In Malaysia's SUV market, many buyers compare the Proton X70 and Subaru Forester when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to save you time doing research.

Price and Versions

The Proton X70 OTR price in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.

The Subaru Forester OTR price in Malaysia is RM 174,000 - 197,000, with a total of 3 versions, including 2024 2.0L S EyeSight GT Edition (RM 189,538), 2024 2.0L S EyeSight (RM 177,538), 2024 2.0L L EyeSight (RM 167,538), etc.

In terms of price, the starting price of Proton X70 is indeed RM 67,200 cheaper than Subaru Forester. If your budget is limited, Proton's entry-level version is already sufficient for daily needs. But also note, the cheaper few thousand may involve trade-offs in features, depending on your specific needs.

Safety Features

The Proton X70 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).

The Subaru Forester safety rating is 5★ (Euro NCAP), active safety systems include EyeSight.

Regarding safety features, both cars have received good ratings. However, there are some differences in function between the Proton X70's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and the Subaru Forester's EyeSight. If you value active safety, you can compare the feature lists of both closely.

Maintenance and Servicing

The Proton X70 warranty is 5 years/150,000km, service interval every 10,000km or 6 months.

The Subaru Forester warranty is 3 years/100,000km, service interval every 10,000km or 6 months.

Who is it suitable for

The Proton X70 and Subaru Forester are both mainstream choices in the Malaysia market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation; if you care more about cost-performance ratio and features, choose the one with richer configurations. Ultimately, it is recommended to test drive both, experiencing it firsthand is the most important.

Conclusion

Overall, the Proton X70 and Subaru Forester are both very good car models in the Malaysia market. Which one to choose depends mainly on your personal needs and budget. We suggest doing research, compare quotes from several dealerships, then test drive to make the final decision. Buying a car is a big deal, spending some time doing research will never go wrong.

In Malaysia's SUV market, many buyers compare Perodua Aruz and Mazda CX-5 when choosing a car. These two models are quite close in price and positioning. Today, we will do a detailed comparison from multiple aspects to help you save time on research.

Price and Variants

Perodua Aruz OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 variants, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.

Mazda CX-5 OTR price in Malaysia is RM 135,469 - 166,760, with a total of 3 variants, including 2025 2.0L AT 35th Anniversary (RM 316,154), 2025 2.0L AT (RM 296,154), 2025 2.0L MT (RM 294,154), etc.

From the price perspective, Perodua Aruz starting price is indeed RM 62,569 cheaper than Mazda CX-5. If your budget is limited, Perodua's entry-level version can already meet daily needs. But note, the difference of a few thousand might involve compromises in features, it depends on your needs.

Space and Comfort

Perodua Aruz body length 4400 mm, trunk 400 L.

Mazda CX-5 body length 4500 mm, trunk 450 L.

Regarding space, Mazda CX-5 body is 100 mm longer than Perodua Aruz, offering an advantage in passenger space. However, Perodua Aruz is a bit more flexible for parking in the city, each has trade-offs.

Maintenance and Service

Perodua Aruz warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.

Mazda CX-5 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.

Both cars have the same warranty conditions, no need to worry about this. Actual maintenance costs also depend on the brand's service network and parts prices, suggest asking real owners in car communities for their experience.

Who Is It Suitable For

Perodua Aruz and Mazda CX-5 are both mainstream choices in the Malaysia market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about value for money and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both, personal experience is most important.

Conclusion

Overall, Perodua Aruz and Mazda CX-5 are both quite good models in the Malaysia market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your research, comparing quotes from several dealers, and then test driving to make the final decision. Buying a car is a big matter, spending time doing research will never be wrong.

兄弟姐妹們，今日講一個出海嘅大新聞——唔係賣車，係賣「司機」。6 月 2 號，文遠知行同 Uber 聯合宣佈咗一件事：計劃喺西班牙馬德里推出該國首個商業化 Robotaxi 試點服務。意思就係：西班牙人好快就可以用 Uber 叫到一台冇司機嘅出租車。呢次係文遠知行同 Uber 第一次一齊進入歐洲市場。馬德里亦成為文遠知行 Robotaxi 駛入嘅全球第十二個城市。

官方消息話，喺馬德里自治區政府嘅支持下，呢項服務今年內就會正式啟動。到嗰陣，馬德里嘅朋友哋打開 Uber App，就有一鍵呼叫文遠知行嘅 Robotaxi。同叫普通網約車一樣，分別係嚟嘅車冇駕駛員——至少喺初期，仲係有分別嘅。運營初期，車入面會配備經過專業培訓嘅安全員，終究係剛上線，穩妥第一。

