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In the Malaysian SUV market, many buyers compare Proton X90 and GWM Haval H6 when choosing a car. Both models are quite close in price and positioning. Today, we will provide a detailed comparison from multiple aspects to save you the time of doing research.
The OTR price of Proton X90 in Malaysia is RM 106,800 - 122,800, with a total of 4 versions, including 2026 1.5T Prime X (RM 122,800), 2026 1.5T Prime (RM 116,800), 2026 1.5T Lite (RM 106,800), etc.
The OTR price of GWM Haval H6 in Malaysia is RM 139,750 - 139,750, with a total of 2 versions, including 1.5L Turbo Standard (RM 140,000), 1.5L Turbo Premium (RM 155,000), etc.
From a price perspective, the starting price of Proton X90 is indeed RM 32,950 cheaper than GWM Haval H6. If your budget is limited, Proton's entry-level version can already meet daily needs. But also note, the few thousand difference might involve trade-offs in features, depending on your specific requirements.
Proton X90 comes with 1.5L Turbo, 140 hp power. Official fuel consumption 7.0 L/100km.
GWM Haval H6 comes with Hybrid, 170 hp power. Official fuel consumption 4.5 L/100km.
In terms of power, the Hybrid of GWM Haval H6 has 30 more horsepower than the 1.5L Turbo of Proton X90. However, for daily city driving, the power of both cars is sufficient and does not feel lacking.
Proton X90's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
GWM Haval H6's safety rating is TBD, active safety systems include Basic.
Regarding safety features, both cars received decent ratings. However, there are some differences in functionality between Proton X90's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and GWM Haval H6's Basic. If you value active safety more, you can compare their feature lists carefully.
Proton X90 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
GWM Haval H6 warranty 7 years/150,000km, maintenance interval every 10,000km or 6 months.
Overall, Proton X90 and GWM Haval H6 are both very good car models in the Malaysian market. Choosing which one depends mainly on your personal needs and budget. We recommend doing your research, comparing quotes from several dealerships, and then test driving to make a final decision. Buying a car is a big matter, spending time doing research will never be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿寶騰 X90 同奇瑞 Tiggo 7 Pro 來做比較。這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，幫你省返做功課嘅時間。
寶騰 X90 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,800，一共有 4 個版本，包括 2026 1.5T Prime X（RM 122,800）、2026 1.5T Prime（RM 116,800）、2026 1.5T Lite（RM 106,800）等。
奇瑞 Tiggo 7 Pro 喺馬來西亞嘅 OTR 售價係 RM 123,750 - 123,750，一共有 2 個版本，包括 1.6L Turbo Standard（RM 125,000）、1.6L Turbo Premium（RM 140,000）等。
從價錢嚟看，寶騰 X90 嘅起步價確實比奇瑞 Tiggo 7 Pro 便宜咗 RM 16,950。如果你預算有限，寶騰嘅入門版已經可以滿足日常需求。但都要注意，便宜嗰啲幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。
寶騰 X90 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
奇瑞 Tiggo 7 Pro 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩款車用嘅係同一套動力系統，日常開起嚟嘅感受基本冇咩分別。油耗方面都差不多，唔使太糾結呢一點。
寶騰 X90 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
奇瑞 Tiggo 7 Pro 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過寶騰 X90 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同奇瑞 Tiggo 7 Pro 嘅 Basic 喺功能上有些差異，如果你比較看重主動安全嘅話，可以仔細對比下兩者嘅功能列表。
寶騰 X90 車身長 4400 mm，後廂 400 L。
奇瑞 Tiggo 7 Pro 車身長 4400 mm，後廂 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
寶騰 X90 同奇瑞 Tiggo 7 Pro 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要嘅。
總嘅嚟講，寶騰 X90 同奇瑞 Tiggo 7 Pro 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都要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，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Chery Tiggo 8 同 BMW X1 黎做比較。呢兩部車喺價位同定位上都幾相近，今日我哋就從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。
