Marcin Słomkowski, Jameel Motors: Chinese brands must move from gaining interest to building loyalty
1. You have over two decades of experience in the automotive industry, gained through roles in dealership and distribution organizations associated with established European brands such as BMW, MINI, Jaguar Land Rover, Mazda, Mitsubishi, Ford, and Škoda. You led Inchcape Motor Polska, then were responsible for BMW’s business in Inchcape’s Northern Europe group, and later took on the position of CEO for Inchcape’s distribution operations in that region. Today, as CEO of Jameel Motors Polska, you are building the presence of Chinese brands in the Polish market, where they must compete with the largest European conglomerates. Which beliefs you held from “traditional” automotive industry practices did you need to reassess when encountering the Chinese approach, especially regarding decision-making speed, product development cycles, and pricing strategies? And what aspects of that experience proved to be irreplaceable?
I didn’t have to discard my previous experience. However, I had to be careful not to use it as an excuse that certain things can’t be done any other way. In our industry, the phrase “we’ve always done it this way” can be very costly.
The belief that a good decision must mature over time requires the most careful scrutiny. It’s possible to respond more quickly to market changes, configure offerings differently, and approach the price-to-specs ratio more boldly. There’s also no single “Chinese way” of doing things. We work with various organizations that have their own culture and decision-making processes. Our task is to translate their capabilities into a business model that operates in Poland.
Speed, however, does not relieve one of responsibility. A decision to introduce a car can be accelerated, but building trust in a brand cannot be rushed as easily. Customers need to know who will take care of their car in a few years, and dealers must see the economic sense in partnering.
And it is here that the experience of established brands is invaluable: in network management, financing, after-sales service, people management, and maintaining profitability. From the perspective of Jameel Motors’ Managing Director, it’s not about choosing between the old and new worlds. It’s about combining the pace of development with business discipline. Neither an efficient organization without a good product nor a good product without an efficient organization is sufficient.
2. In August 2026, Chinese brands achieved a record 15.9% market share in Poland for passenger cars. In the same month, the figure was a record 11.7% in the European Union. Why do Polish consumers adopt Chinese brands faster than average Europeans? Is it price sensitivity, a market structure dominated by business purchases, or a weaker attachment to European brands?
In my opinion, it’s primarily the price-to-value ratio that matters, but I wouldn’t reduce it to simply looking for the cheapest car. Polish consumers want to know what extra they are paying for. If the difference comes from quality, comfort, or service levels, they may accept it. If it’s mainly due to brand recognition, they are more inclined to consider alternatives. Loyalty to a brand is important, but it doesn’t mean that the cost comparison stops playing a role in future purchases.
In the case of GAC, this is how we view Jameel Motors’ role. We are not only meant to bring cars to market but also provide them with the necessary support. The parts warehouse near Warsaw, supplemented by GAC’s warehouse in Rotterdam, is part of this responsibility. We don’t expect the mere existence of a warehouse to convince anyone to buy. However, a lack of parts after purchase could effectively deter them from the brand. In our industry, trust is also built when things don’t go as planned.
I wouldn’t attribute all the growth to corporate purchasing. A car registered under a company doesn’t always mean a large fleet is involved. It could be an entrepreneur choosing one vehicle for both work and family use. In such cases, economic considerations are combined with very personal expectations regarding comfort and safety in purchasing a car.
I therefore interpret the greater openness of Polish customers as a willingness to reassess available options rather than a weaker attachment to European automobiles. However, I wouldn’t overemphasize the difference from just one month. We can already speak of effectively gaining interest. We’ll know about a lasting change when these customers return for another car. From our perspective, that will be a more important test than a record for a single month.
3. Chinese brands’ market share is hitting record highs, while BEV share in Poland dropped to 4.7% in August. Across Europe, Chinese brands accounted for one out of four hybrids and one out of three plug-in hybrids in August. Electric vehicles and EREVs produced in China face compensatory tariffs of up to 35.3% on top of the standard 10%. Is the narrative that “Chinese offensive = electrification” no longer valid? GAC entered Poland with an electric vehicle lineup but now also offers gasoline-powered models like the Emzoom and hybrid Emkoo. Is this a strategy adjustment to market realities or something planned from the start?
