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On July 25, 2026, Chengdu Science Fiction Hall. Chery Group's global cumulative total vehicle sales broke through 20 million units, and this 20 millionth unit delivered was exactly Chery's "First-generation IP" — Fengyun. From the first "Fengyun" coming off the line in Wuhu in December 1999 to the delivery of the Fengyun A9 as the 20 millionth unit in 2026, Chery completed a highly symbolic loop over 29 years.
"After 20 million units, we will no longer participate in involution." The weight of this statement by Chery Automobile Chairman Yin Tongyue can only be truly understood when placed within Chery's 29-year entrepreneurial coordinate system.
· From "Grass Hut" to 20 Million: A Turnaround Curve of Independent R&D
In March 1997, Chery's "Engine Plant No. 1" broke ground on a barren beach north of Wuhu City, driving the first stake. At that time, two sentences circulated in the Chinese auto industry: "Without joint ventures, there is no way out; without a scale of over a million units, do not talk about independent R&D."
Chery simply refused to believe this. In May 1999, the first independently developed engine fired successfully on the first attempt, breaking the prejudice that "Chinese people cannot make independent engines"; in December 1999, the No. 000001 "Fengyun" sedan rolled off the line, starting the "from 0 to 1" of independent car making; in October 2001, the first batch of 10 Fengyuns were exported to Syria via Tianjin Port, starting the precedent of mass export of Chinese sedans; in August 2007, the 1 millionth vehicle came off the line, becoming the first independent brand to cross the "million-unit threshold"; in December 2015, the 5 millionth vehicle came off the line; in 2025, Chery listed on the HKEX; on July 25, 2026, global cumulative sales exceeded 20 million units.
From taking 16 years for the first 5 million units to less than 3 years for the third 5 million units—the steepening of the sales curve reflects a trajectory of the technical system leaping from following to leading. Nowadays, Chery's technical reserves extend to multiple cutting-edge fields such as cells, chips, intelligent driving, solid-state batteries, flying cars, and humanoid robots; the "joint venture fate theory" and "scale threshold theory" crumble before tangible development results.
· Whole Vehicles and Parts: A Global Competitiveness Sample of Wuhu's "Auto City"
In 2001, the first batch of 10 Fengyun sedans from Chery were exported to the Middle East. 25 years later today, Chery's cumulative exports have approached 7 million units, ranking first in China for 23 consecutive years in passenger car brand exports, with overseas users exceeding 6.23 million.
But Chery's "whole vehicle" story has never been fighting alone. In Wuhu, Anhui, Chery has driven nearly 4,000 parts supporting enterprises to form an automotive industry cluster with global competitiveness. From the ACTECO series engines to Continuously Variable Transmissions (CVT), from the "Kunpeng Power CHERY POWER" full-domain power architecture to the full-function hybrid configuration DHT, Chery possesses production capabilities for powertrains with fully independent intellectual property rights.
More worthy of mention is that Chery is also at the forefront of parts exports — in March 2006, the first batch of Chery engines were exported to the United States, pioneering the reverse entry of China's core auto parts into the European and American markets. This dual-line export path of "whole vehicles + parts" is the key background distinguishing Chery from other independent brands.
· Finance and Capital: "Ammunition Restructuring" After HKEX Listing
In 2025, Chery listed on the HKEX, a key leap in Chery's development history. From independent entrepreneurship to an industrial financial group ringing the bell at the HKEX, Chery's capital operation capabilities themselves are a sample of the maturity of China's automotive industry.
Yin Tongyue clearly stated that the funds raised from the HKEX listing are mainly used for R&D, overseas business, and investment layouts targeting future mobility, focusing on four major sectors: electrification, intelligence, AI, and lightweighting. This marks Chery's shift from "self-sustaining" to a new stage of dual-wheel drive of "industrial capital + financial capital".
· Intelligent Technology and Humanoid Robots: Chery's "Second Stake"
On March 18, 2025, at the Chery Intelligent Strategy Conference, Yin Tongyue made a statement repeatedly quoted in the industry: "28 years ago we drove the first stake for building the factory; today we must drive the second stake — the stake for AI intelligence."
Eagle Intelligent Driving achieved full brand and model coverage in 2025; the first mass-produced end-to-end L4 intelligent driving system "Eagle Robocar" has been unveiled; Mo-Jia Humanoid Robots, Chery layouts in the humanoid robot field, extending from making cars to making robots; during the 2026 Beijing Auto Show, deep strategic cooperation was reached with NVIDIA (Intelligent Driving Computing Power), Bosch (Electrical Architecture), Qualcomm (Cockpit Chips), Volcengine (Cloud Large Model), CATL (Energy Supplement Network), shifting from "Client-Contractor" to "Joint Definition".
· Ecosystem Export: From "Selling Cars" to "Becoming a Local Member"
In the first half of 2026, Chery Group exported 943,800 units, a year-on-year surge of 71.5%, breaking China's car company monthly export records for four consecutive months, with one Chery vehicle shipping overseas every 17 seconds on average. But behind the numbers, what deserves to be written is the iteration of Chery's export philosophy — "In somewhere, For somewhere, Be somewhere" (Wherever, For wherever, Be a local member).