Chery Tiggo 8 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 1 個版本，包括 2026 1.6T Standard（RM 129,750） 等。
BMW X1 喺馬來西亞嘅 OTR 售價係 RM 252,800 - 252,800，一共有 2 個版本，包括 sDrive18i（RM 220,000）、sDrive20i（RM 250,000） 等。
從價錢來看，Chery Tiggo 8 嘅起步價確實比 BMW X1 平咗 RM 123,050。如果你預算有限，Chery 嘅入門版已經可以滿足日常需要。不過都要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需要。
Chery Tiggo 8 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
BMW X1 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，BMW X1 嘅 2.0L Turbo 比 Chery Tiggo 8 嘅 1.5L Turbo 多咗 80 匹馬力。不過日常喺市區開，兩部車嘅動力都夠用，唔會覺得唔夠力。
Chery Tiggo 8 嘅安全評級係 TBD，主動安全系統包括 Basic。
BMW X1 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
安全配備方面，兩部車都拿到唔錯嘅評級。不過 Chery Tiggo 8 嘅 Basic 同 BMW X1 嘅 Premium ADAS 喺功能上有啲分別，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。
Chery Tiggo 8 採用 FWD 驅動方式。
BMW X1 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Chery Tiggo 8 同 BMW X1 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更重視品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，那就揀配備更豐富嗰款。最終都係建議兩部都去試駕，親身體驗先至最重要。
總體嚟講，Chery Tiggo 8 同 BMW X1 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 BMW X1 同 Land Rover Discovery Sport 嚟做比較。這兩款車喺價位同定位上嚟講都好接近，今日我哋就從多個方面做個詳細比較，幫你節省做功課嘅時間。
BMW X1 喺馬來西亞嘅 OTR 售價係 RM 252,800 - 252,800，總共有 2 個版本，包括 sDrive18i（RM 220,000）、sDrive20i（RM 250,000）等。
路虎 Discovery Sport 喺馬來西亞嘅 OTR 售價係 RM 499,800 - 499,800，總共有 1 個版本，包括 Standard（RM 499,800）等。
從價錢嚟睇，BMW X1 嘅起步價的確比路虎 Discovery Sport 平咗 RM 247,000。如果你預算有限，BMW 嘅入門版已經可以滿足日常需要。但要留意，平嗰幾千蚊，喺配備上可能有取捨，具體就要睇你嘅需要。
BMW X1 配備 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
路虎 Discovery Sport 配備 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
動力方面，路虎 Discovery Sport 嘅 3.0L Turbo 比 BMW X1 嘅 2.0L Turbo 多咗 130 匹馬力。不過平日喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
BMW X1 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
路虎 Discovery Sport 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 BMW X1 嘅 Premium ADAS 同路虎 Discovery Sport 嘅 Basic 喺功能上有些差異，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能清單。
BMW X1 保養 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
路虎 Discovery Sport 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，BMW X1 同路虎 Discovery Sport 都係馬來西亞市場幾唔錯嘅車款。揀邊一輛，關鍵都要睇返你嘅個人需求同預算。建議大家做好功課，多比較間唔間車行嘅報價，然後去試駕先做最後決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 BMW X3 同 Mercedes-Benz GLC 做比較。呢兩部車喺價錢同定位上都好相近，今日我哋就從多個方面做一個詳細比較，幫你慳返做功課嘅時間。
BMW X3 喺馬來西亞嘅 OTR 售價係 RM 325,800 - 358,800，一共有 2 個版本，包括 xDrive20i（RM 320,000）、xDrive30e（RM 360,000）等。
Mercedes-Benz GLC 喺馬來西亞嘅 OTR 售價係 RM 336,888 - 336,888，一共有 2 個版本，包括 GLC 200（RM 290,000）、GLC 300（RM 340,000）等。
由價錢睇，BMW X3 嘅起步價確實比 Mercedes-Benz GLC 平咗 RM 11,088。如果你預算有限，BMW 嘅入門版已經可以滿足日常需要。不過都要留意，平嗰啲幾千蚊，可能喺配備上會有取舍，具體就要睇你嘅需要。
BMW X3 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
Mercedes-Benz GLC 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
兩部車用咗同一套動力系統，日常開起嚟嘅感受基本冇分別。油耗方面也差唔多，唔使太糾結呢一點。
BMW X3 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
Mercedes-Benz GLC 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
兩部車嘅安全評級一樣，喺呢一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，唔使太擔心呢一點。
BMW X3 保養 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Mercedes-Benz GLC 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，BMW X3 同 Mercedes-Benz GLC 都係馬來西亞市場幾好嘅車型。揀邊一部，關鍵都要睇你嘅個人需要同預算。建議大家做好功課，比較多間車行嘅報價，再去試駕先做最終決定。買車係件大事，花少少時間做功課絕對無錯。
喺馬來西亞嘅汽車市場，好多買家喺選車嘅時候都會拿本田 CR-V 同梅賽德斯 - 奔馳 GLC 嚟做比較。今日我哋由多個方面做一個詳細嘅對比，幫你省返做功課嘅時間。
本田 CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，一共有 4 個版本，包括 2026 e:HEV 2.0L 2WD RS（RM 195,900）、2026 1.5T 4WD V（RM 181,900）、2026 e:HEV 2.0L 2WD E（RM 178,200） 等。
