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Over two years, "Star Wish" proved: Chinese brands can make A0-class small cars the fastest globally; next, they need to prove: whether this batch of cars can turn "speed" into "longevity" in users' hands.
Author | Chen Weidong
Hangzhou on November 6, the opening of the 5th "Hi We" Geely Galaxy Global User Conference.
This was originally Geely's annual owner gathering. This year coincided with the 40th Anniversary of Founding. Stars, red envelope rain, and a choir appeared one after another on stage, and the atmosphere was always lively.
Chen Geng, head of the Geely Galaxy small car project, also made a joke on stage, calling himself the "Million Manager". He said that although he had not become a billion-yuan president, he had unlocked this identity through Star Wish, and the audience was full of laughter.
The laughter subsided, the big screen lit up. A checkup report appeared: A Star Wish belonging to a user, 310km Dream Edition, driven less than 2 years ran 220,000 km.
At this conference, Star Wish also announced another figure: 24 months on the market, the fastest single new energy model to break 1 million sales globally.
Selling 1 million units in 24 months, and one car driving 220,000 km, were placed at the same launch conference. The former talks about speed, the latter asks about durability — how long can a 100,000 RMB level small car really last?
Small Cars in this Price Range are Dividing into Two Camps
The A0-class pure electric market is the fiercest battlefield in this round of price wars.
New products crowd into the market, the price bottom keeps dropping, most hit products' paths are highly similar: pry open the market with an extremely low price, rapidly gain volume with short video traffic, reach sales peak in the first two to three months after launch, then with competitor price cuts and fading heat, sales decline step by step, product lifecycle often only one to two years.
In this logic, small car is always a transitional term — buy it because cheap, replace it because also cheap.
At the same time, another route is forming. It does not compete on price, but puts durability, chassis, battery safety these need 5 years to show indicators in priority position.
Industry habit attributes this difference to car-making attitude or quality conscience. This explanation holds, but not deep enough.
Real division lies in cost structure: Durability verification is an expense that must be paid in a lump sum, 5 years later see return expenses. Whole vehicle durability road test, chassis long mileage calibration, battery degradation model, will not appear on config list, nor exchange for any instant good reviews, will only directly thin current profit. Low price route models are not unwilling to do it, but after this expense lands, current report immediately looks bad.
Therefore, durability more like a scale problem, not just conscience problem.
Star Wish able to walk another path, precisely because it is already million level. A complete verification system spread to every car, almost does not constitute cost; while annual sales 100,000 level models use same set standard, car price immediately difficult to maintain. Scale here not only used to suppress supplier quotes, also used to amortize standards. This layer of capability Chinese car companies not unfamiliar, just past preferred admit first half.
This million number, also not result of traffic stacking. 24 months, 1 million units, average less than one minute sell one car. More important is it no drop: 2025 take domestic all category sales champion, 2026 first half cumulative sales 249,418 units, year-on-year growth 21%, October single month break 70,000 units, no brand limit, no energy limit, no level limit.
Overseas markets synchronously advance. Star Wish entered global 30+ countries and regions, ranked this year first half China new energy hatchback export TOP 2, and sequentially take Thailand, Egypt, Mexico, Australia etc market segment sales champion.
Among them there is one layer easy overlooked structural opportunity. Global small car market long term by Japanese Kei and European A0 hatchback guard, electrification transformation after, main manufacturer resources concentrate on mid-to-high end platforms, entry small cars instead update slowest, supply appear obvious gap.
Chinese brands enter this market, supplement a category by local manufacturers phased laid down product. It can in multiple markets take segment sales champion, reason also lies in this — encounter is gap, not red ocean.
But should also see matter other half: Star Wish million sales, how many come from durability capability persuasion, how many come from price band dividend?
60,000 to 100,000 RMB range, is exactly these years new energy penetration rate rise fastest pool. Location right, product just no big mistake, sales naturally come. Two reasons interweave, easily be narrated as simple brand story.
This route true starting point, is launch initial category standard one reset: After rear drive, independent suspension, CATL battery cells, liquid cooling temperature control still belong high-end model tag era, Star Wish make them whole series standard config.
Chen Geng on stage for this not讳言. He said, Star Wish hot after, more and more friendly merchants start replicate this train of thought — front drive change rear drive, beam suspension change independent suspension, add frunk. "I very happy, because Star Wish appear after, more and more brands start seriously do small cars."
This word sound like self-satisfaction, is industry rare true words. A category to go up, only one home do well no meaning, must someone raise threshold, rest people must follow. He himself add one sentence: Only first rules stand, road can walk more wide.
But imitation mostly stop at hardware list. Visible config can chase, calibration system, durability verification and battery management logic, from no speed success.
After 220,000 km, What Remains for the Car
Cost will not disappear, will only transfer.
Low price models put cost priority invest in large screen and appearance kit this kind one eye visible place, compress durability verification, chassis calibration and battery degradation test input. Saved part, finally by user 5th to 8th year, by battery degradation, chassis abnormal sound and second-hand depreciation way installment pay. This is a no write into contract implicit expense, also A0 class market least transparent piece.
Chen Geng give a relatively simple explanation: A car need accompany user 8 years, 10 years even longer, therefore from develop first day, they focus not just new car performance, but whole usage cycle safety, reliability and comfort.
In a celebrate occasion talk about an old car battery health, seem somewhat inappropriate. But this 220,000 km car, exactly is this sentence footnote: Range achievement rate 99.7%, battery health 91.19% (National Standard for 200,000 km requirement is 70%), Moose test 78.1 km/h, six battery extreme test whole process no fire, no explosion.
Rear mounted rear drive, front MacPherson plus rear multi-link, Lotus tuning, again add Shen Dun Battery and BMS 3.0. These content not appear config list, but determine a car 3rd year, 5th year remain how much value.
Chen Geng also said a sentence more like product person words: Hope user buy Star Wish time feel worth it, drive good many years after, still lucky initial choice. First half belong marketing, second half belong product.
More worth notice is user structure change. More and more families no longer view A0 class as second car supplement car, but as only one main car. Once it need undertake pick drop children and weekend family outing, user care not screen size, but 3 years after battery remain how much, chassis will will float.
Here is one need face doubt: Durability exactly worth how much money?
China second-hand car market to battery health pricing not sensitive. A use 5 years electric car, residual value mainly by year and mileage decide, health is 91% or 85%, car merchant give price difference often only few thousand yuan. Durability corresponding economic return, not yet market effectively priced.
So, "Long-term reliability" exactly is for user create value, or for brand create narrative?
Closer to fact judgment is, both have. User may not calculate clear this account, but "No need worry" itself is value — it not need convert into residual value, just need in certain highway service area late night, let person not repeatedly stare remaining range.
Also has an industry less willing speak truth fact: Car more durable, replace car cycle longer. And past 20 years, industry relied just "3 year 1 replace" rhythm. A truly do long-term reliability brand, short term equal active give up part repurchase business, only rely another set account balance: Higher user retention, stronger reputation recommendation, more stable second-hand price, again back support new car pricing.
This account can calculate balance, is value route hardest part, also it and marketing slogan most essential difference.
Reliability Makes People Trust, Likeness Makes People Buy
Durability solve "Why trust", but solve not "Why like".
A0 class another problem is homogenization. Price range close, range close, cabin logic similar, user decision finally only left price compare. Most competitors annual update no more than change car color, micro config adjust, frame no move, hard leave own label.