文遠知行呢間公司，你可能聽過，也可能冇聽過。簡單介紹下：2017 年成立，一直埋頭搞 Robotaxi 技術研發同商業化。而家佢嘅 Robotaxi 已經覆蓋咗廣州、北京、新加坡、阿布達比、迪拜、利雅得、蘇黎世……加埋而家嘅馬德里，一共 12 個城市。西班牙亦係文遠知行進入嘅第五個歐洲市場——之前已經入咗瑞士、法國、比利時、斯洛伐克。按照文遠知行同 Uber 喺 2025 年 5 月達成嘅規劃，佢哋要喺五年內新增 15 個國際城市部署 Robotaxi 服務，全球部署數萬輛 Robotaxi。隨著馬德里落地，目前已經完成咗 4 個城市嘅佈局，仲有 11 個會喺 2030 年前陸續覆蓋。

講真嘅，中國自動駕駛公司出海唔係頭一回，但中國技術 + 全球出行平台 + 歐洲市場呢個組合，定係好有意思。馬德里係歐洲最具商業潛力嘅 Robotaxi 市場之一，人口多、出行需求大，當地政策都好友善。喺呢個市場站穩腳根，對文遠知行嚟講係個唔小嘅里程碑。對 Uber 嚟講，引進 Robotaxi 都係為咗降低成本——終究司機唔使發人工。對馬德里市民嚟講，以後打車可能更平。

In May, China's automotive market overall presented a gentle recovery trend, with domestic brands still being the sales backbone of the market. Recently, BYD, Geely, Chery, Changan, and Great Wall, the top 5 domestic automakers, successively released their monthly performance reports. From the data, these five companies show a general characteristic of "stable total growth, divergence between domestic and international markets, and accelerated new energy penetration". Overseas exports and new energy vehicles have become the most core growth engines; export business has evolved from a "bonus item" to the "core foundation" for some companies. BYD's "dominant leader" status is further consolidated, Chery achieved high growth via exports, Geely's new energy penetration rate broke 56%, Changan focused steadily on balanced development, while Great Wall appeared slightly under pressure during structural transformation.

BYD: Export Hits New High Becomes Biggest Highlight

In May, BYD stood firmly at the top of domestic brands with a monthly sales volume of 383,500 vehicles, maintaining positive growth both year-on-year and month-over-month under a large base. Its two main brands, Dynasty and Ocean, sold a combined 330,200 vehicles, contributing 86.1% of total sales; Fangchengbao's monthly sales broke 30,000 units to reach 30,200, a year-on-year increase of 139.7%, setting a new high for the year; Denza sold 16,300 vehicles, and Yangwang delivered 286 vehicles. From a model perspective, BYD had eight models in May with monthly sales exceeding 20,000 vehicles. The Song Family and Yuan Family both broke 50,000 units, selling 51,370 and 56,691 vehicles respectively. The Sea Lion Family followed closely with 42,615 vehicles, and Seagull sales were also close to 40,000 vehicles.

BYD's biggest highlight in May was exports. Overseas new energy vehicle sales reached 160,600 units, an 80.4% year-on-year increase, accounting for about 42%. The sharp expansion of export scale effectively countered the phased weakness in domestic demand. Cumulative exports from January to May exceeded 620,000 vehicles. High export growth mainly benefited from continued ramping up of overseas factory capacity, improved ocean shipping capacity, and accelerated channel network expansion. In the domestic market, BYD promoted Megawatt Super Charging and intelligent strategies simultaneously—Megawatt charging achieved about 90% charge in 9 minutes; 20,000 super charging stations are planned to be built by 2026; all series models are available with Sky Eye B intelligent driving solutions and city navigation safety fallback plans, accelerating the popularization of high-level intelligent driving. As Gen 2 Blade Battery capacity gradually releases, the company's orders are expected to continue rising.

Chery: Sales Growth Leads the Top 5

Chery Group's total sales volume in May was 247,800 vehicles, a significant year-on-year increase of 20.5%, ranking first in growth speed among the top 5. Exports remained its most core growth engine—May exports reached 181,900 vehicles, an 80.5% year-on-year increase, accounting for 73.4% of total sales that month, continuously breaking the single-month export record for Chinese brands for three months. In terms of new energy, Chery New Energy sold 100,300 vehicles, a 58.8% year-on-year increase. April and May consecutively saw monthly new energy sales breaking 100,000 vehicles.