梅賽德斯 - 奔馳 GLC 喺馬來西亞嘅 OTR 售價係 RM 336,888 - 336,888，一共有 2 個版本，包括 GLC 200（RM 290,000）、GLC 300（RM 340,000） 等。
由價錢睇落嚟，本田 CR-V 嘅起步價確實比梅賽德斯 - 奔馳 GLC 平咗 RM 158,688。如果你預算有限，本田嘅入門版已經可以滿足日常需求。但都要注意，平啲嗰幾千蚊，可能在配備上會有取舍，具體要睇你嘅需求。
本田 CR-V 車身長 4500 mm，尾箱 450 L。
梅賽德斯 - 奔馳 GLC 車身長 4400 mm，尾箱 400 L。
空間方面，本田 CR-V 嘅車身比梅賽德斯 - 奔馳 GLC 長咗 100 mm，車內乘坐空間會稍微寬裕啲，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大少少嘅車身確實更加實用。
本田 CR-V 採用 FWD 驅動方式。
梅賽德斯 - 奔馳 GLC 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感覺唔會有太大分別。
本田 CR-V 同梅賽德斯 - 奔馳 GLC 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一款；如果你更在意性價比同配備，就揀配置更加豐富嗰款。最後始終建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，本田 CR-V 同梅賽德斯 - 奔馳 GLC 都係馬來西亞市場好唔錯嘅車型。揀邊台，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。買車係一件大事，花少少時間做功課絕對唔會錯。
Author: Guan Hongye
Who Leads the Tide — A Milestone for SAIC's 100 Million Vehicles and a Watershed Moment for the Chinese Automotive Industry.
Rivers surge and peaks compete. In the 2026 Chinese automotive market, unprecedented scenes are surging forward.
Local brands have broken through a market share of 60%, new energy vehicle penetration is approaching 40%, and export volume has ranked first globally for two consecutive years... This is not merely a pile of numbers, but a profound structural transformation. Chinese cars have shed the old label of "large but not strong", and now stand on the map of the global automotive industry, using wheels as the brush and mountains and rivers as the ink to write their own majestic footnotes.
Amidst the magnificent progress of Chinese automobiles, on May 28, 2026, SAIC Group became the first domestic automaker to reach this historic milestone with a cumulative production and sales volume of 100 million vehicles.
The formation of any industry's landmark volume is not the work of a day or two, but the result of long-term resonance between the general trend of the times, industrial iteration, and corporate resolve.
Behind the "100 million vehicles" lies not only the ceiling of one company's growth, but a microcosm of China Manufacturing's independence, autonomy, and self-strengthening, and even more so, an epic of growth where the enterprise and industry grow in sync and share in the ups and downs.
Understanding SAIC's "100 million vehicles" is to understand the growth code of Chinese automobiles moving from large to strong, breaking the cocoon and becoming a butterfly.
Protagonist: A Global Relay of 100 Million Trusts
On the afternoon of May 28, the Shanghai North Bund World Living Room. This place has witnessed a century of tides on both sides of the Huangpu River, the exchange and dialogue of Chinese and foreign civilizations, and many historic moments when China opened its doors to the world. And today, a "Global Relay Delivery" spanning the Asian and European continents is about to unfold here.
The camera starts from the banks of the Huangpu River, sweeps across the ocean, and lands in London — a young doctor receives the keys to the MG4 EV from his grandfather, inheriting the legacy; it turns to Jakarta, where an Indonesian men's football national player sits in the Wuling Eksion, heading towards the distance; it comes to the Singapore DHL regional center, where a batch of Maxus eDeliver5 pure electric light trucks goes into operation, mission accomplished. In Shanghai Anting, in Liuzhou, Guangxi, in Lantian, Shaanxi... 15 brands, 18 models, multiple time zones, multiple cities succeeding each other, completing a historic delivery spanning mountains and seas, resonating in sync.
The special thing about this delivery is that users were pushed to the center of the stage. There was no deliberate positioning, only a handoff of keys stick after stick, and a silent relay of 100 million trusts.
