The new rules of competition

One of the most interesting conversations at ARC360 2026 came not from a repairer, insurer or technology provider, but from a brand that, until recently, many in the room may never have encountered.

As the UK automotive market continues to experience unprecedented change, the arrival of Chinese manufacturers has become one of the most widely discussed topics across the industry. Much of that discussion has focused on marketshare, vehicle technology and pricing. Yet during a fireside discussion with ARC360 Co-Founder and ILC Content Director Mark Hadaway, Elena Vasciminno, Head of Marketing at Leapmotor International UK, offered a different perspective.

Rather than focusing solely on vehicles, Elena spoke about culture, agility, customer expectations and what it means to build a completely new automotive brand in one of the world’s most competitive markets.

The result was a fascinating insight into how one of the industry’s newest entrants is attempting to challenge convention.

And perhaps most surprisingly, the story is not simply about disruption. It is about combining the advantages of a disruptor with the strengths of an established automotive giant.

“We are a new brand,” Elena explained. “But we are not new to this.” That distinction sits at the heart of the Leapmotor proposition.

Unlike many new entrants arriving in Europe, Leapmotor is backed by Stellantis, the fourth largest automaker which owns 51% of Leapmotor International and provides the infrastructure, expertise and support network of one of the world’s largest automotive groups.

For Elena, this fundamentally changes the conversation.

Learning to understand

The challenge facing customers, insurers and repairers is not learning to trust a completely unknown organisation. Instead, it is learning to understand a new badge supported by a familiar ecosystem.

Elena explained, “The only thing we [the sector] have to accept is a new badge on the front of the car,” she said. “We’re not new to this. We know how this industry works and we know what we’re doing.”

That positioning feels particularly significant at a time when many established manufacturers are facing increasing competition from new market entrants.

Throughout ARC360, delegates heard how Chinese manufacturers are accelerating change across the industry. Matthew Freeman’s earlier session had highlighted the speed at which new brands are gaining marketshare, introducing technologies and challenging traditional operating models.

Leapmotor’s approach, however, offers a slightly different perspective. Rather than attempting to replace established industry structures, the company is using them as a foundation. That strategy is visible throughout the business.

Trust

From a retail perspective, every Leapmotor dealership currently operates through the Stellantis network. The company launched with approximately 40 retail partners, has already expanded beyond 80 locations and plans to reach 100 sites in the near future.

The approach immediately addresses one of the biggest challenges facing new brands: trust.

Customers already have relationships with those retailers. They know the locations, understand the service proposition and often have existing experience with Stellantis brands.

As Elena explained, people trust retailers they have used for years, and that familiarity creates confidence in the new brand sitting alongside them.

Yet while the infrastructure may be familiar, much of the thinking behind the business is intentionally different.

Simplicity

A recurring theme throughout the discussion was simplicity.

In a market increasingly characterised by complexity, Leapmotor has deliberately chosen to reduce choice rather than expand it.

Many manufacturers offer multiple trim levels, optional equipment packages and extensive configuration options. Leapmotor has adopted a far simpler strategy: one specification, high; one vehicle configuration; everything included as standard.

For Elena, this is not simply about pricing but more about reducing friction.

The modern vehicle market has become increasingly complicated for customers, retailers and, as many ARC360 delegates would appreciate, those responsible for insuring and repairing vehicles.

The company’s philosophy is therefore built around accessibility and clarity.

“We want value to be simple and accessible,” she explained. “One spec, one car with all you need.”

Agility

That straightforward approach extends beyond the product itself. Throughout the discussion, Elena repeatedly referenced the importance of removing unnecessary complexity wherever possible.

The example she returned to frequently was the company’s response to the government’s EV grant announcement during 2025.

Faced with uncertainty around eligibility criteria and customer understanding, Leapmotor launched its own grant initiative within days, providing customers with immediate clarity and avoiding confusion around the wider scheme.

The speed of that decision highlighted another important advantage available to newer organisations: agility.

If there was one word that appeared repeatedly throughout ARC360 2026, it was adaptability.

Repairers spoke about it. Insurers referenced it. And for Elena, agility represents one of the greatest advantages available to a new brand.

“Having a legacy is a blessing and a curse,” she explained.

Legacy creates trust, credibility and familiarity. Customers know the brand and understand what it represents. However, legacy can also create complexity.

Established organisations often carry layers of process, governance and historical thinking that make rapid change difficult. New entrants face fewer of those constraints.

The example of the LEAP-GRANT illustrated the point perfectly. The initiative was approved and launched within days of the government’s announcement, something Elena acknowledged would have been far more difficult within many traditional automotive organisations.

Brand building

That freedom extends beyond product strategy and into brand building itself. Unlike established manufacturers, Leapmotor is effectively creating its identity from a blank sheet of paper.

Every campaign, every activation and every customer interaction contributes towards defining what the brand becomes. Since launching in the UK, the company has experimented with unconventional campaigns, including experiential events designed around its ‘Take a Leap’ positioning.

The objective is simple: create a brand that people believe in.

Because while product specification and pricing may attract initial attention, long-term success depends upon something deeper: trust.

That is particularly true for Chinese manufacturers entering European markets. Although consumer attitudes are changing rapidly, perceptions still need to be addressed.

Elena acknowledged that building credibility represented one of the most significant challenges during the launch phase. Customers needed a reason to believe the brand would remain in the market and continue to invest in its future.

Long term

For Leapmotor, the answer lies in long-term commitment. “We’re not aiming to be here for a few years and then disappear,” she said. “We are here to stay.” The early signs suggest the strategy is gaining traction.

In March the business celebrated its first anniversary in the UK with a record registrations month. Growth continues to accelerate: by May 2026 the company had already matched the total sales volume achieved throughout the whole of the previous year, and in June 2026 month to date the brand has achieved 1% share of new car market, delivering its best performing month so far.

Today, approximately one in every 200 newly registered vehicles is a Leapmotor. Within months, that figure is expected to double to one in every 100.

Looking ahead, the ambition is even greater. By 2027, the company plans to offer a six-model range and secure more than one per cent of the UK market.

Collaboration

Yet perhaps the most relevant discussion for the ARC360 audience centred not around sales but collaboration.

Throughout the day, speakers repeatedly highlighted the importance of insurers, OEMs and repairers working together to solve future challenges. Elena echoed that message strongly.

Reflecting on the realities of launching a new brand, she admitted that some challenges only become visible once vehicles enter the market. Insurance, repairability and supply chain considerations are often more complicated than they initially appear.

Rather than treating those challenges as someone else’s responsibility, she advocated earlier engagement across the ecosystem.

Elena said, “If we get ahead of the game and work on these cars before they’re actually in the market, let’s try and make things that are really complicated less complicated.”

It was a sentiment that resonated strongly with the wider themes of ARC360. For new entrants and established organisations alike, success increasingly depends upon relationships.

Much has been documented about how new manufacturers will disrupt the automotive sector. Yet Leapmotor’s story suggests the future may not simply belong to those who move fastest. More likely it might belong to those who successfully combine innovation with trust, agility with experience and disruption with collaboration.

Supported by Corporate Partners Allscreens, BASF, e2e, Exclusive Repair Network, iBodyshop, Mirka, NWVA, Prasco UK, Repairify, S&G, Sherwin-Williams, Solera Audatex and Spire Drive, alongside sponsors Partly, Silverlake Automotive Recycling and Thatcham Research; as well as  Industry Body Partners AutoRaise, MIB, NBRA and Trend Tracker; and Vehicle Manufacturer Partner Stellantis, ARC360 2026 attracted close to 400 key persons of influence from across the UK vehicle repair and motor claims sector.