The strong performance in exports benefited from Chery's long-term deep cultivation of overseas channel advantages and localized operation capabilities. While overseas orders continued to rise, high export growth formed a sharp contrast with domestic sales—Chery's domestic sales in May were only 60,000 vehicles, accounting for one-quarter of total sales. From cumulative data, Chery Group accumulated 1.101 million sales from January to May, but against the annual goal of 3.2 million vehicles, monthly averages need to reach about 420,000 vehicles later, and pressure remains significant.

Geely: New Energy Penetration Rate Breaks 56%

Geely Auto's total sales volume in May was 237,600 vehicles, a 1% year-on-year increase, achieving month-over-month double growth for three consecutive months. In terms of structure, Geely's "New Four Transformations" transformation showed significant results: new energy vehicle sales reached 133,400 units, accounting for 56% of total sales, with new energy share exceeding 50% for four consecutive months.

From sub-brands, performance was significantly divergent. Zeekr brand sales in May reached 34,400 vehicles, a 82% year-on-year increase; Zeekr 9 Series and 8 Series models combined sales approached 50% of total sales, showing bright performance in the high-end market; Galaxy brand sales were 81,700 vehicles; Geely brand sales were 182,500 vehicles, among which China Star Series sales reached 100,800 vehicles; Lynk & Co brand sales were 20,700 vehicles, with new energy vehicle sales share rising to 71%.

In terms of exports, Geely's overseas vehicle exports in May reached 85,100 vehicles, a explosive 184% year-on-year increase, setting a brand single-month export record high. Among exported products, new energy vehicles reached 40,800 units, accounting for nearly half; hybrid and pure electric products have successively landed in Southeast Asia, Middle East, Latin America, and other markets, highlighting the results of global strategy implementation.

Changan: Multi-brand Matrix Balanced Effort

Changan Auto's delivery volume in May was 209,100 vehicles, among which new energy deliveries were 92,400 vehicles, a 5.8% year-on-year increase, with new energy share about 44%. In terms of exports, overseas deliveries reached 70,700 vehicles, a 38% year-on-year increase, becoming another major growth highlight for Changan in May.

In the sub-brand matrix, Changan Qiyuan delivered 34,500 vehicles in May; All-New Q05 delivered 15,800 units, with orders breaking 3,000 units within three days of listing in Thailand; Deepal sales in May were 33,200 vehicles, a 30% year-on-year increase; January to May overseas cumulative sales were 28,700 vehicles, a significant 167% year-on-year increase; Avatr delivered 7,336 vehicles in May; Changan Auto (Gravity) delivered nearly 49,000 vehicles in May.

Changan Auto's balanced layout was fully reflected in May: the fuel car base remained stable, new energy brands Deepal and Qiyuan accelerated volume growth, high-end brand Avatr continued to break through in technical cooperation, and overseas markets simultaneously achieved breakthrough growth. The pattern of five brands working together, driven by both new energy and exports, is initially taking shape.

Great Wall: Overseas Sales Growth Year-on-Year 46.75%

Great Wall Motor's sales in May were 100,400 vehicles, slightly down compared to last May's 102,200 vehicles, making it the only company among the top 5 to show a year-on-year negative growth. From sub-brands, Haval brand sales in May were 55,500 vehicles, remaining Great Wall's most important sales pillar; Tank brand sales were 17,100 vehicles; both Haval and Tank brand sales showed year-on-year declines; Wey brand sold 8,119 vehicles, a 31.78% year-on-year increase, achieving growth against the trend; Ora brand performance was most stunning, with sales of 6,018 vehicles, a significant 206.88% year-on-year increase. In terms of new energy, Great Wall sold 30,400 new energy vehicles in May, with new energy vehicle transformation gradually accelerating.

The overseas market became Great Wall's biggest highlight in May, with overseas sales growing 46.75% year-on-year. Against the background of pressure on the domestic market, strong growth in overseas business effectively made up for the decline in the domestic market. Great Wall Motor's current core contradiction lies in: Haval and Tank, the two traditional main-selling brands, face weak growth, while Wey and Ora brands, although growing notably, have relatively small volume and are not yet enough to support overall growth. How to complete the "relay" between old and new brands is the key issue Great Wall must solve subsequently.

