At the 2025 Tokyo Motor Show, BYD stood out as a representative of Chinese automotive brands. During the event, BYD’s General Manager of Brand and Public Relations, Li Yunfei, and General Manager of Asia-Pacific Automotive Sales, Liu Xueliang, engaged in deep discussions with the media. They reviewed BYD’s twenty years of efforts and breakthroughs in the Japanese market. They also shared their strategic plans and insights for the Asia-Pacific region.
Li Yunfei stated, “BYD lists brand elevation and internationalization as core annual goals. Success in elevation ultimately depends on sales. Technology, products, and brand positioning must convert into market recognition.” In overseas markets, BYD focuses on its mother brand. It adopts a “One BYD” strategy to concentrate resources, unlike some competitors that pursue diverse brand paths abroad. “When BYD develops cars overseas, we never start from zero in any market, including Hong Kong. We always start from negative,” Liu Xueliang admitted. This statement reflects the true situation of Chinese car companies going abroad, especially in Japan, a country known for its automotive strength. When BYD announced its entry into the Japanese passenger car market in 2021, local media described the event as “black ships arriving.” After several years, BYD sold 7,123 cars in Japan. This figure may not match the order volume in the domestic market within an hour, but it represents the choice and recognition of 7,000 car owners. From our discussions, we see this is not just a company’s journey abroad. It is a story of a Chinese brand evolving from skepticism to respect, starting from negative and winning recognition. Starting from negative, technological confidence breaks biases. BYD’s story in Japan did not begin with cars. In 2004, BYD entered the Japanese market, initially focusing on electronics. “In the first ten years, we mainly engaged in electronic business, including nickel-hydride, nickel-cadmium, and lithium-ion batteries,” Liu Xueliang reflected.
Liu Xueliang, General Manager of BYD Asia-Pacific Automobile Sales Division, highlights BYD’s rapid technological prowess in the battery field. In a short time, BYD emerged in the secondary rechargeable battery sector. The company redefined many manufacturing processes with Chinese diligence and intelligence, laying a solid foundation for future automotive development. However, the journey faced challenges. BYD encountered patent lawsuits from Japanese companies like Sony and Sanyo but ultimately won. This victory boosted confidence for overseas expansion. These unseen efforts allowed BYD to gain initial experience and resources in the Japanese market. In 2014, BYD marked a key moment in entering the Japanese automotive market. They chose the symbolic city of Kyoto and launched five electric buses at the Kyoto National Museum during the Chinese New Year. Liu Xueliang revealed the significance behind this choice. Kyoto, modeled after China’s Tang Dynasty capital, represented cultural confidence. He stated, “Choosing the Spring Festival was a bit selfish. I hoped to take an important step while the Chinese people celebrated.” However, this move faced significant market bias. Liu shared, “At that time, Japanese netizens looked down on Chinese-made cars. Many comments wished these buses would leave Kyoto quickly.” In response to skepticism, BYD let quality speak for itself. With strong quality and a “zero-fault” operation record, BYD’s electric buses gained trust. Today, BYD operates over 5,300 electric buses in the Asia-Pacific region. It is the only Chinese automotive brand running in Japan, Europe, Korea, and the United States. Liu Xueliang admitted that Chinese brands do not start from zero when going abroad; they begin from a “negative.” BYD has not started from scratch in any overseas market, including Hong Kong. We have always begun from a negative position. He shared an early experience in Australia. Local officials rejected cooperation, citing “poor quality of Chinese cars.” They based this on past tests where doors fell off other Chinese brands. This stereotype poses a common challenge for BYD in overseas markets. However, Liu Xueliang believes, “Competition is never fair; we must strengthen ourselves.” This adversity has forged a more resilient core for BYD. Building a brand takes time. BYD aims to earn trust through long-term commitment. After addressing the “negative” issues and reaching a starting point of “zero,” BYD chose not to rush for sales expansion. Instead, it opted for a tougher but sturdier path: brand building. Liu Xueliang emphasizes, “There is no shortcut to branding; it requires steady progress.” BYD’s expansion in the Asia-Pacific region does not follow a single model. Instead, it tailors strategies according to each market’s characteristics, showcasing deep localization wisdom. In Japan, BYD’s approach focuses on brand strength rather than explosive sales. For example, from day one, BYD switched to right-hand drive. Some European brands have not made this change in decades. To address the social issue of children being forgotten in cars during summer, BYD equipped all models in Japan with child safety features. To tackle height restrictions in urban parking, BYD reduced the Dolphin model’s height by 20 centimeters. BYD also innovated product design locally. The newly released K-Car is the only electric vehicle designed from scratch with sliding side doors, demonstrating technological confidence and a deep understanding of user needs.
