Evaluation of Channel Integration Effect Between GAC Group's Hyper and Aion

Based on the obtained data, I will systematically evaluate the channel integration effect after the merger of GAC Group’s Hyper and Aion from multiple dimensions.

GAC Group officially launched the three-year reform plan “Panyu Action” at the 2024 Guangzhou Auto Show, and on December 18, 2025, it officially launched the independent brand BU reform, with the Hyper-Aion BU being the first to complete its formation [1]. The strategic logic of this integration is reflected in three levels:

1. Responding to the pressure of stock competition in the industry
   : The current automotive market has entered the stage of stock competition, and the scattered resource investment of a single brand makes it difficult to form scale effects [2]
2. Aligning with the stratified characteristics of the market
   : High-end upgrading and mass inclusion go hand in hand, and layered operation can cover a wider range of consumer groups [1]
3. Improving market response speed
   : Shorten the decision-making chain through resource sharing, reducing the R&D cycle from 26 months to 18-21 months [2]

[3]:

Phase	Time Node	Target Content
Phase 1	By January 31, 2026	The first batch of integrated outlets will cover more than 30 cities and realize dual-brand sales and service functions
Phase 2	By March 31, 2026	Complete full integration, form over 1,000 sales outlets, 100% coverage of cities above the fourth tier

:

• Build a BU architecture system, with Zhang Xiong, the director of the Product Division of GAC Group, serving as the president of the Hyper-Aion BU [3]
• Share production line and supply chain resources to integrate R&D, production, and service resources [1]
• Maintain differentiated brand positioning: Hyper positions itself as an “elite car” to break into the high-end market, while Aion anchors as a “national good car” to deeply cultivate the mass market [1]

:

• Hyper’s service network will increase from the current 200 to 1,000, achieving a 5-fold expansion [3]
• Aion users will obtain richer product choices and service network support

: The network scale expansion is significant, but attention needs to be paid to the guarantee of single-store service capacity and consistency of brand experience

[2]:

• Business efficiency increased by approximately 50%
• Market response speed is 6 times faster
• R&D costs reduced by more than 10%
• Product planning is more precise, with the number of overall planned models optimized by approximately 20%

: Resource sharing brings obvious cost reduction and efficiency improvement, but the transformation costs and personnel training investment in the initial stage of channel integration cannot be ignored

[1]:

• GAC Group’s revenue in the third quarter of 2025 increased by 7% month-on-month
• Sales volume increased by 11% month-on-month
• Independent brand segment increased by 15% month-on-month

: Integration has a positive driving effect on sales, but it is necessary to distinguish between the contribution of channel integration and product cycle factors

1. Phased investment pressure
   : A large amount of funds are needed for outlet transformation and personnel training in the initial stage of channel integration [1]
2. Dealer adaptation cost
   : Dealers need to adapt to the dual-brand operation mode, and there is a learning curve [1]
3. Brand value balance
   : Need precise control of layered brand management to avoid dilution of high-end brand value or decline in service experience of mass brands [1]
4. Resource allocation game
   : How to balance the resource investment between Hyper and Aion brands is an important issue [3]

:

• Correct strategic direction, in line with industry integration trends
• Clear differentiated brand positioning, avoiding internal competition
• Initial positive results, with obvious improvement in operational efficiency
• Significant expansion of channel network scale

:

• The integration is still in progress, and the final effect needs to be verified after the full integration in March 2026
• Need to closely monitor the consistency of brand positioning execution
• The stability and enthusiasm of the dealer network need continuous attention

: The channel integration of GAC Hyper and Aion reflects systematic transformation thinking, and is relatively stable in strategic design and execution rhythm. The integration effect is initially positive, but the final effect needs to be evaluated more comprehensively after the full integration is completed.

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[1] Reform Accelerates Again! GAC Launches Independent Brand BU Integration, Hyper-Aion Channel Integration Targets 1,000 Stores Scale (https://m.thepaper.cn/newsDetail_forward_32235381)

[2] Hyper and Aion Channel Integration: Cost Reduction is Not the Only Purpose (https://mp.ofweek.com/nev/a756714159567)

[3] Hyper and Aion Channel Integration After Nearly a Year of Independence: How Will GAC Complete the High-end Puzzle? (https://finance.sina.com.cn/tech/roll/2025-12-19/doc-inhckerv6948983.shtml)