Million node above, Star Wish launch STAR Limited Series: STAR Ace walk sports route, with exclusive sports kit and Worry-Free Green, Pepsi Orange, Shining Silver three car colors; STAR Chill walk relaxed route, Cream and Salt Rice car paint match Morning Light Rice interior. Two cars both carry class unique tapping electric frunk and have 50+ kinds expressions EVA car robot, support OTA continuous update.
Long term relationship maintenance cost far higher than one transaction, but it decide 5 years after, this owner whether still willing recommend this car. And in A0 class market, most effective communication channel exactly is recommendation.
This point user already demonstrated. Jiangsu Yugou Town a named Old Han car owner, drive electric car round trip 1000+ km do business, village people originally not believe, until see him enter service area up toilet drink tea, electricity just full. Afterwards one car, two car follow buy, now this village already has 17 Star Wishes, Old Han is first car.
Further down, is "Our Star Wish" Public Welfare Project. From launch start with car owner bound: First two seasons in Daliang Mountains build basketball court, in Qiannan build football field; Third season turn aesthetic education, for Yunnan Pu'er Ximeng Masan Village children donate build music classroom, and invite them to Hangzhou with Lang Lang on same stage, Lang Lang also on site opened a master class.
Most car companies public welfare belong one-way investment, activity end immediately end. This project difference is, starting point is car owner wish, landing also has car owner participate. It let buy a small car this thing, more layer public meaning.
After 1 Million Units, Harder Opening
Put Star Wish back Galaxy map among, it is heaviest weight.
Same day, Geely Automobile Group CEO Gan Jiayue give another coordinate: November 6 exactly Geely Founding 40th Anniversary, and 40 years coordinate already changed — from make people can afford good car, to make everyone smart boutique car.
Asked why Galaxy can continuously produce hits, Gan Jiayue answer simple to near ordinary: User need what we provide what, user care what, we just make what to extreme.
This sentence listen correct nonsense, but put annual sales 1 million brand body, execution extremely hard. Because user needs mutually contradictory: Easy drive, good look, easy park, internal space also need big enough; Quality and safety not leave gap, intelligence also need keep leading.
Galaxy from 2023 February launch, already global fastest reach 2 million units new energy brand, this year attack 3 million units. At same time Geely also clarify strategy shift: Reduce brand new model investment, concentrate resource build star products. Star Wish single month 70,000 units volume, already close a medium car company whole system sales. According to Gan Jiayue calculation, average 55 seconds, world more one Star Wish owner.
But route struggle far not end, real challenge also not sales level.
Price is clear. Choose value route, mean higher R&D, calibration and verification cost, gross margin naturally bear pressure. Price war one day not stop, it must one day persuade user pay "invisible long-term reliability"; and opponent anytime can use one round price cut, price sensitive group separate flow.
Time not yet give answer. 220,000 km just a sample, future 5 to 8 years, million cars will successively enter high mileage cycle, massive real data is final judge. Competitors can copy rear drive and frunk, durability system only use time to swap.
Cognition leap more difficult. Overseas multiple segment market sales champion, prove product can adapt different market, but product power not equal brand power. From "A good drive Chinese small car" to "Global user active choose mainstream brand", middle separate a whole generation brand memory.
Two years time, Star Wish prove one thing: Chinese brands can make an A0 class small car do global fastest. Next need prove another thing: This batch cars whether in user hands, can "speed" turn into "longevity".
For whole track, is same question — New energy small car exactly only can be cheap short-term commuting tools, or can become have complete lifecycle value, can sell to global mainstream model?
This conference last, is Lang Lang piano solo; Further back, Little Sparrow children and car owner representative together sing song finish. Answer not those songs inside, still 5 years after. [Copyright Notice] This article is "Auto Man" original, publisher all, no reprint authorization or partial copy, violators accountable.
喺馬來西亞嘅 SUV 市場，好大買家喺揀車嘅時候都會拿 馬自達 CX-3 同 現代 聖塔菲 嚟做比較。這兩款車喺價格同定位上都好接近，今日我就從多個方面做一個詳細比較，幫你省下做功課嘅時間。
馬自達 CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，一共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159）等。
現代 聖塔菲喺馬來西亞嘅 OTR 售價係 RM 225,000 - 270,000，一共有 3 個版本，包括 2025 2.5T DCT 4WD Calligraphy 6 座位（RM 270,000）、2025 HEV 1.6T AT 2WD Prestige 7 座位（RM 245,000）、2025 HEV 1.6T AT 2WD Prime 7 座位（RM 225,000）等。
從價格嚟睇，馬自達 CX-3 嘅起步價確實比 現代 聖塔菲 平咗 RM 98,841。如果你預算有限，馬自達嘅入門版已經可以滿足日常需求。但都要注意，平嘅嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。
馬自達 CX-3 搭載 1.5L Turbo，馬力 140 匹。官方油耗 7.0 L/100km。
現代 聖塔菲 搭載 2.0L 4-cyl，馬力 170 匹。官方油耗 8.0 L/100km。
動力方面，現代 聖塔菲 嘅 2.0L 4-cyl 比 馬自達 CX-3 嘅 1.5L Turbo 多咗 30 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。
馬自達 CX-3 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
現代 聖塔菲 嘅安全評級係 TBD，主動安全系統包括 基礎。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 馬自達 CX-3 嘅 i-Activsense 同 現代 聖塔菲 嘅 基礎 喺功能上有少少分別，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。
馬自達 CX-3 車身長 4500 mm，行李箱 450 L。
現代 聖塔菲 車身長 4400 mm，行李箱 400 L。
空間方面，馬自達 CX-3 嘅車身比 現代 聖塔菲 長咗 100 mm，車內乘坐空間會稍微寬鬆啲，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大啲嘅車身確實更實用。
馬自達 CX-3 同 現代 聖塔菲 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先最重要。
總嘅嚟講，馬自達 CX-3 同 現代 聖塔菲 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需求同預算。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，花少少時間做功課絕對唔會錯。
When mentioning Chery, many people's first impression is still "a major car exporter". Today, this Chinese automaker that has long relied on fuel-powered vehicles to open up overseas markets is rewriting its own growth structure with new energy vehicles.
According to Chery's latest production and sales data, in October 2026, Chery Group's new energy vehicle sales reached 140,893 units, up 27.7% year-on-year, breaking 100,000 units for 7 consecutive months, setting a new monthly record.
In the first 10 months of this year, Chery's new energy vehicle cumulative sales reached 999,417 units, up 43.2% year-on-year, exceeding last year's full-year level.
Image Source: Chery
Placing this in the global market, Chery's new energy scale is also expanding. According to data from the China Passenger Car Association and other institutions, from January to August of this year, Chery Group's new energy vehicle global market share reached 5.5%, entering the top five global automaker groups.
However, another number is more worth paying attention to than the ranking.
From January to October this year, Chery's new energy vehicle cumulative exports reached 614,065 units, up 130.4% year-on-year. Calculated based on the total new energy sales in the same period, the export share has exceeded 60%.
In other words, for every 10 new energy vehicles Chery sells, more than 6 are sold abroad.
As domestic new energy vehicle market competition becomes increasingly fierce, the overseas market is becoming an important support for Chery's new energy growth.