Final Thoughts

From May data, the growth pattern of the top 5 domestic brands has clearly diverged, but there are three common trends worth noting: First, exports have become a key engine for domestic brands to seek stability and growth. Second, new energy transformation is still accelerating, but paths differ among enterprises. Third, technological innovation continues to deepen brand moats. Looking ahead to the second half of the year, competition in the automotive industry will continue to upgrade around these three trends. Although everyone has a common direction, these three trends are all competing for the entire enterprise's industrial chain strength, and the strong will remain strong, which has almost become an inevitable outcome.

6 月 12 日晚上，《憲深說車》發表咗一篇關於長城汽車海外架構調整嘅報導，自稱從知情人士處獲悉，長城汽車國際總裁史青科已經提出離職，其接任者為長城國際總裁助理、巴墨大區總裁張庚申。與此同時，長城汽車海外業務正經歷一輪深層次架構調整——從過去「集中集權」嘅海外一級組織，轉向決策權上收至集團總裁層，海外研、產、銷被拆分為垂直單線管理。

呢一變動被外界解讀為長城汽車對 2024 年「長城國際」戰略嘅「修正」。而圍繞離職傳聞與架構調整嘅真實意圖，好多業界人員向斗子詢問，斗子聯絡咗長城汽車公關部，但冇得到回應。其後又聯絡咗一名長城汽車海外人員（該人員唔願透露姓名），該內部人員向斗子表示，佢已經留意到相關消息，但「好多嘢報導唔實，具體情況佢唔方便透露」。

一邊係媒體嘅「實錘」報導，一邊係長城汽車相關人員嘅「唔方便透露」，長城海外業務究竟喺醞釀咩？

架構從「集權」到「分權」，海外總裁權限大幅縮水

根據《憲深說車》獲取嘅資訊，長城汽車此次海外架構調整嘅核心方向係：弱化海外一級組織權限，上收決策權至集團總裁穆峰層。此前「長城國際」作為獨立作戰單位，擁有研、產、供、銷、服統一調配資源嘅權力；調整後，海外各職能被拆解，分別劃歸集團對應中台。

以俄羅斯業務為例，屬地研發、製造、銷售將分別由國內技術中心、「河北整車」、長城國際銷售三位總裁分管，唔再設統管全鏈條嘅俄羅斯總裁。原俄羅斯總裁張軍學近日已調回國內。

有分析人士指出，長城國際總裁嘅權限由「全權統籌海外所有業務」變為「只協調銷售嘅垂直業務總裁」，呢個或係史青科離職嘅重要原因。

史青科係長城汽車嘅老將，2002 年入職，歷任國際銷售部副總經理、長城國際總裁、長城汽車副總裁，主導咗俄羅斯、泰國、巴西、歐洲等海外工廠落地與渠道搭建。佢嘅離職並非業績驅動——2025 年長城海外銷售超 50 萬輛，同比增長 12%；2026 年 1-5 月海外銷售 23.1 萬輛，同比增長 46.2%。

魏建軍嘅「收放權」難題：為退休搭建體系化治理

由 2024 年「放權」成立長城國際，到 2026 年「收權」拆解海外架構，兩年間嘅反覆折射出長城汽車喺職業經理人管理上嘅深層次探索。

消息人士話，今次調整同董事長魏建軍對「放權弊端」嘅察覺有關。長城喺國內市場已積累咗總部中台管控區域業務嘅成熟經驗，而家呢套思路被平移至海外。而魏建軍等 1960 年代出世嘅民營車企掌門人，正透過體系化治理架構嘅搭建，為未來嘅退休交接鋪路。

從斗子嘅觀察嚟睇，長城此次海外架構調整，本質上係一場組織效率嘅再平衡：將海外由「獨立王國」拉返集團統一管控，避免權力過度下沉帶來嘅失控風險。

斗子點評：調整係真嘅，細節待驗證

內部人士對斗子明確表示「報導唔實」，但冇指出具體邊度唔實。結合多方資訊可以透過推測做出如下判斷：

架構調整確有其事。釘釘架構已喺 4 月初變更，員工勞動合同重新同股份公司簽署，呢啲硬性變動無法掩蓋。

史青科嘅離職狀態尚未官宣。「已提出離職」與「已正式離職」之間存在時間差，公關負責人僅表示「確有內部消息」。

內部人士嘅「唔方便透露」耐人尋味。作為一名長城汽車海外人員，呢名內部人士冇直接否認某件具體事，而係籠統稱「報導唔實」，呢啲好可能意味住最終方案仍在動態調整中。

對於長城汽車而言，海外年銷 50 萬輛嘅盤子已經不容有失。任何架構調整都必須以唔衝擊業務連續性為前提。史青科嘅去留、張庚申嘅接任、海外新架構嘅最終形態，仲要等待長城汽車官方正式公告。

斗子將持續關注。

Auto-First｜Sammar

4:30 AM, Shanghai Jiangqiao Wholesale Market, Uncle Zhou's Wuling Rongguang starts on time. This is his 12th year in vegetable wholesale, and his seventh year with this car.

