LEAPMOTOR has created a youth version of the DreamCar

Recreate the legendary car

Author | Chai Xuchen

Editor | Zhou Zhiyu

Unexpectedly, Leapmotor, known for creating hit models, has hidden a "magic car" plan. This time, it aims to move from the mass market to the personalized track, boldly proclaiming the slogan "to create a Dream Car for young people around the world."

On September 8th, German time, Leapmotor introduced a "new species" — Lafa5. This hatchback, derived from the original Leapmotor B series, has become the least "Leapmotor" member.

Leapmotor positions this car as a coupe, and its design is quite radical: streamlined hatchback body, travel-style proportions, large continuous light strips, protruding front lip, equipped with air channels, clam-shell hood, frameless doors, and 19-inch sporty wheels, along with a large rear wing... These elements all enhance its visual personality.

In a post-event interview, Leapmotor's Senior Vice President Cao Li pointed out to Wall Street News that to benchmark against competitors in the European market, Lafa5 has made efforts in driving performance and handling.

This positioning quickly led the public to associate it with the benchmark of the fuel vehicle era — the Volkswagen Golf. The Golf was the best-selling car in Europe for 14 consecutive years, with global sales exceeding 35 million units, and its GTI version is a totem of the "hot hatch" culture.

Leapmotor's founder and chairman Zhu Jiangming also revealed that Lafa5 will offer a more powerful Ultra version in the future, which undoubtedly deepens market speculation about its comparison to the Golf GTI.

Leapmotor's strategic intent is clear: to make Lafa5 the "Golf" of the electric era.

In the fuel era, the Golf was a car that you couldn't go wrong with even if you bought it with your eyes closed. In the electric era, can Lafa5 become a new hit that is practical, attractive, and emotionally valuable?

Therefore, after its debut, the most concerning question from the public is Lafa5's advantages. Cao Li's answer is electrification and intelligence, as well as space and comfort.

It is reported that Lafa5 will be built on Leapmotor's latest LEAP 3.0 platform architecture, which means it will have an efficient three-electric system and an advanced central integrated electronic and electrical architecture. Meanwhile, the reserved position for the laser radar on the roof also indicates that its advanced intelligent driving capability will be one of the core selling points of the product.

Regarding pricing, Zhu Jiangming reiterated that Leapmotor will adhere to the "cost pricing" principle, indicating that Lafa5 will maintain a high sense of value while also having a competitive price. This suggests that Lafa5 intends to transcend the traditional cost-performance thinking of transportation tools, providing young users with products rich in "emotional value" through design, technology, and intelligent experience.

Industry analysts believe that if Leapmotor can successfully shape Lafa5 into a true "electric hot hatch," it could fill an important market gap in both the Chinese market and the global market. Currently, pure electric hatchbacks in the Chinese market either lean towards economical transportation or are high-priced luxury brands, while affordable models that combine driving pleasure and intelligent experience remain scarce This is exactly Zhu Jiangming's strategic plan. It is important to note that currently, joint venture brands still hold a 47% share in the segmented market. Leapmotor, eager to expand its circle and open up market share possibilities, has precisely tapped into this structurally opportunistic segment that mainstream new energy brands have overlooked.

Next, the Lafa5 will be launched in the Chinese market in the fourth quarter of this year, with global sales starting in 2026; the Lafa5-Ultra is tentatively scheduled for release in the first half of 2026.

Behind the Lafa5 is Leapmotor's grand vision to become a giant in the automotive industry. Zhu Jiangming emphasized in an interview that an annual sales volume of 4 million units is the "lifeline" for becoming a global automotive enterprise. He predicts that the key milestone of 100,000 units sold per month may be reached next year. To achieve this goal, global models like the Lafa5 that can tap into incremental markets are crucial. Additionally, Leapmotor plans to launch 5-7 new vehicles in overseas markets next year to meet the diverse needs of consumers in different regions.

From being a "price butcher" with high cost-performance to seeking technological and brand globalization, Leapmotor is attempting to complete a critical brand leap through products like the Lafa5.

A new giant rapidly expanding its territory seems to be emerging.

Below is the transcript of the conversation with Leapmotor Chairman and CEO Zhu Jiangming, Senior Vice President Cao Li, and Vice President Zhou Ying:

Q: What role does the Lafa5 play in the overall Leapmotor brand?

Cao Li: The Lafa still belongs to the entire ABCD category. Our models range from 70,000 to the planned 300,000, all of which need to meet the mass market positioning. Leapmotor has gradually launched four series of models in the ABCD category, and we hope to introduce personalized models based on mass-market vehicles to meet the diverse needs of younger consumers. Therefore, it can be seen as a slightly more personalized and sporty part of our larger family of models. In the future, we still hope this model will go for volume rather than being limited to a niche market. We also have other models planned based on this foundation. We will choose a factory in Spain, and we are currently adapting the production line.

