Haobo Aion bids farewell to its comfort zone

2026 Spring: China’s new energy vehicle market did not experience a respite. With the halving and eventual exit of the purchase tax preferential policy, combined with seasonal fluctuations before the Spring Festival, the entire industry fell into a certain level of anxiety in January. On February 1, GAC Hyper Aion BU delivered its first complete monthly report card since its formation: sales of 23,591 vehicles, a year-on-year increase of 63.9%. Wallstreetcn, citing sources, has learned that GAC Hyper Aion BU has formulated a long-term plan for its future development. "In 2026, we will launch at least five brand-new models. In the next two to three years, we plan to roll out no less than 30 new and facelifted models." Previously, GAC Group General Manager He Xianqing stated that Hyper Aion BU would serve as the core engine driving the Group’s breakthrough in the new energy sector. In the plan to achieve more than 2 million units in annual sales of independent brands by 2030, the Hyper Aion brand is expected to account for at least half. In other words, as Hyper Aion BU continues to innovate, it needs to sell more than 1 million vehicles by 2030 to attain a leading position in the industry. To meet this goal, Hyper Aion BU needs to step out of its "comfort zone." For a long time, Aion and Hyper have had a subtle and separate brand relationship. In pursuit of the high-end market, Hyper has always tried to draw a clear line from Aion in terms of branding, channels, and even organizational structure. Such brand idealism was a certain style during the industry’s high-growth period, but as 2026 approaches and competition intensifies with a fixed customer base, this split is no longer appropriate. On January 24, core executives Zhang Xiong, Yang Long, and Feng Yu collectively appeared at the inaugural Hyper Aion BU Dealer Conference under the banner of Hyper Aion BU. GAC has realized that, in the current market environment, no brand can afford internal resource friction. The formation of Hyper Aion BU is essentially GAC’s organizational integration. Previously, R&D, marketing, and channels each had separate teams; now, the BU system enables deep coordination across the entire value chain. This move is meant to gain agility in market response. The rebound in January sales was largely thanks to the initial release of this organizational advantage: shorter decision chains and quicker responses to changes in the market. Running in parallel with organizational reform is a dramatic consolidation of sales channels. By the end of January, Aion and Hyper had already completed the integration and upgrade of 254 service outlets, covering 147 cities nationwide. This means that the previously independent Hyper showrooms, established to maintain a high-end image, are swiftly transforming into comprehensive “Aion + Hyper” service stores. For dealers, running Hyper independently previously meant tremendous cash flow pressure and low store traffic. Through integration, dealers can leverage Aion’s broad customer base to attract traffic for Hyper, achieving resource sharing. This “sinking” action into Aion’s network boosts dealers’ operational efficiency. In 2026, enabling channel partners to survive is much more pragmatic than maintaining a lofty brand image. On the product front, Aion’s biggest variable this year is its deep collaboration with Huawei. Wallstreetcn has learned that among the five brand-new models Hyper Aion BU will launch in 2026, there will be smart cars co-developed with Huawei. Hyper Aion BU’s decision to partner with Huawei is a textbook return to pragmatism. Since Huawei already commands strong consumer mindshare in premium intelligent driving, deep co-creation allows Hyper Aion BU to rapidly overcome weaknesses in autonomous driving, focusing efforts on chassis tuning, space utilization, and manufacturing efficiency. This harnessing of external strength is a crucial step for Hyper Aion BU towards openness and removing self-imposed technological limits. On the marketing side, Hyper Aion BU is also ramping up efforts with end customers. Although it has reduced grand narratives, Aion is trying to forge deeper emotional bonds in local markets via ground-level marketing, like collaborating with the champion Yongzhou football team from Xiangchao league. This shift reflects Aion’s accelerated push into second and third-tier cities, targeting real car buyers. Meanwhile, its overseas market performance in 2025—with sales of 30,483 units and a year-on-year growth of 172.19%—has opened up another avenue for expansion outside the domestic market. Nevertheless, the marathon of 2026 has just begun. Hyper Aion BU must snatch market share amidst fierce competition, posing extremely high demands on its product definition capabilities. Furthermore, issues such as balancing Aion and Hyper’s brand value conflicts within the same space, and maintaining long-term technological independence, are challenges it must address moving forward. Aion has left its comfort zone and entered a colder—but possibility-packed—real battlefield. It must continually convert reform dividends into terminal product competitiveness; the challenge has only just begun. Risk Warning and Disclaimer The market is risky, and investments require caution. This article does not constitute personal investment advice and does not consider the special investment objectives, financial situation, or needs of individual users. Users should consider whether any opinions, views, or conclusions in this article are appropriate for their specific circumstances. Investment based on this article is at your own risk.