The equality sign is particularly outdated. The manufacturer’s country of origin does not determine the type of drive system customers need.
At GAC, we offer the gasoline-powered EMZOOM, hybrid EMKOO, as well as electric models AION UT and AION V. These represent different solutions for various car usage scenarios. There’s no reason why a driver without easy access to charging should be less interesting to us than someone with their own garage and solar power installation.
The Ten direction is also well represented by the GAC GS7, a SUV with plug-in hybrid power and all-wheel drive. It adds to the lineup a solution that combines the ability to charge from an external source with the presence of an internal combustion engine. From our perspective, this is a choice for drivers who want to take advantage of electric driving in daily use but need greater flexibility on longer trips. It’s important that such a choice matches the actual way the car is used. A plug-in hybrid makes the most sense when it’s charged regularly. The mere presence of “plug-in” on the car won’t reduce utility bills.
Are we adapting our offerings to market realities? Of course. It would be hard to consider it a strength of an importer who sees customers’ needs but decides to ignore them because the previous presentation suggested something else. I won’t claim either that every element of the schedule was planned down to the week from day one with nothing needing adjustment.
Our goal remains the same: to build a strong brand position and a profitable business. Choosing the right engines is a tool to achieve this goal.
Regulations also matter and affect the economics of individual offerings. However, we don’t want to build our entire strategy around the current tariff structure. The car must first and foremost meet the customer’s needs. Neither attractive import terms nor a convincing technology presentation can replace this fit.
The expansion of the range is therefore not a farewell to electrification. The GS7 is precisely an example of its development in a format different from a purely electric vehicle. We do not assume that all drivers should make this transition in the same way and by the same deadline. As Jameel Motors, we aim to provide them with a sensible choice rather than dictating one mandatory path.
4. In Poland, several Chinese brands compete for customers, but growth is concentrated among a few players. When do you expect brand consolidation, and what will determine whether GAC ends up on the right side of this trend?
I would expect more selective actions in the next two to three years. This doesn’t necessarily mean that other brands will simply disappear. Some may change their distribution model, narrow their product range, or merge certain aspects of their back-end operations. Entering a market and staying there permanently are two different skills. The former can be accelerated with a large budget, while the latter requires consistency, efficient organization, and customer trust.
In my opinion, the most important test will be the economics of the entire business, not just the number of registrations. Can the importer maintain a competitive offer? Does the dealer have the conditions to make a profit and invest? Will the customer be satisfied with the service and the value of their car after a few years? It’s possible to buy a temporary share of the market at a very aggressive price. It’s much harder to build a stable brand this way. Nor can a dealer pay employees based on predictions of success by 2030.
In the case of GAC, it is important to combine the manufacturer’s infrastructure with Jameel Motors’ experience. GAC has a long-standing production partnership with Toyota and Honda, while Jameel Motors brings expertise in distribution and automotive business development. This does not mean that the experience of these organizations automatically guarantees success in Poland. It does, however, mean we have a solid foundation to build upon and do not need to reinvent how vehicle responsibility works after sales from scratch.
Model development is also crucial. We do not want to tie GAC’s future to a single model or assume that the Polish market will prefer only one type of propulsion. Expanding our lineup with EMZOOM, EMKOO, and GS7 alongside the electric AION models allows us to meet various needs. However, the number of vehicles in our catalog cannot increase faster than the organization’s capacity to sell and support them.
Therefore, just as important as product launches is the less visible back-end: preparing services, parts, financing, and maintaining quality cooperation with dealers. The warehouse near Warsaw and GAC’s European warehouse in Rotterdam are part of this responsibility. They cannot replace an attractive product, but an attractive product alone cannot replace them either.
