馬來西亞為期四年的電動車進口免稅政策正式落幕。7 月 1 日落實的新規，直接收紧外來電動車准入门槛，整車進口方面，新規要求所有 CBU 電動車到岸價（CIF）不得低於 20 萬林吉特（約合人民幣 32 萬元），電動機輸出功率不得低於 180 千瓦（約 241 馬力）。兩個條件必須同時滿足，缺一不可。

依托此前寬鬆環境，中國品牌曾拿下馬來西亞六成新能源市場份額。如今當地有意復刻本土車企工業化模式，逼迫外資從整車貿易轉向本土製造。畢竟，沒有人願意只做商品傾銷地。

電動車新政 7 月重磅落實

四年電動車進口關稅豁免期結束後，馬來西亞大幅收紧整車進口規則，將此前享受免稅待遇的 10 萬林吉特 CIF 門檻，升級為 20 萬林吉特的強制准入底線，同時硬性綁定 180 千瓦電機功率下限，兩項條件缺一不可。此前 10 萬林吉特僅為關稅豁免線，價位剛好貼合國內出海主力家用車型的定價體系，比亞迪海豚、入門版 Atto 3 等走量車型正是依托免稅期的成本優勢，成為中國品牌搶佔當地市場的核心產品。

到岸價提至 20 萬林吉特之後，再疊加進口關稅、國內銷售稅及經銷商常規加價，參考馬來西亞汽車市場現行稅費結構估算，車輛落地售價將來到 30 萬林吉特以上，折算人民幣接近 48 萬。馬來西亞普通家庭日常購車預算大多在 10 萬至 25 萬林吉特區間，30 萬林吉特這個價位區間本質就是特斯拉、BBA 純電車型深耕已久的細分市場，國內能跨過雙項硬性門檻的車型寥寥無幾，中國品牌原本依托純進口路線站穩的平價家用车基本盤，等於被政策直接鎖死；而通過本地 CKD 組裝的車型，仍可合法覆蓋 10-25 萬林吉特的主流家用消費價位。

不少品牌转头可以選擇租借當地現有工廠做散件組裝生產，零跑借助斯泰兰蒂斯閒置產線投产 C10，小鵬牽手本土廠商落地右舵 G6，靠着復用存量產能躲開新建工廠 80% 強制出口的嚴苛條款，是眼下最易落地的變通方式。但這種輕資產代工模式，從長期產業佈局來看隱患不少。

車企並不持有生產線所有權，旺季訂單激增時沒法自主擴產排產，車型換代的產線改造也要受制於合作方意願，生產節奏很難完全由自身把控。更關鍵的是，電池、電控等核心零部件依舊依賴從國內拆分運入，本土化僅停留在最末端工序。參考印尼持續拉高本土零部件佔比的做發，當地 2030 年新能源車輛本土零部件滲透率目標定在八成，東南亞整體產業導向都是倒逼上游供應鏈落地本土，只做簡單組裝的模式早晚要面臨政策約束。

更何況這條繞行通道本身沒有法律層面的永久保障，馬來西亞後續隨時可以更新產業條例，把存量工廠合作項目納入出口配額監管，眼下這條捷徑隨時可能被收緊封堵。只做貿易輸出、不願深度綁定本地產業鏈的出海思路，已經沒有太多可持續空間。

中國車企面臨重大分化

吉利控股體系是這一輪政策的最大間接受益者。吉利持有馬來西亞本土老牌國有車企寶騰汽車 49.9% 的股份，而寶騰本身手握原生 CKD 生產資質，不屬於 2025 年 9 月之後審批的新增外資建廠項目。這意味著新規裡最苛刻的 80% 強制出口配額，從一開始就約束不到寶騰。寶騰在本土市場銷售沒有比例限制，還能長期享受零部件本地化配套的政策傾斜，相當於在政策收緊的大環境裡天然站在安全區內。

此外，小鵬汽車依托 EPMB 位於馬六甲州的現有工廠開展 CKD 全散件組裝，零跑汽車使用 Stellantis 位於馬來西亞吉打州古倫的自有整車工廠開展本地化組裝。兩類項目均屬於復用本土存量產能，可豁免新規中 80% 強制出口配額的要求。

而比亞迪在霹靂州規劃的質資新建工廠、奇瑞在雪蘭莪州規劃的全新產業園，均屬於 2025 年 9 月後獲批的新建製造項目，將受到 80% 出口配額的嚴格約束；長城汽車等依賴平價車型純進口的品牌，則直接面臨主力車型准入資格喪失的衝擊。

新規的核心邏輯，其實是給“外來新增玩家”設下了雙重壁壘，擺明了不歡迎外來企業只盯著本土市場投建產能。外來品牌剩下的可選路徑十分有限：要么導入高端車型走純進口路線，放棄主流走量市場；要么租借本地現有產線做散件組裝，產能節奏和成本控制都要受制于人，很難形成規模化的價格競爭力。

放到整個東南亞市場的維度看，這套邏輯並不陌生。泰國、印尼近兩年的產業政策方向高度一致：整車進口的門檻持續抬高，市場准入的核心條件，逐步從產品競爭力轉向本地化投入深度。

早些年多數中國電動車品牌初入東南亞時，走的係典型的貿易型路線：依托國內供應鏈的規模優勢控制成本，整車海運到港後靠價差快速鋪貨，大多停留在“賣產品”的淺層合作階段。而吉利等少數品牌通過入股本土車企的方式，早已完成深度本地化佈局。

如今，東盟核心市場的訴求已經從“豐富消費選擇”轉向“帶動本土產業升級”，市場准入的交換籌碼，也從單純的產品力變成了產能落地、技術轉移和供應鏈帶動能力。只做商品輸出、不願做產業綁定的品牌，遲早會被逐步收緊的規則擠到邊緣小眾市場。