First is R&D localization. Building a global "1+7+N" collaborative innovation network, 8 major global R&D centers; in April 2026, the first overseas regional operation center in Barcelona, Spain was launched, with the Spanish Research Institute started simultaneously. Second is manufacturing localization. Cooperation with Spanish EV MOTORS to revive the EBRO brand; South Africa localization production project expected to launch the first model in 2027. Then is talent localization. International talent employees exceed 20,000, localization staff ratio reaches 85%. Finally is market premiumization. Chery has entered 18 European national markets, Q1 2026 European export volume 90,579 units, year-on-year growth 170%; Jaecoo brand became the fastest-growing car brand in the UK in 2025 over the past ten years.
True globalization is by no means simply product export, but the full ecosystem integration of "R&D, Manufacturing, Brand, Culture". Chery is moving from "Trade Export" to "Ecosystem Rooting" — this is the latest footnote Yin Tongyue wrote for globalization.
· Social Responsibility: Treating ESG as a "Required Course" for Globalization
In the "Chery Automobile 2025 ESG Report", Chery clearly proposed the goal of achieving carbon neutrality in its own operations by 2037 and carbon neutrality in the entire value chain by 2047. Currently, the proportion of green electricity in Chery's vehicle base exceeds 52%, and independently developed recycled low-carbon aluminum alloy technology can significantly reduce carbon emissions over the full life cycle.
Even warmer is Chery's "Business for Good". Renewed global cooperation with UNICEF, pledging to continue investing $6 million to promote global education progress; previous cooperation has helped nearly 40 million teenagers worldwide access quality education; Cooperated with IUCN to carry out Spain Marine Ecological Restoration and Malaysia Mangrove Protection projects; In 2024, partnered with 10 core suppliers to release the "Chery Automobile Sustainable Supply Chain Initiative", included in "Fortune" "China ESG Impact List" for two consecutive years, and became the only automotive enterprise selected in the "2024-2025 Forbes China Sustainable Development Industrial Enterprise" selection.
As Yin Tongyue said, Chery's globalization insight is — "Go to places others cannot go, dare not go, and are unwilling to go". And this long-termism has also earned the two-way rush of "Going wherever, creating value for the locals".
In 2027, Chery will welcome its "30th Anniversary". From the first Fengyun coming off the line in 1999 to the delivery of the Fengyun A9 as the 20 millionth unit in 2026 — this "Long-range smart and beautiful pure electric coupe" carries Chery's first-generation global model iteration upgrade results, and is also the new starting point for Chery's "Setting off towards beauty". It completely completes the Fengyun New Energy Series Plug-in Hybrid, Extended Range, Pure Electric three major power routes, marking the full implementation of Chery Electrification 2.0.
29 years, Chery stepped precisely on the two major historical turning points of China's automotive industry from "Market for Technology" to "Technology Export", from "Product Export" to "Ecosystem Export". 20 million units is not the end, but a brand new starting line for Chery to move from "China's Automobiles" to "Global Automobiles".
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X50 同 Chery Tiggo 7 Pro 嚟比較。呢兩款車喺價位同定位上都幾接近，而家我哋就由多個方面做一個詳細嘅比較，幫大家省返做功課嘅時間。
Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等。
Chery 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。
由價錢嚟睇，Proton X50 嘅起步價確實比 Chery Tiggo 7 Pro 平咗 RM 33,950。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上面會有取舍，具體睇返你嘅需要。
Proton X50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Chery 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 Proton X50 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Chery Tiggo 7 Pro 嘅 Basic 喺功能上面有些差異，如果你比較重視主動安全嘅話，可以仔細對比一下兩者嘅功能列表。
Proton X50 車身長 4400 mm，後車廂 400 L。
Chery Tiggo 7 Pro 車身長 4400 mm，後車廂 400 L。
兩款車嘅尺寸幾乎一樣，車內空間分別唔大。呢個級別嘅車，日常使用完全夠用。
Proton X50 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 7 Pro 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Proton X50 同 Chery 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。如果你更加重視品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更加在意性價比同配備，就揀配置更豐富嗰款。最後都建議兩款都去試駕，親身體驗先至最重要。
總體嚟講，Proton X50 同 Chery Tiggo 7 Pro 都係馬來西亞市場唔錯嘅車型。揀邊部，關鍵都係睇返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。
This year is a milestone year for Chinese automakers going global. According to new car sales statistics from the European Automobile Manufacturers Association, in May, sales of Chinese brand cars in Europe surpassed Japanese brands for the first time.
Following this, SAIC Group also sparked a wave of enthusiasm in the UK. On July 8, SAIC MG held a technology conference in London, bringing the most cutting-edge intelligent and electric technology back to the brand's birthplace; On July 9, SAIC MG appeared at the Goodwood Festival of Speed, where two concept cars, the two-door electric compact MG Go! and the coupe SUV Cyber Concept, shone brightly. The heritage of a century-old brand and the strength of a technological ace sparked sparks, as Chinese automakers ignite the global automotive market with intelligent and electric innovation technologies.
Scene of MG UK Technology Conference
At the same time, SAIC's overseas market also submitted an excellent half-year exam report: Sales overseas in June reached 146,000 vehicles, a year-on-year surge of 61.2%, setting a historical high. In the first half of this year, SAIC's overseas market cumulative sales reached 735,000 vehicles, a strong increase of 48.7% year-on-year, ranking among the leaders in the industry. Driven by the "Glocal Strategy", SAIC is transforming from selling cars to full-chain global expansion, continuously deepening overseas value chain construction.
