality. “We believe it performs at a level beyond what customers would normally expect in the B-segment and, in some areas, compares strongly even with C-segment rivals.
“The finish, the soft-touch materials and the overall sense of quality are a major part of its appeal. And, as you would expect, it is also very well equipped in terms of offering twin 12.3-inch screens and a strong technology offering throughout the range.”
Chery has also reduced the complexity of the buying decision for customers. “We’re not offering offer lots of options,” he says. “Customers simply choose the grade and the colour, which makes the process much more straightforward.”
Retailer support and expansion
Chery says the addition of Tiggo 4 will play an important role in strengthening its retailer proposition, rounding off as it does a four-model SUV line-up in its franchise partners’ showrooms.
“A full four-model line-up means dealerships can keep showrooms busy and speak to a much broader range of customers,” says Hsu. “The Tiggo 4 is also already a very successful model for Chery in other markets, and this UK version has been developed with UK roads and UK drivers in mind.”
He adds that Chery franchises will be backed by retailer incentives, conquest-led marketing resource and national lead-generation activity.
“We are supporting dealers from every angle. From the business side there is the basic support you would expect, but marketing is a particularly important area for us.”
“At national level, we are also running major campaigns to drive leads directly to dealers. As a new brand, we know we need to help retailers generate enquiries, appointments and showroom traffic, so we are trying our best to support them from every perspective.”
Conquest sales retail strategy
The brand adds that its dealerships are being specifically encouraged to win new customers in their catchments and wants the Tiggo 4 to be presented as a landmark model able to generate both showroom traffic and wider brand awareness.
“As a new brand, conquest sales are naturally a major focus for us,” Hsu says. “We are encouraging our dealers to go out into their communities, display the cars locally and win new customers rather than relying only on an existing database.
“That does require a shift in mindset for some retailers, but the encouraging thing is that they are already seeing the return. When they put more effort into conquesting, they generate more sales and more profit, so there is real enthusiasm in the network to do that.”
Hsu explains that Chery’s retail strategy requires that its franchises offer a separate showroom identity. “In some cases,” he says, “we may share the same dealer group as other brands although Chery will have its own sales team, its own marketing team and its own network development team. It is a separate operation.”
“We are also open to retailers that are not currently involved with other Chery International brands and can apply for a Chery opportunity through our network development team.”
One thing is for sure. For the rest of this year, building brand awareness is the priority and the Tiggo 4 will have a critical role to play in that. “We want to let the model settle into the market,” says Hsu, “continue growing the network and keep building the Chery brand in the UK.”
The early signs suggest Chery has found a formula that resonates and if the Tiggo 4 can deliver consistent volume in the UK’s most competitive segment, it will not just validate the brand’s hybrid proposition, it will define whether its dealer-first growth strategy can truly scale.
Ensure you always receive AM insights. Make us a preferred source of news on Google