換句話說，純靠整車鋪貨的出海 1.0 階段，在東南亞市場已經走到了尾聲。

百姓評車

其實，東南亞市場的篩選邏輯從沒變：它歡迎帶著產業鏈來的共建者，不歡迎只賣產品的過客。當規則一步步收緊，出海的勝負手早就從產品成本、定價策略，轉移到了對產業規則的預判能力，以及扎根本土的佈局深度。

畢竟，沒有產業錨點的模式，終究走不遠。

近日，比亞迪喺英國推出一款基於海豚改造嘅廂式貨車，名為 DolphinCargoe-Van。當地售價 2.93 萬英鎊，大約 26.4 萬人民幣，現已喺英國授權比亞迪門店開始接受預訂。

呢款車由我哋熟悉嘅家用海豚改造而成，比亞迪拆除後排座椅，喺前排後方加裝金屬隔板，改造後車輛擁有 1093 升載貨容積，同時仲提供 47 升隱藏儲物空間，原本嘅乘用車變成輕型商用車。即係話，佢係「貨運版海豚」，專門瞄準城市配送、快遞、維修服務等輕型物流市場。

最長 1.25 米，最闊 1.16 米，輪拱之間闊約 1.02 米，高 0.71 米。地板下面仲藏咗一個 47 升嘅小格子。地板做咗耐磨處理，車尾有封閉擋板、保留車窗兩種選擇，方便唔同商戶按需揀選。

動力部分，新車繼續採用海豚嘅動力系統，搭載 60.4kWh 刀片電池同 204 馬力電機。綜合續航里程可達 426 公里，城市工況續航最高約 558 公里。

配置方面，全車標配座椅加熱、方向盤加熱、360 度全景影像以及 220V 外接放電功能，維修、擺檔可直接外接用電設備。

新車喺英國市場售卖，係比亞迪完善歐洲產品佈局嘅重要一步，補齊乘用車同輕型商用車產品線，綜合嚟講，發布效果仲需要市場檢驗，後續仲有望推廣到歐洲其他國家。

比亞迪今年嘅戰略就係走出去，打境外。5 月份比亞迪喺海外一共賣咗 16.06 萬台車，同去年比漲咗 80.7%，海外銷量喺總銷量之中嘅佔比突破 42%，比亞迪嘅滾裝船快唔夠用。 前幾日，比亞迪將騰勢 Z9GT 賣去歐洲，排場十足。

比亞迪喺巴西、泰國、烏茲別克斯坦、土耳其、匈牙利呢啲國家，已經建廠或計劃建廠。講到底，走出国門，產品夠硬係第一步，但也只係第一步。將後面每一步都走實，嗰啲對國產車「上頭」、甚至「魔怔」嘅老外，先會越來越多。

The sun in Bangkok is scorching.

At the entrance of a mall on Sukhumvit Road, the queue took two irregular turns.

Funnily enough, aside from the Gen Z with ponytails scrolling through short videos, there were many middle-aged people with frost on their temples.

They were waiting for a small car called Chery Q.

This scene was just like 20 years ago when the old QQ first arrived, only back then the ones queuing were motorcycle drivers, now it's old neighbors who arrived in pickup trucks.

The muffled sound from tapping knuckles is an echo 20 years later.

The batch of people who drove the old QQ for motorcycle taxi services back then are now tapping their fingers on the A-pillar of the new car.

The integrated hot-formed door ring reaches a strength of 1300MPa. When you knock with your knuckles, the sound is muffled and solid.

Back then, the tin shell was for the sake of being cheap, now the car frame is for the sake of peace of mind.

The young guy in streetwear next to him didn't care about these things, he was staring at the cloud-pink-beige paint job.

It's the Kansai clear coat, the same as Ferrari's. There isn't a single orange peel texture under strong light.

It's true that this paint surface doesn't fade for ten years.

Mango sticky rice inside the 70L front trunk.

After picking up the car, Arlene didn't rush to leave.

She opened the front trunk with a click. With 70L capacity, she stuffed in the mango sticky rice she just bought, plus that longboard she prepared to use for surfing at the beach.

With a drainage hole design, even if you throw in a wet swimsuit, you don't have to worry about smells mixing.

She casually shouted a command at the rear of the car. The exterior voice response opened the front trunk a bit more immediately, causing those around to burst into laughter.

This feature, on the congested streets of Southeast Asia, is even more pleasing than automatic parking.

The Agile "Big Fella" in the Narrow Alley.

Alleys in old Bangkok are so narrow only one body can pass through.

This car's 3X wheelbase ratio played a big role, with a turning radius that is surprisingly small.

Front MacPherson, rear multi-link, rear-engine rear-drive, 50:50 weight distribution. It drives steadily as if stuck to the ground.

The rainy season is coming soon. The IP68 battery water resistance means no fear of wading.

The Rhino battery features liquid cooling, running from minus 40 degrees to 60 degrees, like giving the battery cell a temperature-constant coat.

Orders don't lie, but truly understanding you is the dealbreaker.

Order numbers don't lie.

3000 in Thailand, 6000 in Indonesia, 56,000 domestically in the first month.

Chery didn't play the customization game this time, with right-hand drive tuning. The chassis, battery, and cabin are almost identical to the domestic version.

From 2006 to 2026, a small car traversed 20 years. Relying not on flashy marketing, but on this solid quality, it firmly parked itself in the lives of two generations again.

What gets people hooked is never the parameters, but that considerate understanding of you.

