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喺馬來西亞嘅 SUV 市場，好多買家在揀車嗰陣都會拿寶騰 X90 同奇瑞 Tiggo 7 PHEV 嚟做比較。呢兩部車喺價位同定位上都幾接近，今日我哋就從多個方面做個詳細比較，幫你省翻做功課嘅時間。
寶騰 X90 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,800，合共 4 個版本，包括 2026 1.5T Prime X（RM 122,800）、2026 1.5T Prime（RM 116,800）、2026 1.5T Lite（RM 106,800） 等。
奇瑞 Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，合共 2 個版本，包括 2025 1.5T 90km CSH（RM 129,750）、Tiggo 7 PHEV 支援邊種充電方法？可唔可以用家用電源插座充電？（RM 117,478） 等。
單睇價錢，寶騰 X90 嘅起步價確實比奇瑞 Tiggo 7 PHEV 平咗 RM 22,950。如果你預算有限，寶騰嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千塊，可能喺配備上會有取捨，具體要睇你嘅需求。
寶騰 X90 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
奇瑞 Tiggo 7 PHEV 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩部車都拿到唔錯嘅評級。不過寶騰 X90 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同奇瑞 Tiggo 7 PHEV 嘅 Basic 喺功能上有些差異，如果你比較重視主動安全嘅話，可以仔細比較下兩邊嘅功能列表。
寶騰 X90 採用 FWD 驅動方式。
奇瑞 Tiggo 7 PHEV 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。
寶騰 X90 同奇瑞 Tiggo 7 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更加重視品牌口碑同二手價，可以優先考慮口碑好嗰款；如果你更加在意性價比同配備，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。
總括嚟講，寶騰 X90 同奇瑞 Tiggo 7 PHEV 都係馬來西亞市場幾唔錯嘅車款。揀邊一部，關鍵仲係要睇你個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
In Malaysia's SUV market, many buyers compare Proton X90 and Chery Tiggo 8 PHEV 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 help you save time on research.
Proton X90's OTR price in Malaysia is RM 106,800 - 122,800, with a total of 4 versions, including 2026 1.5T Prime X (RM 122,800), 2026 1.5T Prime (RM 116,800), 2026 1.5T Lite (RM 106,800), etc.
Chery Tiggo 8 PHEV's OTR price in Malaysia is RM 159,750 - 159,750, with a total of 2 versions, including 1.6L Turbo Standard (RM 130,000), 1.6L Turbo Premium (RM 145,000), etc.
From the price perspective, Proton X90's starting price is indeed RM 52,950 cheaper than Chery Tiggo 8 PHEV. If your budget is limited, Proton's entry-level version can already meet daily needs. But keep in mind, the few thousand ringgit difference might involve trade-offs in equipment, depending on your specific needs.
Proton X90 comes with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
Chery Tiggo 8 PHEV comes with Hybrid, 170 hp. Official fuel consumption 4.5 L/100km.
In terms of power, Chery Tiggo 8 PHEV's Hybrid has 30 more hp than Proton X90's 1.5L Turbo. However, for daily city driving, both cars have sufficient power and won't feel underpowered.
Proton X90 vehicle length is 4400 mm, boot 400 L.
Chery Tiggo 8 PHEV vehicle length is 4400 mm, boot 400 L.
The dimensions of both cars are almost the same, interior space difference is not significant. For cars in this class, daily use is more than enough.
Proton X90 uses FWD drive system.
Chery Tiggo 8 PHEV uses FWD drive system.
Both cars use the same drive system, which is FWD, so the daily driving experience will not differ much.
