极星告别中国

Core Viewpoint - Polestar, once a luxury electric vehicle brand comparable to Tesla, has nearly vanished from the Chinese market, with monthly sales dropping to single digits and physical stores closing, reflecting a significant failure of foreign electric vehicle brands in China [1][3] Market Position and Strategy - Polestar's unclear brand positioning has been a major factor in its struggles, oscillating between the ultra-luxury and mass-market segments without establishing a solid core identity [3][12] - The brand is now expected to focus on developed markets like Europe and North America, leveraging China's complete industrial chain to create product highlights as a survival strategy [3][12] Product Development and Challenges - Polestar's initial launch of the Polestar 1 in 2017 set a high-end electric vehicle tone, but subsequent models faced significant market challenges [4][6] - The brand's reliance on Volvo's fuel vehicle platform for electric vehicle development has resulted in inherent limitations in space utilization and range performance [9][12] - Polestar's delayed product deliveries and lack of competitive features in smart technology have further hindered its market position against local competitors [9][12] Financial and Ownership Changes - In February 2024, Volvo announced a significant reduction in its stake in Polestar from 48% to 18%, indicating a withdrawal of financial support [12][14] - Following Volvo's exit, Geely became the largest shareholder, injecting $200 million into Polestar, which may allow for a restructuring of the brand's strategy in China [14][15] Market Performance - Despite its struggles in China, Polestar has shown strong growth in the European and American markets, with a 76% year-on-year increase in global sales in Q1 2025 [15][17] - The brand's production is being shifted to factories in South Korea and the United States to mitigate trade risks [15][17] Conclusion - Polestar's failure in the Chinese market is attributed to multiple factors, including mispositioning, inadequate product strength, delayed localization, and strategic shifts by shareholders [17]