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8月17日，吉利汽车控股有限公司（0175.HK）宣布管理层调整。“自8月18日起，李书福先生辞任吉利汽车控股有限公司董事会主席及执行董事职务，获任为公司终身荣誉主席”。“安聪慧先生获任吉利汽车控股有限公司董事会主席”。“李东辉先生辞任董事会副主席职务，继续担任执行董事”，“桂生悦先生辞任吉利汽车控股有限公司行政总裁，获任董事会副主席”，“淦家阅先生获任吉利汽车控股有限公司行政总裁，负责公司日常运营”。消息一出，引发一片关注。
怎么看吉利的这一次重大人事及组织架构变化、调整，一定会带出一波舆情。其中最受大家关心的是李书福是否“退”了？仔细看此次吉利汽车控股有限公司的公告，就可得知，“作为公司主要及控股股东，他仍将继续全力支持公司长远发展，李书福仍继续担任浙江吉利控股集团董事长。”原来，李书福的“退”是为了让吉利汽车控股有限公司作为一个上市公司真正实现了现代企业治理结构的转变，让外界对过去一段时间来“做强一个吉利”而做出的一系列调整有了清晰的理解和认知。过去一段时间，李书福多次提过这样的“退”，很多人以为只是说说，这次他真的这么做了。
吉利汽车是李书福几十年打拼一步一步做到今天，成为了中国自主品牌汽车标志性企业。当年为了能拿到造车“准生证”，喊出了“给我一次失败的机会”，他是推动中国汽车产业管理创新实践的不可忽视的参与者；并购沃尔沃一时轰动全球，让中国汽车从此让世界刮目相看；参股戴姆勒奔驰以及一系列的国际化布局，更让人看到李书福心中“让吉利汽车跑遍全世界”“让世界充满吉利”不是一句空话。2025年，在全球汽车集团销量集团排行榜上，吉利控股首次突破400万，成为全球第八位，是前十位中增速最高的集团。进入新汽车时代，吉利在新能源、智能化领域全力推进，极氪、领克、银河全面发力，成为市场领跑者的同时，也让大家对未来充满期待。吉利汽车控股有限公司在香港上市21个年头，股价从当初的0.4港元到上周（8月12日）的18.06港元，市值从2005年的16亿港元，到今天的1948亿港元；每年坚持分红，从一年的4千万港元，到今天的54亿港元，公司从资本市场融资的金额远远少于分红给股东的金额。李书福和他的吉利几十年历程很不容易，很了不起。
在外界看来，李书福是汽车行业的代表性人物，是一个非常成功的企业家。特别是李书福对全球汽车行业的独到见解让人佩服。20年前，一句“四个轮子两个沙发”、“通用、福特早晚会关门”，很多人记忆犹新，今天看还真的逐渐应验了。李书福的成功一定来源于他的睿智。他的一言一行、一举一动都是他站得高、看得远、勤想“事”、想大“事”的结果。记得并购沃尔沃初期，在与外方团队交流采访时发现，“老外”们很在意李书福有多少钱。我跟他们说“千万别仅仅把李书福当作一个投资人”，他的格局和想法一定会超出汽车，是未来沃尔沃发展难得的财富。这样的对李书福的认识，一定要成为今天怎么看李书福辞任吉利汽车控股有限公司董事会主席这件事的一个重要的出发点。
说实在的，当我今天看到这个消息时一点也不觉得突然。这是李书福迟早要做的事。大家可能还记得2024年9月，书福公开课现场正式对外发布“台州宣言”。它是“一个吉利”战略的总纲领，终结过去几十年“多生孩子好打架”的扩张思路，从“追求规模做大”转向体系做强。核心突出“五大战略”：战略聚焦、战略整合、战略协同、战略稳健、战略人才。形象化比喻，过去：多个品牌各自独立赛马，允许内部竞争抢市场、把饼做大再说；现在：一个吉利一盘棋，划清品牌定位、合并资源、消除内耗，追求利润与质量优先，不再单独堆销量。此后外界的确看到了变化。极氪做30万以上高端；领克20万-30万；银河、吉利品牌做主流家用，避免产品价格带相互打架。极氪私有化退市，领克并入极氪科技集团；推动业务资产归集港股吉利汽车控股有限公司（0175.HK）；李书福退出国内各业务子公司工商岗位，把日常经营交给新一代管理层。但很少有人注意到五大战略中“战略人才”中提到了完成管理代际过渡、搭建人才梯队。
如果“台州宣言”大家对“管理代际过渡”的提法没有“敏感”的话，两个月前重庆论坛上李书福的视频讲话，外界似乎感觉到点什么了。他开场就说，“企业与人一样需要精气神，要充满生机活力，并且要具备代际传承能力”、“精气神源自于正确的价值观取向”。他特别强调了传承，就是要把企业的核心价值观、管理制度、治理体系，有效、完整地传给下一代掌舵人及全体管理成员。甚至说出了他心目中“传承人”的画像：“在复杂多变的世界里始终保持创业的激情、创新的热情，始终坚持打基础练内功，坚持追求真理、尊重科学，实事求是，坚持不做亏心事、不讲鬼话；坚持遵守道德底线、法律高压线；坚持遵守商业规范、职业操守，为商业文明进步，为提高用户消费体验尽心尽力。”他进一步阐述了如何实现良好传承的规划，特别提到“台州宣言 ”就是要让“一个吉利”从战略共识，全面转化为体系优势、治理优势、全球生存力优势。其实，重庆论坛讲话，李书福的想法和办法说得非常明白了。但外界包括舆论场只将之解读为李书福要“交权”、“退位”，甚至还有人问，李书福是让儿子还是闺女接班？记得很多年前，我曾经也开玩笑地问过他这个问题，得到的回答是，有本事的人放在哪都行，没本事的人专门给他放在那也不行。看得出来，对于让子女接班这个问题，李书福早就有明确的答案了。
李书福在2025世界互联网大会乌镇咖荟·汽车夜话活动上发表演讲
不知道大家注意到了没有，就在刚刚结束的吉利汽车2026年中期业绩发布会上，李书福说到了他这次辞任吉利汽车控股有限公司董事会主席的理由，“汽车产业是没有尽头的马拉松，企业传承与价值观取向决定企业的可持续发展能力，人是企业文化传承、价值观取向的核心要素，人力资源是企业的第一资源，人才战略是吉利战略的基础性战略。”这其中反复提到了人才的重要性。这让我想起了去年在由我们寰球汽车主办的世界互联网大会乌镇咖荟·汽车夜话活动上，李书福上台即兴讲到了企业的元动力问题、讲到了怎么让人才脱颖而出的问题。在场的人听了觉得意外，似乎这与那场夜话主题关联不大。但在我看来，人才的问题一直是李书福考虑企业发展的核心。当年吉利刚刚起步，他就开始办学校，从最早的吉利工商学校（浙江汽车职业技术学院），到后来的吉利大学（吉利学院）、三亚学院等，曾经有领导在早期考察吉利后得出一个结论，吉利搞得好其中一个重要的特点在于“先搞学校、培养人才”。包括后来并购沃尔沃等一系列国际化的合纵连横，都与他一直以来认为的搞汽车一定要搞学校，要通过学校培养人才的初衷分不开来的。几十年来，吉利在办学校、培养人才方面投入了几百亿，培养出了大量的汽车专业人才，被媒体笑称吉利是许多新势力车企的“黄埔军校”。无论如何，吉利的人才队伍的培养与成长始终是李书福思考吉利如何发展时放在他心中最重要的位置；而且这也成为了吉利核心价值观和文化的一个重要的组成部分。
非常值得关注的是，此次吉利汽车控股有限公司新的“班子成员”，都是吉利集团一、二十年以上的“老人”了，特别像接任李书福成为吉利汽车控股有限公司董事长的安聪慧，以及负责公司日常运营的行政总裁淦家阅，他们都是从毕业后就在吉利工作，是吉利内部通过人才培养体系一步步成长起来的。他们都已是目前汽车行业中备受关注的精英人才了。他们的成长轨迹是扎扎实实的，每一步都与吉利的文化和价值观密不可分。既受吉利文化和价值观的熏陶，又是吉利文化和价值观的一部分。这样的双向契合一定是李书福放心“交棒”的一个重要原因。