Overall, Proton X90 and Chery Tiggo 8 PHEV are both quite good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your research, comparing quotes from several dealerships, and then test driving to make the final decision. Buying a car is a major decision, spending some time on research will definitely not be a mistake.
作者 ｜ 张睿
编辑 ｜ 志豪
零跑最便宜新车上市，朱江明：是零跑十款车中我对颜值最满意的一款车。
车东西8月12日消息，日前，零跑A05正式上市。新车共有5个版本，其中405舒享版售价6.39万元，405悦享版售价6.79万元，510悦享版售价7.59万元，510激光雷达版售价8.59万元，510S版售价9.09万元。
▲零跑A05售价与配置差异
在发布会后，零跑科技创始人、董事长、CEO朱江明，零跑科技高级副总裁兼首席运营官徐军，零跑科技高级副总裁曹力和零跑科技副总裁周颖接受了车东西在内的媒体采访。
▲零跑科技创始人、董事长、CEO朱江明（左二）零跑科技高级副总裁曹力（左一）零跑科技高级副总裁兼首席运营官徐军（左三）零跑科技副总裁周颖（左四）
在采访现场，朱江明、徐军和曹力围绕着刚刚上市的A05、零跑汽车后续销量目标、产品规划、海外市场的进展等问题进行了详细的回答。
以下为采访实录，车东西在不改变原意的情况下进行了部分编辑，对采访问题的顺序进行了部分调整。
一、实现千万年销海外要占六成 争取第四季度在西班牙量产在7月，零跑汽车全球交付量为10.13万辆，成为国内首个单月交付破十万的造车新势力品牌，而关于零跑年度销量目标的达成情况与接下来的规划，朱江明、徐军和曹力做了详细的解读。
1、零跑七月份交付超过10万台，出海的销量大致占比多少？国内海外的销量比例是多少？
朱江明：2025年是零跑出海的第一年，我们的销量是6.7万台，我们去年的全年销量是59万台，海外比例接近10%左右。
刚刚过去的七月份我们的月销量是10万台，海外的销量接近2万台，占销量的20%。所以我们今年是从10%到20%，明年可能目标更高一点，逐步的在提升海外销量的占比。所以我相信未来我们还是按照预期的目标，不断的去提升海外销量占比。
我觉得先做到海外国内四六开，再是五五开，再是六四开，我认为就是最理想的状况。如果要做到千万台年销量，我觉得肯定要做到海外国内销量六四开才能做到年销千万台，不然不可能。
中国还没有车企年销量到过500万台，大众卖的最多的时候到过400多万台，如果零跑做到年销量1000万台，至少海外是600万台，国内400万台，不然的话难度就更大了。所以我觉得最终的终局应该是往这个目标去努力。
2、零跑与斯特兰蒂斯合作，在西班牙落地产能的规划推进情况怎么样？
朱江明：目前零跑在西班牙的工厂也在紧锣密鼓的推进当中，我们今年年内一定会以CKD（全散件组装，零部件出口到目的地国家后，再由当地工厂进行组装成整车）的形态，就是车身制造和主要的大部件会在西班牙制造，一些核心的三电的零部件还是以国内出口为主，用CKD的形式，争取第四季度能够在西班牙量产。
3、之前朱总说造车的心情像过山车一样，想问一下您当时怎么想出这个词语的？您觉得零跑现在的市场表现处在过山车的哪个阶段，A05上市之后，是不是过程会更刺激一点？
朱江明：对于造车这件事情，我形容像上了过山车一样，是因为速度很快，我在香港坐过过山车，太惊险了，完全超出我的承受能力范围。
造车这件事也很类似， 一旦准备造车，中途就下不来，如果突然半途而废的话面子也挂不住，必须坚持下去。造车这件事情上去就下不来，只有过山车停下来的时候，才能走下来。
零跑处在怎么样的阶段？就像坐过山车已经过了前面惊吓的环节，到了感觉有点快乐的阶段了，在享受坐过山车的过程，觉得还是挺开心的，可以看到很多风景，快要到达顶点，可能会达到更高的一个目标。
我觉得从现在来看，我对零跑的现在的评价是处于这样的状态。
4、零跑上个月销量已经10万+了，有没有可能在今年能超过15万辆，也就是超过南北大众之和？
朱江明：我想这个还是挺有难度的。
我们零跑的一贯作风是循序渐进，稳扎稳打，没有那种突变。近三年零跑的年销量、月销量，都是一条线性的曲线，没有大起大落，零跑整体的发展都在按照我们的预料循序渐进、稳扎稳打，一步一个脚印往上走。
当然今年我们年初定的百万销量的目标，虽然受整个行业销量总量的下降，给我们带来了很大的难度，包括有材料成本的上涨带来的成本的压力，但是我们还是希望我们的团队能够继续努力，去完成我们全年的销量目标。
5、零跑取得10万月销这个成绩，核心护城河是什么？
朱江明：首先我觉得零跑定力非常好。这十年下来我们始终如一，一以贯之的去贯彻我们的策略，包括全域自研、深度自制。我们从成立那天到现在，能够一以贯之的执行，公司团队非常的稳定，这是最重要的一点。
还有就是成本定价，我们贯彻的非常坚决，利用我们自己的能力，我们全域自研、深度自制，把零跑自己的利润，全部让给了我们的消费者。所以零跑的产品始终能保证在相同价位段做到更高配置、更有品质。
我们发布的A05也同样做到了。相同的价位，友商能给到300公里的续航，那零跑就能给到400公里。友商给到400公里的续航，零跑就能给到500公里。续航接近的产品，零跑还能给到激光雷达和高阶智驾，这就是零跑自己的能力所在，就是我们的深度自制，把省出来的全部毫无保留地让利给消费者。所以才会有用户的口碑，才会有我们现在每个月能够非常稳定线性增长的销量。
这些都来源于零跑产品真正的竞争力。这个竞争力也不是说深度自制就行了，而是体系化的能力、平台化的能力，形成了产品的绝对竞争力，这些结合在一起，我们才有了今天10万辆的月销量。
同时从今天来看，零跑已经不仅仅是一家新造车势力。我们已经连续三个月位居中国新能源汽车销量的前三名，这是包含了所有的国内外车企，这绝对不是偶然，是我们日积月累，循序渐进，能够得到用户的满意、用户的支持所得到的结果。
6、接下来的五个月，零跑是否有信心每个月都能够达到10万以上的单月销量，又如何去达到？
朱江明：基本上每个车企都一样，前六个月能够做到35%到40%的销量目标，基本上对于达成全年目标来说没有落下那么多，当然我们七月份已经做到了10万辆，按照我们的100万辆目标的这个时间线，继续往前又迈进了一步。
所以我觉得零跑还是非常有信心，争取在未来的五个月里，还要完成接近53万辆的销量，每个月要做到10万多辆这样的水平。我觉得机会还是有的，因为毕竟从下半年对全年的销量影响来看，相对是有机会的，我们也要想尽一切办法，要去达成这个目标。
7、A系列产能情况如何，零跑怎么去匹配订单量？
曹力：关于产能这块，我们零跑有一个特点，首先在产品上面，我们希望每推出的一个产品都是走量的爆款产品。同时对于我们的工厂产能也提出了非常高的要求，所以同样有可能也会是甜蜜的烦恼。
但是零跑还有一个特点，就是稳扎稳打的风格。我们不会说去建大规模的产能，然后空在那里。我们还是会按照我们的既定的规划，让工厂处在一个非常饱和的运行状态。同时也是得益于我们整个架构和平台化做的非常好，所以包括工厂的前期设计、柔性化也做的很好，不同工厂之间可以无缝衔接，导入我们不同的产品，而且可以做到共线生产。