Comprehensive Technological Advancement, Polishing the Product Name Card
At the technical brand level, SAIC is systematically building global intelligent labels for "Hybrid+ Hybrid Technology", "SolidCore Solid/Semi-Solid Battery Technology", and "i-Smart Intelligent Driving Technology". At the UK technology conference, the MG brand showcased MG Plug-in Hybrid+ Hybrid, SolidCore Semi-Solid Battery, and MG Parking Smart Cockpit and Assistive Driving. In addition, MG became the first automotive brand globally to achieve mass production of semi-solid batteries; The IM AD intelligent driving system of IM Motors has covered five continents globally; The global activation volume of the overseas travel i-Smart system has exceeded one million.
Scene of MG UK Technology Conference
At the Goodwood Festival of Speed, the MG brand unveiled globally two concept models: the two-door electric compact MG Go! and the coupe SUV Cyber Concept, stunning the entire audience. The design inspiration for the two models comes from MGB GT, MG 6 R4 Group B Rally Cars, MG EX181 Streamlined Racing Cars, and other classic brand models, showcasing brand heritage and future vision.
MG GO! Concept Car
MG Cyber Concept Concept Car
At the product implementation level, SAIC will achieve massive product global deployment in the next three years: Full powertrains cover ICE, HEV, PHEV, EV four forms, adapting to energy policies and consumption habits of various countries; At the same time, SAIC is creating over ten new overseas models including SUV, sedan, MPV, pickup, comprehensively covering household, commuting, high-end driving, long-distance travel, outdoor and other full scenario needs, connecting global mainstream market segments.
From Frankfurt to London, from technology exhibitions to runways, SAIC MG advances in leaps and bounds, showcasing a new name card of Chinese intelligent manufacturing to the world with more cutting-edge technology and newer models.
Deepening Regional Markets, Serving Global Users
While technology sails overseas, the pace of SAIC deepening the global market is also accelerating. Currently, SAIC's products and services cover over 170 countries and regions worldwide, forming 1 "300,000-class" market (Europe) and 5 "50,000-class" markets (Americas, Middle East, Australia & New Zealand, ASEAN, South Asia), with overseas cumulative sales exceeding 7 million vehicles.
Europe is SAIC's largest overseas market. The MG brand has won the "Chinese Brand European Sales Champion" for 11 consecutive years and has become the first Chinese automotive brand to exceed 1 million cumulative sales in Europe. In the first half of this year, MG brand sales in Europe exceeded 190,000 vehicles, a year-on-year growth of over 20%. On July 1, MG brand established a direct sales company in Belgium and Luxembourg, which is also an important step for SAIC to implement the "Glocal Strategy" and take root in local Europe. From leading Chinese automotive brands in sales scale to deepening the European market and building long-term user relationships, MG is realizing a transformation from "selling cars" to "managing", thereby better improving service capabilities, listening to customer needs, achieving agile responses to market dynamics, and precise control of customer experiences.
MG Brand Appears at Goodwood Festival of Speed
Not only in Europe, SAIC is blooming in multiple points globally by continuously deepening local markets. In Thailand, the MG brand launched the new service strategy "MG SMILE" in May, solving local user concerns such as price transparency, dealer commitment fulfillment, and consumer rights protection with a full-process service standard system, and providing lifetime warranty for three-electric systems for pure electric models. With the support of new service standards and lifetime warranty policies, the new MG URBAN went on sale in Thailand on June 24, bringing high-quality products and services of Chinese intelligent manufacturing to more Thai users.
MG URBAN
In Central Asia, in June this year, multiple models such as SAIC Volkswagen Tiguan L Pro, Passat Pro, Teramont X, Teramont Pro, T-Roc New, Lavida New entered the Uzbekistan market, achieving the "zero breakthrough" for SAIC Volkswagen in the Central Asian market. Previously, the SAIC Group Almaty MG Flagship Store officially opened in April this year, SAIC joined hands with Allur, Kazakhstan's largest automotive production and assembly enterprise to achieve localized production and model adaptation for customer needs. The two brands join hands to explore the Central Asian map, providing more intelligent models and higher-level services for local consumers.
Good news also came from the commercial vehicle sector. Recently, SAIC Hongyan formally reached a strategic cooperation agreement with a top port major customer in Thailand for 1,000 new energy heavy trucks. The first batch of complete vehicles has completed packing and boarded ships in batches, setting off from domestic production bases to Thailand. This also marks that SAIC Hongyan, relying on independent core three-electric technologies, full-scenario customization capabilities, and a comprehensive overseas local service system, breaks the monopoly of foreign brands in the Thai heavy truck market, showcasing the complete industrial chain of Chinese commercial vehicles and the hard power of green intelligent manufacturing to the world.
From monthly sales breaking the best historical record to technology label formation and localization deepening landing, behind SAIC's overseas market report card is the systemic effectiveness of the Glocal Strategy "Global Automotive Brand + Localized System Ecosystem". Facing the future, SAIC will continuously accelerate the transformation from complete vehicle overseas to value chain overseas, writing a new chapter of Chinese intelligent manufacturing in the global automotive industry landscape.