I am convinced that we have the foundation to be on the right side of this selection process. However, I do not see it as a spot reserved in advance. My responsibility as Managing Director of Jameel Motors is to translate the manufacturer’s potential into a well-functioning business in Poland. Ultimately, it will not be us who decide which brands will stay. It will be the customers, even when purchasing their second and third cars.
5. Some Chinese conglomerates establish their own import structures in Europe, while others—such as GAC in Poland—rely on independent distributors like Jameel Motors. What are the real advantages of this model in the Polish market? How do you protect yourself against a scenario where the manufacturer takes over distribution after dominating or securing a significant market share?
A good independent importer is not just an additional link between the factory and dealerships. They are partners who take responsibility for ensuring that a global product becomes a well-functioning local business.
The manufacturer brings the cars, technology, and scale. We bring market knowledge, relationships with dealers and financial partners, sales organization, logistics, after-sales support, and accountability for results. At Jameel Motors, we make operational decisions locally, leveraging the support and experience of an international organization. This allows us to tailor our actions to Polish realities without having to build all capabilities from scratch.
The advantage lies in combining local accountability with the scale of a larger group. The manufacturer gains a partner who can turn its capabilities into a concrete product offering and efficient distribution. Translating a catalog into Polish does not equate to understanding the Polish market. One must understand what customers expect, how they make decisions, and what conditions dealers need in order to be willing to invest in the brand long-term.
Regarding security, I don’t disclose the terms of our contracts with partners. However, I can explain my approach to this matter. Investments shouldn’t rely solely on a positive atmosphere during contract signing. A handshake is important, but the finance department rightly expects more. Key factors include the scope of cooperation, rules for bearing and protecting costs, responsibilities of both parties, and conditions for potential termination of the partnership.
It’s equally important that the importer maintain value for the manufacturer even as the brand grows in scale. Initially, market entry skills are necessary. Later, factors such as network efficiency, customer retention, fleet sales development, and cost management become increasingly important. Our role must evolve alongside the business, rather than ending with just opening the first showrooms.
We don’t want to be a partner who is only needed to open doors. We want to be a partner with whom further development is smoother and more profitable. It is my responsibility to protect Jameel Motors’ investments while ensuring that the partnership remains commercially viable for both parties. A good contract and a good relationship should complement each other; one is not a substitute for the other.
6. Jameel Motors operates GAC and Geely simultaneously, which compete for the same customers in some segments. Geely has a clear advantage at the start—the Starray EM-i was the second most registered plug-in hybrid in Poland in July 2026. How do you differentiate the positioning of the two brands? Are you considering shared sales and service locations to reduce costs for the brand that is developing more slowly?
Geely’s strong start is good news for Jameel Motors. However, we don’t operate in an internal league where the success of one brand must mean failure for another. At the same time, I’m not going to pretend that differences in sales pace aren’t significant. It’s my responsibility to understand why they exist and to manage the development of both brands accordingly.
We also need to consider the different starting points. GAC entered Poland with an electric vehicle lineup, while Geely’s initial plan included both an electric SUV and a plug-in hybrid. This represents a significant difference in the customer needs we could address. It’s not an excuse for the results, but context needed to assess them fairly.
When it comes to positioning, GAC places greater emphasis on comfort, design, finish quality, and the driving experience. Geely stands out primarily through its access to modern technologies, functionality, and the value for money it offers. It’s a difference in focus rather than a division into “comfort” and “technology” brands. Customers have the right to expect both of these aspects in every one of our vehicles.
I won’t claim either that customer groups never overlap. With similar segments and budgets, some people will compare GAC with Geely. Customers don’t read our positioning strategy before visiting a dealership, and it’s hard to blame them for that. Our task is to give both brands distinct identities and reasons to choose one over the other, rather than artificially preventing them from being in the same segments. From Jameel Motors’ perspective, our priority is to acquire new customers, not just shift sales between our own brands.