喺馬來西亞嘅 SUV 市場，好多人揀車嘅時候都拿 Proton X70 同 Chery Tiggo Cross 做比較。呢兩款車喺價錢同定位上都幾接近，今日我哋就由多個方面做詳細比較，幫你省返做功課嘅時間。

價錢同版本

Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，一共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300） 等。

Chery Tiggo Cross 喺馬來西亞嘅 OTR 售價係 RM 88,750 - 99,750，一共有 2 個版本，包括 2025 HEV 1.5L CSH（RM 99,750）、2025 1.5T Standard（RM 88,750） 等。

由價錢睇，Chery Tiggo Cross 嘅起步價比 Proton X70 平咗 RM 18,050。坦白講，喺呢個價錢段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。

空間同舒適度

Proton X70 車身長 4400 mm，行李廂 400 L。

Chery Tiggo Cross 車身長 4400 mm，行李廂 400 L。

兩部車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。

配備同科技

Proton X70 採用 FWD 驅動方式。

Chery Tiggo Cross 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。

適合邊種人

Proton X70 同 Chery Tiggo Cross 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；如果你更在意性價比同配備，就揀配置更豐富嗰款。最終仲係建議兩部車都去試駕，親身體驗先係最重要嘅。

總結

總括嚟講，Proton X70 同 Chery Tiggo Cross 都係馬來西亞市場好唔錯嘅車型。揀邊一部，關鍵仲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，再去試駕先做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。

Written by | Ying Liu

Edited by Dalu Huang

Designed by | Youmei Zhen

On June 5, 1950, Kiichiro Toyoda resigned as president. This founder, who brought the family loom business into the automotive industry, could not hand over the company directly to his children.

A labor-management standoff lasting two months ended with large-scale layoffs and executive resignations; 2,146 employees left, and the vice president and executive directors resigned alongside Kiichiro Toyoda on the same day. Over a month later, Juzo Ishida, president of Toyota Automatic Loom Works, concurrently took over as president of Toyota Motor Corporation, while Fumio Nakagawa and others from the banking background entered the new management team.

The turning point occurred on the twentieth day after Kiichiro Toyoda's resignation.

The outbreak of the Korean War brought truck orders from the US military, giving the bankrupt Toyota a reprieve. By March 1951, cumulative orders reached 4,679 units, totaling 3.66 billion yen. Factories resumed operations, and the books once again showed cash flow. By early 1952, the company was preparing to ask the founder to return and resume the presidency. However, just before the official comeback, Kiichiro Toyoda suddenly passed away at the age of 57.

Succession moments for Toyota have frequently undergone changes.

In 1967, President Fumio Nakagawa suffered a sudden heart attack after returning from a business trip to Tokyo; the presidential position remained vacant until after his funeral. In 1995, Shoichiro Toyoda was hospitalized for six months due to illness, interrupting the period of family control once again. In 2009, Akio Toyoda took charge amidst the company's predicted first annual operating loss since inception, later became involved in one of Toyota's most severe recall crises, and testified before the US Congress alongside Yoshimi Inaba, head of Toyota North America, in 2010.

Toyota also once had a secret succession.

In late 2022, at the Buriram Circuit in Thailand, Akio Toyoda asked Koji Sato, an engineer beside him, if he was willing to assume the presidency. Sato officially took office in April 2023. In April 2026, he transferred to the position of Vice Chairman and Chief Industry Officer, with Kenji Kondo succeeding him as President and CEO.

In 2026, another personnel change sparked external attention to the fifth generation of the family, but Toyota did not define it as a succession plan.

On August 1, 2026, Daisuke Toyoda, 38-year-old son of Akio Toyoda, will leave Woven by Toyota, the software company he co-created, and the first phase of Woven City, which has already been launched, as well as the second phase still under construction, to return to Toyota Motor Corporation. He will not join the board of directors, nor will he receive an executive title; instead, he will enter a department close to the vehicle development "frontline" (genba) as a project manager. Toyota has not disclosed the specific department or model.

Toyota has not publicly announced any successor. The company's history of nearly ninety years repeatedly proves that a name can provide credit during a crisis but may also raise doubts during a power transition.

The Fifth Generation Returns to the Vehicle Development Frontline

Woven City is built on the site of the old Toyota East Fuji factory, testing autonomous vehicles, robots, and logistics equipment in a real urban environment. In September 2025, Phase 1 officially launched, and the first residents began moving in, with multiple partner enterprises entering the co-creation phase; Phase 2 is currently still under construction.

As a founding member of Woven by Toyota, Senior Vice President, and core head of Woven City, Daisuke Toyoda once turned his gaze beyond automobiles. In a 2025 interview, he compared this city to his great-grandfather Kiichiro Toyoda entering the automotive industry and posed a question: "When we truly become a mobility company, will Toyota Motor still be the group's core? We don't know."

Less than a year later, he began to move back.

On June 1, 2026, Woven announced that Daisuke Toyoda would transfer to Toyota Motor Corporation on August 1. The company announcement did not disclose the new position. A Toyota spokesperson subsequently confirmed to Reuters that he would serve as a project manager, entering a department close to the vehicle development "frontline" (genba), but refused to specify the specific business division and model.

This means his work focus will shift from a city-level testing platform to vehicle development. However, since Toyota has not yet explained specific duties, it is currently impossible to judge whether he will independently be responsible for a specific model, nor can this confirm it is a succession training arrangement.

This is not his first time entering Toyota Motor Corporation. In 2016, he worked in the Electronic Control Engineering Department; in 2018, he transferred to Toyota's Advanced R&D subsidiary. Since then, his work has mainly focused on software, autonomous driving, and future mobility.

Counting from Sakichi Toyoda, he is the fifth generation of the family. Counting from Kiichiro Toyoda, the founder of Toyota Motor, he is the fourth generation of the automotive business.

However, Toyota's succession history has never followed a bloodline straight line since the first president.

1937: The First President Was Not a Blood Relative of Sakichi Toyoda

At the founding conference in August 1937, the person appointed as the first president was not Kiichiro Toyoda, who opened the automotive business, but Riichiro Toyoda. Kiichiro served as vice president and only assumed the presidency in 1941.