The 100 millionth user was Momenta CEO Cao Xudong. This is highly symbolic — Cao Xudong not only became the 001st owner of the LS9 Hyper himself, but also announced at the delivery site that L3 autonomous driving will be launched first by SAIC.
There are more stories worth remembering.
Luo Zhenyu, founder of the GetAPP, became the 001st experimenter of the Huajing S; former German national football player Yang Chen chose the ID.ERA 9X, as its golden hybrid and long-termism were in sync; 85-born village secretary Pang Fuqiang delivered meals to elderly people left behind using a Wuling Rongguang pure electric vehicle; a tech media blogger was moved by the Huawei smart driving of the Shangjie Z7; bulk users such as DHL and Jiading Bus — behind every commercial vehicle is a "wealth creation tool" for the strivers.
This is a delivery ceremony without an absolute protagonist, yet where everyone is the protagonist. 100 million vehicles is not just a number rolling over on the production line, but 100 million real, specific, and warm choices.
And only SAIC has the capability to complete such a global relay: Wuling deepens into the people's livelihood and inclusive market, MG flies the flag of Chinese brands going global, IM Motors pushes into the global high-end intelligent manufacturing track, Shangjie promotes the inclusiveness of intelligent technology for the public, plus a mature and profound matrix of joint venture brands — this is no longer a simple delivery, but a panoramic parade of SAIC's seventy-year system competitiveness, a comprehensive practical exercise.
Scale: Three Leaps Behind 100 Million Vehicles
Fifteen brands, eighteen models, multiple time zones, 100 million trusts — this ruler measuring the thickness of the Chinese automotive industry clearly records the deep value at the three levels of enterprise, industry, and country.
Enterprise Dimension: From an alley workshop to a giant of 100 million vehicles.
In 1955, the Shanghai Internal Engine Parts Manufacturing Company was established, with only workshops in alleyways and a group of enthusiastic workers. In 1958, workers hammered out the first Phoenix brand sedan with hammers — "A golden phoenix flies out of a straw nest". Seventy years later, SAIC became China's first automotive group to break through 100 million cumulative production and sales.
What is more noteworthy is the structural change: over ten years, the proportion of local brands rose from 38.0% to 65.0%, new energy penetration rose from 0.2% to 36.4%, and overseas sales increased from 697,000 vehicles to 1.071 million vehicles. This is a profound transformation of "trading structure for scale" — numbers are adjusting, quality is leaping. Outside of 100 million vehicles, challenges still exist, but SAIC has bid farewell to the old era of making money solely from joint ventures; the sequel to scale will be written by technology-driven.
Industry Dimension: From "Market for Technology" to "Defined by China".
SAIC's 100 million vehicles is a bright mirror of the rise of Chinese automobiles. Forty-odd years ago we traded market for technology; today Chinese car companies begin to export technology, standards, and ecosystems to the world.
Especially "Autonomous, New Energy, Export" — the New Three Items have become the core support of the Chinese automotive industry. Local brands have broken through a market share of 60%; new energy penetration is approaching 40%. SAIC started with 1,125 new energy vehicles from the 2010 World Expo and ended 2024 with 1.368 million vehicles delivered at terminals; semi-solid-state batteries, zero-combustion magic cube batteries, and other technologies lead the world; exports have ranked first globally for two consecutive years. SAIC products are distributed in over 170 countries, with cumulative overseas deliveries exceeding 7 million vehicles; MG has been the top-selling Chinese brand in Europe for 11 consecutive years.
In 2025, Chinese automobile production and sales ranked first globally for 17 consecutive years, and new energy vehicles ranked first globally for 11 consecutive years. Innovation has moved from "single-point breakthroughs" to "systematic promotion". SAIC has cumulatively invested over 150 billion yuan in R&D, with nearly 25,000 valid patents. Semi-solid-state batteries were mass-produced first, steer-by-wire was implemented, and dual L4 licenses were secured — hard-core technology has moved from the "bookshelf" to the "store shelf".
National Dimension: From Economic Pillar to World Business Card.
In 2023, China's automotive industry output value reached 11 trillion yuan, accounting for nearly 10% of GDP, exceeding real estate for the first time as the primary economic pillar, with direct and indirect employment exceeding 30 million people. Strong automobiles mean strong manufacturing; strong manufacturing means a stable Chinese economy.
SAIC's globalization is upgrading from "Product Going Global" to "Value Chain Going Global". Relying on three R&D centers and four overseas manufacturing bases, the self-operated RoRo fleet has reached 41 ships, with routes covering the globe. This is not just growth in export data, but a profound reconstruction of global capabilities. The technology and products of Chinese intelligence are bringing greener and smarter travel choices to global users — this is the most vivid world meaning of "Made in China".