I wouldn’t rule out common selling points or support services where there is a business case for it. However, I would separate shared locations, shared infrastructure, and a shared identity—these are three distinct matters. It is possible to seek savings in infrastructure or administration while maintaining separate branding and presentation for each brand. In terms of service, proper authorization, training, tools, and responsibility for service quality are essential. Two logos at the entrance cannot replace two sets of competencies.
We want to preserve the distinctiveness of GAC and Geely, but I see no reason to confuse independence with the obligation to duplicate everything. Two strong brands and a well-organized support structure are worth more to us than two organizations that do everything separately at all costs.
7. In June 2026, companies were responsible for 69.5% of private car registrations in Poland. You previously pointed out that artificially high residual values can significantly impact the acquisition of new customers. How do leasing companies and fleet managers evaluate Chinese cars today? What is Jameel Motors doing to convince the financial market that GAC vehicles are tailored for business use?
There is no single valuation for a “Chinese car.” The specific model, actual purchase price, maintenance, and potential for resale matter. I understand the caution on the part of financiers. We don’t expect a preferential rate, but the country of origin should not replace thorough analysis.
When residual values are high, my main question is: what does the forecast rely on, and who bears the risk if it turns out to be incorrect? Excel will accept any number. The next car buyer doesn’t have such an obligation. One must also account for value loss in zlotys, rather than focusing solely on the percentage. A car purchased at a better price might lose more in percentage terms, yet still cost the company less over its entire lifespan.
As Jameel Motors, we address these concerns with specific solutions. In the AION UT leasing offered by Masterlease, the financier guarantees the residual value, and the customer returns the car under certain conditions at the end of the contract. The published calculation also includes maintenance costs. This allows the company to plan expenses without having to find a buyer on its own at the end of the contract.
In addition to this, there is a five-year manufacturer’s warranty for EMZOOM and EMKOO, along with spare parts support, including GAC’s European warehouses in Warsaw and Rotterdam. For fleet managers, these are not mere additions to presentations but elements of risk assessment and operating cost evaluation. It is also our responsibility to maintain a predictable business strategy, as today’s pricing decisions affect the value of our customers’ vehicles tomorrow.
We do not ask leasing companies to have more faith in GAC. We need to provide them with more solid bases for accurate cost calculations. A company vehicle must stand up in terms of cost accounting and daily operations, not just through an attractive monthly payment as advertised.
In the fall of 2024, Geely will introduce the Monjaro EM-i – a D-segment PHEV SUV with 4×4 drive – as well as the E2, an urban electric hatchback offering an attractive price and low monthly payment. GAC responds with models like the Aion UT, targeted at younger customers.
We have already introduced the AION UT, so it’s hard to consider it as a response to Geely’s autumn launches. It is part of the GAC lineup development, not a reaction to the second brand’s schedule. As Jameel Motors, we are responsible for both businesses but do not engage in a competition to see which one has the final say. Each brand must have its own direction and compelling reasons for its choices.
For GAC, the AION UT aims to expand the customer base for whom an electric car can be a practical choice. However, I wouldn’t limit it solely to targeting young people. Its compact size, spacious interior, and comfort for daily use cater to the needs of various drivers. Of course, we want to attract younger customers too, but age is not a criterion for allowing test drives. What matters more are how the car is used, the budget, and charging options.
We are simultaneously expanding our offerings in other segments. The GS7, a larger SUV with plug-in hybrid power and all-wheel drive, allows us to reach customers seeking a family car and greater flexibility for longer trips. Thus, the AION UT and GS7 serve different roles but achieve the same goal: expanding the range of needs that GAC can address. We do not want to tie the brand’s development to a single model or powertrain type.
From my perspective, the most important thing is that expanding the product lineup translates into sustainable business growth. Financing, dealer preparation, and after-sales support must keep up with new launches. It’s not about having the most nouveautés in a press release, but rather ensuring that each one makes sense for customers and the dealer network.