From a major fuel vehicle exporter to the global top five in new energy
In the past few years, fuel vehicle exports have always been an important pillar of Chery's global operations.
Today, new energy vehicles are beginning to play an increasingly important role.
Image Source: Chery
In October this year, Chery's new energy vehicle exports reached 84,728 units, up 108.6% year-on-year, significantly higher than the 27.7% growth in overall new energy sales in the same period.
The changes in the European market are particularly obvious.
From January to September this year, Chery sold 292,000 cars cumulatively in 24 European countries, up 182%; among them, new energy vehicles exceeded 146,000 units, up 251%.
This means that for every two cars Chery sells in Europe, about one is a new energy model.
Image Source: Chery
In terms of products, brands such as OMODA and JAECOO are expanding their coverage in the European market. Among them, JAECOO 7, JAECOO 5 and OMODA 5 entered the top ten best-selling car lists in the UK, and iCAUR V23 is expanding niche demands in markets such as Thailand and Malaysia.
At the same time as overseas market growth, Chery is also accelerating the improvement of its new energy product matrix domestically.
From mainstream pure electric small cars to family sedans and personalized SUVs, to high-end MPVs, Chery covers more segmented markets through different products and brands such as QQ, Fengyun, iCAR, and Luxeed.
In terms of technology, Rhino Battery, Xunlong Fast Charge and V2G technologies constitute an important part of Chery's electrification layout. Among them, the solid-state battery plan will carry out vehicle installation verification in 2027, and Xunlong Fast Charge has proposed the technical goal of "charging for 5 minutes, range of 500 kilometers".
However, there is still a gap between technical planning and scaled application. For Chery, how to convert technical investment into product competitiveness recognized by different markets will directly affect the continuous growth of new energy vehicle business.
After selling globally, need to take root globally
Doubling new energy vehicle exports means Chery is accelerating the opening of overseas markets.
But the larger the export scale, the more prominent the importance of local operations becomes.
Just recently, Chery Holding Group Chairman Yin Tongyue specifically addressed this issue at the 2026 World Intelligent Connected Vehicle Conference.
Yin Tongyue believes that automotive internationalization cannot be limited to exporting finished vehicles, but should shift from "selling globally" to "growing globally, taking root globally", deeply integrating into local technology chains, supply chains and value chains.
He also warned that Chinese automakers need to be vigilant against blind expansion and malicious price competition, to avoid repeating the early days of motorcycles going overseas for low-price competition, otherwise, "going global" could turn into "filling the sea".
These reminders, placed against Chery's latest sales data, have more direct practical significance.
Image Source: Chery
Currently, Chery is promoting local layout in markets such as Malaysia, South Africa, and Spain. Among them, the South Africa Roslin plant promotes the local manufacturing system to transform towards electrification and intelligence by transforming existing capacity; the Malaysia project plans to promote the layout of integrated R&D, production, supply and sales.
From exporting finished vehicles to integrating local manufacturing resources, Chery's globalization business is extending to more links of the industrial chain.
However, the new energy vehicle export share exceeding 60% also means that Chery's future operating performance will be more affected by overseas policies, market demand and supply chain changes.
Especially in mature automotive markets such as Europe, sales growth is just the first step to enter competition. Product reliability, brand awareness, after-sales service and local cost control will all affect long-term operating performance.
In the past, Chery established a sales channel covering the globe relying on fuel vehicles; today, new energy vehicles are becoming the new growth pillar.
Sales volume close to one million proves that Chery has entered the forefront of global new energy vehicle scale competition. And an export share of more than 60% has also placed a more complex globalization challenge in front of Chery.
Next, what is more important than how many vehicles are exported is whether Chery can truly keep the market.
"Taking safety as the cornerstone and leading global new energy technology" is Yinpai Battery's vision. Under this vision, Yinpai creates industry benchmark products with excellent lithium battery manufacturing capabilities, and its cells remain smokeless, fireless, and explosion-proof under conditions of nail penetration, 360° torsion, and triple folding.
Nail penetration testing simulates the extreme working condition of internal short circuits in batteries, which is a high-difficulty safety test recognized by the industry; 360° torsion and triple folding test the stability of cells under deformation conditions from the perspective of mechanical abuse. Passing multiple stringent tests simultaneously indicates that Yinpai possesses systematic safety control capabilities in terms of cell material systems, structural design, and manufacturing processes, rather than point optimizations.
The reason safety is placed in the cornerstone position by Yinpai is closely related to its industrialization positioning. Yinpai Battery is the battery industrialization entity of GAC Group, with a total investment of 10.9 billion RMB. Power and energy storage batteries are fully self-developed and self-produced, covering two major fields: new energy vehicles and energy storage. Whether for passenger cars or energy storage scenarios, battery safety is directly related to user life, property, and system stability. With the 300,000th set of power batteries rolling off the production line and the Thailand factory about to open, Yinpai's safety capabilities will also undergo market testing on a larger scale and in more scenarios.
Auto-First｜Samar
The October car market, looked busy on the surface, but was cold on the inside. Profits are becoming the cruest sieve. Annual goal completion generally faces pressure, financial reports are more real than sales rankings, landscape differentiation accelerates, dealers struggle to sustain capital chain. The whole car market has endless glory, but also hidden currents, and even thorns.
①
The 'Silver October' is not really silver; the retail sector is still bottoming out.
CPCA estimated, October narrow passenger car retail about 1.6 million units, down 28.9% year-on-year, down 1.1% month-on-month. Wholesale side looks good, does not equal end-user sales boom, exports, channel restocking and inventory transfers exaggerated the surface numbers. For automakers, the real pressure is not 'how much was sold', but whether consumers are willing to pay now.
②
Do not just treat penetration rate as a victory slogan.
October new energy penetration rate approaches 70%, but this is a milestone under wholesale figures. Retail side new energy also grows, but total volume pressure means many increments come from substitution of fuel cars and same price competitors. The higher the penetration rate, the more it tests gross profit per vehicle, energy supply system, and software experience, cannot just treat penetration rate as a victory slogan.
③
Overseas strategy enters 2.0.
Major automakers rapidly promote from 'selling cars' to 'building factories locally', tariff bat and labor relations, supply chain reconstruction, compliance costs of environmental regulations, are pushing more Chinese automakers to start local factory operations. Leapmotor B10 went offline at Zaragoza, Spain factory, Chery South Africa Rosslyn factory plan to put into production mid-2027, GAC Yinpai Thailand battery factory put into production; BYD, Geely, SAIC advance on multiple fronts through self-built, joint ventures, acquisitions in Europe.
④
Great Wall Motor has been completely left behind by BYD, Geely, and Chery.
This year first three quarters, BYD, Geely Automobile and Great Wall Motor cumulative car sales are 3.1316 million units, 2.2355 million units, 920,300 units respectively. Regarding monthly sales, Great Wall Motor hovered between 100,000-120,000 units, and revenue increased but profit did not, first three quarters net profit dropped by more than half year-on-year, falling behind significantly. New force representative Leapmotor has already broken 100,000 units monthly sales for four consecutive months, surpassing Great Wall Motor is imminent. And Great Wall Motor domestic sales only left less than 50,000 units, several new forces including Leapmotor, Xpeng, Xiaomi monthly sales have already stood at 50,000 units.
⑤
Exchange rate fluctuations disturbed profits, but did not change Chery's overseas resilience.