Riichiro was originally Riichiro Kodama. After marrying Aiko Toyoda, the eldest daughter of Sakichi Toyoda, in 1915, he was adopted by the family and changed his surname to Toyota. He came from the cotton textile industry, managed the family business for years, and naturally took the presidential seat upon the company's establishment.

In other words, the first president of Toyota Motor was both a family member and not a blood relative of Sakichi Toyoda. Marriage, adoption, management ability, and family trust, several forces together decided where this position would fall.

The early family boundaries of Toyota were inherently wider than a straight-line genealogy.

In 1936, the automotive business intentionally distanced itself from the family name. The logo solicitation received about 27,000 submissions, and finally, the brand name was changed from the Katakana writing of the family surname "トヨダ" (Toyoda) to "トヨタ" (Toyota), and the Roman alphabet spelling was also changed to "Toyota". 

Toyota's official reasons included: the new name uses unvoiced sounds, sounding clearer than the voiced sound of "Toyoda"; the Katakana writing of "トヨタ" is exactly eight strokes, and eight strokes are considered related to wealth and good fortune. This name change also symbolized the enterprise moving from a small independent company to a larger-scale company.

 

In Chinese, both "Toyoda" and "Toyota" are written as "Toyota", a subtle distinction that is easily overlooked. But this rewrite of the Japanese and English names drew a clear line: the enterprise comes from the Toyota family but does not belong solely to the Toyota family.

Even so, the Toyota surname remains deeply embedded in the company's DNA. Sakichi Toyoda left the automatic loom and the concept of "Stop at anomaly," while Kiichiro Toyoda turned family technical accumulation toward automobiles and bred the prototype of just-in-time production. Later, Eiji Toyoda, Shoichiro Toyoda, and Akio Toyoda passed the torch to mature the production system, expand globally, and drive product transformation.

This family has never provided a stable majority shareholding, but rather an industrial narrative spanning generations. Whenever the company intrudes into unfamiliar fields or hits major crises, the Toyota surname is always pushed back to the forefront. However, after experiencing the first true life-and-death test, it proved the company could actually invite the founding family off the driver's seat.

1950: The Founder Was Forced to Leave the Management Frontline

In the spring of 1950, Toyota's cash flow had reached the breaking point. Post-war economic tightening crushed automotive demand, and steel and non-ferrous metal prices soared; bank negotiation representatives sat across the conference table, demanding business restructuring, downsizing layoffs, and spinning off the sales department separately.

In April 1950, Toyota Motor Sales Co., Ltd. was established, separating manufacturing and sales, a split that lasted 32 years.

The split failed to put out the crisis immediately.

Starting from April 11, labor and management clashed over wages, layoffs, and reconstruction plans. People at both ends of the negotiation table almost met every day, negotiating for two months straight. The company eventually closed its Shibaura and Kameido factories in Tokyo; 2,146 people left, and the total number of employees plummeted from 8,140 to 5,994. The vacant workstations in the factory area were temporarily unfilled, and those who stayed had to accept pay cuts.

On June 5, Kiichiro Toyoda, Vice President Kazuo Kumabe, and Executive Director Takahachi Nishimura resigned on the same day. After the extraordinary general meeting on July 18, Juzo Ishida, president of Toyota Automatic Loom Works, concurrently assumed the presidency of Toyota Motor Corporation, while Fumio Nakagawa from the Imperial Bank entered management.

 

Toyota Motor had been established for only 13 years when the founder already lost control of operations.

20 days after Kiichiro Toyoda's resignation, the Korean War broke out. The US military quickly procured trucks from Toyota, issuing a first batch of 1,000 units on July 31, followed by additions of 2,329 and 1,350 units, totaling 4,679 units and 3.66 billion yen. War orders stabilized Toyota's operations after layoffs, split, and management changes.

 

Kiichiro Toyoda did not return immediately.

After leaving office, he continued to privately follow passenger car development, with sketches and parts lists on his desk. By early 1952, with the company's operations improving, Juzo Ishida began arranging for his comeback. Facing the invitation, he only said: "A company that doesn't build passenger cars is not a car manufacturer."

This statement sounded tough, but Eiji Toyoda later recalled that he was actually very happy inside.

The company originally planned to officially announce his comeback at the July 1952 shareholder meeting, and the new passenger car project had already launched in January of that year. However, on March 27, Kiichiro Toyoda suddenly passed away, abruptly ending the comeback plan, and the planned welcome ceremony was never held. The development of the Crown, which later became Toyota's representative model, also launched during this period.

The founder created the automotive business himself but was forced to leave during the company's most difficult moment. Orders flooded in after he left, and when the company was ready to welcome him back, he suddenly passed away.

Toyota's first succession was not completed. The company continued to be managed by professional managers, while the founding family retreated to the edge of power for a long time, waiting for the next turning point.

1967 to 1995: Sudden Succession

On October 13, 1967, Toyota President Fumio Nakagawa attended all-day meetings in Tokyo and was driving back to Nagoya. In the dead of night, he suffered a sudden heart attack and did not wait until dawn.

The company did not announce a successor on the second day. Since other representative directors were still maintaining operations, the president position remained temporarily vacant. It was not until October 30, after the funeral ended, that Vice President Eiji Toyoda officially assumed the role.

Eiji Toyoda was the cousin of Kiichiro Toyoda. He had long been rooted in the factory and technical system, promoting the Toyota Production System to maturity together with Taiichi Ohno and others. Before being pushed to the highest position, he had worked in the company for decades.

He later recalled that the position itself did not make him feel strange, "what surprised me was the change in the attitude of people around me."

This sudden succession reflected a typical way of Toyota family influence: Family members would never sit in the highest position solely based on bloodline. However, when the company suddenly lost a leader, someone with deep internal experience who could represent the company's tradition was easier for management to accept.

Eiji Toyoda served as president for 15 years until 1982, when the manufacturing and sales companies were recombined.