Genetics: The Underlying Logic of 100 Million Choices
100 million vehicles is not just a number. It is more like a milestone, leading us to look back: on what basis did this group reach today?
Over seventy years of prosperity, leading the way through multiple waves of industry changes, is not accidental. Amidst the ups and downs where wind tunnels alternate one after another and frivolity prevails, SAIC has precipitated three core genes: dare to break through, good at coexisting, and valuing original intentions — this is the fundamental confidence for enterprises to cross cycles and resist risks, and the most precious spiritual base color for high-quality industrial enterprises in China.
Dare to break through, do not stick to the comfort zone.
In 1958, workers in an alley workshop hammered out the Phoenix brand sedan with hammers — "A golden phoenix flies out of a straw nest". This is the simplest interpretation of "knowing cars": even without conditions, create conditions to build cars and let Chinese people drive their own sedans.
In 1987, the localization rate of the Santana was only 2.7%. Zhu Rongji proposed "Never do substitute engineering". The Shanghai Automotive Gear Factory sent 43 people to Germany to disassemble and transport second-hand transmission equipment. In 1989, the domestic Santana transmission was born, with quality fully meeting standards. By 1993, the localization rate exceeded 80%.
In 2016, SAIC and Alibaba crossed boundaries to launch the Roewe RX5, the world's first mass-produced Internet car. Jack Ma sighed that "the driving force needed for innovation to land is huge", but SAIC dared to be the first to move, evolving cars from mechanical tools into intelligent terminals. This breakthrough was the starting point of "understanding you" — users need not just transportation, but a partner connected to digital life.
In the Intelligent Electric Era, from mass-producing semi-solid-state batteries to implementing steer-by-wire, from dual L4 licenses to AI large models on cars, SAIC has always responded to "how to understand users better" with technological breakthroughs — range anxiety? Solved. Control pain points? Solved. Smart experience? From understanding commands to predicting needs.
Not sticking to past achievements, not following industry trends blindly, seeking survival in change and developing in innovation — this is the development base color that SAIC has always followed.
Good at coexisting, do not build cars in isolation.
In the 1980s, SAIC gathered the strength of the city to overcome parts localization. German experts taught technology, Chinese workers learned craftsmanship. German experts sent coffee for Chinese workers, Chinese workers invited German experts home for Chinese New Year. Cooperation was to let Chinese users have cars of world-class quality — this is the original intention of "understanding you" in itself.
In 1998, the Shanghai General Motors project was built and put into production in just 23 months, creating "Shanghai Speed". The chairman of General Motors of the US sighed: "We brought the management and technology of General Motors in the US to Shanghai General Motors, we also want to bring the construction speed of Shanghai General Motors back to the US."
Today, SAIC never becomes an "ecosystem island". With Huawei, the Stelato was launched, bringing high-level intelligent driving into the 150,000 yuan family bracket; in-depth co-creation with Momenta, intelligent driving solutions empower IM Motors, Volkswagen, Audi, Buick, Cadillac, and other brands; together with tech companies such as OPPO, Doubao, and Horizon Robotics, they turn AI large models, intelligent cockpits, and chip computing power into smooth experiences that users can touch and feel.
The 100 millionth user is the Momenta CEO — partners becoming car owners, this is the most vivid persuasiveness of an open co-creation ecosystem.
Openness is not dependency, coexistence is not compromise, but turning external resources into own technology, product, and service capabilities, ultimately benefiting thousands of users.
Valuing original intentions, not betraying trust.
The iron law of Santana localization "Never do substitute engineering" continues today in every factory and production line of SAIC. From promoting the concept change with small matters like "Toilet Revolution" to making "exquisiteness" the vow of quality work — users do not understand technical parameters, but they understand "This car is reliable to use".
Fengxiang supplied bumpers for Shanghai General Motors. The first batch of products met the standards, but General Motors required higher quality. The general manager said nothing and sawed off that bumper on the spot: "Customers are God. What God does not want is to be sawed off."
This obsession with quality eventually turned into the reputation of "10-year fade-proof paint", "zero self-ignition battery", "300,000 kilometers without major overhaul". Quality is the baseline of "understanding you". No "understanding" can leave "reliability". SAIC exchanged 70 years of quality adherence for 100 million times of trust choice by users.