In the Malaysian SUV market, many buyers compare the Perodua Aruz and Proton X50 when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to save you the time of doing research.
The OTR price of Perodua Aruz in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
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.
From a price perspective, the starting price of Perodua Aruz is indeed RM 16,900 cheaper than Proton X50. If your budget is limited, Perodua's entry-level version is already sufficient for daily needs. However, be aware that the few thousand ringgit difference might involve trade-offs in equipment, depending on your specific requirements.
Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include .
Proton X50 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
The safety ratings for both cars are the same, and safety features in this segment are quite comprehensive. New cars nowadays generally have good safety, so there is no need to worry too much about this point.
Perodua Aruz uses FWD drive type.
Proton X50 uses 4WD drive type.
Perodua's FWD and Proton's 4WD will have different handling experiences, test drive comparison is recommended.
Perodua Aruz warranty is 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Proton X50 warranty is 5 years/150,000km, maintenance interval every 10,000km or 6 months.
The warranty conditions for both cars are the same, no need to worry about this aspect. Actual maintenance costs also depend on the brand's service network and parts prices, it is recommended to ask real owners in car enthusiast groups for experience.
Overall, both Perodua Aruz and Proton X50 are very good models in the Malaysian market. Which one to choose ultimately depends on your personal needs and budget. It is recommended to do your homework, compare quotes from multiple car dealers, and then go for a test drive to make a final decision. Buying a car is a big matter, spending some time doing research will never be wrong.
喺馬來西亞嘅 SUV 市場，好多買家揀車嗰陣都會拿寶迪亞 Ativa 同豐田 Yaris Cross 嚟比較。呢兩款車喺售價同定位上都幾接近，今日我就從多個方面做個詳細嘅比較，幫你省返做功課嘅時間。
寶迪亞 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。
豐田 Yaris Cross 喺馬來西亞嘅 OTR 售價係 RM 99,900 - 109,900，一共有 2 個版本，包括 2026 1.5L Standard（RM 99,900）、2026 HEV 1.5L Standard（RM 109,900） 等。
由價錢睇，寶迪亞 Ativa 嘅起步價真係比豐田 Yaris Cross 平咗 RM 37,400。如果你預算有限，寶迪亞嘅入門版已經可以滿足日常需要。但要留意，平嗰幾千蚊，可能喺配備方面有取捨，具體就要睇你嘅需求。
寶迪亞 Ativa 嘅安全評級係 5★ (東協 NCAP)，主動安全系統包括 ASA 3.0 + ACC + LDA + LKA + BSM + RCTA。
豐田 Yaris Cross 嘅安全評級係 5★ (東協 NCAP)，主動安全系統包括 TSS。
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。依家新車嘅安全性都唔差，唔使太擔心呢一點。
寶迪亞 Ativa 採用 FWD 驅動方式。
豐田 Yaris Cross 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
寶迪亞 Ativa 同豐田 Yaris 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，就揀配備更豐富嗰款。最終都建議兩款都去試駕，親身體驗先至最重要。
總體嚟講，寶迪亞 Ativa 同豐田 Yaris Cross 都係馬來西亞市場好唔錯嘅車款。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。買車係件大件事，花少少時間做功課肯定無錯。
In the SUV market in Malaysia, many buyers compare Perodua Ativa and Proton X90 when choosing a car. These two cars are quite close in price and positioning. Today we will do a detailed comparison from multiple aspects to help you save time on research.
Perodua Ativa OTR price in Malaysia is RM 62,500 - 73,400, there are 3 versions in total, including 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400) etc.
Proton X90 OTR price in Malaysia is RM 106,800 - 122,800, there are 4 versions in total, including 2026 1.5T Prime X (RM 122,800), 2026 1.5T Prime (RM 116,800), 2026 1.5T Lite (RM 106,800) etc.
From a pricing perspective, the starting price of Perodua Ativa is indeed RM 44,300 cheaper than Proton X90. If your budget is tight, Perodua's entry-level model can already meet daily needs. However, keep in mind that the Ringgit savings of a few thousand might involve compromises on features, which depends on your specific requirements.
Perodua Ativa is equipped with 1.5L 4-cyl, horsepower 105 hp. Official fuel consumption 6.0 L/100km.
Proton X90 is equipped with 1.5L Turbo, horsepower 140 hp. Official fuel consumption 7.0 L/100km.
Regarding power, Proton X90's 1.5L Turbo has 35 more horsepower than Perodua Ativa's 1.5L 4-cyl. However, for daily driving in the city, the power of both cars is sufficient and you won't feel underpowered.
Perodua Ativa safety rating is 5★ (ASEAN NCAP), active safety systems include ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Proton X90 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Both cars have the same safety rating, safety features are quite complete within this class. New cars nowadays don't lack in safety, no need to worry too much about this.
Perodua Ativa body length 4400 mm, trunk 400 L.
Proton X90 body length 4400 mm, trunk 400 L.
Both cars' dimensions are almost the same, interior space difference is not significant. For this class of cars, it is fully sufficient for daily use.
Perodua Ativa adopts FWD drive mode.
Proton X90 adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, daily driving experience will not differ significantly.