At that time, Japan-US automotive trade friction intensified, and Toyota began considering overseas production. Communication costs resulting from the separation of manufacturing and sales rose higher and higher. The company urgently needed to unify products, funds, personnel, and international decision-making. In January 1982, the two signed a merger memorandum, then immediately handled merger ratios, board seats, and organizational structure.

At 9:30 AM on July 1, 53 executives attended the establishment ceremony of the new company at headquarters. Eiji Toyoda and Shoichiro Toyoda unveiled the company sign for "Toyota Motor Corporation," recombining the manufacturing and sales system separated for 32 years into one.

At the subsequent board meeting, Eiji Toyoda served as chairman, and Shoichiro Toyoda, son of Kiichiro Toyoda, became president. Eiji Toyoda wrote in a letter to employees: "Toyota's post-war era has ended."

This was a true return of the family, but still not a direct baton handover between father and son. After Kiichiro Toyoda left in 1950, three presidents passed: Juzo Ishida, Fumio Nakagawa, and Eiji Toyoda. 32 years passed before his son sat in the presidency of the merged Toyota.

Shoichiro Toyoda subsequently promoted North American localization production. In 1983, Toyota and General Motors established the New United Motor Manufacturing, Inc. (NUMMI). His younger brother, Daigo Toyoda, deeply participated in the North American production system and succeeded to the presidency in 1992.

Family continuous control lasted only three years.

Daigo Toyoda had long suffered from health issues. He resigned after being hospitalized for about six months in 1995 and transferred to Vice Chairman. Toyota did not look for another family member to fill the position but appointed Minoru Oda, who had worked in the company for about 40 years, as president.

After that, Minoru Oda, Fujio Cho, and Takeo Hashimoto successively led Toyota, and professional managers held power for 14 years.

The family did not truly leave. Shoichiro Toyoda continued to serve as chairman and honorary chairman, retaining a voice in group relations and major directions, while daily operations were handed to internal professional managers.

Toyota thus formed a structure that repeatedly appeared: the family was responsible for preserving history, sense of direction, and symbolic meaning during crises, while professional managers were responsible for maintaining operational continuity in a huge organization. The boundaries between the two were not clear, but they checked and balanced each other for a long time.

2009: The Family Returns in a Crisis

In late 2008, the global financial market was full of alarm bells, and Akio Toyoda's name began to appear frequently in succession rumors.

At that time, the global financial crisis rapidly suppressed automotive demand. Toyota had just surpassed General Motors to become the global sales champion but was expected to face its first annual operating loss since inception. Whether to have the founding family retake the helm at this moment, there were different opinions within the company.

According to Reuters reports at the time, key figures such as Fujio Cho, Minoru Oda, and Shoichiro Toyoda weighed whether to arrange a transitional manager first to let Akio Toyoda accumulate a few more years of experience. Ultimately, Toyota chose to have 52-year-old Akio Toyoda assume the role directly.

His surname was both a talisman and a shackle.

When Akio Toyoda joined the company in 1984, his father Shoichiro Toyoda warned him that no one wanted to become "the president's son's subordinate." Many employees kept their distance from him for a long time. He rotated through production, sales, North American joint ventures, and Asian and Chinese businesses, moved his desk time and time again, only entering the board of directors in 2000 and officially assuming the presidency in 2009.

Soon after taking office, a large-scale recall crisis came head-on. Between 2009 and 2011, over 10 million Toyota vehicles were recalled due to issues such as accelerator pedals and floor mats. In 2010, Akio Toyoda testified before the US Congress alongside Yoshimi Inaba, head of Toyota North America.

At that hearing, he linked his family identity with personal responsibility: "I am the grandson of the founder, and all Toyota cars carry my name. When the car gets hurt, I feel hurt too."

After this, Akio Toyoda served as president for 14 years but did not hand the position to his son. In late 2022, at the Buriram Circuit in Thailand, he asked Koji Sato, head of Lexus and GR: "Would you be willing to assume the presidency?"

Koji Sato officially took office in April 2023, and Akio Toyoda transferred to Chairman. According to his own words, an important reason for selecting Sato was that he was young, loved cars, and demonstrated Toyota's philosophy and way of doing things on the vehicle development frontline.

2026: Kenji Kondo Assumes Presidency

In February 2026, Toyota announced that Sato would transfer to Vice Chairman and Chief Industry Officer in April, with Kenji Kondo succeeding him as President and CEO.

This adjustment occurred amidst Toyota facing multiple pressures. The certification violation incident of 2024 is still testing the group's governance. At the same time, uncertainty in trade policy, costs, and industry competition is rising. Toyota listed improving profitability and reducing break-even sales volume as urgent tasks in official explanations and stated that Sato still needs to devote more energy to the Japan Automobile Manufacturers Association and industry collaboration.

Therefore, the change of command should not be simply understood as a negation of Sato's three-year term but more like a reorganization of responsibilities for operations and industry affairs.

Kenji Kondo's most important resume is serving as Executive Officer and Chief Financial Officer of Toyota Motor Corporation. He has long engaged in finance and operation management, having served as Akio Toyoda's secretary early on, and later concurrently served as a Woven director and CFO.

These experiences concentratedly reflect his trust relationship with Akio Toyoda, financial expertise, and cross-departmental experience. According to Toyota's published division of labor, Sato will mainly be responsible for industry cooperation and external affairs, while Kenji Kondo will be responsible for corporate operations, profitability improvement, and reducing break-even sales volume.

From Akio Toyoda stepping down to Koji Sato and Kenji Kondo succeeding one after another, the presidential position was handed to non-family members twice. Akio Toyoda still serves as Chairman and Representative Director, continuing to exert influence in products, culture, group relations, and manager training.

This influence cannot be explained solely from shareholding ratios.