Three cultures, one lineage. Breakthrough makes SAIC constantly break boundaries; coexistence makes SAIC gather global wisdom; original intention makes SAIC win user trust. These three genes eventually converge into one simple promise: Know cars, understand you better.
Knowing cars is the extreme pursuit of core technology. Understanding you is to accurately implement every frontier technology into a perceivable and enjoyable美好 travel experience for users. "Know cars, understand you better" is not a slogan, but an action guideline that runs through SAIC.
Just as the temperature conveyed by the global delivery ceremony — no deliberate positioning, only a handoff of keys stick after stick, and 100 million trusts completing the relay.
Journey: 100 Million Is Not the End, The New Journey Surpasses the Past
In 1955, a starting point of a small alley workshop.
In 1983, the first Santana assembly was off the line, localization rate 2.7%. The German Spiegel asserted the project might fail.
In 2006, the first Roewe 750 was off the line, breaking the ice for local brands.
In 2016, the first Internet car Roewe RX5 was launched.
On May 28, 2026, the global 100 millionth user was delivered.
This is a long-distance run spanning over 70 years. Every leg was accompanied by doubts and challenges, and every step stepped on the key nodes of the Chinese automotive industry.
100 million vehicles is a milestone and also a watershed. The era of wild growth for the Chinese automotive industry has ended, and the old path of extensive scale expansion and homogeneous low-price competition has reached its end. SAIC has bid farewell to the traditional thinking of "scale priority" and is accelerating the deep transformation into a user-oriented high-tech travel company.
On the technical end, deepen the "Three Electrics", intelligent driving, digital chassis, AI cockpit, and promote technology equality; on the market end, consolidate the local brand base, deepen the globalization strategy, and promote the full-range global export of brands, technology, standards, and ecosystems; on the industrial end, persist in open coexistence and build a more vital intelligent travel ecosystem.
From the faint starlight in Shanghai alleyways to the industrial galaxy of 100 million volumes; from passively following overseas standards to proactively defining the industry's future; from a single vehicle manufacturing enterprise to a technology travel service provider with a full domain layout — SAIC's 70 years is an engineering history of a single enterprise, and more so, an evolutionary history of the Chinese automotive industry's turbulent advancement, seeking light and rising upward.
Now, standing on a new starting point, SAIC's next 100 million vehicles will also present a more distinct new posture: Local brands as the flag, global as the boundary, technology as the core. The road ahead will be run faster and travel farther, making Chinese automobiles not only have the weight of scale, but also the power of technology, the gold content of brands, and truly stand at the top of the world.
100 million is not the end — the road ahead is long, the journey is not yet finished.
Article | Auto Expert Compilation
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May 21, the opening ceremony of the 12th Chengdu International Auto Parts and Aftermarket Service Exhibition and the China Auto Ecosystem Partners Conference was held at Century City New International Conference and Exhibition Center in Chengdu. This event, themed "Leading the Trend 2026: A Must-Do, Taking a Step Ahead", focused on two current hot topics "Automotive Modification Industry Supply Chain" and "Automotive Complete Vehicle & Parts Industry Going Global", gathering industry elites to discuss the industry's future, injecting strong momentum into the high-quality development of the Southwest automotive industry.
During the keynote speech session, Xu Changming, former Deputy Director of the National Information Center and Senior Economist (Positive Level), believed that China's auto exports are at a historical leap stage, and the underlying logic for future growth is solid - release of demand in emerging global markets, qualitative change in competitiveness of Chinese brands, and active going global of the whole industry chain. Despite volatile factors such as trade friction and local protection, the trend of internationalization is irreversible. Enterprises should focus on quality and service, avoid vicious competition, promote the upgrade from "Complete Vehicle Export" to "Ecosystem Going Global", and achieve sustainable, upward global development amidst fluctuations.
The following is the speech transcript (compared based on recording by Auto Expert):
Respected guests, good morning! I am very happy to share my views on auto export and internationalization trends with you today.
This chart shows that during the "14th Five-Year Plan" period, China's auto exports achieved leapfrog development. Before 2020, for about ten-plus years, auto exports were stable at around 1 million vehicles. In 2021 it reached 2 million vehicles, and last year it reached 7.1 million vehicles. In five years, it increased by 6 million vehicles, which is a major trend. In the first four months of this year, exports reached 3.18 million vehicles, up 62% year-on-year, another year of rapid growth. China has large export volumes in major global regions and countries. Among them, exports to Asia are the highest, reaching 3 million vehicles last year, followed by Europe. At the country level, exports to three countries exceed 500,000 vehicles, exports to five countries are at the 300,000 vehicle level, and exports to more than ten countries are between 100,000 and 200,000 vehicles. Overall, China's export distribution globally is relatively balanced.
