From entry to ecosystem: Inside iCAUR’s Middle East launch strategy

Recently, the Chinese automaker Chery announced the launch of its new brand in the Middle East: iCAUR. The company frames the launch of this “new energy brand” as more than a simple market entry, but as a deliberate creation built around regional realities.

As a part of the pre-launch activities, we attended a roundtable hosted by iCAUR, where brand executives shared their vision and strategy for launching and growing in the UAE’s competitive market.

Powertrain strategy focused on flexibility

A central pillar of iCAUR’s strategy is its refusal to be locked into a single powertrain ideology. Instead of choosing between EV and ICE extremes, the brand positions itself around choice, flexibility, and transition.

Mr. Ma Yongdong, VP and CTO of iCAUR Brand

“Our portfolio is built around two powertrain approaches,” said Mr. Ma Yongdong, VP and CTO of iCAUR Brand. “The first is pure electric. The second is the range-extended electric vehicle (REEV), aligned with our plan to build a global green-energy company.”

For the Middle East, REEV technology plays a strategic role. It delivers electric driving benefits without requiring a fully developed charging infrastructure, a crucial bridge technology in the region. This approach reflects a pragmatic understanding of market readiness rather than ideological positioning.

New energy demand is already here

One of the most important strategic insights from the roundtable was the speed at which consumer behavior in the Middle East is evolving. “In the region, we sell around five thousand cars a month,” said Mr. Tim Zhang, General Manager of the Middle East region, Chery International. “10% of those sales already come from new energy vehicles, and the ratio is increasing.”

Mr. Tim Zhang, General Manager of the Middle East region, Chery International

This data supports iCAUR’s confidence in launching now and in prioritizing REEV and PHEV (Plug-in Hybrid Electric Vehicle) solutions that align with consumer comfort levels. “After we launch iCAUR, we expect the ratio to increase further because the market is starting to change,” Zhang added.

Differentiation through infrastructure

In a market crowded with new entrants, iCAUR’s leadership was clear: success will not be won on product alone. “If you want to succeed in the Middle East, you should do something for the Middle East,” said Zhang. Unlike many competitors operating solely through distributors, iCAUR has invested directly in regional infrastructure, including subsidiaries, spare parts logistics, training centers, and localized R&D.

“We have built subsidiaries in the UAE and KSA, because we want to stay in the UAE, stay in the Middle East, and grow here together,” Zhang explained. “We make sure that every spare part will be delivered within forty-eight hours,” he added.

Localization as a technical advantage

Mr. Hope Zhang, Country Director of iCAUR in the UAE

Technical adaptation is not limited to marketing claims. The iCAUR leadership highlighted extensive engineering work done specifically for GCC conditions. “We do extensive tests in the GCC,” said Zhang. “We did trial runs in Saudi Arabia and the UAE, then we applied adaptations accordingly.”

High temperatures were repeatedly identified as a key factor in the design process. “We have a special AC system for here,” explained Yongdong. “We had to do three rounds of testing to ensure compatibility with high temperatures.” This emphasis positions iCAUR not merely as imported technology, but as technology shaped by regional realities.

Emotional appeal meets functional design

Beyond technology, iCAUR’s strategy places strong emphasis on emotional resonance. Leadership repeatedly framed the iCAUR V27 model not as a spec-driven product, but as an object of desire. “When the customer sees the V27, they often express their affection toward it on an emotional level,” said Zhang. This emotional pull is intentional and deeply embedded in the design philosophy.

Dr. Su Jun, VP of Chery Automobile and CEO of iCAUR

“The outside is very strong and tough; by contrast, the inside is smart and comfortable,” said Dr. Su Jun, VP of Chery Automobile and CEO of iCAUR.

Jun positioned iCAUR as creating a new category: rugged vehicles that deliver refined urban usability. “We can start a new market in this area,” he said. “That’s a brand new style.”

Rather than benchmarking directly against existing competitors, iCAUR’s leadership made it clear that their ambition is to redefine expectations. “There’s no comparable car with similar abilities in the same price range,” said Zhang. “There is no direct competitor. No benchmark.”

The goal, according to leadership, is not conquest but creation. “We want to change the market. We want to create new segments,” Zhang continued.

Long-term vision

Looking ahead, iCAUR’s leadership articulated a balanced, future-facing outlook on electrification. “We will not give up ICE cars,” confirmed Zhang. “We are covering all types of powertrains.”

Rather than betting on a single outcome, the group’s strategy is built around adaptability, evolving alongside customer readiness and technological breakthroughs.

Across product, infrastructure, technology, and brand positioning, the iCAUR strategy reflects a consistent theme: long-term commitment over short-term gains. “Our aim is to build a special car, not to imitate or follow other manufacturers,” said Yongdong.

In a rapidly evolving automotive landscape, iCAUR is positioning itself for the challenge with a clear vision and a focus on customers. The brand is engineered to adapt, resonate, and endure. Whether this strategy translates into long-term success in the UAE and KSA will depend on market response.