October, Chery Group exported 200,600 units, year-on-year growth 58.7%, overseas sales share near 68%; first three quarters gross profit 39.004 billion yuan, year-on-year growth 32.38%, gross margin increased to 16.17%. Net profit attributable to shareholders slipped 2.8%, mainly not because selling cars not making money, but exchange gains/losses turned from gains of 2.974 billion yuan to losses of 3.171 billion yuan, forming over 6 billion yuan fluctuation, R&D expenses also year-on-year growth 40.21%. Excluding exchange gains/losses, Chery stated core profit exceeded 17 billion yuan, profit for period also slightly increased 0.65% year-on-year.
This indicates, exports remain a key engine for Chinese automakers' growth, exchange rate volatility does not change Chery's upward trend overseas.
⑥
Geely is becoming one of the most balanced domestic brands.
October Geely sales first time broke 300,000 units, Galaxy, Zeekr, Lynk & Co form new energy matrix, exports also for consecutive months remained high. Geely's advantage lies in not putting all eggs in one basket: scale relies on Galaxy, brand height relies on Zeekr, overseas relies on multi-brand synergy. Its challenge is how to continue to increase profit per vehicle amidst multi-brand parallelism.
⑦
High-end brands are gradually becoming a trend, represented by Zeekr and NIO.
Geely high-end brand Zeekr first 9 months sales doubled to 288,400 units, year-on-year growth 101%, in Geely total sales share is 12.9%, but revenue contribution exceeded 30%, year-on-year increase 13.6 percentage points, with 12.9% of sales volume contributed 31.3% of revenue. Q3 2026, NIO single quarter sales first time simultaneously exceeded Mercedes, BMW, Audi, NIO 111,638 units, BMW 107,219 units, Mercedes 86,800 units, Audi 94,597 units.
⑧
October several dark horses were very eye-catching.
SAIC MG and Changan Qiyuan are the unquestioned 'dark horses' of this month. SAIC MG brand global new energy sales over 85,000 units, among them domestic new energy sales over 31,000 units. Changan Qiyuan from September 46,507 units, to October single brand global sales 63,648 units. Among them, Changan Qiyuan Q06 launch month sales 10,152 units, became after Q05 again another big hit model.
⑨
Battery swapping and power battery supply underwent huge changes.
October, power battery second tier suppliers and battery swapping alliance had big changes. Xiaomi invested in Sunwoda, and with Li Auto same Sunwoda shareholder, CATL and NIO respectively 'formed gangs' to expand battery swapping alliance ranks, these two seemingly disjoint events, will to subsequent industry development continue to release impact.
⑩
Price war has passed the critical point of 'trading price for volume'.
Price cuts no longer bring transactions, only deeper observation. October discounted models average drop 38,000 yuan, overall drop 16.1%, but 44.6% of dealers reported transaction prices were falling, at same time 43.8% reported transaction rates also falling. A 200,000 yuan new car, manufacturer net profit pocketed about 3,000 yuan, net profit margin only 1.5%.
⑪
Dealer risk has changed from 'failing to meet tasks' to 'can cash flow last until year-end'. October inventory warning index 62.2%, year-on-year rise 9.6 percentage points, dealers reporting inventory 'growth' proportion within one month from 17.0% rose to 27.7%.
⑫
HIMA is not doing well. October HIMA, overall performance can only be described as 'bleak'. Its full series average transaction price exceeds 400,000 yuan, but delivery volume dropped 50.84% year-on-year, high unit price cannot hide loss of scale momentum. October deliveries 33,537 units, among them Aito delivered 22,105 units, Luxeed 6,090 units, year-on-year decline 52.5%. So, Maextro + Stark + Stelato left 5,342 units.
Behind this, naturally there is public opinion impact of 'brake incident' and ups and downs with Seres, but root cause lies in product itself. HIMA's Huawei halo cannot be said to be dimmed, but no longer so dazzling. With 'Jing' series volume increase and product layout and whole first 10 months car market nearly 600 new cars volume release, HIMA's five brands encountered strongest product encirclement in history, even powerful like Huawei and Qiankun Smart Driving ADS 5.0, hard to hide disappointment. Whether can pass bottleneck period, achieve Yu Chengdong previously set annual sales one million target, is a huge unknown.
⑬
Personnel adjustments inevitably follow sales volume and financial reports.
October automaker personnel adjustments dense, both involve strategic level personnel replacements, also pragmatic level for sales take blame of professional managers. Beijing Hyundai General Manager Li Fenggang will on November 1 officially resign. At this time from him 2025 November 10 take office this position, just full one year. October 22 Audi China announced, Zhang Jun November 1 take new, become Audi China first Chinese籍 President, predecessor Luo Yinghan return Germany HQ. October 16, Changan Automobile announced, Zhu Rongrong no longer concurrently listed company chairman, Zhao Fei take over, Ye Pei appointed as President. October 7, Chery disclosed new round division of labor, Zhang Guibing domestic business group and overseas business handle together, Li Xueyong focus on Jetour.
⑭
BBA belong to same camp, but coping strategies differ in style, whether together fall or synchronize differentiation, worth observing.
Audi adjustment most drastic. Announced new Audi China President, Audi split, North South divided, FAW Audi guards Four Rings brand, SAIC Audi focuses on AUDI letter brand brand. With Audi organizational restructuring different, BMW chose more steady, more bias manufacturing and supply chain path. New Chairman Niekevi took office after first visit China, in Shenyang witness 6th generation power battery in Shenyang mass production offline. BMW promised, to 2030 vehicles sold in China 95% or more achieve local production. Mercedes adjustment more bias seeking stability, smart driving to China delegate authority, but personnel localization still wavering.
⑮
New force landscape still in rapid flux.
October new force list drew three lines. 100,000 units is scale line, 50,000 units is head line, 30,000 units became crowded life/death line. Leapmotor cliff style lead, Xpeng and Xiaomi in second tier, others around 30,000 units cluster. Next truly determine seating, not some month sell more few thousand units, but who can continuously launch hits, open overseas market, and convert sales to healthy operating capability.
⑯
Leapmotor's 100,000 units, both ability and test.
Leapmotor consecutive four months break 100,000 units, rely on product coverage wide, price range probe and channel expansion. But low price model proportion increase, will drag down average selling price and gross margin; overseas rely on Stellantis channels volume increase, also未必 can fully convert to high profit. Scale lead after, Leapmotor must answer: Growth can more healthy.
⑰
Xpeng and Xiaomi stood at 50,000 units, but growth sources differ.
Xpeng October deliveries 50,237 units, overseas share significantly increased, overseas profitability higher than domestic, for it improve profit provided space. Xiaomi rely on Pengcheng series enter full delivery month, ecosystem synergy and capacity ramp-up become key. Both broke 50,000 units threshold, but one more rely on overseas, one more rely on new product cycle, subsequent stability still needs observation.
⑱
L3 Access Pilot Expansion.
October MIIT confirmed, second batch access pilot ongoing, first batch Changan and BAIC L3 products obtained conditional access. Technical level progress is real, but L3 commercialization bottleneck not in computing power or sensors, but in accident liability how divide, insurance products how price, automakers dare not in user manual write clearly 'system activate who responsible'.
⑲
Profits are becoming the cruest sieve.
