As an old state-owned enterprise, Sinotruk constantly improves its competitiveness through transformation and upgrading. Through the implementation of the internationalization strategy, it has been sold in more than 100 countries and regions around the world.

In 2014, Sinotruk Howo Group exported 34,300 trucks, heavy truck export ranked first in China for 10 consecutive years, by the Ministry of Commerce as "the first batch of national vehicle export base enterprise", by the state administration of quality supervision, inspection and quarantine of China automobile association as "entry-exit inspection quality credit management AA enterprise" and "export credit AAA enterprise", by the China chamber of import and export products "2014 recommended export brand". 

 

In 2004, Sinotruk proposed to implement the internationalization strategy, planning to gradually realize the internationalization of brand, capital, management, talents, technology and market. Through the reform of international marketing, Sinotruk has implemented the strategy of "going out, going in, and going up", changing to wait for customers to engage in marketing for "going out", and launched the "6+1" model, to set up six regional departments and an import and export company for the global market.

The six divisions have established overseas offices to serve the markets of Southeast Asia, the Middle East, Southern Africa, North Africa, Central Asia, Russia and South America, basically achieving full coverage of developing countries. Each regional department and representative office establishes a sales network, after-sales service network, and accessories supply network in the regional market to ensure the sustainable development of international marketing and internationalization strategies. At present, the group has nearly 1,000 overseas residents and has established offices in nearly 100 countries.

In addition, in order to optimize and improve the international network layout, Sinotruk actively promotes the construction of overseas KD assembly network. At present, it has established KD assembly plants in eight countries including Nigeria, Morocco and Malaysia through technical cooperation and physical investment. It has promoted the development of local parts industries.

In the construction of the international market network, Sinotruk has changed from focusing on the growth of quantity to focusing on the improvement of the quality of outlets and the improvement of the level of overseas after-sales service. As of the end of 2014, Sinotruk has developed a first-level dealer network in the international market. There are more than 160 branches, more than 400 service outlets, and more than 300 accessories outlets. The construction of four networks of sales, service, accessories and refitting has been steadily advanced, and an international marketing service network with wide coverage, reasonable layout and timely linkage and response has been initially formed.

Relying on the internationalization strategy, SINOTRUK has created a new advantage in international competition. Ma Chunji, chairman of SINOTRUK, said that the nation belongs to the world. Regardless of product export or international cooperation, we must always adhere to independent intellectual property rights and independent brands, and establish the goal of building a national brand. In the international market competition, we must always grasp the initiative in the operation of enterprises. Only by establishing an independent brand can we strengthen the national brand, open up the way to develop the international market, and go wider and wider.