Chinese electric-vehicle maker NIO has taken a visible step beyond its domestic market, opening its first national-authorised showroom in Uzbekistan and rolling out models from both its flagship and sub-brands. On 31 January, NIO and Uzbek dealer ABU SAHIY MOTORS inaugurated “NIO Space | Tashkent,” where the company simultaneously introduced multiple models including ET9, EL8 (China-market ES8), EL6 (ES6), ET5 and ET5 Touring, alongside two vehicles from its newer Le Dao brand — the L90 and L60.
The Tashkent launch marks Le Dao’s first market outside China and forms part of a wider overseas push. NIO said it will also partner with Costa Rica’s largest EV distributor, Horizontes Cielo Azul Movilidad, to bring Le Dao into the Americas later this year, signalling a two‑pronged expansion into Central Asia and Latin America rather than targeting mature Western markets first.
The move sheds light on how Chinese EV groups are rebalancing growth strategies amid intensifying competition at home. After rapid domestic expansion and price competition, automakers such as NIO are increasingly looking to regions with lower market saturation and growing demand for affordable electric models. Central Asia, with its improving trade and infrastructure links to China, offers a pragmatic first stop for a showroom-and-dealer model that relies on local partnerships for distribution and after-sales.
Several structural advantages explain the appeal of markets like Uzbekistan. Relatively limited local EV manufacturing, rising urbanisation and active interest in diversifying vehicle fleets mean Chinese brands can gain share through competitive pricing, rapid delivery and bundled dealer support. But these gains are conditional: success will depend on building charging or swap infrastructure, ensuring spare‑parts availability, and winning consumer trust against established import brands and local regulations.
For NIO specifically, dual-branding — maintaining a premium NIO line while exporting Le Dao as a lower‑cost option — helps protect the company’s upmarket positioning while allowing it to chase volume abroad. The July-to‑Costa Rica tie-up confirms NIO’s willingness to use local distribution partners rather than rely solely on company-owned retail, a pragmatic choice for markets where direct investment is costlier and regulatory frameworks vary.
The expansion also has broader commercial and geopolitical dimensions. Chinese automakers’ overseas footprint is growing not just through sales but via after-sales networks, finance packages and local partnerships, which can strengthen commercial ties with host countries. Yet this strategy creates exposure to currency, regulatory and infrastructure risks; success will require sustained investment beyond a showroom launch.
NIO’s Uzbekistan showroom is a modest but symbolically significant move that reflects the wider trend of Chinese EV makers pursuing growth in under‑penetrated markets. Whether Le Dao will establish durable market share will be decided by the company’s ability to convert showroom interest into reliable ownership experiences, from financing to maintenance and charging.