民营企业的可持续传承已经是当下一大热门话题，迫切需要更多成功的案例。李书福今天让出了吉利汽车控股有限公司董事长的位置，毫无疑问会成为民营企业如何交棒传承的研究对象，我看好这件事并愿意为此多说几句，在于看到李书福和他的吉利在过去几十年对行业、企业、价值观、文化及人才体系建立的深思熟虑以及一步步践行的过程。从管理代际过渡到实现企业的良好传承，最终将吉利汽车控股有限公司全面完成现代企业制度的转变，这不是一般民营企业家所能做到的。值得为李书福称道。刚刚发布的吉利汽车控股有限公司2026年中期业绩让我们看到，在整个行业竞争异常惨烈的背景下，公司总营收创下了历史新高。这是李书福推动“一个吉利”战略调整的最好答案，可以让大家对吉利的明天充满信心，致敬李书福！
D-MAX Wins Again and Again!
The 31st AXCR Asian Off-Road Championship, known as the "Dakar of Southeast Asia", is now hotly underway in Thailand. The race route spans from Pattaya to Phitsanulok, with a total distance of approximately 2000 kilometers. The 6-day schedule covers multiple extreme road conditions including rainforests, mud, river crossings, and mountains.
Facing the high-intensity track with ever-changing conditions, the Isuzu D-MAX delivered a stunning performance, winning the Production Class championship across four stages from SS1 to SS4. Securing four consecutive victories, it solidified its status as the King of Diesel Engines, showcasing the hardcore racing gene deeply rooted in its bloodline.
Battling in the Rainforest: Production Models Prove Their Worth
This year's track spans from eastern to northern Thailand, featuring narrow jungle paths, slippery red clay mud, natural river crossing sections, and continuous mountain steep slopes alternating frequently. High temperatures and humidity combined with sudden rain showers created ever-changing road conditions. The long-distance, high-intensity off-road schedule posed extremely strict tests on the vehicle's power stability and chassis durability.
Numerous hardcore off-road models from around the world competed at full intensity. Production Class entrants kept their core major components in stock condition, competing on the vehicle's inherent quality and comprehensive hard power, making the event highly valuable. D-MAX's outstanding race record this time strongly confirms the hardcore performance and reliable quality of its production models.
Hardcore Strength: Conquering Dangerous Track Paths
On the field, the King of Diesel Engines demonstrated its strength. The 3.0T diesel engine equipped in D-MAX delivers ample low-speed torque output, with immediate and sufficient power response in scenarios like muddy climbing and river crossing recovery. Facing continuous high-temperature off-road conditions, the power system maintains stable output, becoming the reliable confidence for drivers to conquer the rainforest track.
The hardcore journey relies on a powerful chassis for protection. The D-MAX exclusive Han Shield chassis features a high-strength frame with two longitudinal and ten transverse beams and curved welding technology, offering excellent frame torsional resistance. The flat chassis layout properly protects pipelines and core components, resisting rock abrasion and mud erosion; paired with a professional off-road suspension structure, it continuously absorbs road shocks, maintaining body stability on bumpy jungle tracks and calmly coping with impacts from various complex terrains.