Akio Toyoda's personal shareholding is less than 0.2%, and the total family shareholding is also lower than 2%, making it impossible to influence the board of directors with majority shareholding. Toyota's current major shareholders are mainly trust banks, financial institutions, and group enterprises; family members don't even squeeze into the top ten shareholder seats.

Scholars researching Japanese family enterprises call names, reputation, internal relations, social networks, and long-term accumulated management knowledge "soft family assets." At Toyota, it is precisely these assets that allow the family to influence corporate culture and strategy even after shareholding is constantly diluted.

This influence is also constrained by shareholders. In 2024, dragged down by certification violations and corporate governance controversies, Akio Toyoda's shareholder support rate once fell to about 72%. In 2025, the support rate rose back to 96.72%. A surname can bring authority within the company but cannot exchange for unconditional support in the capital market.

Beyond the Surname, There Is Also a System

In Toyota's current company documents, there are no clauses like "Family Priority," "Primogeniture," or "Founding Family Reserved Seat."

According to Japanese company law and Toyota's governance structure, shareholder meetings are responsible for electing directors, and the board of directors selects representative directors from them and appoints positions such as Chairman and President. Akio Toyoda personally does not possess legal "power of transmission," and Daisuke Toyoda cannot directly inherit the presidency by a surname.

Toyota did not start disclosing president training and selection mechanisms only in 2026. As late as 2023, its comprehensive report and shareholder meeting notices had already listed links such as talent training, evaluation feedback, candidate determination, and external director participation. The 2026 shareholder meeting notice, combined with the appointment of Kenji Kondo, once again and more centrally explained how this mechanism works.

Potential candidates will be sent to serve as internal company presidents, regional CEOs, and functional heads, taking on management responsibilities in product, regional, and professional posts. Candidates will also demonstrate judgment, skills, and working style through regular operational discussions and frontline work. Independent external directors observe their execution through listening to internal heads and regional executive reports and visiting business sites.

 

Toyota also conducts interviews with over 40 management executives and senior management talents each year to understand their personal characteristics. Candidates receive comprehensive evaluations and 360-degree feedback from multiple superiors and relevant personnel annually, with evaluation results continuously accumulated for several years. Finally, candidates must also undergo individual interviews.

Final choices are deliberated by the executive appointment meeting.

This meeting currently has three members, including two independent external directors and one internal director, with external directors holding the majority. The meeting is responsible for discussing executive and director candidates, forming appointment plans, and then submitting them to the board of directors for a vote; director candidates must finally be handed to the shareholder meeting for formal election.

 

Toyota told The Financial Times that the company will not be subjected to "inappropriate influence" from the Toyota family, and family members joining the company must go through the same procedures as other employees. 

Beyond the system, personal trust still truly exists.

The fact that Koji Sato received the inquiry by the race track indicates that the formal nomination procedure cannot completely present the entire process of succession brewing. Long-term observation and personal trust still affect when candidates enter the formal procedure.

Akio Toyoda's arrangement for his son is constrained by company systems but also carries the consideration of family heritage.

When asked in 2025 whether Daisuke Toyoda would continue the family business, Akio Toyoda said: "He is my son, but also a completely different person." He does not want his son to replicate the path he walked but still hopes something can be passed down.

"The driver decides the flavor of the brand." 

Daisuke Toyoda has participated in endurance races and also participated in the vehicle evaluation of the Toyota GR GT flagship sports car from the concept stage. Official materials list him as one of the drivers involved in development evaluation. He has provided feedback to the engineering team on vehicle performance alongside Akio Toyoda, professional drivers, and internal evaluation drivers.

 

These experiences can prove he understands driving and products but cannot replace a complete management resume. In public materials, he has not yet independently been responsible for a global mass-produced model, nor has he managed a large factory, a major regional market, or a business requiring profit responsibility.

The position of Project Manager is therefore worth attention. Woven and Woven City gave him experience in software, partners, and future mobility. After returning to Toyota Motor, whether he can supplement the vehicle development and operation management resume depends on specific duties and actual results.

In 1936, Toyota proactively distanced itself from the family surname in brand spelling, hoping the automotive business would grow into a socially broader enterprise. Nearly ninety years later, the Toyota family has never truly exited this company, but they also did not guard a stable hereditary channel.

The founder was once forced to resign, professional managers held power for consecutive years, and family members also left the scene in disgrace due to illness. The presidential seat can be temporarily filled after a funeral or decided with a question by the side of a track, but finally, everything must go through corporate governance procedures and the test of operational results.

The Toyota surname offers an earlier opportunity to be seen and brings a more difficult responsibility to shoulder.

On August 1, 2026, Daisuke Toyoda will enter a department close to the vehicle development frontline as a project manager. For him, this is a position transition. Whether it is also a path to higher management positions, there is no answer yet.