Everyone is concerned about the export trend in the next five years. We judge that in the next few years, China's auto internationalization will still maintain a relatively good development trend. There are three reasons:
Reason One: The potential of international markets is huge, providing potential opportunities for China's auto exports.
This chart shows the change in global auto market sales over the past twenty-plus years. Actually, going back forty years, from 1960, global total auto sales increased by 10 million vehicles every ten years. The fastest recent growth was from 2011 to 2017, increasing by 20.2 million vehicles in seven years. Why so fast? Because China and India, two major population countries, saw synchronous market growth in these seven years - China doubled, and India's market also rose. During the "14th Five-Year Plan" period, the past five years saw recovery growth from the pandemic, with the global market increasing by 13 million vehicles, of which China accounted for over 6 million vehicles, and we shared a larger portion of the increase. More critically, the growth of the global market mainly comes from emerging market countries. The two curves in the chart, blue represents mature markets, red represents emerging markets. Mature markets are stable at 40 million vehicles, no growth in twenty years, and even slightly declining in recent years; while emerging markets grew from over 9 million vehicles to over 40 million vehicles. Starting from 2021, consumption in emerging market countries surpassed mature markets. The characteristic is: purchasing power is not strong enough, but they want to buy cars. Therefore, Chinese cars have a market in models with moderate prices and higher performance/quality, and this market will grow relatively fast in the future.
Research on the basic law curve of auto demand: The horizontal axis is GDP per capita, the vertical axis is vehicle ownership per 1,000 people. The basic law is: when GDP per capita is between 1,000 and 3,000 USD, as long as the economy grows, ownership per 1,000 people rises, generating a large amount of new demand every year; after exceeding this range, ownership per 1,000 people no longer grows, mainly shifting to replacement demand. There are still many countries in the world at the bottom left - low GDP per capita, low ownership per 1,000 people. As long as these countries' economy grows in the future, demand will grow.
Looking at specific regions: Latin America, 660 million people, total sales last year 4.25 million vehicles. China has 1.4 billion people, Latin America is about half of China, according to China's per capita purchasing level, its sales should reach 12 million vehicles, but now it is only over 4 million vehicles, huge potential. Middle East region, 380 million people, sales last year 3.43 million vehicles, according to China level should reach around 7 million vehicles. ASEAN region, nearly 700 million people, sales last year only 2.8 million vehicles, sales corresponding to half of China's population should be 12 million vehicles, therefore huge growth space. Africa 1.5 billion people, more than China, sales last year only 1 million vehicles, not even a fraction of China's, potential is even greater. Of course, the prerequisite is economic growth. So, as long as the global economy, especially emerging market countries' economy grows, auto demand has great space, and these markets are exactly where Chinese cars have competitiveness.
Reason Two: The competitiveness of Chinese brand cars globally has improved rapidly, reflected in data performance and reputation.
First look at data: In 2020, for every 100 cars sold in overseas markets, Chinese brands only accounted for 0.8 cars. By last year, this number rose to 6.5 cars, growth was very fast. The share in emerging markets is higher, slightly worse in mature markets. The line below is our share per 100 cars in developed country markets, although also rising, overall share is low, less than 3 cars. But in emerging markets, for every 100 cars sold, we account for 13.6 cars, basically reaching Japan's level. Look at EVs, competitiveness is stronger: for every 100 EVs sold in overseas markets, we account for 18.7 cars; for every 100 fuel cars sold, we only account for 4 cars. EVs also account for nearly 10% in mature markets, and still growing. In emerging markets, for every 100 EVs sold, we account for over 50 cars, more than half are Chinese brands. Thirty years ago, the EV market was dominated by Germany, Japan, South Korea, and the USA, now in emerging markets more than half are Chinese brands.
Just having data is not enough. If the reputation is poor, it will repeat the fate of motorcycles - in 2002, 2003 we quickly became first in the Vietnam motorcycle market, but surpassed by Japan after three or four years because quality was not good. Now our reputation is very good. For example in Thailand, for every 100 EVs sold, Chinese brands account for 86 cars; in Indonesia, account for 92 cars. User evaluation is very high: Great Wall Motor customer feedback, Chinese EV safety systems are done very well, automatic follow, braking, anti-collision technologies are almost all present.