Global Origins, D-MAX Shows Hardcore Skills on the Track
Isuzu's globally unified IM manufacturing management system injected standardized hardcore genes into the D-MAX distributed worldwide, whose outstanding performance has been repeatedly verified in major extreme off-road tracks. Domestically, Jiangxi Isuzu D-MAX has fought in top competitions such as the Ring of Tarim and Dongchuan Mudslide for many years, establishing its status as the King of Diesel Production Pickup Trucks with the glorious record of 22 championships in 6 years.
The reliable performance tempered under extreme track conditions is a direct manifestation of the hardcore strength of the civilian production pickup truck. This hardcore performance, rigorously verified by professional competitions, can provide users with consistent, reliable, and reassuring performance guarantees in various scenarios such as daily commuting, long-distance travel, and outdoor off-roading.
From the scorching desert of the Ring of Tarim to the dangerous roads of the Dongchuan Mudslide, and then to the humid rainforest of this year's AXCR, D-MAX gallops across major top off-road tracks globally, undergoing layers of tests in various extreme conditions and winning numerous accolades. A series of outstanding records confirm the hardcore strength of the Diesel Production King.
8 月 12 日，奇瑞風雲 T7 正式開啓預售，預售指導價 10.99‑12.99 萬元，合共 3 款版本，一併公佈 7 重購車福利。當整個新能源界都在比拼「新車迭代速度」，好多車型追求短平快上市，恨不得一年堆出幾部新車刷存在感，風雲 T7 直接打出「慢工出好車，等咗好耐」嘅主題，喺卷到滾燙嘅 10‑13 萬純電 SUV 賽道，上演咗一套反向操作。
如今嘅新能源市場，參數堆砌、配置套路早已見怪不怪。好多車型玩起「入門版減續航、長續航得上高配加錢」嘅舊劇本；發布會 PPT 上黑科技滿天飛，實車一到高溫、暴雨、惡劣路況就原形畢露。而風雲 T7 唔行呢套捷徑，揀咗一條少見嘅逆向出海試煉路線：同源車型 Lepas L6 先亮相米蘭設計周，經受海外市場考驗，將東南亞雨季、中東高溫暴曬、印尼高濕等全球各種「地獄路況」全部實測一遍，再帶住全套全球標準返國畀國內用戶開賣，呢波操作喺國產車入面確實唔多見。
2 年策劃、3 年研發，81 台耐久測試車，整車超 600 萬公里總測試里程，耐久專項 145 萬公里，對標 2026 版 E‑NCAP 五星安全、功能安全 ASIL‑D 最高等級。旁人忙住趕發布會檔期，佢喺滿世界跑爛路做極限試煉，呢份「慢」唔係效率低，而係將風險全部解決喺交付用戶之前。
圍繞普通家庭買車最關心嘅六大剛需：靚靚、安全、出行、智能、舒享、安心，風雲 T7 冇搞「頂配先有好體驗」嘅分層套路，將家用用戶痛點挨個戳破。
靚靚剛需：全球審美融合東方韻味，拒絕「新車即舊車」
倚靠奇瑞 10 大全球設計中心，5000 + 海内外用戶共同創作。御風前臉、風塑絲緞車身、天際霞光尾門，兼顧國際簡約同東方雅緻。提供熾焰橙、山煙紫等 6 種車身配色，內飾提供溫暖黑棕、極夜黑曜兩套座艙。
重點係耐用屬性拉足，漆面對標海外嚴苛耐候標準，內飾皮革、塑料件、密封條抗老化抗褪色，開幾年都唔會顯舊，告別好多電車「剛提车驚艷，兩年就顯廉價」嘅尷尬局面。鵝卵石懸浮揚聲器、菱格縫紉細節，將精緻感落實落去。
安全剛需：五星全域防護，電池敢俾新車賠償兜底
車身採用 80% 高強度鋼、18.84% 熱成型鋼打造九橫五縱籠式車身，shotgun 結構搭配雙框副車架 + Pack 防撞梁，9 條正面 + 6 條側面碰撞傳力路徑，搭配 9 個安全氣囊，包含 48L 雙腔遠端氣囊 + 後排側氣囊，將乘員艙防護拉足。
全系標準配備犀牛電池，6D 多層防護，IP68 防水能力為國標 96 倍，暴雨內澇、戶外涉水唔使驚。更硬核嘅係直接放出動力電池安全兜底：電池自身原因熱失控損毀，直接賠償同款或者同配置新車，敢呢樣承諾，足以睇到對電池安全嘅底氣。
出行剛需：全系續航平權，告別低配續航縮水
呢係最中消費者嘅一點！行業普遍嘅操作：入門版續航縮水，想要長續航就要加錢上高配。風雲 T7 直接掀桌，全系標準配備 65.05kWh 犀牛電池，CLTC 600km 續航，實測可達 667km+，實現反向虛標。30%-80% 快充僅需 20 分鐘，飲一杯咖啡就可以補能出發。
全域一體化熱管理，雙源寬熱泵空調 + 高壓 PTC，‑30℃到 55℃超寬溫域穩定工作，北方冬天續航唔崩，南方酷暑散熱在線，搭配 AGS 智能進氣格柵與 14 項低風阻優化，高低速能耗更穩。
智能剛需：艙駕一體 8775 芯片，一半懂你一半護你
搭載 4nm 製程、72TOPS 算力嘅 8775 艙駕一體芯片，響應僅 80ms，開機提速 33%，車機流暢度拉足。15.6 英寸 2.5K 防眩光大螢幕，無線 CarPlay、HUAWEI HiCar、CarLink 全覆蓋，主流手機上車無縫互通。
靈犀智艙 2.0 玩出花樣，小奇同學、東北老姨、抬杠大師、口語老師等多套真人人設，小憩、露營、寵物、醒神六大場景模式，車唔再只係代步工具，好似移動生活空間。
獵鷹 500 智駕系統，22 顆高精度傳感器，300 + 全場景自動泊車，斷頭路泊車、跨樓層泊車、一鍵循跡倒車全部支援，專治停車困難戶。同時拋出輔助駕駛兜底：買車一年內，泊車、智能領航場景，判定系統原因造成事故，最高 500 萬賠償，將智駕嘅顧慮畀用戶兜住。
