Volvo is in the spotlight again. Volvo, a global luxury car company controlled by a private entrepreneur in China, reached an endorsement agreement with New York Knicks basketball star Jeremy Lin at the March 19, 2012 press conference in New York. In the interview with Sohu Auto, Shen Hui, Chairman of Volvo China described this as a "landmark event" for Volvo Car's global brand revival strategy.

　　Since August 2, 2010, a memorable day Geely completed acquisition of Volvo, it is known to all that to reshape the Volvo Car brand image, or more accurately remake Volvo is a wish for Li Shufu, Chairman of Geely. Besides, it is also a unique mission for Shen Hui who has international management experience. Global Business case tells us if Volvo wants to be successful in the world, it has to make a success in China. 

　　But many people don't know the ambitious but the shinning goal behind the transformation of Volvo Car is to make Geely a global car company by the means of Volvo nurturing Geely. There is no denying the fact that the above goal is Li Shufu caring about.

　　This seems like an impossible goal to achieve. In the past 60 years, China's auto industry adopted the strategy of "market in exchange for technology", but still couldn't have core technologies. We wander in the world's largest auto market, while China is dubbed as the "workshop of the world". We cultivated large automotive groups making various models, but have to admit the fact that there are no world-class car companies and brands in China.

　　"You know brands controlled by Chinese companies are limited. I have been speaking in industries concerning the basic necessities of life, China almost doesn’t own a truly international brand, but Volvo is the unique luxury car brand for China," said Shen Hui in mid-September, when held an interview with Sohu Auto at Volvo China office, which located in Nexus Center, No. 19A East 3rd Ring Road North, Beijing.

　　Can Volvo Car reach its targets? According to Sohu Auto, this would be a risky bet, but a discharged arrow never turns back.

　　Sohu Auto: What things are more difficult to advance in the past two years?

　　Shen Hui: We had to face a variety of challenges from Geely's decision of acquiring Volvo Car. There were people who have some prejudices against us at home and abroad. It has proved very successful. We stepped forward in accordance with timetable and international practice, and as a result, from 100 days to the second anniversary after the acquisition, the transition is very smooth.

　　Compare with competitors, we lag behind. The top three luxury car makers in the global luxury car market are the three German brands, and Volvo Car has advantages over other luxury car brands. Volvo Car plans to surpass the top three luxury car makers, but it needs to be well prepared in the first place.

　　Sohu Sohu: Do you think Chinese market will see another exciting moment?

　　Shen Hui: The needs of Chinese consumers are upgrading, with increasingly high demands for automotive safety, quality and luxurious comfort. Though high-speed growth of 10 to 20 percent of Chinese car market no longer exists, Volvo still achieves a large growth in market segment, because of our relatively low proportion.

　　Sohu Auto: Considering that senior executives of Volvo China come from different countries, will you have difficulties in terms of cultural integration?

　　Shen Hui: Certainly there will be challenges. But we are a team, and we have a same boss, which provides the integration with good conditions. The so-called battle of the different views just relates to different personal opinions, which is not driven by the interest groups behind it. Like an army, there will be stronger competitiveness once integrates.

　　Sohu Auto: What support does Li Shufu give you when you fulfill management responsibilities?

　　Shen Hui: We have a division of labor. Li Shufu supports us from strategy and governance framework, then I implement. When it comes to day-to-day operations, I have a greater leeway, which is a good sign.

　　Sohu Auto: You have previously worked in multinational car company, but now you are in a private enterprise, how do you look at the difference between the two?

　　Shen Hui: In fact, it doesn't contradict. Successful companies in the world are often the intersection of both. What still needs to be emphasized is that the Volvo Car is still a multinational company, though we feel are undertaking the second pioneering. Why Chairman Li Shufu attracted me to join Volvo Car? This platform is the role of the entrepreneur.

　　In my opinion, the future of China's auto industry depends on in private enterprises, especially to go out of the country. Because it is easier to learn international practices and ways of doing things, and there is no limit of bureaucracy.

　　Sohu Auto: So we should give private enterprises what kind of living environment?

　　Shen Hui: Whether it matters private enterprises, or state-owned enterprises, they must be treated equally. The nation is treated equally, so we should encourage it. Chinese industries, including the automotive industry to go out in the future, private enterprises are the best vanguard.

　　Sohu Auto: As a leader in the second camp of luxury car brands, how to position Volvo Car’s competitors?

　　Shen Hui: There are different competitors in different markets. In China, luxury car market is dominated by BMW, Mercedes and Audi, but also there are some Japanese brands, such as Lexus and Infiniti.

　　Sohu Auto: Have you once said NO to Li Shufu?

　　Shen Hui: Yes, I have. I must be responsible for Chairman, to give him the most accurate market situation and opinions. If I say YES on all the things, that is irresponsible. I must take the responsibility because I am on this post. To see the problem and point it out is the greatest respect to the boss. This is the biggest difference between me and a professional manager grew up entirely in Chinese environmental.

　　Sohu Auto: What is the biggest challenge in your career?

　　Shen Hui: It should be how to go next when you achieve the pinnacle in a company? Continue, or accept a new challenge?

　　When I left BorgWarner, there were two paths to choose. First, I could continue to stay there. Second, I could transfer to the U.S. market. However, I chose Fiat. Fiat was not optimistic at the time, but that experience taught me how to look for new opportunities in a difficult time. These experiences help me a lot.