Fuel car reputation is also very good: 23.6% share in Malaysia fuel car market, 38.5% in Egypt. A multi-brand dealer in Malaysia evaluated, Chinese car prices are close to local brands, but configurations are far superior, especially in smart cockpits, sunroofs, electric seats, LED lights, etc., extremely attractive to young consumers. Egypt users say, initially felt owning Chinese cars was risky because Chinese cars often had faults before, but this view changed over the past five years, Chinese auto quality has significantly and unexpectedly improved.
These are conclusions obtained by the National Information Center through in-depth research. Good quality, good reputation, next step if spare parts supply and after-sales service system can be significantly improved, China's auto going global will be unstoppable - this is the extension of domestic competitiveness. Five years ago exports stayed at 1 million vehicles, because domestic competitiveness was not enough. Last year, independent brand domestic market share already reached 64%, while in 2020 it was only 33%.
Reason Three: Industry chain entities represented by complete vehicles are all actively promoting internationalization.
In terms of complete vehicles, three enterprises with million-unit exports: Chery 1.33 million vehicles, BYD 1 million vehicles, SAIC Passenger Vehicle plus Commercial Vehicle close to 1 million vehicles. Half million level: Geely, Great Wall, Changan. 100,000 level: JAC, Dongfeng, GAC, FAW. Enterprise distribution is also relatively balanced, will not affect overall exports due to individual enterprise issues. Chery has ranked first among Chinese brands in exports for 23 consecutive years, overseas sales revenue exceeded 100 billion yuan last year, overseas dealers reached 3,000. During Beijing Auto Show, Chery set up a separate hall, inviting overseas dealers to China to visit Wuhu factory. BYD chased very fast in the recent two years: 400,000 vehicles exports in 2024, reached 1 million vehicles in 2025, relying on EVs to open international market, brand reputation has formed. Others like SAIC, Changan, Great Wall also have unique advantages.
In addition, parts enterprises, logistics, dealers, automotive financial institutions, service agencies, etc. are all actively going global - as experts said "Ecosystem Going Global", although slightly weaker compared to complete vehicles, overall trend is good. Joint venture brands are also doing exports, last year reached 830,000 vehicles, Tesla, Kia, Volvo, Hyundai, Ford leading the way. Many joint venture enterprises see sales decline in China market, only relying on domestic market difficult to sustain, therefore all make export a strategy. Kia is most typical: domestic sales 100,000+ vehicles, exports 170,000 vehicles, maintain 300,000 vehicle scale, realized profit last year, became "Small but Refined" case. Volkswagen, Toyota, etc. are also researching how to utilize China production capacity and manufacturing capability for export, especially new energy vehicles.
As overall export volume rises, professional niche markets will also follow. For example, off-road vehicles, started two years late, accelerated starting 2023, reached 500,000+ vehicles last year, increased more than double for consecutive years. This March off-road vehicle exports 80,000 vehicles, at this scale annual is expected to reach 1 million vehicles. Next step, modified cars will also have good development. Used car exports will also increase. Therefore, future export forms will be diversified, both complete vehicles, also industry chains and ecosystem chains, can build factories themselves, also can utilize local production capacity, etc.
Of course, I also agree with the views of the two experts: exports will not rise in a straight line, but develop amidst fluctuations. Because auto is very important to any country, only exporting complete vehicles opponents will definitely not be willing, and cannot crush local industry. So, my confidence in exports is firm - it will definitely develop gradually forward amidst fluctuations.
Thank you all!
6 月 6 日，212 越野車環塔收官慶典於青島舉行。著名體育賽事主持韓喬生、職業車手韓魏、212 越野車廠家隊車手、用戶隊車手以及技術後勤團隊等環塔親歷者齊聚一堂，共同回顧了 212 越野車車隊喺本屆環塔拉力賽嘅極限征程。
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關於未來嘅賽事計劃，212 也表示，達喀爾拉力賽、馬來西亞沙巴國際雨林賽、阿拉善 T3 挑戰賽及 2027 環塔拉力賽等一系列國內外頂級賽事均在規劃之中，212 將持續以賽促研。同時，212 正式啟動 2027 環塔用戶車手招募計劃，並將攜手韓魏成立冠軍越野培訓學院，為用戶提供系統化嘅賽前指導同參賽機遇。通過賽事打磨產品、依靠培訓賦能用戶，212 正一步步落實全民越野嘅願景，讓每一台 212 都承載起屬於用戶嘅環塔夢。