在剛剛落下帷幕嘅第四十七屆曼谷國際車展 (BIMS 2026) 上，比亞迪集團再次以統治級嘅表現閃耀全場。

根據官方數據顯示，比亞迪與騰勢品牌在本次車展期間共斬獲 1.8 萬輛訂單，成功問鼎全場銷量冠軍！

這一驕人戰績，不僅刷新了品牌紀錄，更再次鞏固咗比亞迪喺泰國新能源汽車市場嘅領軍地位，憑實力助力全球綠色出行。

本屆車展銷量榜單，呈現前所未有嘅格局變化。

比亞迪品牌以 1.73 萬輛（含騰勢品牌共計 1.8 萬輛）穩居榜首，領先第二名豐田 0.16 萬輛；這一成績並非偶然。

2025 年，比亞迪與騰勢品牌喺泰國總上牌量超過 5 萬台，同比增長 90%。

從 2022 年首次進軍泰國市場時嘅「外來者」，到而家連續三年穩居銷量榜首，比亞迪用紮實嘅市場表現證明：

泰國消費者嘅購車偏好正發生根本性轉變。以比亞迪為首嘅中國車企從追趕者正逐漸成長為挑戰者，撼動咗泰國長以來由日系品牌主導嘅汽車市場。

比亞迪喺泰國並非僅係一般民眾嘅選擇，喺泰國政府之中亦頗受青睞。

2026 年 3 月 25 日，泰國總理阿努廷為應對國際油價上漲，一改以往嘅勞斯萊斯車隊，特意選擇乘坐比亞迪海獅 07 抵達總理府履職，以實際行動支持節能政策。

泰國總理座駕嘅選擇，不僅係對比亞迪產品嘅性能、安全性同可靠性嘅認可，更證明瞭比亞迪喺泰國早已係主流選擇。

自 2022 年 8 月正式進入泰國市場以來，比亞迪已喺泰國完成從「進口銷售」到「本地製造」嘅變革：

2024 年 7 月，泰國羅勇府比亞迪工廠正式竣工，年產能達 15 萬輛，成為比亞迪首個海外乘用車生產基地；

比亞迪同時亦喺泰國構建咗完善嘅服務網絡同充電生態，產品矩陣涵蓋從用於城市通勤嘅海豚到豪華 MPV 騰勢 D9 嘅全細分市場。

比亞迪喺泰國所取得嘅成績並非一蹴而就，而係源於與當地渠道合作同服務團隊嘅長期共同努力嘅結果。

比亞迪喺泰國不僅僅係提供高品質嘅車輛，更致力於提供全生命週期嘅貼心服務。

從廣布嘅銷售網絡，完善嘅售後服務網點，到不斷擴張嘅泰國本土充電網絡。

長期主義嘅投入，令泰國消費者對比亞迪從「嘗試」走向「信賴」，從「好奇」變為「首選」。

比亞迪嘅努力，正令綠色出行喺泰國變得觸手可及。

豐田、本田、五十鈴。過去幾十年，泰國人買車好似只有呢幾個選擇。馬路上跑嘅，停車場停嘅，幾乎全係日系車。呢個局面，好似從未有人諗過會改變。

但係變化嚟咗。上月嘅曼谷車展，比亞迪賣咗18057部，比豐田多咗1600部，佢背後係泰國消費者用真金白銀投嘅票。2022年比亞迪剛進泰國嘅時候，仲係個新面孔，去年喺泰國上牌量就超過咗5萬台。而家，喺泰國實現咗歷史性嘅反超。

泰國總理前些日子唔坐勞斯萊斯啦，改坐比亞迪海獅07上班。一個國家元首嘅日常用車，本身本身就係一個訊號，呢個比任何廣告都有說服力。

比亞迪喺泰國羅勇府嘅工廠去年就投產咗，一年產能15萬輛。比亞迪喺泰國本地組裝，本地生產帶嚟唔止價格可能更抵，仲有配件、售後、保養，都會跟住起嚟。由海豚到騰勢D9，車型多咗，選擇就多咗。

日系車喺泰國嘅根基好深，呢點誰都承認。但係根基深，有時亦代表住慣性大。電動車嚟啦，整個遊戲規則都在變。比亞迪喺泰國建咗銷售網絡，售後服務網點，充電網絡，產品覆蓋海豚到騰勢D9全細分行業，好多人之前覺得中國車只能靠低價搶市場，比亞迪喺泰國唔止係賣車，做咗全生命週期嘅服務，消費者由嘗試變咗信賴，由好奇變咗首選。

泰國車巿格局嘅鬆動。唔係話日系車唔得，而係消費者面前，有咗一個同樣紮實、而且跑喺前面嘅新選擇。競爭對邊個都有好處，最後贏嘅係消費者。反超，只係一個開始。國產車出海嘅未來，一齊見證。

第四十七屆曼谷國際車展（BIMS 2026）正式圓滿結束，中國品牌比亞迪帶同騰勢，以 18,057 輛嘅總訂單量，壓倒群雄奪得全場銷量冠軍。其中比亞迪單品牌訂單 1.73 萬輛，領先第二名豐田 1,600 輛，以絕對優勢領跑。

呢個並非偶然爆發。回顧 2025 年，比亞迪同騰勢喺泰國總上牌量突破 5 萬台，同比急增 90%。由 2022 年首次進軍泰國市場時嘅"外來者"，到如今連續三年穩居銷量榜首，比亞迪用扎實嘅市場表現證明：泰國消費者嘅購車偏好正在發生根本性轉變。以比亞迪為首嘅中國車企由追趕者正逐漸成長為挑戰者，喺泰國實現咗歷史性反超，撼動咗該國長期以來由日系品牌主導嘅汽車市場。

硬核佈局係取勝關鍵。2024 年 7 月，比亞迪泰國羅勇府工廠竣工，年產能 15 萬輛，為其首個海外乘用車基地。同時構建覆蓋海豚至騰勢 D9 嘅全品類矩陣，並完善銷售、售後、充電網絡，以本地化製造 + 全生態服務，贏得由民眾到政府嘅認可。2026 年 3 月，泰國總理阿努廷更親乘比亞迪海獅 07 履職，以國家層面背書佢嘅品質與節能價值。

由進口到智造，由試水到主流，比亞迪用數據同實力證明：中國新能源正成為泰國車市新主流，日系獨大時代正式落幕。

18057 輛，比亞迪同騰勢品牌喺曼谷車展賣爆晒。

喺剛結束嘅曼谷國際車展上，比亞迪同騰勢品牌累計斬獲超 1.8 萬輛訂單，成為實至名歸嘅全場銷量冠軍。同時，比亞迪單品牌更係以 1.73 萬輛訂單超越豐田，徹底打破泰國市場由日系品牌主導嘅市場格局。呢個成績，不僅刷新比亞迪嘅品牌紀錄，更加再次鞏固比亞迪喺泰國新能源汽車市場嘅領軍地位，憑實力助力全球綠色出行。