At the same moment, herders on the Qinghai-Tibet Plateau start their pickup trucks for the pastures, engineers in the Greater Bay Area get into IM cars for work, parents at the hutong entrance drive Volkswagen ID.3 to send children to school, and young merchants on the China-Myanmar border drive MG onto cross-border highways.

They don't know each other, yet they share an identity recorded in history. On May 28, SAIC Motor Group held the "Global 100 Millionth User" Vehicle Delivery Ceremony at the Shanghai North Bund World Living Room, officially becoming the first automotive group in the history of China's automotive industry to surpass 100 million cumulative production and sales.

The owner of SAIC's Global 100 Millionth Car Delivery is Momenta CEO Cao Xudong—the leading figure in China's intelligent driving field. With the identity of IM LS9 Hyper 001 car owner, he completed a two-way commitment with SAIC. The SAIC flagship large six-seater he chose—IM LS9 Hyper, Cao Xudong calls it the "bright pearl of China's automotive industry" in this era, a collection of SAIC's 70 years of manufacturing heritage and cutting-edge technology.

This unprecedented "Global Relay Delivery" ceremony is spreading this honor to every corner of the world.

In Auto-First's view, true commitment comes from the trust of 100 million people. True greatness is never shining alone, but letting all things grow. SAIC provided its own four answers.

In this noisy era where emotional value is held as the benchmark, SAIC quietly guards something more scarce: spiritual value.

In the current automotive public opinion field, emotional value is praised to the heavens. A color scheme, a sentence, or a live broadcast can trigger a carnival. But emotions solve small matters, spirit determines life and death. Strategic choices, century-long heritage, and industry breakthroughs all rely on spiritual value for steering. Large enterprises without a spiritual core, no matter how big the scale, are just loose sand.

In recent years, SAIC has had its own development rhythm, with highlights, but also experienced the climbing phase of dormancy and pressure. But users see a big brother with vision: like a big tree, rooting deep and sending nutrients high.

What SAIC gives back to users is a "symbiotic security". In this era full of uncertainty, people need certainty more than ever. With solid technical guarantees, full lifecycle reassuring services, and always-online safety protection, SAIC turns certainty into users' daily travel confidence base. This promise, precisely, is the most precious thing in the current time. No, it is spiritual value.

It is this spiritual determination that formed a 70-year two-way commitment between SAIC and users.

Viewing SAIC as a complete living system is the only way to truly understand its vision.

In ecology, the tropical rainforest is the most biodiverse ecosystem on Earth. Towering trees have deep roots and lush leaves, pulling the entire ecological chain upward; while bushes, vines, moss, and grass, though not dazzling, are the main force for nurturing soil and retaining water, and at the same time nurturing new greens.

What SAIC builds is just such an industrial rainforest, allowing differences and accepting symbiosis.

Wuling Hongguang MINI EV gave countless strivers their first car, Roewe i series protects the daily commute of working-class families, and MG lets young people touch driving pleasure at an affordable price. These products are just vivid footnotes of SAIC's social responsibility, nourishing the deepest soil and water of the entire automotive ecosystem.

From entry-level to luxury, from domestic to overseas, SAIC's product layout forms a gradient structure. Users can complete the full lifecycle migration from "first car" to "upgrading" within the same ecosystem. This vertical integration system capability is unique in the industry.

The "0" behind the price is the pressure to forge ahead, the "0" behind the 100 million user number is the heavy trust.

70 years of manufacturing accumulation is the deepest root of this rainforest. From parts supply to quality verification systems, SAIC precipitates every link of industrial manufacturing into a reusable technical foundation. This foundation is open to the entire ecosystem, allowing innovators not to start from scratch, allowing later generations to grow on the shoulders of giants.

More importantly, this rainforest opens its branches outward to exchange energy with the external environment. From building an innovation technology center with Audi, partnering with Huawei Qiankun, to deep co-creation with Momenta, OPPO, Horizon, etc., SAIC never makes "ecosystem islands".

