The latest data from the China Association of Automobile Manufacturers shows that in the first two months of 2026, China's cumulative automobile exports reached 1.352 million units, a year-on-year increase of 48.4%. Among them, the export of new energy vehicles was 583000 units, a year-on-year increase of 1.1 times, accounting for 43.1% of the total export volume. New energy vehicles have become the core growth engine for independent brands to go global. Against the backdrop of overseas markets becoming an important growth pole for Chinese automobile sales, the implementation of the China Canada electric vehicle tariff quota agreement has become an important opportunity for car companies such as BYD, Chery, and Geely to accelerate their entry into the Canadian market. Self owned brands are transitioning from exporting a single product to exporting an industrial ecosystem overseas, occupying an increasingly important position in the global automotive industry's electrification transformation. The release of export policy dividends and the intensive implementation of bilateral policies between China and Canada in 2026 have opened up an important gateway for domestic brands in the North American market. In January of this year, China and Canada signed a tariff quota agreement for electric vehicles. Canada granted an annual import quota of 49000 electric vehicle models produced in China, reducing the tariff within the quota to 6.1%, and increasing the quota to 70000 vehicles within 5 years. On March 1st, Canada officially launched the "first come, first served" application process for the first batch of 24500 vehicle quotas, igniting the enthusiasm of Chinese car companies for layout. China Securities Journal reporters learned that BYD, Chery, and Geely have become the first core players to sprint into the Canadian market, with each company having its own layout focus. BYD has taken the first mover advantage by relying on early compliance preparations. Its subsidiaries, Seagull, Dolphin, Atto3, and Sea Lion, have entered the pre-approval list of the Canadian Ministry of Transport and are also the first Chinese car company to register a passenger car factory in the system. Currently, the company is promoting final vehicle certification. At the same time, its executive vice president, Li Ke, revealed that the company is conducting feasibility studies on building a factory in Canada and adhering to an independent operation model. On the Chery side, the company has completed the layout of multiple brand trademarks ahead of schedule and will submit brand registrations such as Xingtu, Oumengda, Jaecoo in Canada by 2025. In January of this year, Chery launched recruitment for core positions in the Canadian market, formed a localized team, and entered the substantive preparation stage for landing. Geely, relying on the existing channel resources of Volvo and Polestar, plans to launch the Polestar brand in Canada. The Polestar trademark registration will be completed by 2025, and its controlling Lotus brand will also benefit from tariff adjustments. The price of the Eletre pure electric supercar SUV is expected to be reduced by 50%, and it plans to expand its Canadian dealer network within the year. We are expected to become one of the first Chinese car brands to enter Canada. The opportunity in the Canadian market is too rare. Since we took the lead, we need to make good use of this opportunity. ”Lotus Group CEO Feng Qingfeng stated in an interview with China Securities Journal that Lotus currently has 6 distributors in Canada, and with positive news, it will expand to around 12 this year. We have already started production, and if the details of Canada's tariff operation are introduced, our cars can immediately go abroad, "said Feng Qingfeng. In addition to the three leading car companies, the market expects 15 to 20 Chinese car companies to follow suit and expand into Canada in the future. Systematic layout opens up new space. In terms of global layout, independent brands are showing a trend of blooming in multiple regions when going global. BYD's overseas sales exceeded 200000 vehicles in the first two months, accounting for more than half of the overall sales; Xiaopeng plans to launch at least four new cars by 2026 to target benchmark overseas markets, with the goal of doubling overseas sales this year and reaching one million vehicles by 2030; Guangzhou Automobile Group has set a target of maintaining a minimum overseas sales volume of 250000 vehicles and striving for 300000 vehicles by 2026, with plans to establish over 1000 global channel outlets within the year. Europe, Southeast Asia, the Middle East, Latin America and other markets have become important strongholds for independent brands to go global, and localization adaptation strategies for different regions continue to be implemented. In the view of Zhang Yongwei, Chairman of Chebaihui, the domestic market has shown a relatively saturated trend, while in sharp contrast, the overseas market contains enormous development potential. Especially in the field of new energy vehicle exports, it will undoubtedly become a key direction for future development. However, it should be pointed out that although domestic brands have entered a period of rapid growth when going global, multiple challenges such as regulatory barriers and localized operations still exist, which have become key factors restricting the deep expansion of overseas markets. The imposition of countervailing duties and tariffs on Chinese electric vehicles by Europe and the United States has pushed up export costs; The vehicle certification process in Canada is complex, with strict safety and emission requirements. It takes one year or even longer to complete the certification from scratch. In addition, overseas dealers have divergent attitudes towards Chinese car companies, insufficient brand awareness, and an incomplete after-sales service system, which urgently need to be addressed. Faced with challenges, independent brands are making efforts in compliance capabilities, technological innovation, localization layout, and other aspects to build a systematic ability to go global. Improving compliance capabilities has become the top priority, and car companies have formed professional teams to study overseas market regulations, standards, and trade rules, and to advance their intellectual property layout. BYD, Chery, Geely and other car companies have made vehicle certification a core task when promoting their layout in the Canadian market. At the same time, they are coordinating with local financial institutions to customize financial solutions for car purchases and lower the threshold for consumers to buy cars. Technological innovation and localization adaptation have become the core of product breakthroughs. Our independent brand relies on the advantages of new energy and intelligent technology to form competitiveness in battery, intelligent driving, and range. At the same time, we optimize our products for different markets, such as adapting charging interfaces for the European market and providing rust prevention treatment for Southeast Asian car models. Chery emphasizes that overseas expansion should follow "local formulas, local flavors" and consider differentiated overseas needs from the product definition stage. At the same time, the construction of supporting systems in overseas markets is advancing simultaneously. Vehicle enterprises drive core component enterprises to go global, achieving capacity building and warehousing sharing; Zhejiang Yanbao Technology and other service providers have set up after-sales outlets overseas, launched chain services, and increased the repair time to three times the local average level. From component supply to after-sales service, from logistics and transportation to finance and insurance, an industrial ecosystem centered around automobile exports is gradually forming. Going global will contribute a crucial increment to the growth of China's automobile sales. This phenomenon is not only attributed to the demand of car companies to expand overseas market sales, but also to the strong driving force of profitability that drives companies to move overseas. ”Zhang Yongwei revealed to reporters that clues can be seen from the profit structure of the enterprise. There is a significant difference in profitability between a car company that only focuses on domestic sales and a car company that has overseas sales. Zhang Yongwei stated that Chinese automobile companies should not be satisfied with simply exporting products, but should strive to achieve global development of the industry. By carrying out technological cooperation and promoting industrial upgrading, we aim to achieve a win-win situation with overseas markets. Market opportunities often favor enterprises that have the ability to explore overseas markets. Whoever can establish a firm foothold in overseas markets, build a pattern of coordinated development between domestic and international markets, not only consolidate the basic foundation of the domestic market, but also actively expand new space in the international market, can seize the opportunity in the fierce market competition