Industry sales profit margin already dropped to low level, September single month even lower, vehicle companies by price war and cost rise squeezed. Some automakers rely on exports improve profit, some rely on high-end brands raise average price, some still trapped in 'sell more, earn less' cycle. Next, financial reports will be more real than sales ranking.
⑳
Annual target completion rate generally under pressure, Q4 may shift from volume sprint to ensuring health.
Most automakers first three quarters not complete annual target 75% theoretical pass line, Zeekr is few early finishers. If gap too large, terminal price concession, channel inventory control and profit safety become higher priority. Sales sprint still important, but blind inventory pressing cost will be higher.
Auto-First View: 2026 only left last two months, car market competition shifting from 'Product War' to 'System War'. Monthly hits can bring heat, but determine long-term seating is cost efficiency, globalization capability, smart foundation, supply chain security and organizational execution. October data already showed, who can hold profit in retail winter, who can stand firm in overseas storm, who can truly build barriers in technical deep water zone, only may survive until end.
(Image generated by AI)
「 Hyper Aion, BAIC New Energy 」
Author | Gong Chenyan
Editor | Li Guozheng
Produced by | Banning Studio (gbngzs)
Just entering November, some car companies released October sales figures.
The new energy vehicle penetration rate is rising, but the total market volume is shrinking. The CPCA expects that national passenger car terminal retail volume will decline by approximately 28% year-over-year in October, with new energy vehicle retail volume at about 1.07 million units and a penetration rate of about 66.9%.
The industry is releasing sales reports one after another, among which there are two relatively special brands.
First, both are ranked high on the growth list, which is unexpected.
In the South, GAC Hyper Aion's October sales were 42,400 vehicles, up 56.79% year-over-year. For 8 consecutive months, it achieved positive year-over-year growth, reaching a new high for the year, with growth in the first three quarters exceeding 56% year-over-year.
In the North, BAIC New Energy sold 32,500 vehicles in October, reaching an annual high. Cumulative sales for the first 10 months totaled 195,900 vehicles, up 37.9% year-over-year.
In that month, AITO, which is more well-known than them, delivered 22,100 vehicles, down 54.69% year-over-year; HIMA's "Five Alliances" combined delivered 33,500 vehicles, down more than half year-over-year.
Second, both share identical experiences.
Although walking their own paths, the development scripts of Hyper Aion and BAIC New Energy are surprisingly similar: both are local state-owned enterprises, both bet on new energy vehicles early, both reached sales peaks, both fell into troughs, both were labeled as "ride-hailing" vehicles, and both saw sales surge this year...
The ups and downs of the two reflect the turbulent and unpredictable nature of China's new energy vehicle industry.
▍01
Development curves almost overlapping
BAIC New Energy's starting point was 2009. That year, responding to the national "Ten Cities, Thousand Vehicles" demonstration project, the BAIC Group established this company. From 2013 to 2019, it won the domestic pure electric vehicle sales championship for 7 consecutive years. In 2018, via restructuring, it listed on the Shanghai Stock Exchange, becoming "China's first new energy vehicle stock".
Before BAIC New Energy's listing, more than 2,100 km away in Guangzhou, GAC Aion was born. Established in 2017, it caught the explosion window of the commercial fleet market. Sales broke through 270,000 units in 2022, and in the peak year of 2023, it sold 480,000 units. Industry circles once spread the saying that "one out of every 4 ride-hailing vehicles nationwide is an AION S"; its B-end orders once accounted for more than 60% of total sales.
Of course, the two companies captured the early benefits but suffered heavy falls.
In 2020, BAIC New Energy suddenly entered a dark era. Sales plummeted from 151,000 units in 2019 to 26,000 units. Even using sensational words like "cut in half" or "cliff-like drop" cannot describe this huge change.
In a media communication meeting in August this year, management candidly admitted while recalling that trough period that carrying the label of "synonym for ride-hailing" lasted for several years, with losses year after year.
Aion's highlight dimmed starting from 2024, when sales slid to 375,000 units; in 2025, it shrank to 290,000 units again, with monthly sales once dropping below 10,000 units; the main model AION S sold only 4,193 vehicles in March this year, down 44.33% year-over-year.
For Aion, the four words "King of Ride-Hailing" changed from praise to shackles. From online feedback, ordinary consumers buying cars are most afraid to hear words like "exclusive to ride-hailing".
Immediately afterwards, the two began reforms successively.
In 2024, BAIC New Energy welcomed a new management team, and the positioning of "entrepreneurial new state-owned enterprise" was written into the company system. It discarded past impetuous practices, eliminating short-term behaviors like packaging performance and pressuring dealers to stock up. The R&D sector was strengthened synchronously; Arcfox's product center was re-integrated, and R&D efficiency improved by nearly double.
In the South, in December 2025, GAC merged the flying-alone Hyper back into Aion, establishing the Hyper Aion BU. It introduced the IPD product development system and IPMS marketing system, integrated channels, and concentrated resources on mainstream models.
The effect of the reform was concentrated realization in 2026.
Regarding BAIC New Energy, the 150,000-yuan class SUV Alpha T7 of its Arcfox brand put Huawei Qiankun Intelligent Driving and CATL batteries into the 130,000 - 170,000 yuan price range. After a 21-day pre-sale, orders broke 60,000 units.
During the same period, the pure electric family sedan Beta S3 focusing on battery swapping, and Arcfox's first high-end MPV Wenda V9 scaled up in their respective price ranges; luxury hardcore SUV Stelato G9 opened reservations, with a pre-sale price starting at 439,800 yuan, raising the ceiling of the BAIC New Energy brand.
Regarding Aion, i60 is selling hot. This is a 100,000-yuan class dual power family SUV. Delivered 100,000 units 10 months after launch, setting the fastest record in the dual power SUV market segment. Sales exceeded 10,000 for 10 consecutive months, and orders broke 20,000 in the recent two months.
Both companies did the same thing—wash off the "ride-hailing" label and shift the core base from the B-end to the C-end.
Aion's C-end private user share rose from approximately 50% in 2023 to 80% currently. Public information shows that at the end of July this year, Arcfox's referral rate and showroom conversion rate both reached 50%, indicating that its owners recommend the brand to people around them.
Coincidentally, both brands encountered "Black Swan events" this year, just with different extents.
This summer, GAC Aion's existing fleet vehicles equipped with CALB 177Ah lithium iron phosphate batteries concentratedly experienced cell bulging, leakage, and insulation faults. Involved models were mainly the AION S series, also covering AION V and AION Y same-configuration models.
Media estimated that the scale of involved vehicles exceeded 210,000 units. The "Black Swan event" continued from July to October, online claims about recall processes changed repeatedly, and owner dissatisfaction was hard to calm. According to media reports, some vehicles encountered faults at 166,000 kilometers of driving mileage, others lasted until 320,000 kilometers before problems occurred; most cases fell between 150,000 and 300,000 kilometers.
Arcfox also once head-ached immensely. Multiple models continuously appeared on the Chezhiwang complaint ranking: Beta T1 once ranked first in complaints for its class for 5 consecutive months; after Alpha T7 delivery was full 3 days, online videos appeared where the first batch of owners took the car apart to pick faults.
▍02
One consolidates, one expands
In operations, Aion and BAIC New Energy respectively presented tightening and expansion characteristics.