Overall, Perodua Ativa and Proton X90 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 your research, compare quotes from multiple dealerships, and then test drive to make a final decision. Buying a car is a big matter, spending time doing research will definitely not be wrong.
喺馬來西亞嘅轎車市場，好多買家喺揀車嘅時候都會拿 Lexus LS 同 Porsche Panamera 嚟做比較。呢兩款車喺價位同定位上都幾接近嘅，今日我哋就從多個方面做一個詳細比較，幫你省返做功課嘅時間。
Lexus LS 喺馬來西亞嘅 OTR 售價係 RM 1,250,000 - 1,531,000，合共有 2 個版本，包括 2021 500 Executive Kiriko（RM 1,531,000）、2021 500 Luxury（RM 1,250,000） 等等。
Porsche Panamera 喺馬來西亞嘅 OTR 售價係 RM 1,340,000 - 1,340,000，合共有 2 個版本，包括 2026 Panamera 2.9T（RM 1,340,000）、DCT（RM 1,200,800） 等等。
從價錢嚟睇，Lexus LS 嘅起步價的確比 Porsche Panamera 平咗 RM 90,000。如果你預算有限，Lexus 嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千塊，可能喺配備上會有取舍，具體要看你嘅需要。
Lexus LS 採用 FWD 驅動方式。
Porsche Panamera 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Lexus LS 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Porsche Panamera 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
兩款車嘅保養條件一樣，呢方面唔使糾結。實際保養成本仲要睇品牌嘅服務網絡同零件價格，建議去車友群問吓真實車主嘅經驗。
Lexus LS 同 Porsche Panamera 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，那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嘅。
總體嚟講，Lexus LS 同 Porsche Panamera 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仲係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，再而去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
BYD officially released the May 2026 production and sales flash report, with new energy vehicles from all brands reaching a monthly sales volume of 383,453 vehicles, a slight increase of 0.26% year-on-year, achieving year-on-year positive growth in monthly sales after ten months; among them, passenger car deliveries reached 376,990 units, surging 19.4% month-on-month, wiping out the pain of previous model iterations, presenting a new pattern where the domestic base is stable, overseas sales are soaring, and high-end brands are scaling up across the board. Amidst the market environment of intensified competition in the domestic new energy sector, Tesla FSD entering China, and an intense launch of independent new products, it has forged a unique structural growth path.
The Dynasty and Ocean main brands combined sold 330,215 vehicles in May, accounting for over 80% of the group's total sales, remaining the stabilizer for BYD's sales volume. The full series had 8 models exceeding 20,000 units in monthly sales, covering products from 50,000 entry-level commuter to 200,000 home SUV.
Inside the Dynasty Network, the Yuan family sold 56,691 units, and the Song family 51,370 units. Both crossed the 50,000 threshold, becoming two major sales pillars for the brand, catering to home commuter and urban-rural travel needs; the Qin family followed closely with a stable performance of 28,360 units. The Han and Tang series maintained a volume in the six-thousand range, deeply cultivating the mid-to-large home sedan and SUV niche markets; the brand new model Xia is in the market cultivation phase, delivering 1,810 units monthly, with potential for steady volume growth as channels expand.
The Ocean Network's growth momentum is even more rapid, with 5 models entering the 20,000 club across the series: Sealion 42,615 units, Seal 34,117 units, Seagull 39,919 units, Dolphin 22,260 units, and Song PLUS 27,755 units. Among them, Seagull remains the best-selling entry-level commuter model thanks to its affordable pricing of 60,000-80,000. Sealion, as a new volume model, stands firm at the 40,000 level upon launch, filling the mid-size SUV product gap in the Ocean Network and perfecting the Ocean product tier layout. From commuter small cars to compact SUVs, the two main brands rely on DM-i hybrid and pure electric dual-line technologies to牢牢锁住 the mainstream home market share within 150,000 domestically.
Fang Cheng Bao Year-on-Year Surges 139.7%, Brand Upward Positioning Takes EffectThe high-end matrix of Denza, Fang Cheng Bao, and Yangwang sold a combined 46,489 vehicles in May, officially breaking away from the niche positioning to become a new pivot for BYD's brand premium and profit growth, breaking the industry curse of difficulty in high-end breakthrough for domestic brands.
The off-road brand Fang Cheng Bao sold 30,186 units monthly, surging 139.7% year-on-year, creating a new high in monthly sales since the brand launched. Its Titanium 7 model sold 18,280 units monthly, while Leopard 5 and Leopard 8 output remained stable, continuously squeezing the survival space for joint venture and imported models in the 250,000-400,000 hardcore off-road niche market.
Denza delivered 16,303 units in May, with the MPV benchmark D9 selling 6,721 units, and the Z9 series close to 6,000 units. MPV and mid-to-large sedan dual-line efforts helped them stand firm in the luxury new energy track; the million-level ultra-luxury brand Yangwang continued its steady climb, delivering 286 units that month, a year-on-year increase of 105.8%, completing market verification of the domestic brand ceiling product and forming a full price range product layout from 100,000+ home, 300,000-400,000 off-road, 500,000 luxury MPV to million-level flagship.