徐军：我是不是可以替曹总承诺一下，当然也希望向所有用户传达，我们上市即交付，年轻人不要等待。
8、如何看待A0级市场的一些发展？目前的一些热销车型，还有哪些用户没有满足的痛点？
朱江明：首先大家看到A00级市场快速地萎缩，说明大家的消费在升级。因为随着新能源车规模的扩大，成本在下降，大家的需求在提升。
续航200公里、300公里这些A00级的车，现在这个销量确实急剧下降。原来A00级的用户，现在要提升到A0，这是循序渐进往上提升的过程，所以我觉得现在的A0级基本上替代了原来的A00级。
但是零跑的情况，和现有的友商A0级车型的客户群不一样。像零跑A10的用户是一二线城市最多，比如杭州销量是最大的，同时北上广深都是很大的。
A10卖的很好，我们的很多友商也卖的很好，没影响，这就说明零跑现在所做的市场是更加细分的市场。
更高配置、更有品质，对品质更有追求感的用户选择零跑A10和A05，无论是从颜值、质感、智能化和续航，我认为这四大部分应该是零跑A系列最有特点，和友商的竞品有差异化的地方。
A10已经做到SUV第一了，原因就是找到了红海中的蓝海，就是差异化的竞争。500公里续航、激光雷达、城市NOA、8295芯片在A0级市场里首先大规模的使用，这些特点都决定了零跑在A0级这个细分市场是和友商是不一样的。
二、要把A05做零跑版MINI COOPER 零跑从红海里找到蓝海9、A系列第一款车A10上市以来，销量不断创新高，很快可能要超过3万台的月销，这款车为什么有这么高的销量？到底是哪些用户对它感兴趣，哪个版型更受欢迎一点？
徐军：首先感谢所有选择我们A10用户的支持，其实他们用行动证明了一件事情，通过数据也能展现出来。杰兰路的报告里边有三个数字，我们都是冠军，销量、质量、口碑都是冠军。
这也是代表了大家的选择是正确的选择。我们看了整体的客户人群画像，65%是男性，有增购换购，也有人是第一台车，这两种用户的输入是比较多的。
大家对于配置选的最多的是505悦享版和激光雷达版，其中激光雷达版占50%以上。说明什么呢？说明大家选购零跑的车和过去不太一样，选择标准是起步即高配，一步到位。
这也说明了他们对零跑造车理念的一种认同，也认同零跑有能力造出高品质的车。在造车理念上，我们践行了全域自研的这样的方式，把科技普惠在A0级的车上实现。
当然大家选择A10最重要的一环，就是我们把激光雷达能够率先放到这个价位上，这是在同等竞争产品中没有的。
朱江明：我补充一下，其实500公里续航也是A10非常大的亮点，70%的用户是选择500公里续航以上的版本。在这个产品段里，零跑A10是独一份的存在，还没有一款车在这样一个小车上能够做到500公里续航。
我觉得这也是零跑为什么能热销，就是我们要从红海里面找到蓝海。
10、零跑A05选择在西子廊桥举办上市活动，在场地选择上有怎样的考量？
徐军：在西子廊桥，我全程看了直播，有一些媒体人说你们太赞了，可能会把这个地价给炒起来。因为接下来可能很多厂家都会考虑是不是以这样的方式开发布会，但实际上这个事情贯彻了整个零跑的两个核心价值观。
第一个价值观就是以用户为中心。因为A05的定义是主打年轻，好看、好玩，好开心的逻辑。我们主要的用户实际上你就在今天开发布会的这条街上，每天的流量大概几十万人，其中有一半是我们要对话的人。
所以有句话叫“山不过来我过去”，用户在哪里我们就去哪里。让用户能够真正地在逛街、喝奶茶的时候就能看到A05，就可能会停下来摸一摸、坐一坐、试一试，我相信年轻人想要的就是这种感觉。
第二个践行是我们的核心价值观创新。在当下这种充分竞争的这样的市场，我们需要的不仅是产品创新，我们在营销方面也需要创新。创新不是乱创新，是要围绕着用户为核心的创新。
年轻人最需要什么？A05不仅是给大家带来方便的交通工具，更多的是能给年轻人想要的情绪价值。所以我们希望A05给大家传递的印象是它是一个出行的好搭档，有颜值又智能，你想去哪里它都可以陪你去。我们希望能够让我们的用户感受到零跑的温度，零跑造出的车就是你最好的出行搭子。
11、在零跑当前的产品矩阵中，A05扮演着什么样的角色？
曹力：A05其实很好地体现了零跑一直在坚持的科技普惠理念。
因为A05补齐了零跑从A0级小车到D级整个版图，虽然是一个小车，但是我们同样把所有全域自研的技术、高品质的要求、非常好看的颜值和安全系数拉满。可能在二三十万车上的这些高配的配置全部给它堆上去。
价格的话，大家其实可以自己去比一比，同样的配置零跑A05的价格肯定是非常有杀伤力的。所以零跑A05其实非常完美地践行了我们全域自研，科技普惠的理念。
同时，零跑A05在国内来说，可能不是家里的唯一的一台车。但是放在全球来说，A05其实是非常主流的车型，特别是在欧洲，大家也知道A05这个级别的车型，如果有这么好的续航，这么好的智能化和空间实用性，其实是非常的有竞争力的。
12、零跑A10已经在市场上建立了非常鲜明的产品认知，为什么会选择在A10之后再发布A05呢？
徐军：A10的表现是超出大家的期待的，产品是非常扛打的。从竞争角度来说，实际上所有的市场机会都来自于消费者细分。刚才谈到了A10的主要的用户群体65%是男性，以家庭全能用车为主，还有相当一部分小姐姐们属于自己的一辆车。
小姐姐要开车，一是要求颜值，同时能够好开，然后也能玩起来，还有智能方面，这些都是我觉得目前为止，可以有很大作为的一个空间。
A05和A10可以称之为兄妹组合，是同一平台的不同战场。我们把A10的技术平移到A05，还有A05S，有更加鲜明的颜值，就像开一个移动的闺房，有独属于自己的空间。
▲零跑A05S
13、零跑A05有哪些核心技术和零部件是零跑自己自研自制的？
曹力：我们的自研自制策略，其实不是在某一款车型，或者说在高端车型上才会体现。我们是从A开始到D系列所有车型都把我们自研自制的优势发挥得很好。
我们从最早自研自制的三电系统和软件智能化，到现在已经把保险杠，包括座椅、热管理，一些后面要上的底盘件，我们已经量产出来的，基本上在A05上面都有体现。
这也是为什么我们A系列在成本和售价这么敏感的车型上，还可以做到高配置，给出有竞争力的价格的原因。
14、A0级的市场竞争主要集中在价格和基础层面，零跑A05相比于同级别的热门车型，最核心的差异优势是什么？
徐军：在A0级市场，大家是看谁更便宜，我希望A05的加入是看谁更“可能”。零跑A05率先做到了把不可能作为可能，大家可以看一下同级别的车，有谁率先把激光雷达放到了车上？我们A05做到了，有谁把车位到车位的智驾做到了？A05做到了。又有谁在这个价位上放了8295芯片？A05做到了。
别人起步300公里续航，我们起步400公里，别人起步400公里我们500公里，所有的配置都是在这个级别上过去没有的。所以我相信A05的加入，可以让A0级车的叙事方式发生新的改变。
第二个竞争就是A05不仅很硬，同时它也很“柔”，它的颜值很抗打，可玩性也很强，非常适合悦己灵动。我觉得A05在软方面也重新定义了A0级车，不只是一个交通工具，更多的是出行搭子，很好的伙伴，无论你走到哪里，它都能给你带来安全感和温馨感。