Q: What are the unique advantages of the Lafa5? What are its strengths?

Cao Li: This model is a classic in Europe, and compared to two-door cars on the European market, the intelligence and electrification of new cars from China have very obvious advantages. Based on this, our model was initially developed with a global direction, so the mechanical quality and handling sports chassis tuning have been locally adapted according to the European version. Therefore, the overall competitive strength is quite significant.

Q: How do overseas users perceive Leapmotor's intelligence in their purchasing decisions?

Cao Li: The demand for assisted driving overseas may not be as sensitive as it is domestically, but there is a strong demand for the intelligence of the passenger cabin.

Q: The design curve of the Lafa is smoother than that of our B series; was there a deliberate effort to develop it in a more feminine direction?

Cao Li: There was no deliberate consideration to develop it in a feminine direction. In previous designs, we focused more on sporty and lively factors. Therefore, its curves and surfaces will differ significantly from the B10 In addition, the interior has significant differences from the existing B series, both in terms of color and materials, with exclusive colors available in Europe. There will also be distinctions in appearance, power, and operation.

Q: There may be a certain gap between the potential users of Lafa5 in China and Europe. How do you define the users of this car in Europe?

Cao Li: In Europe, it is not primarily young people; we estimate that this model will cover the age group of 40 to 50 years. In China, it may be in the 25-30 age range, so there is a significant difference in age groups.

In Europe, personal use is more considered, including many people who rent cars. In China, this car is more youthful and sporty, and many users may still be in the group of recent graduates or just starting their careers, as well as small families. Therefore, there may be some commonalities in usage, but the age demographics differ greatly.

Additionally, our space can accommodate small families or personal travel, with particularly large rear space. We have made differentiated designs, such as a stiffer chassis that leans more towards sportiness.

Q: How can Chinese cars enter the stronghold of traditional century-old car companies in Germany and Europe?

Zhu Jiangming: We started extensive preparations for the entire overseas market three years ago at the Munich Auto Show. It takes a long time for a car to obtain EU certification for sale in Europe. During this time, we continuously prepared products, working on certification while also developing local adaptability and gathering local user needs.

Leapmotor's overseas strategy is long-term; car companies must achieve globalization. The threshold of 4 million units was originally for fuel vehicles, and I believe that in the future, the threshold for electric vehicles may be even higher, with concentration potentially increasing further compared to fuel vehicles. Therefore, we must prepare well for the global market, which is very challenging for Chinese car companies. A product needs to go through a production line process, from planning to actual mass production, which takes about two years for local market sales. Thus, we continuously launch new products into overseas markets, and more new products will enter overseas markets in the future.

I believe Leapmotor is leading in product aspects, especially in overseas market products. First, our systematic planning is more prominent than other car companies. Next year, we will have 5-7 products for sale overseas, and the entire product form in the European market is completely different from China, with more emphasis on the ABC series.

In terms of localization, we currently have 1,700 sales and service outlets globally, which is unimaginable. Having so many outlets is a key reason for our rapid establishment.

For a product to gradually spread in a region, rushing it is definitely not feasible; all products need user experience. Brand expansion is a process from quantitative change to qualitative change. This year, we basically achieved our expectations, reaching 50,000 to 60,000 overseas sales. We aim to double our sales in both domestic and overseas markets next year, with even higher targets overseas. We are committed to deeply cultivating each market, not just trading, but truly establishing ourselves, building the brand, promoting it, and developing the market ourselves, rather than through a general agency model. We adhere to long-termism.

Q: What are Leapmotor's plans for intelligent driving overseas?

Cao Li: We will primarily focus on self-research, and overseas we will prioritize completing basic L2 functions. The subsequent plan is to reach L3 or near L3 levels in China this year and next year. We will optimize the most commonly used highway scenarios overseas, and then keep pace with the domestic rhythm Question: What is Leapmotor's future overseas strategy?

Zhu Jiangming: Chinese dealers are currently more or less going overseas, mainly concentrated in regions with a large Chinese population such as Southeast Asia and Australia. They are very interested, have resources, and are familiar with these places. In the future, we may collaborate with resourceful dealers in some areas, but the scope will not be too broad, focusing more on the Southeast Asian region.

Our sales in Germany are doing well partly because there is demand for our products among Germans. Stellantis Group has a strong channel network, and the pricing and user demographics of their models may match very well with Leapmotor's existing two models. This can also serve as an opportunity for brand promotion.

Question: What is the sales proportion of Leapmotor in overseas markets?