In May, BYD's overseas sales of passenger cars and pickup trucks reached 160,177 units, surging 80.7% year-on-year. Exports accounted for over 42% of the full series total sales, setting a new historical high for brand export and becoming the core driving force to stabilize May overall sales and achieve year-on-year positive growth.
Southeast Asia, Europe, and Latin America became the main incremental markets. Seagull, Song PLUS, and Yuan series continued to top new energy best-seller lists in multiple countries; the SHARK pickup truck exceeded 4,000 units in monthly exports for two consecutive months. Relying on the completion of localization production in Thailand, Brazil, Hungary, and Uzbekistan with four overseas vehicle factories, localized production continues to land, avoiding tariffs while rapidly penetrating terminal channels. Against the background of stock market competition in the domestic auto industry and normalized price wars, the rapidly expanding overseas market effectively counteracts sales volatility brought by domestic model iterations, officially upgrading from a supplementary market to BYD's core growth engine. As of now, BYD's global cumulative new energy vehicle sales have exceeded 16.5 million units, with the globalization map continuously broadening.
Intelligent Driving Empowers Product Iteration, H2 New Products Prepare to Surge VolumeMay marked a key node in BYD's intelligent driving landing, with the God's Eye intelligent driving system becoming a core bonus point for models: the number of vehicles with advanced intelligent driving across all brands exceeded 3.15 million, with daily road test data exceeding 200 million kilometers; that month, BYD implemented City Pilot and Smart Parking dual safety backup services, becoming the world's first auto manufacturer to achieve dual intelligent driving backups. Three days after policy implementation, the activation rate of models equipped with the God's Eye system in cities surged 50%. Intelligent driving experience upgrades directly drove in-store order conversion, solidifying product competitiveness for subsequent models to continue volume sales, and facing the intelligent driving market shock brought by FSD entering China.
From data details, BYD's cumulative sales from January to May 2026 were 1,405,039 units, down 20.32% year-on-year. The core reason is that the full series of main models were concentratedly iterated, and the capacity ramp-up of the 2nd Gen Fast Charge Blade Battery was restricted. The new Flash Charge Battery upgraded fast charging and low-temperature performance. Full series iteration models prioritized installing new batteries, but production line retrofitting dragged down capacity release. Order backlogs on popular models and delayed deliveries compressed the May delivery volume to a certain extent.
As the end of the second quarter approaches and the 2nd Gen Blade Battery capacity continues to release, coupled with new models such as Denza N8L, Fang Cheng Bao Titanium 7 Pure Electric Version, Sealion 05, and Xia L landing the market, the industry generally predicts that BYD's full brand sales in June are expected to exceed 400,000 vehicles. Relying on the four-dimension development logic of low-end volume locking share, high-end raising profit, overseas pushing volume, and intelligence improving product power, amidst the intensified new energy elimination round in the domestic market, BYD's full category layout advantage continues to amplify, securing its status as the domestic new energy leader, accelerating steadily towards global top auto manufacturers.
5 月 29 日至 6 月 7 日，2026（第三十屆）粵港澳大灣區車展開幕。比亞迪囊括 1 號館，打造專屬品牌展覽館。比亞迪商用車首次以全矩陣、全品類陣容同台展出，全方位展示全場景新能源交通生態佈局。
作為全球新能源商用車引領者，比亞迪商用車依托集團三電核心技術與全產業鏈優勢，建成成熟產品體系，本次展出車款涵蓋新能源客車、新能源卡車兩大核心品類，以硬核技術、可靠產品、優質服務樹立商用綠色出行標竿。
卡車領域，比亞迪攜純電動輕卡 T5、轎卡 T4、牽引車 Q3、灑水車 T18 等核心車款亮相，產品線覆蓋 3.5 噸至 31 噸，適配不同場景需求。其中，轎卡 T4 採用低阻力、輕量化設計，實現百公里耗電 18.5kWh（CLTC 工況），兼顧小卡實用性與轎車舒適性，重新定義純電轎卡。該車自國內上市後市場反應熱烈，目前已成功進入日本、墨西哥、新加坡等海外市場。4.5 噸級輕卡 T5 提供純電和混合動力兩種選擇，可匹配倉柵、冷藏、廂貨等不同上裝，與 T4 作為輕商領域核心車款，適配快遞、商超、冷鏈等物流場景。
純電動牽引車 Q3 配備多檔電量版本，適用於工業園區、港口及中短途物流運輸，全面覆蓋場內作業、短途配送、專項運輸等各類使用場景。純電動灑水車 T18，搭載大容量電池，最大爬坡坡度超 30%，輕鬆適配各類路況。同系列環衛車，十年三次護航國家盛典，憑藉新能源技術及品質的至高認可，向世界展現中國新能源科技的硬實力與綠色擔當。
作為全球公交電動化的引領者，比亞迪純電動客車產品涵蓋 6 米至 27 米。在現場，純電動客車 B12（歐洲版）、C11 兩大主力車款亮相。其中，全新客車 C11 基於 e-BUS 平台 3.0 打造，搭載刀片電池、CTC 電池底盤一體化、客車雲輦 A、全域 1000V 高壓架構等核心技術，在安全、高效、智能方面實現全面升級，為道路客運領域打造高品質出行新選擇。
截至目前，比亞迪商用車全球累銷超 20.3 萬輛，足跡遍及 6 大洲、70 多個國家和地區，是首個進入歐美日韩發達市場中國汽車品牌。未來，比亞迪商用車將持續發揮乘商協同優勢，以技術創新驅動全球商用車電動化發展，助力構建綠色低碳交通體系。
Have you ever seen the roads in India?