舒享剛需：大空間大師底盤，家用露營兩唔誤
車身尺寸 4570×1852×1694mm，軸距 2700mm，車內得房率 84%，後排純平地台，腿部空間 911mm。後排放倒拓展 1955mm 純平大床，行李箱 450L 可拓展至 1550L。無論係通勤家用、全家出遊，定係戶外露營裝載裝備都夠用。
9 層雲感座椅，通風、加熱雙在線，低溫 5 分鐘速熱，吸風式通風夏天唔悶後背。全車 38 處儲物空間，仲有承重 300kg 鉚環、3kg 掛鉤，大件貨物輕鬆固定。
底盤由瑪莎拉蒂前底盤調校專家領軍國際化團隊打磨，50.8:49.2 黃金軸荷比，奇瑞 26 年底盤技術沉澱，過彎穩、開起來唔飄，家用代步舒適性直接拉足。
安心剛需：兩大終身權益 + 兩大兜底，解決全周期用車焦慮
買車只係開始，養車先係長期開支。風雲 T7 直接將用戶嘅後顧之憂提前解決：
兩大兜底：動力電池熱失控損毀賠償新車；智駕場景事故最高 500 萬賠償；
兩大終身權益：整車（含三電）終身保養（易損件除外）；僅需 666 元就可以拿下價值 3999 元終身基礎保養套餐，一年一次。
放到整個行業嚟睇，而家 10‑13 萬純電市場爭殺白熱化，好多品牌忙住拼價格、堆紙面參數，卻好少願意花大量時間做全球多地域耐久驗證，更唔敢給出咁硬核嘅兜底承諾。風雲 T7 呢套「先闖全球，再回國內」嘅打法，本質就係奇瑞 23 年全球化技術沉澱嘅一次內部輸出。
唔追速成流量，唔玩配置套路，將靚靚、安全、續航、智能、空間、用車保障六大家庭剛需全部拉足。呢台經歷全球試煉嘅風雲 T7，10.99 萬‑12.99 萬嘅預售價格，畀家用純電 SUV 市場扔下一枚重磅炸彈。
據乘聯會最新統計數據，特斯拉上海超級工廠 2026 年 7 月交付超 9.3 萬輛，創今年單月交付新高，按年增長 37.8%，按月增長 5%，約等於每 15 秒便誕生一位新車主。
特斯拉上海超級工廠是特斯拉全球最大的出口中心，亦是支撐全球訂單交付的核心產能支柱，生產與交付表現持續強勁。
自 2019 年 12 月首批中國製造 Model 3 交付以來，上海超級工廠用 6 年半時間累計生產超過 450 萬輛電動車，佔特斯拉全球總產量的 45% 以上，全球熱銷的訂單一半以上由這裡交付。
2026 年上半年，上海超級工廠交付量近 46.8 萬輛，按年增長 28.4%，產量創近三年同期新高。
高效交付背後是極致的生產與物流效率：生產端可实现 30 多秒下線一台整車，運輸端一船可直接裝走 7738 輛，為全球市場訂單提供堅實保障。
倚靠強大產能與出口能力，特斯拉車型成為真正的「出海爆款」，在多個海外市場拿下銷量佳績。
2026 年 6 月，Model Y 在澳大利亞銷量超 8000 台，按年增長 133.5%，創單月銷量新高，成為當地汽車市場全品類最暢銷車型，此亦是 Model Y 連續第二個月成為澳大利亞私家車銷冠。
新西蘭市場同步熱銷，Model Y 同樣成為 6 月當地汽車市場全品類最暢銷車型。
在馬來西亞市場，雙車型齊頭並進：Model Y 成為 6 月馬來西亞最暢銷的進口品牌電動車，Model 3 成為 6 月馬來西亞最暢銷的純電轎車。
同期，特斯拉在新加坡單月交付量創下歷史最高紀錄，Model Y 成為當地最暢銷 SUV；特斯拉成為菲律賓 6 月電動車品牌銷量冠軍。
不止於中國製造的輸出，由中國領頭設計研發並製造的大型六座豪華 SUV Model Y L，正陸續在美國、阿聯酋、韓國、日本、新加坡、澳大利亞等全球多個市場推出，吸引眾多消費者前往門市試駕，掀起訂購熱潮。
In the Malaysian SUV market, many buyers compare the Proton X70 and Mitsubishi Xforce when choosing a car. These two models are quite similar in price and positioning. Today, we will conduct a detailed comparison from multiple aspects to help you save time on research.
The OTR price of the Proton X70 in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
The OTR price of the Mitsubishi Xforce in Malaysia is RM 109,930 - 119,930, with a total of 2 versions, including 2026 1.5L Ultimate (RM 119,930), 2026 1.5L Urban (RM 109,930), etc.
From a pricing perspective, the starting price of the Proton X70 is indeed RM 3,130 cheaper than the Mitsubishi Xforce. If your budget is limited, the Proton entry-level version can already meet daily needs. However, keep in mind that the few thousand ringgit difference may involve trade-offs in features, depending on your specific requirements.
The Proton X70 has a safety rating of 5★ (ASEAN NCAP), with active safety systems including ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
The Mitsubishi Xforce has a safety rating of 5★ (ASEAN NCAP), with active safety systems including MI-PILOT.
Both cars have the same safety rating, and safety features are quite comprehensive within this class. New cars nowadays generally have good safety standards, so there is no need to worry too much about this.
Proton X70 comes with a 5-year/150,000km warranty, maintenance interval every 10,000km or 6 months.
Mitsubishi Xforce comes with a 3-year/100,000km warranty, maintenance interval every 10,000km or 6 months.