For Aion, it is "tightening". For two years the Hyper brand operated independently, but sales showed no obvious improvement. Flagship SUV HL was bet on unlimited resources by GAC. When launched in April 2025, it vowed to benchmark AITO M8 and Li Auto L8, but the full year sales were less than 5,000 units, and monthly sales once dropped to single digits.
Forced, GAC Group took it back, merged it with Aion into one BU, then implemented channel integration, brand merging, and resource concentration, exchanging subtraction for efficiency.
This reform was backed by GAC's "Panyu Action", aiming to solve the common diseases of traditional car companies: cumbersome processes and long decision chains.
Aion brand abandoned the industry-popular "Vehicle sea tactics", dumping R&D, supply chain, and channel resources onto hero products like i60. Relying on the straightforward logic of "rather than letting 10 cars sell a few thousand each, better to let one car sell 100,000 units", i60 sustained volume steadily, verifying the feasibility from market insight, capacity delivery to user recognition.
In product layout, Aion uses N60 to hold the 100,000 - 150,000 yuan intelligent driving SUV market; uses i60's pure electric plus extended range dual power to cover family users.
For BAIC New Energy, it is "expansion".
Its Arcfox brand focuses on the mainstream market. Alpha, Beta, and Wenda product lines are positioned at 80,000 - 300,000 yuan. For example, Alpha T7 defends the 150,000-yuan class SUV market, Beta S3 enters the battery swapping market starting at 59,800 yuan, and Wenda V9 brings Arcfox into the 200,000-yuan-plus family and business market.
BAIC New Energy's Stelato brand, jointly created with Huawei, focuses on the high-end market. Among them, S9 and S9T stay steady as the sales champions of new energy sedans above 300,000 yuan; G9 orders broke 15,000 units in 72-hour pre-sale; in the second half of this year, V8 filled in the MPV category.
BAIC New Energy's dual brands do their own work. Official information shows that Stelato used 30% of sales volume in the first quarter to achieve more than 60% of BAIC New Energy's revenue.
The most obvious difference between the two is the premiumization path.
For Aion, after Hyper returned, it shares channels and systems with Aion, no longer expecting Hyper to fight alone as an independent brand.
Among them, Hyper GT Lite sank the price of the mid-to-large pure electric coupe to the 150,000 yuan range to regain presence first. For Hyper, this was almost the only choice. Independent operation for two years, Hyper verified the difficulty of fighting alone in the high-end market.
And BAIC New Energy handed the high-end brand Stelato to the Huawei ecosystem, by BAIC providing manufacturing heritage and supply chain, Huawei providing intelligence.
Overall, regarding premiumization, Hyper Aion self-consumes, while BAIC New Energy borrows strength.
This brings forth their growth rhythms. Aion's growth trend is accelerating: up 34.53% in August, 21.91% in September, surging to 56.79% in October, overall curve upward.
BAIC New Energy is in a gear shift period. Up 29.88% in August, 17.24% in September, and 6.42% in October, growth rate returning monthly. However, from performance, BAIC New Energy significantly reduced losses for 7 consecutive quarters, and operations significantly improved.
Obviously, both are rising, but the former grows in scale, the latter in structure.
Both are also accelerating overseas layout. Aion has a factory in Thailand, mainly facing the Southeast Asia market.
BAIC New Energy Chairman Liu Guanqiao once stated that in the second half of this year, it will push dual brands to compete globally and open up a second growth curve for overseas. Arcfox overseas monthly sales broke 1,000 in July, sales network already covering Middle East, South America, Africa. Next step is to shift from product export to system capability output.
On the other side of the coin, both still have a long list of unresolved questions.
For Aion, there are old debts to repay regarding battery issues, high-end premium capability of Hyper not yet landed, volume selling models proportion too high and overly dependent, per-vehicle value not yet fully established, etc.
BAIC New Energy needs to solve the speed gear shift problem: when the low base benefit is eaten up and Alpha T7 orders are digested, where is the next wave growth point?
Moreover, its profit improvement currently relies only on Stelato's structure contribution; scaling profitability has not yet been realized. Additionally, in Beta S3's order structure, battery swap versions account for 76%, indicating that model still depends on operational scenarios...
Such problem lists, both have a long string of them.
New car agitation for over ten years. Car companies lack not aggressive expanders nor conservative maintainers. What is rare is knowing where one is and what can be done.
"After these years of adjustment, we can say we have returned to the mainstream competition table of the new energy vehicle industry." Liu Guanqiao stated.
One South, One North. Hyper Aion and BAIC New Energy both need to think how far this wave of growth can go.
Entering November, multiple automakers successively announced October sales figures. According to the latest report from BYD, amidst fierce market competition, BYD turned in a dazzling performance report showing resilient growth. Data shows that BYD's October new energy vehicle sales reached 490,168 vehicles, up 11% year-on-year, setting a new single-month sales high for the year. Among the disclosed auto companies and groups, BYD firmly holds the top spot in China's auto company group sales.
Pure Electric Explosive Growth, Premiumization Continues to Accelerate
From the perspective of power types, October pure electric passenger car sales reached 305,743 vehicles, up 37.38% year-on-year, refreshing historical records for three consecutive months; plug-in hybrid passenger car sales were 177,382 vehicles. The strong performance of pure electric models marks that consumer confidence in pure electric technology continues to strengthen, and also confirms that the company's long-term investment in battery technology and charging infrastructure is being converted into market returns.
From a brand perspective, the Dynasty and Ocean series deliveries reached 423,843 vehicles, firmly holding the core market; Fang Cheng Bao deliveries were 43,872 vehicles, up 41.3% year-on-year, also becoming the sales leader among new force brands with average prices above 200,000 yuan; Denza deliveries were 15,152 vehicles, up 49.5%, with Denza average transaction price of 330,000 yuan; Yangwang deliveries were 258 vehicles. The combined sales of the three high-end brands approached 60,000 units, with cumulative sales for the first three quarters up 75.1% year-on-year, accounting for 13.3% of the group's total passenger car sales, showing increasing effectiveness of the premiumization strategy. Sales of 200,000 yuan+ price point models in the third quarter reached 173,507 units, securing the number one sales position for Chinese brands in the price bracket above 200,000 yuan.
Overseas Market Continues High Growth, Globalization Layout Deeply Advanced
In the just concluded October, BYD's total exported new energy vehicles amounted to 170,194 units. Among them, overseas passenger car and pickup truck sales reached 169,564 units, with cumulative sales in the first 10 months exceeding 1.5 million units, business covering over 120 countries and regions. With the 100,000th new energy vehicle rolling off the assembly line at the Brazil plant, BYD is accelerating the promotion of product exports and local manufacturing, with its globalization layout constantly reaching new heights, and the pace of global expansion continuing to speed up.
On October 14, BYD officially released the second-generation Blade Battery and Flash Charging technology in Indonesia, and announced the official launch of the new Denza D9 and Z9GT. Relying on two disruptive technological innovations, it achieved world-leading ultra-fast charging speeds, truly achieving "5 minutes to charge well, 9 minutes to charge fully", making charging as convenient and efficient as refueling. This breakthrough not only brings a freer and more relaxed electric travel experience to consumers, but also injects new momentum into the industrial transformation and upgrading of new energy vehicles in Indonesia.