朱江明：A05是我们发布的十款车中，我对颜值最满意的一款车。
首先从设计上来说，A05有足够的颜值。我们自己一直说，要把A05打造成零跑版的MINI COOPER，把A10看作零跑版的MINI COUNTRYMAN。
从设计到所有的用料到做工，零跑A系列和D系列全流程都是一样的，无论是钢板也好，油漆也好，甚至是水切。我们的产品经理说这个太贵，人家是那种橡皮条，我们的是高亮黑的、用在20万、30万车上的水切，一辆车水切要多二百多块钱，总共就六七万、七八万块钱的车，我们统一要用窗户边水切，我坚决的说必须要用好的，就是要打造一个让所有人都觉得这是非常精致的产品。
无论是A10还是A05，我们的预定用户一线二线城市是占比最高的，因为大家觉得它的品味、质感足够好，所以我觉得从产品力上来说，A05这款车一定会得到大家的喜欢和认可。
15、A05是否有出海规划？如果有规划的话，会在哪些市场有相应的规划？这种入门小车在出海的竞争上和国内有哪些不一样的地方？
曹力：我们的A10第一批车已经到了欧洲，而且目前的预售订单非常好，因为A10这个车型的大小尺寸和配置是非常符合海外的需求，特别是欧洲的家庭选择。
A05也是一样，作为一个全球化的车型，只不过说在区域的选择上可能会做一些区分。因为这两个车型大小其实是有一点接近，但是风格是不一样的。
所以我们会以欧标作为基础，如果说这个国家和地区，对SUV可能倾向性高一点，那我们会以A10为主，有一些地方，比如说像意大利对于两厢车小车倾向度更高，我们会侧重A05多一点。这两个车其实是相互补充、相互搭配的角色，因为它们都是非常经济实用的车型，非常适合欧洲的家庭。
这是整体的策略，基于欧洲标准进行产品的打造，同时去辐射其他一些海外的区域。同样是欧标体系，我们在不同的国家和地区会推A系列的两款车型。
朱江明：在欧洲这些国家看来，不是说小车就低级，大车就高级，因为欧洲人很在乎这个驾乘感。大家知道德国的高速公路，都可以达到150公里每小时的车速，小车也必须要达到这样的速度，还有在高速下的稳定能力。
所以零跑都是全球化的产品，A05也一样，它必须符合欧洲的驾驶习惯要求，满足欧洲人对这种小车的品质追求，A05无论是驾乘感，加速性能，各个方面的性能，包括安全碰撞的性能等等，都按照全球最高的标准来打造。
现在的零跑A10、A05，要和宝马的MINI COOPER、MINI COUNTRYMAN做到一样的品质追求。
16、A05这款车在全球市场，包括欧洲、意大利，取代了哪些其他小车的市场？
曹力：关于全球化的产品，不管是配置还是设计上，我觉得首先是标准上面必须满足全球化标准，比如说最基础的安全法规，同时还要满足L2的法规标准。
在这个前提下，我们再去做能够适应本地用户需求的设计。比如说我们车型的空间非常实用，大家都知道欧洲人是比较在意度假的，比如说把座椅放倒可以放自行车、滑雪板、冲浪板，有时候还要拉个拖车，在这方面我们要去满足用户的这些需求。
在竞争上面，我觉得A05并不是取代某一款产品，而是对于海外的用户来说，它其实是一个新的品类。
大家都知道原来的欧洲小型车，大家对于它的配置、舒适性其实是没有这么高的需求的，能用就行。但是A05进入之后，在同级别的车里续航长，用起来非常省，又有操控性能，能够满足当地人的诉求。同样的在这个前提下，NVH、座椅的舒适性都做得非常好。
再加上智能化，大家都知道很多的欧洲用户现在还脱离不开Car Play，一定要插个手机在车机才能用。我们的智能化就代替了原来的这些，它的体验感比原来的同级车好很多，我觉得是类似碾压性的竞争力。
在做好基础的法规适应性，用户的需求和品质感做好后，再加上能够适应当地的便利性需求、智能化需求和对于小车的调性需求，我觉得A05竞争力应该非常强，也不能说无敌，我觉得是有非常强竞争力。
在馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X50 同 Hyundai Tucson 嚟做比較。這兩款車喺價位同定位上都幾接近，今日我就由多個方面做一個詳細嘅比較，幫你省做功課嘅時間。
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。
Hyundai Tucson 喺馬來西亞嘅 OTR 售價係 RM 143,888 - 197,888，一共有 5 個版本，包括 2025 HEV 1.6T AT 2WD Prestige（RM 197,888）、2025 1.6T DCT 4WD Prestige（RM 186,888）、2025 1.6T DCT 2WD Prime（RM 164,888） 等。
從價錢嚟睇，Proton X50 嘅起步價確實比 Hyundai Tucson 平咗 RM 54,088。如果你預算有限，Proton 嘅入門版已經可以滿足日常需求。但都要注意，便宜嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。
Proton X50 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Hyundai Tucson 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Hyundai Tucson 嘅 1.5L Turbo 比 Proton X50 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
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)。
Hyundai Tucson 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 SmartSense。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔錯，唔使太擔心這一點。
Proton X50 採用 4WD 驅動方式。
Hyundai Tucson 採用 FWD 驅動方式。
Proton 嘅 4WD 同 Hyundai 嘅 FWD 喺操控上會有唔同感受，建議試駕比較。
總嚟講，Proton X50 同 Hyundai Tucson 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，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，先至去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
By Wan Xulong
On July 20, Honda and GAC Group announced they will extend the joint venture agreement until 2038.