Both the Proton X70 and Mitsubishi Xforce are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation. If you care more about cost-performance and features, choose the one with richer specifications. Ultimately, we recommend test-driving both; personal experience is the most important.
Overall, both the Proton X70 and Mitsubishi Xforce are very good models in the Malaysian market. Which one to choose mainly depends on your personal needs and budget. We suggest doing your research, comparing quotes from several dealerships, and then test-driving to make the final decision. Buying a car is a major decision; spending some time doing research will never be wrong.
3 million. This is not just a simple sales figure.
As Wuling commuter car users are about to break 3 million, the significance of this far exceeds the number of cars sold. It acts more like a signal to the entire industry: the commuter car segment has evolved from a niche market to a mature category with true scale, users, and ecosystem.
And Wuling is the definer of this category.
Many people see Wuling's commuter car as just a cheap small car. But those who truly understand know that Wuling has never made a simple small car.
From Baojun E100, to Hongguang MINI EV, to the Bingo family, Wuling has always been doing one thing. Making commuting as simple as possible.
How simple? Good-looking, easy to drive, easy to park, easy to save. Just these eight characters.
But behind these eight words lies the deepest understanding of user needs.
The first car for college students, a commuting tool for new professionals, a second car for young families, and the first choice for mature families. These scenarios look scattered, but essentially they are all the same demand. Solving the most daily travel problems at the lowest cost.
Wuling seized this demand. And they have done it for nine years.
From 2017 to now, in nine years, Wuling has focused on the commuter car segment. Without following trends to do those things that look more high-end, they made a simple thing reach a degree that others cannot catch up to.
Hongguang MINI EV has won the domestic A00-class pure electric sales champion for 71 consecutive months, accumulating over 1.95 million users. The Bingo family also has over 750,000 owners. Together, these two numbers are the confidence behind 3 million.
300 万用户，是 300 万份信任3 million users, for any brand, is a huge asset.
But for Wuling, the significance of these 3 million users is not just this.
There is a very special place in the Wuling brand. The relationship between it and users is not a simple buying and selling relationship. It is more like a relationship of mutual achievement.
Whatever the people need, Wuling builds it. Many people have heard this sentence. But few truly understand it.
It does not mean Wuling does everything. It means Wuling always stands from the user's perspective to think about what users truly need.
Commuter cars are the best example.
Before Hongguang MINI EV came out, small cars were not missing from the market. But those small cars were either too expensive, too ugly, or simply not usable.
What Wuling did was solve these problems one by one. Then deliver a truly usable commuter car into users' hands at a price everyone can accept.
What accumulates from this approach is user trust.
3 million users are 3 million units of trust. This trust is something money cannot buy.
And more importantly, these 3 million users are not silent users. They are users who know how to play, create, and share.
Why Hongguang MINI EV has become popular. A large reason is that users themselves are playing with it. Color changes, modifications, trendy creations, various ways to play keep emerging.
Users treat the car as a platform to express themselves. And Wuling gave them this platform.
This kind of interaction between brand and users is the most precious.
代步车出海，走的是另一条路Wuling commuter cars reaching 3 million is also a big event for the entire industry.
First, it redefines the value of the commuter car category.
In many people's eyes, commuter cars are low-end cars, cheap goods. But Wuling told everyone with 3 million users that commuter cars are a segment with true scale, demand, and future.
And this segment is not just marketable in China.
The 5th generation Hongguang MINI EV has officially launched in Indonesia. This means Wuling's commuter cars are heading towards the global market.
The significance of this matter is much greater than many people imagine.
Chinese car exports relied on cost-performance before. But Wuling's commuter car exports rely on more than just cost-performance. It relies on a mature product logic, a deep understanding of user needs.
The demand for simple commuting is not just for Chinese people. Everyone in the world has it.
As long as this demand exists, Wuling's commuter cars will have a market.
And this time in Indonesia, Wuling also collaborated with Disney Pixar's Toy Story 5. What does this show? It shows that Wuling's brand is becoming younger and more international.
From a Chinese national brand to a global commuter car brand. Wuling is walking a path no one else has taken.
300 万，只是一个新的起点August 7, Chengdu Open-air Music Park.
Hongguang MINI EV 6th Anniversary and Wuling Commuter Car 3 Million Users Grand Ceremony will be held here.
Almost 100 user trend-modified cars gathered on site. Wuling car owners representatives attended this feast together. Wuling Bingo family global ambassador Meng Ziyi will also be on site.
This is a party belonging to users. Also a milestone belonging to Wuling.
3 million is not the end. It is just a new starting point.
The commuter car segment still has great space. Wuling's story has not been told yet.
We just need to wait and see. Next, what surprises Wuling will bring us.
In Malaysia's SUV market, many buyers compare the Proton X50 and MG MG HS when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to save you time on research.
The OTR price of Proton X50 in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
The OTR price of MG MG HS in Malaysia is RM 130,450 - 146,450, with a total of 2 versions, including 1.5L Standard (RM 105,000), 1.5L Executive (RM 115,000), etc.
From a price perspective, the starting price of Proton X50 is indeed RM 40,650 cheaper than MG MG HS. If your budget is limited, Proton's entry-level version can already meet daily needs. But pay attention, the few thousand savings might involve compromises in specifications, which depends on your specific needs.
Proton X50 is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
MG MG HS is equipped with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, the MG MG HS's 1.5L Turbo has 35 more hp than the Proton X50's 1.5L 4-cyl. However, for daily driving in the city, both cars have sufficient power, you won't feel underpowered.
Proton X50 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
MG MG HS safety rating is TBD, active safety systems include Basic.
Regarding safety features, both cars have received good ratings. However, Proton X50's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and MG MG HS's Basic have some differences in functionality. If you value active safety highly, you can compare their feature lists carefully.