Liu Xueliang, Vice President of BYD Company Limited and General Manager of Asia-Pacific Auto Sales Division, stated: "True technical passion is believing in a future and firmly turning it into reality. In development to date, BYD's thinking on technological innovation has long surpassed the simple scope of 'making cars, selling cars'. We always believe that the value of an enterprise lies not only in how powerful itself is, but more importantly in whether it can create greater value for society through technological innovation, allowing advanced technology to truly benefit more people. It is this belief that drives BYD to constantly break through technical boundaries and turn once seemingly distant technical visions into reality step by step. Bringing the second-generation Blade Battery and Flash Charging technology to Indonesia this time is a concrete realization of this concept. We hope to let more Indonesian consumers feel the changes brought by technological progress, allowing advanced technology to truly enter people's daily lives."
From continuous breakthroughs in core technologies, to the launch of high-end models, to the gradual layout of fast-charging infrastructure, BYD is accelerating the construction of a new energy vehicle ecosystem covering products, technology, and energy services.
Technology-Driven Development, R&D Investment Forges Moat
Behind the performance growth lies continuous technical investment. From the second-generation Blade Battery and Flash Charging technology, Xuanji A3, China's first 4nm intelligent driving chip, to the 12,165 flash charging stations built nationwide so far, to the launch of the AI super intelligent agent "DIDI SHA AI", BYD is taking technological innovation as the core driving force and accelerating the transformation from an automobile manufacturer to a new energy technology giant.
"Zao Dong Che" learned that BYD has achieved 100% full coverage of flash charging stations in first and second-tier cities. In core cities such as Shenzhen, Shanghai, Hangzhou, Xi'an, and Chongqing, there is a flash charging station on average every 3 kilometers within the urban area, making finding a flash charging station as convenient as finding a gas station. In third and fourth-tier cities, the flash charging station coverage rate also reaches 100%, with a flash charging station within an average of 4 kilometers in the urban area.
From urban districts, towns and counties, highway networks, to scenic route edges and extreme landforms, BYD flash charging stations are everywhere. North to Hailar, Inner Mongolia, south to Sanya, Hainan, east to Shuangyashan, Heilongjiang, west to Kashgar, Xinjiang, even at the world's highest peak, the hottest Turpan, and the most borderland city of Khorgos, there are figures of BYD flash charging stations.
BYD adheres to the concept of openness and sharing, cooperating with partners to jointly build an efficient and convenient fast-charging ecosystem, having reached deep cooperation with Sinopec, PetroChina, China Resources, Shell, TELD, etc. Previously, the first flash charging flagship station jointly built by BYD and Sinopec Youjie in East China has landed in Shanghai Hongqiao.
Third Quarter Financials Shining, R&D Expenses Far Exceed Current Profit
According to the 2026 Third-Quarter Report released by BYD Group on October 29, revenue was 566.3 billion, net profit attributable to parents was 22.3 billion; R&D expenses were 36.3 billion, far exceeding net profit at the same time, cumulative R&D investment exceeds 280 billion! Among them, third-quarter revenue was 221.5 billion, up 14% year-on-year; net profit was 10 billion, up 28% year-on-year, with core operating indicators growing counter-trend. With the successive launch of multiple new models in the fourth quarter, the acceleration of the flash charging network layout, and the continuous promotion of overseas localization production, BYD is expected to continue the growth momentum and draw a perfect ending to the annual performance.
As the world's largest new energy vehicle enterprise, BYD's new energy vehicle operation footprint has spread to over 100 countries and regions, continuously providing green technology and products for global consumers. In the process of global operation, BYD adheres to the concept of sustainable development. With the vision of "Cool the Earth by 1°C", BYD became the first in the world to stop producing fuel vehicles in 2022, and proposed striving to achieve carbon neutrality across the entire value chain by 2045; in 2025, BYD officially released the "DREAMS" sustainable development strategy around green low-carbon, innovation and change, equal opportunities, collaborative cooperation, integrity and uprightness, and value sharing. In the green travel segment, in 2025, BYD's cumulative sales of new energy vehicles reached 4.6 million, achieving carbon reduction of 46.6 million tons, equivalent to planting 776 million trees; in terms of social value, BYD established a 3 billion yuan education charity fund for university scholarships and new energy vehicle technology popularization.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Mazda CX-3 同 Chery Tiggo 7 PHEV 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個角度做個詳細比較，幫你節省咗做功課嘅時間。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，一共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159）等等。
Chery Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 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？可以用家用插座充電嗎？（RM 117,478）等等。
就價錢嚟睇，Mazda CX-3 嘅起價確實比 Chery Tiggo 7 PHEV 平咗 RM 3,591。如果你預算有限，Mazda 嘅入門版已經滿足到日常需要。但都要注意，平嗰幾千蚊，可能喺配備上有取捨，具體睇你嘅需要。
Mazda CX-3 搭載 1.5L Turbo，馬力 140 hp。官方耗油量 7.0 L/100km。
Chery Tiggo 7 PHEV 搭載 Hybrid，馬力 170 hp。官方耗油量 4.5 L/100km。
動力方面，Chery Tiggo 7 PHEV 嘅 Hybrid 比 Mazda CX-3 嘅 1.5L Turbo 多咗 30 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。
Mazda CX-3 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
Chery 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，兩款車都拿到唔錯嘅評級。不過 Mazda CX-3 嘅 i-Activsense 同 Chery Tiggo 7 PHEV 嘅 Basic 喺功能上有少少差異，如果你比較看重主動安全嘅話，可以仔細比較吓兩者嘅功能列表。
Mazda CX-3 採用 FWD 驅動方式。
Chery Tiggo 7 PHEV 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區別。
Mazda CX-3 同 Chery Tiggo 7 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最後都係建議兩款都去試駕，親身體驗先係最重要嘅。
總括嚟講，Mazda CX-3 同 Chery Tiggo 7 PHEV 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都係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，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
In Malaysia's SUV market, many buyers compare the Mazda CX-3 and Chery Tiggo 8 Pro 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 help you save time on research.
The OTR price of the Mazda CX-3 in Malaysia is RM 126,159 - 139,159, with a total of 2 versions, including 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159), etc.
The OTR price of the Chery Tiggo 8 Pro 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 a price perspective, the Mazda CX-3's starting price is indeed RM 33,591 cheaper than the Chery Tiggo 8 Pro. If your budget is limited, the Mazda entry-level version can already meet daily needs. However, note that the cheaper price might involve trade-offs in features, it really depends on your requirements.
The Mazda CX-3 safety rating is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
The Chery Tiggo 8 Pro safety rating is TBD, active safety systems include Basic.
Regarding safety features, both cars received decent ratings. However, the i-Activsense on the Mazda CX-3 and the Basic on the Chery Tiggo 8 Pro differ slightly in functions. If you value active safety highly, you can compare the feature lists of both carefully.
Mazda CX-3 body length 4500 mm, trunk 450 L.
Chery Tiggo 8 Pro body length 4400 mm, trunk 400 L.
In terms of space, the Mazda CX-3 body is 100 mm longer than the Chery Tiggo 8 Pro, so the interior seating space will be slightly more spacious, especially rear legroom. If you often carry family members or need to fit a stroller, a larger body is indeed more practical.
Mazda CX-3 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 8 Pro warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Both Mazda CX-3 and Chery Tiggo 8 Pro are mainstream choices in the Malaysian 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 models, personal experience is the most important.