The original joint venture agreement was set to expire in 2028. Honda chose to complete the renewal two years early in 2026. Mainstream analysis in overseas financial circles believes this move aims to forcibly eliminate external uncertainty regarding the future of the joint venture.
Over the past year, rumors about GAC Honda closing backward production lines and reducing capacity have continued to ferment in the market. Overseas capital markets even once interpreted these moves as a precursor to the Japanese giant preparing for strategic withdrawal. This early-signed new agreement indeed allayed so-called concerns about "withdrawal".
This new agreement is full of realistic strategic considerations in terms of duration and equity ratio.
Honda abandoned the grand narrative of a 30-year timeline when the factory was built in 1998, setting the duration conservatively at 10 years. In today's world where smart EV technology iterates rapidly, predicting the industry end-game 30 years later is meaningless. 10 years just covers the reshuffling period for the complete transition from traditional fuel vehicles to new energy.
The Chinese market has long passed the simple profit center stage, evolving into the world's most efficient smart driving testing ground and the source of 3-electric technology. Honda is actually bearing the pain of eliminating backward capacity over 10 years, relying on China's massive supply chain to complete the reconstruction of underlying technology. This is the winning hand for its survival in the new energy era.
On the other hand, the new agreement maintains the 50-50 equal equity ratio. Against the background of the comprehensive opening of joint venture equity ratios, cross-border car companies generally seek absolute control to gain more profits. Honda chose to stand still on equity, obviously having completely different ideas.
The internal combustion engine technology barrier and old system of the fuel vehicle era have become like rotting wood. Facing the brand-new electrification underlying architecture, Honda urgently needs to rely on China's extremely competitive smart driving algorithms and 3-electric supply chain system. Maintaining an equal equity ratio represents a new balancing contract exchanged for technology empowerment after the Chinese local automotive industry explodes comprehensively in core technology fields. This renewal that seems to stabilize the army's morale actually also represents the end of the era of one-way technology input. In the future, the "Joint Venture 2.0" model, where the Chinese side leads the new energy architecture while the foreign side handles brand quality control, will truly determine the future of joint venture car companies.
The Flip of the Underlying Model
In the window period created by this new 10-year contract, GAC Honda needs to undergo a painful and thorough transformation. It is transforming from a pure manufacturing execution unit in Honda's global strategy into a co-creation R&D center highly dependent on Chinese local technology empowerment.
In 1999, GAC Honda introduced the sixth-generation Accord into the Chinese market simultaneously, breaking the price monopoly of imported luxury sedans all at once. For the following 20-plus years, GAC Honda surged ahead. Many heavy-hitting products like Fit, Odyssey, Crider, and Vezel were launched consecutively, finally creating a historical peak of 808,900 annual sales units in 2020.
Supporting this premium and sales volume was Honda's advantage in internal combustion engine and vehicle engineering dimensions, which had a very high match with the domestic market at that time. These technologies not only won sales volume but also established industry standards in the Chinese market for 20 years.
In the powertrain field, Honda was jokingly referred to by the folk as "buying engines and getting a car for free". From VTEC to later i-VTEC technology, then to the Earth Dreams Technology series engines of the turbocharging and hybrid era, relying on efficient combustion technology, it achieved extremely low fuel consumption while outputting surging power. The i-MMD dual-motor hybrid system even directly raised the technology threshold of the entire Chinese hybrid market with over 40% thermal efficiency. In that stage, Honda's engine parameters were the industry benchmark that Chinese local car companies had to catch up in power R&D.
In terms of mechanical space utilization, Honda's concept of maximizing space for human seating and minimizing space occupied by machinery also profoundly reshaped China's family car market. Chinese consumers have an extreme craving for interior space. Relying on extremely exquisite chassis suspension layout and space excavation, small cars like Fit have the most outstanding seating experience among products in the same class, while Odyssey directly created the golden space standard for Chinese family MPVs. This class-skipping space performance forced all car brands attempting to enter the Chinese market to make space optimization the first priority of car building.
But now, the mechanical moat proud of the fuel vehicle era has quickly lost its protective efficiency before the 3-electric system and high-level smart driving. Facing the extremely strict iteration rhythm of the Chinese market, the foreign party finally realized that a global platform made behind closed doors cannot survive at all.
The direction of technology empowerment has undergone a historical reversal. For example, in GAC Honda's current new energy technology spectrum, the underlying Architecture W architecture has completely opened up to Chinese local supply chains. Battery packs directly adopted CATL's ternary lithium batteries, intelligent cockpits integrated iFlytek and Huawei's technical ecosystems, and high-level smart driving systems started to extend olive branches to local algorithm companies like Momenta.
Perhaps you might wonder, this migration of technological focus is already old news for many joint venture brands a few years ago, why did GAC Honda, which had deep insights into the Chinese market for more than 20 years before and produced many best-selling models fitting domestic consumer needs, seem to turn slowly? The core reason is that a set of old supply chain systems, the constraints are far beyond our understanding.