Proton X50 adopts 4WD drive mode.
MG MG HS adopts FWD drive mode.
Proton's 4WD and MG's FWD will have different feelings in handling, a test drive comparison is recommended.
Proton X50 and MG MG HS are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about cost-performance ratio and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both, personal experience is the most important.
In general, Proton X50 and MG MG HS are both very good models in the Malaysian market. Choosing which one depends mainly on your personal needs and budget. It is recommended to do research, compare quotes from several dealerships, and then test drive to make the final decision. Buying a car is a major matter, spending time on research will definitely not be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拎 寶路華 Ativa 同 馬自達 CX-30 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省下做功課嘅時間。
寶路華 Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，一共有 3 個版本，包括 1.0L Turbo X（RM 62,500）、1.0L Turbo H（RM 67,300）、1.0L Turbo AV（RM 73,400）等。
馬自達 CX-30 喺馬來西亞嘅 OTR 售價係 RM 122,409 - 146,409，一共有 4 個版本，包括 2025 2.0L High+ Premium（RM 146,409）、2025 2.0L High+（RM 138,409）、2025 2.0L High（RM 130,409）等。
從價錢睇落，寶路華 Ativa 嘅起步價確實比 馬自達 CX-30 平咗 RM 59,909。如果你預算有限，寶路華嘅入門版已經可以滿足日常需要。但要留意，平嗰幾千蚊，可能在配備上會有取舍，具體要看你嘅需要。
寶路華 Ativa 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
馬自達 CX-30 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，馬自達 CX-30 嘅 1.5L Turbo 比 寶路華 Ativa 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
寶路華 Ativa 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ASA 3.0 + ACC + LDA + LKA + BSM + RCTA。
馬自達 CX-30 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心這一點。
寶路華 Ativa 車身長 4400 mm，行李箱 400 L。
馬自達 CX-30 車身長 4500 mm，行李箱 450 L。
空間方面，馬自達 CX-30 嘅車身比 寶路華 Ativa 長咗 100 mm，乘坐空間更有優勢。不過 寶路華 Ativa 喺城市入面停車會靈活啲，各有取舍。
寶路華 Ativa 同 馬自達 CX-30 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價同配備，嗰就揀配置更豐富嗰款。最終都建議兩款都去試駕，親身體驗先係最重要。
總體嚟講，寶路華 Ativa 同 馬自達 CX-30 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
你睇過印度嘅馬路嗎？
我喺網上見過。
畫面通常係咁，一輛轎車俾牛尾擋住，旁邊仲有亂竄嘅摩托，甚至周圍仲有賣奶茶嘅小夥，嗰叫一個“乾淨又衛生”。
然而，喺呢啲睇完好多人覺得生理不適嘅地方，豐田、鈴木、本田等日本車廠，卻決定將籌碼押落印度。
據印度“品牌質量基金會”網站顯示，三家車廠將喺印度投資近110 億美元建廠、提產能、搞出口。
對此有网友表示，三家日本車廠係咪錢多到無處花？
事實上，佢哋唔係錢多到花唔完，亦唔係被印度嘅咖哩蒙蔽咗心竅，呢啲日本車廠高層遠比我哋清醒。
而家嘅日系車，營業額、市場份額都喺下滑，原材料成本仲係升得飛起，打開世界地圖，搵一個能夠容納產能、拓充份額、競爭溫和嘅市場，唔係咁容易嘅事。
所以，唔係日本車廠選擇咗印度，而係因為冇得揀。
日本車廠之痛
曾經嘅日系車，嗰時妥妥係人哋個仔。
你問下十幾年前開過日系車嘅老司機，一提起日系車，幾乎就冇唔豎大拇指嘅，價錢平、省油、耐用又抵撞……
甚至好多日系車，仲要加價購買，但邊個諗到，呢個鐵打嘅江山，短短幾年時間就俾佢哋打得找唔著北。
隨著新能源汽車浪潮嚟到，電動化、智能化變成好多自主車廠“彎道超車”嘅目標，依托於中國強大嘅新能源汽車產業鏈優勢同車廠自身對研發、技術嘅堅持，中國自主品牌迅速實現咗“彎道超車”。
曾經被人吐槽嘅國產車，而家喺馬路越來越多人，甚至份額超越咗合資。
根據乘聯會嘅數據，喺2026 年4 月，自主品牌嘅份額已經高達62.5%，遠超日系嘅13.1%。
要知道，中國汽車市場係全球最大嘅汽車市場，喺中國市場失速，就相當於丟咗一塊巨大嘅蛋糕。
同時，中國市場近年嚟嘅主旋律依舊係價格戰，捲配置、捲價格、捲服務已經成為一種常態，亦對日系車嘅利潤產生咗巨大嘅影響。
除咗中國，日系車喺美國過得亦唔太好。
2025 年 1 月 20 日，特朗普宣誓就職第 47 任美國總統，自此開啟咗一連串搞搞震，其中就包括以國家安全為理由徵收額外嘅汽車關稅，導致進口日本汽車嘅關稅稅率一度高達 27.5%，雖然後嚟有所降低，但亦遠高於最初嘅稅率。
呢個操作，直接導致七大日本車廠喺2025 財政年度嘅關稅損失超2 萬億日元。
再睇日本本土，其實亦唔容易。
中東地緣衝突導致霍爾木茲海峽航運受阻，運輸成本、原材料成本暴漲，日本車廠都有苦難言。
高管們看著報表，背後發涼，只能尋找全新嘅增長曲線。
所以，日本車廠唔係愛上印度，係冇地方去。
揀選印度嘅深思熟慮
咁，印度點解咁有魔力，先至令日本車廠重資投入呢？