自 2022 年進入泰國市場以來，比亞迪就以優秀嘅產品力獲得市場嘅充分認可，銷量連年增長。幾年時間就從一個「新面孔」成長為泰國新能源汽車市場領導者。而且不僅係市民鍾意比亞迪嘅汽車，泰國總理阿努廷亦換咗自己全新嘅座駕比亞迪海獅 07。泰國總理座駕嘅選擇，不僅係對比亞迪產品嘅性能、安全性同可靠性嘅認可，更加證明比亞迪喺泰國早已係主流選擇。喺泰國，買比亞迪嘅汽車唔係獵奇嘅嘗試，而係主流嘅首選。

從國內到海外，從城市通勤嘅海豚到豪華 MPV 嘅騰勢 D9，比亞迪正成為全球新能源用戶嘅選擇。

喺剛告別幕嘅第四十七屆曼谷國際車展 (BIMS 2026) 上，比亞迪集團再次以統治級嘅表現閃耀全場。根據官方數據顯示，比亞迪同騰勢品牌係本次車展期間合共接過 1.8 萬張訂單，成功奪得全場銷量冠軍！ 呢份驕人戰績，唔單止刷新咗品牌記錄，更再次紮實咗比亞迪喺泰國新能源汽車市場嘅領軍地位。

本屆車展銷量榜單呈現前所未有嘅格局變化。比亞迪品牌以 1.73 萬輛（含騰勢品牌合共 1.8 萬輛）穩坐頭把交椅，領先第二名豐田 0.16 萬輛；呢個成績並非偶然。2025 年，比亞迪同騰勢品牌喺泰國總上牌量超過 5 萬台，同比增長 90%。

由 2022 年首次進軍泰國市場時嘅「外来者」，到而家連續三年穩坐銷量榜首，比亞迪用扎實嘅市場表現證明：泰國消費者嘅購車偏好正發生根本性轉變。以比亞迪為首嘅中國車企從追趕者正逐漸成長為挑戰者，喺泰國實現咗歷史性反超，撼動咗該國長期由日系品牌主導嘅汽車市場。

比亞迪喺泰國並唔係一般民眾嘅選擇，喺泰國政府中都好受青睞。2026 年 3 月 25 日，泰國總理阿努廷為應對國際油價上漲，一改以往嘅勞斯萊斯車隊，特意揀選乘坐比亞迪海獅 07 抵達總理府履职，以實際行動支持節能政策。泰國總理座駕嘅選擇，唔單止係對比亞迪產品嘅性能、安全性同可靠性嘅認可，更證明咗比亞迪喺泰國早已係主流選擇。

由 2022 年 8 月正式進入泰國市場以來，比亞迪已經喺泰國完成從「進口銷售」到「本地製造」嘅變革：2024 年 7 月，泰國羅勇府比亞迪工廠正式竣工，年產能達 15 萬輛，成為比亞迪首個海外乘用車生產基地；比亞迪同時喺泰國構建完善嘅服務網絡同充電生態，產品矩陣覆蓋從用於城市通勤嘅海豚到豪華 MPV 騰勢 D9 嘅全細分市場。

比亞迪喺泰國所取得嘅成績並唔係一蹴而就，而係源於同當地渠道合作同服務團隊嘅長期共同努力結果。比亞迪喺泰國唔單止提供高品質嘅車輛，更致力於提供全生命週期嘅貼心服務。從廣布嘅銷售網絡、完善嘅售後服務網點，到不斷擴張嘅泰國本土充電網絡。長期主義嘅投入，令泰國消費者對比亞迪由「嘗試」走向「信賴」，由「好奇」變為「首選」。比亞迪嘅努力正令綠色出行喺泰國變得觸手可及。

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揀車｜用車｜改車｜賽車

用實力助力全球綠色出行，比亞迪包攬新加坡多項銷量冠軍，用實力助推電動化普及。

2025 年，比亞迪乘用車在新加坡銷售 11184 輛，同比增長 80.6%，蟬聯年度全品牌銷量冠軍。

自 2022 年，比亞迪正式進入新加坡乘用車市場，僅用兩年時間成功登頂榜首，呢個就係冠軍實力，而商用車領域比亞迪電動巴士從 2018 年正式進入新加坡，訂單已超 500 台，市場佔有率超 60%，穩居行業第一；2025 年 10 月更是中標新加坡首個 L4 級智駕巴士服務試點項目，呢個亦係自動駕駛巴士首次被納入海外公共交通系統；相對嘅電動卡車領域，比亞迪於 2020 年進入新加坡，開始向當地正式交付環境衞生車 T9，成為當地第一家銷售電動卡車公司，2021 年 -2025 年，比亞迪純電卡車在新加坡五年累計註冊量達 1450 台，排行第一。

講到底，想令消費者升級新能源，必須用技術打動，比亞迪憑梳理吸引，助力新能源普及。

新加坡市場對車輛安全、能耗、可靠性要求極其嚴苛，係東南亞乃至全球市場嘅標竿。比亞迪包攬乘用車、商用車多項第一，離唔開 12 年深耕，始終為市場提供領先嘅技術、可靠嘅產品及優質嘅服務。

3 月 26 日，純電小卡 T35 在新加坡正式上市，售價約 14.3 萬新加坡元（約合人民幣 77 萬元），憑藉窄路通行靈活高效嘅特性，可以滿足城市快遞、商貿配送等多元需求。

乘用車領域，比亞迪目前已佈局 ATTO 3、海豚、海豹、海獅等車型，豪華品牌騰勢已佈局 D9、B5 等車型，覆蓋多個細分市場，行走嘅比亞迪係最好嘅廣告，助力新加坡 2040 年達成所有車輛清潔能源化，推動全球綠色出行，成為技術代表，普及先鋒。