I've seen them online.
The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".
However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.
According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.
Some netizens commented: Did the three Japanese car companies have too much money?
In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.
Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.
So, it wasn't that Japanese car companies chose India, but because they had no choice.
The Pain of Japanese Car Companies
Past Japanese cars were truly the envy of others.
Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...
Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.
With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".
Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.
According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.
You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.
Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.
Apart from China, Japanese cars are also not doing well in the US.
On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.
This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.
Looking at Japan itself, it is actually not easy either.
Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.
Executives looking at the reports, their backs went cold, only to find a new growth curve.
So, Japanese car companies didn't fall in love with India, there was nowhere else to go.
Deep Thought on Choosing India
So, what magic does India have, to make Japanese car companies invest heavily?
The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.
The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.
The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.
So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.
The Nikkei also believes that India is expected to become its global car supply center.
The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.
But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.
Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.
So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.
But, is the Indian market really that easy to mix?
The Hard-to-Bite Indian Market
Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.
First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?
India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.
Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?
Isn't this a version of the Thai market?
Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.
If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.
Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.
This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.
So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.
Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.
Epilogue
Japanese cars this trip to India, not go for tourism, is go to make a living.
Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.
Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.
As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.
But no matter how, this play just started, we slowly watch is okay.
Anyway India's story, never bored.
Have you ever seen the roads in India?
I've seen them online.
The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".
However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.
According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.
Some netizens commented: Did the three Japanese car companies have too much money?
In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.
Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.
So, it wasn't that Japanese car companies chose India, but because they had no choice.
The Pain of Japanese Car Companies
Past Japanese cars were truly the envy of others.
Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...
Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.
With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".
Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.
According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.
You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.
Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.
Apart from China, Japanese cars are also not doing well in the US.
On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.
This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.
Looking at Japan itself, it is actually not easy either.
Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.
Executives looking at the reports, their backs went cold, only to find a new growth curve.
So, Japanese car companies didn't fall in love with India, there was nowhere else to go.
Deep Thought on Choosing India
So, what magic does India have, to make Japanese car companies invest heavily?
The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.
The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.
The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.
So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.
The Nikkei also believes that India is expected to become its global car supply center.
The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.
But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.
Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.
So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.
But, is the Indian market really that easy to mix?
The Hard-to-Bite Indian Market
Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.
First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?
India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.
Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?
Isn't this a version of the Thai market?
Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.
If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.
Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.
This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.
So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.
Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.
Epilogue
Japanese cars this trip to India, not go for tourism, is go to make a living.
Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.
Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.
As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.
But no matter how, this play just started, we slowly watch is okay.
Anyway India's story, never bored.
BYD officially released the May 2026 production and sales flash report, with new energy vehicles from all brands reaching a monthly sales volume of 383,453 vehicles, a slight increase of 0.26% year-on-year, achieving year-on-year positive growth in monthly sales after ten months; among them, passenger car deliveries reached 376,990 units, surging 19.4% month-on-month, wiping out the pain of previous model iterations, presenting a new pattern where the domestic base is stable, overseas sales are soaring, and high-end brands are scaling up across the board. Amidst the market environment of intensified competition in the domestic new energy sector, Tesla FSD entering China, and an intense launch of independent new products, it has forged a unique structural growth path.
The Dynasty and Ocean main brands combined sold 330,215 vehicles in May, accounting for over 80% of the group's total sales, remaining the stabilizer for BYD's sales volume. The full series had 8 models exceeding 20,000 units in monthly sales, covering products from 50,000 entry-level commuter to 200,000 home SUV.
Inside the Dynasty Network, the Yuan family sold 56,691 units, and the Song family 51,370 units. Both crossed the 50,000 threshold, becoming two major sales pillars for the brand, catering to home commuter and urban-rural travel needs; the Qin family followed closely with a stable performance of 28,360 units. The Han and Tang series maintained a volume in the six-thousand range, deeply cultivating the mid-to-large home sedan and SUV niche markets; the brand new model Xia is in the market cultivation phase, delivering 1,810 units monthly, with potential for steady volume growth as channels expand.
The Ocean Network's growth momentum is even more rapid, with 5 models entering the 20,000 club across the series: Sealion 42,615 units, Seal 34,117 units, Seagull 39,919 units, Dolphin 22,260 units, and Song PLUS 27,755 units. Among them, Seagull remains the best-selling entry-level commuter model thanks to its affordable pricing of 60,000-80,000. Sealion, as a new volume model, stands firm at the 40,000 level upon launch, filling the mid-size SUV product gap in the Ocean Network and perfecting the Ocean product tier layout. From commuter small cars to compact SUVs, the two main brands rely on DM-i hybrid and pure electric dual-line technologies to牢牢锁住 the mainstream home market share within 150,000 domestically.
Fang Cheng Bao Year-on-Year Surges 139.7%, Brand Upward Positioning Takes EffectThe high-end matrix of Denza, Fang Cheng Bao, and Yangwang sold a combined 46,489 vehicles in May, officially breaking away from the niche positioning to become a new pivot for BYD's brand premium and profit growth, breaking the industry curse of difficulty in high-end breakthrough for domestic brands.