Cao Li: Apart from the T03, we currently have two main series of models overseas, the B10 and Lafa5, as well as two models from the A series. They are the best-selling mainstream models in Europe, corresponding to the two largest sales ranges in Europe. Theoretically, the proportions are about the same.

Zhu Jiangming: Our overseas sales are primarily managed through Stellantis Group. We now hope to focus on sales volume overseas rather than profits. Recently, we are trying everything possible to expand the market.

Both domestic and overseas markets will experience a process of quantitative change to qualitative change, which is an objective law. Coupled with the recognition of new energy vehicles in Europe and China, its market share in Europe is in the climbing stage, so it will also go through the growth process seen in China.

Question: How does Leapmotor build its brand overseas?

Zhu Jiangming: Building a brand is a gradual process; for example, through word-of-mouth and exposure, as more Leapmotor cars are seen on the road, we gradually attract users to purchase. We cannot rush the process; it must be gradual. We have experienced the growth process in the domestic market, and we have more experience in brand promotion, product structure setup, market promotion investment, and service than in the domestic market. Additionally, the speed of launching models in overseas markets is also faster, so overseas growth should be quicker than in the domestic market; compared to the domestic market, overseas may be more aggressive and grow faster.

If Leapmotor wants to truly reach the level of leading car companies, then the previously mentioned 4 million units is the threshold. I believe that if we reach such a total volume, then the domestic and overseas volumes should each account for half. Moving forward, the overseas volume should be greater than the domestic volume, and achieving monthly sales of 100,000 units next year should not be a problem.

Question: Leapmotor's data export has reached 20,000 units in the first half of this year. Europe is growing very fast; do you think your partners can keep up with the construction pace?

Cao Li: I believe there is no problem with our partners in this regard; it's just that everyone knows less about Stellantis Group. Although it does not sell complete vehicles in China, its logistics supply chain is very strong. Therefore, whether it is transporting parts or complete vehicles, the logistics network resources are very rich.

Question: This year, many car companies are going overseas; is there a phenomenon where companies choose to go overseas after being fully rolled out domestically? Zhu Jiangming: I believe that whether domestically or overseas, every enterprise needs to survive. I think every company will comprehensively balance the relationship between sales and sellers. Everything should be primarily based on market mechanisms, as the market is the best regulator. At the very least, survival issues must be guaranteed.

Question: How is Leapmotor allocating its R&D and marketing resources?

Zhu Jiangming: Our R&D is designed and developed globally and platform-based. For example, when we come to Europe, we consider changes in left and right steering, EU certification technical requirements, and personalized custom development, such as language and traffic rules. Although there are some changes, we try to platformize as much as possible, using fewer resources for global design.

Question: From a monthly sales of 50,000 to 100,000 units, what does Leapmotor believe are the most pressing issues to solve and the most likely challenges to encounter?

Zhu Jiangming: I think this is a comprehensive consideration, meaning that brand influence and product reputation must be good enough. All users first need to consider the brand of the vehicle they want to purchase and have a clear budget. The second point is that when spending this money, they will consider the brand they choose for the first time. This is an issue from the user side.

The second issue is from the product side; you need to have more choices while also expanding the product line. Currently, we have launched the C series and B series. We plan to launch the A series and D series next year to broaden the product line and ensure more incremental growth next year.

First, we need to maintain the existing volume or see some growth in it. For example, our C11 and C10 are both growing, and C16 is also seeing growth. We need to maintain the existing products with incremental growth, but since they have already reached a certain level, the increment won't be that high. At the same time, we also have future increments, such as launching the A series below 100,000 and the D series above 200,000, which expands opportunities significantly.

Question: The T03 and C11 models have propelled Leapmotor forward. What do you think are the aspects of these two models that are worth insisting on and recognizing?

Zhu Jiangming: The C11 is more decisive for Leapmotor's fate. Many people think the T03 is for older people, but our technical architecture is very good. When we launched the C11, it brought a huge shock to everyone, with full configurations, actually benchmarking against the Mercedes-Benz GLC at that time. People thought this car would sell for over 300,000. The C11 is priced around 160,000 to 170,000, which indeed attracted many users. The design of this car has also become an important factor in attracting users, and it remains a classic and aesthetically pleasing design to this day.

Question: The T03 and C11 models have propelled Leapmotor forward. What do you think are the aspects of these two models that are worth insisting on and recognizing?

Zhu Jiangming: Because competition always exists, only by continuously improving products and having advantages over competitors can one survive. At this stage, both the C series and B series are facing huge competition. For example, the B10, which everyone knows faces many competing products, while the C series has even more competitors. If you want to stand out, your products need to have absolute competitiveness