From MG's global first mass-produced semi-solid-state battery, IM LS8's steer-by-wire + rear-wheel steering chassis technology, to Roewe's "Home Beyond" series opening 2000+ SOA atomic-level interfaces, SAIC has achieved key leaps from laboratory to mass production cars in underlying core technologies such as power batteries, smart chassis, and electrical architecture.

Without this big tree's burden-bearing progress and industrial support, many new species could not grow so fast. From supply chain to manufacturing standards, from talent flow to technology spillover, SAIC's 70-year accumulation has become the public wealth nourishing the entire industry.

The deeper the roots, the more lush the canopy; the smoother the cycle, the stronger the vitality. SAIC's rainforest ecosystem's ultimate goal is not to become the biggest tree, but to let every life growing on this soil find its own sunshine.

Between 100 million users and SAIC, it is a 70-year two-way commitment. More than 70 years ago, when SAIC's first car rolled out of the factory, no one could predict this number.

1955, Shanghai Internal Combustion Engine Parts Manufacturing Company was officially established; 1958, the first Phoenix-brand sedan was successfully test-made; 1983, taking advantage of the Reform and Opening Up wind, SAIC pioneered the industry's joint venture cooperation, the first domestic Santana was assembled successfully; 2016, SAIC pioneered the creation of the world's first Internet car.

Over 70 years, SAIC and many Chinese car companies witnessed and promoted China's automotive industry from nothing to something, from weak to strong, from following learning to innovation leadership. At the same time, supporting this 100 million vehicles is 150 billion R&D investment, 26,000 valid patents, solid-state battery from laboratory to mass production, digital chassis redefining driving experience.

When China's automotive annual production and sales stand on the step of 30 million vehicles, we need not only sales hits, but a soil that can be endless. SAIC tells us with 100 million commitments: A great enterprise's ultimate vision is not to make itself reach the clouds, but to make itself the foundation for all things to grow.

In Auto-First's view, this delivery ceremony itself is SAIC's fourth answer: a paradigm shift from "enterprise-led" to "users and ecosystem co-evolution".

It completely subverts the traditional automotive industry's "milestone press conference" model. No long speech from leaders, no boring product presentation, instead replaced by a "flowing narrative epic" with real users as protagonists, global relay as the form, technical strength as the background color, and emotional resonance as the core. From Shanghai North Bund to London, Jakarta, Singapore, 15 brands, 19 car models, real-time continuous delivery spanning the Asia-Europe continent is itself the most impactful brand communication—it makes the cold industrial number "100 million" perceivable, tangible, and relatable.

More worthy of praise is that the ceremony truly places users in the center of the stage: Founder Luo Zhenyu witnessed the rollout as Hua Jing S No. 001 Experience Officer, former German national footballer Yang Chen resonated with ID.ERA 9X's long-termism, post-85s village secretary Pang Fuqiang used Wuling Rongguang Pure Electric to deliver meals for left-behind elderly, charity blogger Liu Jia and Buick Zhijing E7's "Perfect Score Cabin" glimmer guardian on the same frequency... These real stories make "know cars, understand you better" no longer just a slogan, but a vivid testament to 100 million trusts.

This "Global Relay Delivery" is a never-before-seen attempt in the history of Chinese car brand communication. It attracted attention with ritual innovation, triggered emotional resonance with user stories, established technical trust with system presentation, and depicted ecosystem vision with open cooperation. It successfully transformed a brand launch into a public narrative event belonging to China's automotive industry, all users, and the smart electric era. This is the true big factory vision.

Looking back from the 100 million user node, SAIC's story has never been the legend of a lone warrior, but the epic of a group. From the first Phoenix-brand sedan to the first 100 million smart electric vehicle, from the workshop by the Huangpu River to the global map spanning more than 170 countries, SAIC proved with 70 years a simple truth: A great enterprise's greatness lies not in scale, but in vision; not in voice, but in responsibility; not in the spotlight for a time, but in a sustainable ecosystem.

When the public opinion field is sinking, it has long crossed the marsh, leaving behind a lush rainforest. Those skeptics from the past won't understand: A true big enterprise never fears cycles, because it is part of the cycle itself; never fears ups and downs, because its roots have long sunk into the soil of the era.

100 million users, 100 million choices, 100 million commitments. In this era of habitual forgetting, SAIC chose to be remembered not by creating noise, but by becoming reliance.