第一個優勢就係大。喺2025 年，印度汽車市場取得咗551.7 萬輛嘅新車銷量，同比增長 6%，刷新咗歷史紀錄，位居全球第三大汽車市場，已经连续四年超越日本，僅次於中國同美國。
呢個含金量唔使多講啦，而印度取得呢一成績，主要係因為印度一直喺推動減稅政策，促進消費，這導致國內消費意願出現咗明顯增強。
第二個優點係近，就係離日系車賣得動嘅地方近，如非洲等其他地區。
所以，印度對於日本車廠，更似一個建喺十字路口中央嘅便利店，你唔使將車分別運去八個國家，只需要喺印度呢站造好，然後一船一船甩去，就能削減唔少成本。
《日本經濟新聞》亦認為，印度有望轉變為佢哋全球嘅汽車供應中心。
第三個優點係穩。要知道，日系車嘅優勢就係燃油車，畢竟引擎、變速箱、底盤三大件，佢哋已經玩咗好多年，技術積累喺全球都係數一數二。
但係中國汽車市場已經全力推動電動化、智能化發展，導致日系車嘅優勢越來越弱，根本無法發揮出嚟，但印度唔一樣，佢擁有充電樁少、電動化進程緩慢嘅特點，印度老百姓買車，都仲係盯住平、省油、易修，而呢三點正係日系車嘅老本行。
尤其係鈴木，一直係印度汽車市場嘅常青樹，幾乎年年穩坐暢銷車型寶座，口碑好，勝過任何廣告。
所以，日本車廠大力佈局印度市場，顯然是經過深思熟慮嘅。
但，印度市場真係咁好混咩？
難啃嘅印度市場
當然，印度亦唔係完美得似個香口格，佢嘅缺點同佢嘅優點一樣明顯，而且每一個都夠日本車廠喝一壺。
先講電動化，冇錯，眼睇下印度充電樁少、電動車賣唔動，確實係日系燃油車嘅避風港。但你得諗諗，呢個“避風港”能避幾耐？
印度此前可係喊出咗 2030 年電動車佔新車 30% 嘅口號，雖然聽落似吹水，但抵唔住人哋真補錢、真建充電站。
試諗下，萬一有日印度突然開竅，開始大力推動電動化、搞基建，充電樁似雨後春筍咁冒出來，嗰日系車唔就傻眼？
呢唔係泰國市場嘅翻版咩？
當年日系車喺泰國都係躺贏，整個東南亞市場，都被稱為日系車嘅後花園，結果泰國率先推動電動化，中國電動車一嚟，直接就成咗香口格，再睇日系車，喺泰國嘅市場份額嘩嘩嚟咗落。
如果印度係電動化一加速，歷史大概率會重演，而而家呢次，日系車連逃嘅地方都快冇咗，點樣預防，將成為日本車廠嘅首要問題。
再講政策，印度嘅政策就似一鍋咖哩，你永遠唔知下一口食到係雞肉定係馬鈴薯。
呢個魔幻嘅國家，今日係低關稅鼓勵建廠，明日就可能罰你一筆巨款，更令人頭痛嘅係強制合資，外國車廠想喺印度賣車，要搵本地夥伴搭檔，等你工廠建好咗、供應鏈搭完咗，印度直接背刺你，到嗰陣無論係加錢定撤資，換嚟嘅都係心痛。
所以你看，印度呢個市場，就好似一個睇落好甜嘅芒果，咬落去第一口仲行，再啃幾口就摸著硬核。
日系車而家嘅算盤係，趁住核都未硌牙，趕緊多啃幾口，但核遲早會硌到，只係唔知係邊一日。
尾聲
日系車呢趟印度之旅，唔係去旅遊，係去搵食。
中國同東南亞嘅飯桌更擁擠，生產、運輸嘅成本又提高咗，放眼全球，就印度呢口鍋仲冒住熱氣，哪怕入面煮嘅係咖哩味嘅石頭，都要硬著頭皮啃落去。
日本車廠想擴大市場，印度想嘅係拉動經濟、解決就業，雙方都有各自嘅心思。
至於結局係日系車喺印度重新封神，定係好似當年嘅部分友商一樣灰溜溜走人，那就唔知啦。
但無論點樣，呢場戲先至開始，我哋慢慢睇就得啦。
反正印度嘅故事，從來唔會悶。
Folks, today let's talk about big news on going global—not selling cars, but selling "drivers". On June 2, WeRide and Uber jointly announced a plan: to launch the country's first commercial Robotaxi pilot service in Madrid, Spain. In other words: Spanish residents will soon be able to hail a driverless taxi via Uber. This is the first time WeRide and Uber are partnering to enter the European market. Madrid also becomes the 12th city globally where WeRide's Robotaxi arrives.
According to official news, with the support of the Madrid regional government, this service will officially launch within this year. At that time, friends in Madrid can open the Uber App and call WeRide's Robotaxi with one click. It's just like calling an ordinary ride-hailing service, the difference is the arriving car has no driver—at least initially, there is still a difference. In the initial operation phase, a professionally trained safety monitor will be on board, as it's just launched, safety comes first.
This company, WeRide, you might have heard of it, or you might not. A brief introduction: Established in 2017, it has been dedicated to Robotaxi technology R&D and commercialization. Currently, its Robotaxis cover Guangzhou, Beijing, Singapore, Abu Dhabi, Dubai, Riyadh, Zurich... plus Madrid now, totaling 12 cities. Spain is also the 5th European market WeRide has entered—previously entered Switzerland, France, Belgium, Slovakia. According to the plan agreed by WeRide and Uber in May 2025, they plan to deploy Robotaxi services in 15 new international cities within five years, deploying tens of thousands of Robotaxis globally. With the Madrid launch, the deployment in 4 cities has been completed, and 11 more will be covered successively before 2030.