Shattering the Keiretsu System
The flip of the underlying model is accompanied by a sense of violent tearing. GAC Honda's terminal sales volume in the first half of this year encountered a severe decline of over 50 percent. Reuters and Nikkei pointed out in recent reports that this is by no means a simple macroeconomic cycle fluctuation; an irreversible structural collapse is truly happening on Japanese joint venture brands. The appearance of this collapse is the excess of backward capacity, its core originates from the complete failure of the old supply chain system.
In the past few decades, Honda, or rather the Japanese automotive industry, has been invincible worldwide. At the supply chain level, the core winning hand is a closed system known as Keiretsu.
This system is centrally scheduled by the OEM, and component enterprises at various levels form a community of interest through cross-shareholding. Inside Honda, Keihin focuses on engine control, Showa focuses on chassis suspension, and Nissin Industrial focuses on braking systems. These three core suppliers constitute Honda's unique component "Three Families".
The most significant feature of the Keiretsu model is the Design-in joint development mechanism where guest engineers enter the OEM R&D center years in advance. This highly bonded software and hardware development mode compressed component manufacturing costs to the extreme and ensured one-million-level physical quality control consistency with strict internal collaboration. Honda's ability to conquer the global market with extremely high reliability relied entirely on this solid wall built by the "Three Families".
In the Chinese market, this model was perfectly replicated by GAC Honda. In the initial stage of factory building, Honda introduced all Japanese component giants within the system to Guangzhou Huangpu, forming a closed procurement ecology that water cannot penetrate. Chinese suppliers found it extremely difficult to penetrate this solidified component list. This highly closed collaborative development mechanism once helped GAC Honda quickly align with global manufacturing standards and established a ruling market position in the following 20 years.
Entering the era of smart electric vehicles, this method showed systemic rigidity and sluggishness.
The Keiretsu model is built on the incremental improvement of internal combustion engines and mechanical hardware, its core is the highly integrated mechanical calibration of software and hardware. Smart electric vehicles require software and hardware decoupling and centralized computing architecture. Facing the leap of battery chemical materials and the explosion of smart driving algorithms, Japanese component giants cannot incubate 3-electric technology with global competitiveness at all.
The more fatal contradiction lies in the mismatch of development rhythm. Japanese traditional supply chains are used to completing a durability closed-loop verification process lasting 36 to 48 months to ensure absolute component reliability. The technical half-life of the Chinese new energy market has shortened to less than one year. Chinese local car companies use open supply chains to compress vehicle development cycles to 18 to 24 months. Facing the Chinese market where code upgrades are promoted every month, the long verification process has become shackles binding Japanese car companies.
Even if Honda tried to save itself at the cross-border level, merging Keihin, Showa, Nissin Industrial and Hitachi Automotive Systems into Hitachi Astemo, and planning to increase its shareholding to 61% this year to unify command resources and aggressively attack AI and software development. This slow speed of internal integration still cannot keep up with the iteration rhythm of China's local.
To survive, GAC Honda must personally smash this closed high wall built by Japanese suppliers.
Facing the crazy drop in sales and the dissolution of the fuel vehicle base, GAC Honda is undergoing a cruel capacity clearing and supply chain breakthrough. While gradually shutting down some old fuel vehicle production lines in Guangzhou, the brand new new energy exclusive factory located in Guangzhou Huangpu with an initial annual capacity of 120,000 vehicles is in the key period of capacity ramp-up. Using high new heavy assets to replace old assets that could originally sustain blood creation, this alternation of breaking and establishing consumes enterprise cash flow extremely.
Conducted synchronously with capacity clearing is the complete liberation of procurement power.
On the next brand new EV models, GAC Honda decisively bypassed the traditional Japanese supply chain and deeply integrated Chinese local top technology enterprises into its own R&D system. The vehicle's core power battery pack directly switched to CATL's mature solution. The intelligent cockpit underlying level fully integrated iFlytek and Huawei's technology ecosystem. High-level smart driving algorithms directly adopted the end-to-end large model provided by Chinese startup company Chudu.
Completely smashing the interest fortress of the Keiretsu system and integrating China's top local 3-electric and smart driving enterprises into its own underlying architecture is the only path for GAC Honda to adapt to the cruel evolutionary rhythm of the Chinese market. Joint venture car companies are exactly in this pain of breaking old and establishing new, searching for the possibility of regaining vitality.
Staying in the Cruellest Gym
Honda chose to complete the renewal at this node in time, essentially forcing itself to stay in the world's cruelest business gym. In this market, the response speed of smart cockpits, the generalization ability of high-level smart driving, and the thermal efficiency of power batteries are repeatedly subjected to extreme pressure by hundreds of local car companies and tens of millions of consumers every day. This high-intensity competitive environment is an industrial ecosystem that any cross-border car company cannot replicate in its local market or European and American bases.
If choosing to strategically withdraw or contract the battle lines at this time, Honda can indeed protect the short-term financial report, but it will completely lose the antenna to perceive the world's most advanced smart electrification trends. Once leaving this super technology incubator China, Honda's R&D system will quickly degenerate in the following three to five years, becoming an island completely cut off from the global top 3-electric and software supply chains.
Staying at the table, it is not only about market share in China but also about Honda's defense capability at the global level.
The strong overseas expansion of China's local new energy vehicles has been fully opened. In Southeast Asia, Middle East, and South America, etc., which are advantage markets traditionally firmly controlled by Japanese car companies, Chinese car brands are launching fierce attacks carrying high-dimensional product power polished by extreme internal competition. Honda's profit highlands in Thailand, Indonesia and other places are facing unprecedented pressure.
In order to resist this dimensionality reduction strike on the global battlefield, Honda must cultivate product R&D capabilities on the Chinese local that can confront Chinese brands head-on. This is exactly the core strategic value of the reverse joint venture model.
GAC Honda and other joint venture enterprises are undertaking an extremely critical technology feedback role. Honda deeply integrates CATL batteries, Huawei ecosystems, and local startup smart driving algorithms within the Chinese joint venture system, not just to build a few cars suited to Chinese consumer tastes. Its true intention is to use the Chinese underlying technology architecture to quickly iterate a set of new energy solutions with global competitiveness.