In general, both Mazda CX-3 and Chery Tiggo 8 Pro are very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do your homework, compare quotes from several car dealerships, and then go for a test drive to make a final decision. Buying a car is a big matter, spending time on research will definitely not go wrong.
In Malaysia's SUV market, many buyers compare the Mazda CX-3 and Chery Tiggo 8 Pro when choosing a car. These two models are quite close in terms of pricing and positioning. Today, we will do a detailed comparison from multiple aspects to save you the time of doing your homework.
Mazda CX-3 OTR price in Malaysia is RM 126,159 - 139,159, with a total of 2 variants, including 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159), etc.
Chery Tiggo 8 Pro OTR price in Malaysia is RM 159,750 - 159,750, with a total of 2 variants, including 1.6L Turbo Standard (RM 130,000), 1.6L Turbo Premium (RM 145,000), etc.
From a pricing perspective, the Mazda CX-3 starting price is indeed RM 33,591 cheaper than the Chery Tiggo 8 Pro. If your budget is limited, the Mazda entry-level version can already meet daily needs. However, also note that the few thousand difference might involve compromises in features, depending on your specific needs.
Mazda CX-3 body length 4500 mm, trunk 450 L.
Chery Tiggo 8 Pro body length 4400 mm, trunk 400 L.
In terms of space, the Mazda CX-3 body is 100 mm longer than the Chery Tiggo 8 Pro, making the interior passenger space slightly more spacious, especially the rear legroom. If you often carry family members or need to fit a stroller, a larger body is indeed more practical.
Mazda CX-3 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 8 Pro warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Both Mazda CX-3 and Chery Tiggo 8 Pro are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with the better reputation; if you care more about cost-effectiveness and features, choose the one with richer configurations. Ultimately, it is recommended to test drive both models; personal experience is the most important.
Overall, Mazda CX-3 and Chery Tiggo 8 Pro 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 homework, comparing quotes from several dealerships, and then test driving to make the final decision. Buying a car is a big matter, spending some time on preparation will never go wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Mazda CX-3 同 Chery Tiggo 8 PHEV 嚟做比較。呢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个詳細嘅對比，幫你省咗做功課嘅時間。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，合共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159） 等。
Chery Tiggo 8 PHEV 喺馬來西亞嘅 OTR 售價係 RM 159,750 - 159,750，合共有 2 個版本，包括 1.6L Turbo Standard（RM 130,000）、1.6L Turbo Premium（RM 145,000） 等。
從價錢睇落，Mazda CX-3 嘅起步價真係比 Chery Tiggo 8 PHEV 平咗 RM 33,591。如果你預算有限，Mazda 嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千蚊，可能喺配備上面會有取舍，具體要看你嘅需求。
Mazda CX-3 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Chery Tiggo 8 PHEV 搭載 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。
動力方面，Chery Tiggo 8 PHEV 嘅 Hybrid 比 Mazda CX-3 嘅 1.5L Turbo 多出 30 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。
Mazda CX-3 車身長 4500 mm，後備箱 450 L。
Chery Tiggo 8 PHEV 車身長 4400 mm，後備箱 400 L。
空間方面，Mazda CX-3 嘅車身比 Chery Tiggo 8 PHEV 長咗 100 mm，車內乘坐空間會稍微寬鬆啲，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大啲嘅車身真係更實用。
Mazda CX-3 採用 FWD 驅動方式。
Chery Tiggo 8 PHEV 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。
Mazda CX-3 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 8 PHEV 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Mazda CX-3 同 Chery Tiggo 8 PHEV 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵仲係要看你嘅個人需求同預算。建議大家做足功課，多比較幾間車行嘅報價，先去試駕先做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Mazda CX-3 同 Chery Tiggo 7 Pro 嚟比較。呢兩部車喺價錢同定位上都幾接近，而家我哋就從多個方面做一個詳細嘅比較，幫你省卻做功課嘅時間。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，一共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159） 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。
由價錢睇落嚟，Chery Tiggo 7 Pro 嘅起步價比 Mazda CX-3 平咗 RM 2,409。講句實情，喺呢個價錢段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
Mazda CX-3 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Chery Tiggo 7 Pro 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩部車用咗同一套動力系統，日常開起嚟嘅感覺基本冇咩分別。油耗方面都差唔多，唔使太糾結呢一點。
Mazda CX-3 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
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，兩部車都拿到唔錯嘅評級。不過 Mazda CX-3 嘅 i-Activsense 同 Chery Tiggo 7 Pro 嘅 Basic 喺功能上有啲差異，如果你比較睇重主動安全嘅話，可以仔細比較下兩者嘅功能列表。
Mazda CX-3 車身長 4500 mm，尾箱 450 L。
Chery Tiggo 7 Pro 車身長 4400 mm，尾箱 400 L。
空間方面，Mazda CX-3 嘅車身比 Chery Tiggo 7 Pro 長咗 100 mm，車內坐位空間會稍為寬敞一啲，尤其係後座腳位空間。如果你經常帶家人或者需要放嬰兒車，大啲嘅車身的確更加實用。
Mazda CX-3 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，那就揀配備更加豐富嗰款。最終都建議兩部車都去試駕，親身體驗先係最重要。
總體嚟講，Mazda CX-3 同 Chery Tiggo 7 Pro 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係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，再先去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
In Malaysia's SUV market, many buyers compare the Toyota Harrier and Porsche Macan 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 help you save time on research.
The Toyota Harrier's OTR price in Malaysia is RM 289,000 - 289,000, with 1 version in total, including the 2026 HEV 2.5L Standard (RM 289,000), etc.
The Porsche Macan's OTR price in Malaysia is RM 469,000 - 469,000, with 4 versions in total, including the 2025 55 quattro S line (RM 467,285), 2025 50 quattro Advanced (RM 361,135), PMT 1874, Lorong IKS BukitTengah 14000 Bukit Mertajam (RM 296,610), etc.
From a price perspective, the starting price of the Toyota Harrier is indeed RM 180,000 cheaper than the Porsche Macan. If your budget is limited, the Toyota entry-level version can already meet daily needs. However, be aware that the savings of a few thousand ringgit might mean compromises in features, depending on your specific needs.
The Toyota Harrier's safety rating is 5★ (ASEAN NCAP), active safety systems include Brand ADAS.
The Porsche Macan's safety rating is 5★ (Euro NCAP), active safety systems include InnoDrive.
In terms of safety features, both cars have received decent ratings. However, the Brand ADAS of the Toyota Harrier and the InnoDrive of the Porsche Macan have some functional differences. If you prioritize active safety, you can carefully compare the feature lists of both.
The Toyota Harrier uses FWD drive mode.
The Porsche Macan uses FWD drive mode.
Both cars have the same drive mode, which is FWD, so there won't be a huge difference in daily driving feel.
The Toyota Harrier comes with a 5-year/unlimited mileage warranty, service interval every 10,000km or 6 months.
The Porsche Macan comes with a 3-year/100,000km warranty, service interval every 10,000km or 6 months.
Both the Toyota Harrier and Porsche Macan are mainstream choices in the Malaysian 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 configurations. Ultimately, it is recommended to test drive both, as personal experience is the most important.
Overall, both the Toyota Harrier and Porsche Macan are very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do your research, compare quotes from several car dealerships, and then test drive to make the final decision. Buying a car is a big deal, taking time to research will never go wrong.