BYD’s dedication led to 7,123 cars sold in Japan over three years. This success earned recognition from 7,000 owners and established a dealer network focused on long-term investment. In Thailand, BYD achieved remarkable success. They did not get lost in sales figures. Instead, they made a surprising decision: to expand their network to cover all 77 provinces within six months. “We won’t choose between rich and poor. We serve all consumers,” Liu Xueliang explained. “We won’t focus on big cities. Our goal is sustainability.” This grassroots approach exemplifies long-term thinking, aiming to deeply root the brand locally. In Thailand, BYD built a production base and engaged in local social activities. “For the 50th anniversary of diplomatic relations between China and Thailand, 16 BYD DMI models traveled from Bangkok to Beijing. This event was significant and highlighted the far-reaching implications of BYD’s efforts.” For brand enhancement, BYD achieved breakthroughs in high-end technology. Li Yunfei stated, “A luxury brand must first provide a sense of safety. Our technology ensures high-speed maneuvers without rollover and maintains stability during high-speed tire blowouts. These metrics are well-known globally.” BYD’s smart technology continues to progress. Li Yunfei shared, “So far, our Tian Shen Zhi Yan models have delivered over 1.7 million units domestically, generating over 110 million kilometers of data daily.” These technological advancements support the brand’s high-end aspirations. Next year, BYD will accelerate the construction of megawatt fast-charging stations. In areas where the grid needs capacity upgrades, BYD will use energy storage solutions. The company will also enhance products and services for high-end brands like Fangchengbao, Yangwang, and Tengshi. This reflects confidence in technology and sincerity towards users. From solo efforts to open empowerment, BYD reshapes its core competitiveness overseas. When asked about its core strengths in a competitive international market, BYD does not point to a single technology. Instead, it highlights a systemic way of thinking ingrained in its culture. First, BYD’s confidence to “start from zero” drives its success in foreign markets. Whether rewriting battery manufacturing processes or tailoring K-Cars for Japan, BYD shows unique innovative courage. Liu Xueliang understands this well: “We succeed in electric vehicles because we dare to start from zero, not just modify traditional platforms.” This confidence allows BYD to innovate deeply for different markets. Second, BYD firmly views safety as an unbreakable bottom line. While many brands chase high energy density batteries, BYD consistently adheres to the lithium iron phosphate technology route. Li Yunfei states that although BYD can research various battery technologies, the company remains committed to safety as a non-negotiable principle. He emphasizes, “Safety is the bottom line; safety is the most important.” In the current industry, everyone competes for battery life. We remind all parties not to sacrifice safety for data. We should work together to enhance the industry. Let’s make safety a universal value.
BYD’s focus on safety builds trust in overseas markets. New Zealand owners use vehicle features to save lives. In Japan, electric buses achieve a “zero failure” operation record. Safety becomes BYD’s strongest asset. Another key factor is their dedicated attitude. This approach resonates with overseas consumers. Liu Xueliang shares, “In Japan, our goal is not to be number one. We aim to work alongside Japanese car companies to improve the automotive industry.” This mindset goes beyond commercial competition. It reflects a deep understanding and respect for market details. From an industry perspective, Liu Xueliang highlights the stark differences in the overseas strategies of Chinese and Japanese companies. Japan employs a trading company model. This model integrates finance, logistics, and services, creating a complete industry chain. In contrast, Chinese companies often operate independently. Based on this understanding, BYD actively promotes a shift from “independent operation” to “open empowerment.” Liu Xueliang emphasizes, “Chinese brands can only succeed together. We hope to build a new industry, as one company’s growth cannot sustain an entire industry.” In practice, BYD provides batteries and core technology to Toyota and Suzuki. It collaborates openly on the autonomous bus project in Singapore. These actions reflect a strong industry mindset. Additionally, BYD’s competitiveness stems from its commitment to equal access to technology. It aims to share its technology with everyone, not just in China. This philosophy drives BYD to bring the latest innovations to the global market. Finally, Liu Xueliang summarizes, “BYD’s actions overseas show our openness and responsibility.” BYD transitions from working alone to building the industry collaboratively. It shifts from selling products to empowering technology. BYD uniquely reshapes the global image of Chinese automotive brands. This journey is long, but it showcases a new paradigm for Chinese companies going global. In the Japanese market, BYD took twenty years to break from negative to zero. The next step is crucial: achieving the leap from zero to one will determine how Chinese automotive brands truly go global. This road is full of challenges. However, BYD proves that through technological innovation, local adaptation, and long-term commitment, Chinese car brands can earn respect and status in the global market.