The off-road brand Fang Cheng Bao sold 30,186 units monthly, surging 139.7% year-on-year, creating a new high in monthly sales since the brand launched. Its Titanium 7 model sold 18,280 units monthly, while Leopard 5 and Leopard 8 output remained stable, continuously squeezing the survival space for joint venture and imported models in the 250,000-400,000 hardcore off-road niche market.
Denza delivered 16,303 units in May, with the MPV benchmark D9 selling 6,721 units, and the Z9 series close to 6,000 units. MPV and mid-to-large sedan dual-line efforts helped them stand firm in the luxury new energy track; the million-level ultra-luxury brand Yangwang continued its steady climb, delivering 286 units that month, a year-on-year increase of 105.8%, completing market verification of the domestic brand ceiling product and forming a full price range product layout from 100,000+ home, 300,000-400,000 off-road, 500,000 luxury MPV to million-level flagship.
In May, BYD's overseas sales of passenger cars and pickup trucks reached 160,177 units, surging 80.7% year-on-year. Exports accounted for over 42% of the full series total sales, setting a new historical high for brand export and becoming the core driving force to stabilize May overall sales and achieve year-on-year positive growth.
Southeast Asia, Europe, and Latin America became the main incremental markets. Seagull, Song PLUS, and Yuan series continued to top new energy best-seller lists in multiple countries; the SHARK pickup truck exceeded 4,000 units in monthly exports for two consecutive months. Relying on the completion of localization production in Thailand, Brazil, Hungary, and Uzbekistan with four overseas vehicle factories, localized production continues to land, avoiding tariffs while rapidly penetrating terminal channels. Against the background of stock market competition in the domestic auto industry and normalized price wars, the rapidly expanding overseas market effectively counteracts sales volatility brought by domestic model iterations, officially upgrading from a supplementary market to BYD's core growth engine. As of now, BYD's global cumulative new energy vehicle sales have exceeded 16.5 million units, with the globalization map continuously broadening.
Intelligent Driving Empowers Product Iteration, H2 New Products Prepare to Surge VolumeMay marked a key node in BYD's intelligent driving landing, with the God's Eye intelligent driving system becoming a core bonus point for models: the number of vehicles with advanced intelligent driving across all brands exceeded 3.15 million, with daily road test data exceeding 200 million kilometers; that month, BYD implemented City Pilot and Smart Parking dual safety backup services, becoming the world's first auto manufacturer to achieve dual intelligent driving backups. Three days after policy implementation, the activation rate of models equipped with the God's Eye system in cities surged 50%. Intelligent driving experience upgrades directly drove in-store order conversion, solidifying product competitiveness for subsequent models to continue volume sales, and facing the intelligent driving market shock brought by FSD entering China.
From data details, BYD's cumulative sales from January to May 2026 were 1,405,039 units, down 20.32% year-on-year. The core reason is that the full series of main models were concentratedly iterated, and the capacity ramp-up of the 2nd Gen Fast Charge Blade Battery was restricted. The new Flash Charge Battery upgraded fast charging and low-temperature performance. Full series iteration models prioritized installing new batteries, but production line retrofitting dragged down capacity release. Order backlogs on popular models and delayed deliveries compressed the May delivery volume to a certain extent.
As the end of the second quarter approaches and the 2nd Gen Blade Battery capacity continues to release, coupled with new models such as Denza N8L, Fang Cheng Bao Titanium 7 Pure Electric Version, Sealion 05, and Xia L landing the market, the industry generally predicts that BYD's full brand sales in June are expected to exceed 400,000 vehicles. Relying on the four-dimension development logic of low-end volume locking share, high-end raising profit, overseas pushing volume, and intelligence improving product power, amidst the intensified new energy elimination round in the domestic market, BYD's full category layout advantage continues to amplify, securing its status as the domestic new energy leader, accelerating steadily towards global top auto manufacturers.
Have you ever seen the roads in India?
I've seen them online.
The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".
However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.
According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.
Some netizens commented: Did the three Japanese car companies have too much money?
In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.
Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.
So, it wasn't that Japanese car companies chose India, but because they had no choice.
The Pain of Japanese Car Companies
Past Japanese cars were truly the envy of others.
Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...
Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.
With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".
Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.
According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.
You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.
Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.
Apart from China, Japanese cars are also not doing well in the US.
On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.
This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.
Looking at Japan itself, it is actually not easy either.
Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.
Executives looking at the reports, their backs went cold, only to find a new growth curve.
So, Japanese car companies didn't fall in love with India, there was nowhere else to go.
Deep Thought on Choosing India
So, what magic does India have, to make Japanese car companies invest heavily?
The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.
The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.
The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.
So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.
The Nikkei also believes that India is expected to become its global car supply center.
The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.
But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.
Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.
So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.
But, is the Indian market really that easy to mix?
The Hard-to-Bite Indian Market
Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.
First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?
India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.
Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?
Isn't this a version of the Thai market?
Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.
If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.
Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.
This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.
So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.
Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.
Epilogue
Japanese cars this trip to India, not go for tourism, is go to make a living.
Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.
Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.
As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.
But no matter how, this play just started, we slowly watch is okay.
Anyway India's story, never bored.