9. Can a cheap, compact electric car reverse the decline in BEV sales in Poland, or does the market need more stable subsidy rules? How do you assess the impact of the NaszEauto program and possible changes to support policies on sales of your brands? And most importantly, do you think the market requires subsidies for electric cars or rather other support mechanisms?
In my opinion, a cheap, compact electric car can help, but it alone won’t reverse the trend. Price is important, especially in the urban segment, but for BEVs, customers also consider charging options, energy costs, range, and the car’s value after a few years. A low monthly payment may open the door, but it won’t solve the problem if there’s no charger behind that door.
NaszEauto program demonstrated that there is real interest in subsidies. Applications closed on April 30, 2026, with over 41,000 submissions received, and interest exceeded the program’s initial budget. In October, funding was increased by more than 82 million zł to cover applications that received positive evaluations. This shows that support can stimulate demand, but predictability is equally important. Customers, dealers, and importers should not have to wonder every few months whether the program will exist, when it will start, and under what terms.
From the perspective of our brands, subsidies certainly help models like the AION UT and AION V by lowering the barrier to entry. However, I don’t think the market should be permanently dependent on them. A healthy electric mobility sector cannot function like a sale that ends with the last coupon used.
In the long term, stable regulations, development of charging infrastructure, easier installation of chargers in apartment buildings and businesses, and predictable energy costs are more important. A subsidy may encourage a customer to take the first step, but whether they stay with an electric vehicle depends on the daily convenience of using it.
Therefore, I wouldn’t ask the question “subsidy or other mechanisms.” Both elements are needed during the transition period, but over time the focus should shift from simply subsidizing purchases to creating conditions where electric vehicles are economically and practically viable. The government can help customers buy electric vehicles. The market will succeed when it no longer needs to convince people to drive them.
10. The European Union is discussing further changes to customs policy, while Chinese manufacturers are preparing to produce in Europe. How will local production and potential tariff changes affect your pricing strategy and product lineup selection? Do you see room for GAC to engage more deeply in Poland’s automotive industry beyond just selling cars?
Local production can alter the economics of certain models and reduce the impact of tariffs or logistics on the final price, but I wouldn’t consider it an automatic guarantee of cheaper cars. For us, it’s most important that our product lineup remains resilient to regulatory changes and meets real customer needs, rather than simply reflecting the current tariff structure.
GAC has already shown it is thinking long-term about Europe, among other things by producing selected models in collaboration with Magna in Austria. This is a significant signal, as selling cars in Europe is one thing, but establishing an industrial base there is another.
Is there room for Poland? Definitely, not only in assembly but also in components, logistics, and automotive services. Poland has the expertise, scale, and infrastructure to be more than just a market. However, investment decisions lie with the manufacturer, so I won’t announce any factories until someone starts looking for land.
11. Where do you see Chinese brands’ presence in Poland by 2030, and what share of that market does Jameel Motors want to capture? Are there other brands in the group’s portfolio—including Zeekra and Farizon Auto—that make sense for Poland?
I wouldn’t fixate on a single figure, but I consider it entirely plausible that by 2030 Chinese brands will hold around 20-25% of the Polish market. The condition is simple: they must move from gaining interest to building loyalty, residual value, and long-term relationships with dealers. The first car can be sold through an attractive offer, but the second customer will buy based on experience.
As for Jameel Motors, we don’t want to compete solely in the “Chinese brands” category. Our ambition is for GAC and Geely to be compared normally with the biggest players in the market. I’m not interested in a separate league for new brands; I want a spot at the main table.
Jameel Motors works globally with a wide range of manufacturers, including GAC, Geely Auto, Zeekr, and Farizon Auto, but decisions for specific markets are made locally based on concrete business reasons.
Is there room for more brands in Poland? Yes, but only if they bring something new to the portfolio. Zeekr is a completely different case compared to Farizon, which operates in the commercial vehicle segment. We don’t want to collect logos. Every new brand must have customers, a market position, and economic viability. If these three elements are met, we’re naturally open to further expansion.
Maciej Gis