To be honest, it's not the first time Chinese autonomous driving companies are going global, but the combination of Chinese technology + global mobility platform + European market is quite interesting. Madrid is one of the European Robotaxi markets with the most commercial potential, with a large population, high travel demand, and friendly local policies. Being able to take root in this market is a significant milestone for WeRide. For Uber, introducing Robotaxis is also a way to reduce costs—after all, drivers don't need salaries. For Madrid residents, hailing a taxi might be cheaper in the future.
比亞迪正式發布 2026 年 5 月產銷快報，全品牌新能源汽車單月銷量 383453 輛，同比微增 0.26%，時隔十個月實現單月銷量同比轉正；其中乘用車交付 376990 輛，環比大漲 19.4%，一掃前期車型換代陣痛，呈現國內基本盤穩固、海外銷量狂飆、高端品牌全線放量的全新格局，在國內新能源內捲加劇、特斯拉 FSD 入華、自主新品密集上市的市場環境中，走出獨有的結構性增長路線。
王朝 + 海洋兩大主力品牌 5 月合計售出 330215 輛，佔據集團總銷量超八成，仍是比亞迪銷量壓艙石，全系列共 8 款車型單月銷量突破 2 萬台，產品從 5 萬入門代步到 20 萬家用 SUV 實現全覆蓋。
王朝網內部，元家族 56691 輛、宋家族 51370 輛。雙雙跨過五萬門檻，成為品牌兩大銷量支柱，兼顧家用代步與城鄉出行需求；秦家族緊隨其後交出 28360 台穩定表現，漢、唐系列月銷維持六千級體量，深耕中大型家用轎車、SUV 細分市場；全新車型夏處於市場培育期，單月交付 1810 台，後續隨渠道鋪開有望穩步上量。
海洋網增長勢頭更為迅猛，全系五款車型跨入兩萬俱樂部：海獅 42615 台、海豹 34117 台、海鷗 39919 台、海豚 22260 台、宋 PLUS 27755 台。其中海鷗憑藉 6-8 萬親民定價穩居入門代步銷冠，海獅作為全新走量車型上市即站穩四萬量級，補齊海洋網中型 SUV 產品空白，完善海洋產品梯隊佈局。從代步小車到緊湊 SUV，兩大主品牌依托 DM-i 混動與純電雙線技術，牢牢鎖住 15 萬以內國內主流家用市場份額。
方程豹同比暴漲 139.7% 品牌向上落地見效騰勢、方程豹、仰望組成的高端矩陣 5 月合計銷售 46489 輛，正式擺脫小眾定位，成為比亞迪品牌溢價與利潤增長新支點，打破自主品牌高端化難破局的行業魔咒。
越野品牌方程豹單月 30186 輛，同比暴漲 139.7%，創下品牌上市以來月度銷量新高，旗下鎦 7 單月 18280 台，豹 5、豹 8 穩定輸出，在 25-40 萬硬派越野細分市場持續擠壓合資、進口車型生存空間。
騰勢 5 月交付 16303 台，MPV 標桿 D9 售出 6721 台，Z9 系列近 6000 台，MPV、中大型轎車雙線發力，站穩豪華新能源賽道；百萬元級超豪華品牌仰望穩步爬坡，當月交付 286 台，同比增幅 105.8%，完成自主品牌天花板產品的市場驗證，形成從十幾萬家用、三四十萬越野、五十萬豪華 MPV 到百萬元級旗艦的全價格帶產品佈局。
5 月比亞迪乘用車和皮卡海外銷量 160177 輛，同比大漲 80.7%，出口佔全系總銷量突破 42%，創下品牌出海歷史新高，成為穩住 5 月整體銷量、實現同比轉正的核心驅動力。
東南亞、歐洲、拉美成為主力增量市場，海鷗、宋 PLUS、元系列持續登頂多國新能源熱銷榜單，SHARK 皮卡連續兩月單月出口突破 4000 台；依托泰國、巴西、匈牙利、烏茲別克斯坦四大海外整車工廠落地投產，本地化生產持續落地，規避關稅同時快速下沉終端渠道。在國內車市存量競爭、價格戰常態化背景下，高速擴容的海外市場有效對沖國內車型換代帶來的銷量波動，正式從補充市場升級為比亞迪核心增長引擎。截至當前，比亞迪新能源汽車全球累計銷量已經突破 1650 萬輛，全球化版圖持續拓寬。
智駕賦能產品迭代 下半年新品蓄力衝量5 月比亞迪智能化落地迎來關鍵節點，天神之眼智駕系統成為車型核心加分項：全品牌搭載高級智駕車型保有量突破 315 萬輛，日均路測數據超 2 億公里；當月比亞迪落地城市領航、智能泊車雙安全兜底服務，成為全球首家實現兩項智駕兜底的車企，政策落地三天後，搭載天神之眼系統車型的城市 NOA 激活率暴漲 50%，智能化體驗升級直接拉動終端到店訂單轉化，為後續車型持續走量築牢產品競爭力，直面 FSD 入華帶來的智駕市場衝擊。
從數據細節來看，2026 年 1-5 月比亞迪累計銷量 1405039 輛，同比下滑 20.32%，核心誘因是全系主力車型集中換代、第二代閃充刀片電池產能爬坡受限。新款閃充電池升級快充與低溫性能，全系換代車型優先換裝新電池，但產線改造拖累產能釋放，熱門車型訂單積壓、交付延後，一定程度壓縮 5 月交付體量。
隨著二季度末二代刀片電池產能持續釋放，疊加騰勢 N8L、方程豹鎦 7 純電版、海獅 05、夏 L 等多款新車陸續登陸市場，業內普遍預判比亞迪 6 月全品牌銷量有望突破 40 萬輛。依托低端走量鎖份額、高端提利潤、海外衝增量、智能化提產品力的四維發展邏輯，在國內新能源淘汰賽加劇的當下，比亞迪全品類佈局優勢持續放大，坐穩國內新能源龍頭，加速向著全球頭部車企穩步邁進。