Recent rare alliances between Honda and Nissan in electrification and intelligence dimensions also confirm the spread of this global defense anxiety. Facing the technology sprint of Chinese car companies, Japanese giants have given up the illusion of fighting alone. GAC Honda plays a key hub role in connecting China's top supply chains and Japanese global manufacturing systems within this huge defense network.
The Chinese market is reshaping Honda's technology base. GAC Honda's 10-year renewal agreement completely ends the one-way narrative of exchanging foreign technology for the Chinese market. Joint venture car companies are transforming into core pipelines for cross-border giants to draw nutrients from China's advanced industrial chains. This life-or-death self-revolution will ultimately decide whether Honda can hold a place in the future global smart car landscape.
July 16, the GAC Group 30 million user gratitude event was grandly held at the GAC Trumpchi factory. Guangdong Province, Guangzhou City, Panyu District relevant leaders, China Association of Automobile Manufacturers Executive Vice President and Secretary-General Fu Bingfeng, GAC Group Chairman Feng Xingya, General Manager He Xianqing and other leadership team members, joined hands with industry partners, representatives from supply and demand ends, domestic and overseas car owners, employees, and media guests to gather on site, jointly witnessing GAC entering a new development milestone of 30 million users.
[Attending guests witnessed the moment GAC welcomed the 30 million user milestone]
Deeply cultivated the automotive industry for 29 years, 30 million users' trust is the best witness of GAC consistently upholding quality bottom line and deepening user services, and is also the confidence of the enterprise firmly in electric and intelligent transformation, reflecting the transformation of China's automotive industry from scale growth to high-quality development. Relying on solid transformation layout, GAC steadily broke through during the industry's deep adjustment period. In the first half of this year, sales were 773,100 vehicles, a year-on-year growth of 2.35%; new energy sales year-on-year growth of 68.8%, overseas exports over 120,000 vehicles, a year-on-year significant growth of 132%, globalization development momentum is strong.
I. New Energy Matrix Debuts, Witnessing Global Two-Way Rush
This event adopted a global multi-base connection mode. GAC Honda P7, GAC Toyota bZ7, Qijing GT7, GAC Aion N60, GAC Hyper S600 five new energy models rolled off the production line in sequence. Subsequently, Right-hand drive GAC Trumpchi M8 PHEV appeared as the Group's 30 millionth vehicle in a heavy role, full category new energy matrix on display, intuitively showing GAC's whole-speed deep cultivation of new energy track transformation results.
[GAC 30 millionth vehicle — Right-hand drive GAC Trumpchi M8 PHEV rolls off the production line]
[GAC Intelligent New Energy Matrix Shines On Stage]
At the event site, GAC Group Chairman Feng Xingya handed over the key of the 30 millionth new car to Thai owner Tony Jaa. With user bonds spanning mountains and seas, it interprets the brand warmth of GAC's two-way rush with global users under the global layout.
[Feng Xingya (Left) hands over new car key to Thai owner Tony Jaa (Right)]
[He Xianqing (Far Left) awards honorary owners of all GAC Group brands]
II. Upholding Quality Bottom Line, Strict Systems Build Travel Foundation
"Quality is GAC's bottom line that will never be yielded." Feng Xingya emphasized in the event speech. For a long time, GAC has always stuck to the "Quality First" core concept, integrating Honda Total Quality Management, Toyota Lean Production Model, and Lingnan Craftsmanship Culture to build an integrated innovation quality management system with unique characteristics, creating travel products that let users feel relieved, worry-free, and comfortable with extreme quality.
[Witnesses of key nodes in GAC's development history tell the story of GAC walking with quality]
[“National Excellent Engineer Team” GAC Powertrain Independent R&D Team tells the R&D innovation history]
[GAC Aion Intelligent Ecological Factory]
In R&D and manufacturing ends, GAC built a full-chain quality control system. All new cars pass "Five Highs, One Mountain, One Dust" extreme environment testing and "Two Winters, One Summer" full scenario road testing, experiencing 12 major items and over 1500 rigorous validations. Relying on the global first new energy vehicle lighthouse factory's digital intelligent manufacturing capabilities, continuously and stably output high-quality products. On safety level, Xingling Security Protection System, cumulative 1.5 million vehicles equipped, Pellet Battery safe driving over 160 billion km, combined with industry's first independent brand "Three Responsibilities" bottom-line policy, all-round avoid car usage risks and dispel user concerns, building a solid travel safety line for tens of millions of users.
[GAC Xingling Security Protection System]
III. Deeply Focusing on User-Centricity, Full-Cycle Service Warms Thousands of Companionships
Upholding the corporate philosophy of "People are the foundation, Trust is the way, Innovation is the priority", GAC has always placed user needs first, building a full-cycle, refined heart-warming service system. The brand regularly carries out "Users Open Mic" face-to-face exchange activities, established an exclusive user insight department, built a demand closed-loop processing mechanism, ensuring user suggestions responded to one by one and matters implemented, targeted optimization of product and service shortcomings.
[GAC "Users Open Mic" Event Site]
Service layout continues to sink and upgrade, planning to add 1,000 county-level authorized stores this year, broadening service coverage; launched "Super Butler" service, achieving 5-second fast response, 2-hour demand completion. Meanwhile, built a "9 Vertical 10 Horizontal" charging network covering 31 provinces and 213 cities nationwide, self-operated charging piles over 27,000 posts, super charging piles break 20,000 posts, core urban areas achieve 1 km charging coverage full coverage. To return user companionship, GAC officially launched 30 Million Units Roll-off · Renewal Gratitude Season, six major passenger car brands simultaneously launched new purchase, trade-in, increase purchase exclusive rights, sincerely returning the trust of tens of millions of users.
[GAC Energy "9 Vertical 10 Horizontal" Charging Network]
IV. Technology Empowers Transformation, Anchoring New Future of High-Quality Development
With 30 million users as a brand new starting point, GAC will stick to quality original intention and deeply cultivate user value, drive brand upgrade with hardcore tech innovation, accelerate transformation into ecosystem-type tech auto enterprise. To date, GAC cumulative R&D investment over 62 billion yuan, established over 6,800 global professional R&D team, continuously conquering core technology barriers.
[GAC Xingyuan Power lets users choose "No Compromising"]
In power field, Xingyuan Power three technologies developed by National Excellent Engineer Team will go into full mass production, verified by 10 million km limits, adapted to all regions, all scenarios travel; in three electricity field breakthrough all-solid-state battery, super fast charging, low temperature range, industry pain points, Quark Electric Drive efficiency breaks industry top level. In intelligence field, Xingling Architecture, Xinghe Smart Cockpit continuously iterate, link with Huawei, CATL, Tencent, Alibaba and other leading enterprises co-build high-end AI intelligent ecosystem, let smart tech truly land as user-perceivable convenience and safety.
V. Gathering Strength for a New Journey, Continuing to Write New Heights for China's Auto Brands
Based on brand new development milestone, GAC will always with quality as foundation, user as center, innovation as core, globalization as path, continuously polish high-quality products, upgrade heart-warming service system, iterate frontier smart tech. In the future, GAC will continue to deeply cultivate green smart travel track, continuously improve industry ecosystem, walk hand in hand with tens of millions of users, achieve each other, continuously write new chapters of high-quality development of China's automotive industry.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Perodua Aruz 同 Chery Tiggo Cross 嚟做比較。兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，一共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 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。
從價錢嚟睇，Perodua Aruz 嘅起步價確實比 Chery Tiggo Cross 平咗 RM 15,850。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都係要注意，平少少嘅幾千塊，可能喺配備上會有所取舍，具體要看你嘅需求。
Perodua Aruz 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Chery Tiggo Cross 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
兩款車用咗同一套動力系統，日常行起嚟嘅感受基本冇分別。油耗方面都差唔多，唔使太煩惱這一點。
Perodua Aruz 車身長 4400 mm，行李箱 400 L。
Chery Tiggo Cross 車身長 4400 mm，行李箱 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
Perodua Aruz 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo Cross 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Perodua Aruz 同 Chery Tiggo Cross 都係馬來西亞市場好好嘅車型。揀邊一輛，關鍵都係要看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，再去試駕做最終決定。買車係件大事，花點時間做功課肯定無錯。
In the Malaysian SUV market, many buyers compare Perodua Ativa and Honda HR-V 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 save you time on research.
Perodua Ativa's 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.
Honda HR-V's OTR price in Malaysia is RM 115,900 - 143,900. There are 4 versions in total, including 2026 e:HEV 1.5L RS (RM 143,900), 2026 1.5T V (RM 137,900), 2026 1.5T E (RM 130,900), etc.
From a price perspective, Perodua Ativa's starting price is indeed RM 53,400 cheaper than Honda HR-V. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, be aware that the few thousand ringgit difference might mean compromises on features, depending on your specific needs.
Perodua Ativa is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Honda HR-V is equipped with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, Honda HR-V's 1.5L Turbo has 35 more horsepower than Perodua Ativa's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power, you won't feel underpowered.
Perodua Ativa body length 4400 mm, trunk 400 L.
Honda HR-V body length 4500 mm, trunk 450 L.
In terms of space, Honda HR-V's body is 100 mm longer than Perodua Ativa, offering better passenger space. However, Perodua Ativa is a bit more flexible to park in the city, both have trade-offs.
Perodua Ativa adopts FWD drive configuration.
Honda HR-V adopts FWD drive configuration.
Both cars have the same drive configuration, both are FWD, there won't be much difference in daily driving experience.
Perodua Ativa warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Honda HR-V warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
Overall, Perodua Ativa and Honda HR-V are both very good models in the Malaysian market. Which one to choose mainly depends on your personal needs and budget. We recommend doing your research, comparing quotes from several car dealerships, and then test driving to make the final decision. Buying a car is a big matter, spending time on research is never wrong.
車型概覽
平治GLB系列 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講香港停車場同窄路使用，幫你用買家角度篩走唔適合嘅選擇。
零售價 HK$ 333,023 - 346,977、完稅價 HK$ 569,000 - 599,000 令預算位置更清楚，買家可以先估算月供、保險、泊車同日常開支。
購車價格指南
平治GLB系列 嘅購車預算可以先由 零售價 HK$ 333,023 - 346,977、完稅價 HK$ 569,000 - 599,000 開始計。香港買車唔只係睇車價，月供、保險、牌費、泊車同能源成本都會影響每月壓力。
如果有幾個版本可揀，可以先將 2026 GLB 220 AMG Line（HK$ 599,000）、2026 GLB 220（HK$ 569,000）、2025 GLB 250 4MATIC Facelift（HK$ 549,000） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 平治GLB系列 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
190 Ps / 140 kW / 22 kW、300 N·m 嘅輸出，令高速併線同短距離超車更有信心。 車長 4732 mm、車闊 2029 mm、車高 1681 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 濕式雙離合(DCT)、前置前駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
平治GLB系列 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：預算位置清楚，方便同同級車直接比較、動力輸出對高速同上斜更有底氣、空間同車身尺寸方便家庭買家預判實用性。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 平治GLB系列 之前，真正要問嘅唔係單一規格，而係佢可唔可以融入你每日嘅生活節奏。
常見疑問係「平治 Mercedes-Benz GLB 系列 喺香港賣幾錢？」簡單講，目前 平治 Mercedes-Benz GLB 系列 喺香港售價由港幣 $470,000 起。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 平治GLB系列 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先用 零售價 HK$ 333,023 - 346,977、完稅價 HK$ 569,000 - 599,000 鎖定預算圈、再睇動力係咪足夠應付高速併線同滿載、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 平治GLB系列 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
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.
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。
