首頁BYD Qin
搜尋歷史
熱門搜尋
經銷商登入 / 註冊
In Malaysia's SUV market, many buyers compare Proton X70 and Mazda CX-3 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 X70 OTR price in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
Mazda CX-3 OTR price 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.
From a pricing perspective, the Proton X70's starting price is indeed RM 19,359 cheaper than the Mazda CX-3. If your budget is tight, Proton's entry-level version can already meet daily needs. However, note that the few thousand cheaper, there might be trade-offs in features, depending on your specific requirements.
Proton X70 body length is 4400 mm, trunk 400 L.
Mazda CX-3 body length is 4500 mm, trunk 450 L.
In terms of space, the Mazda CX-3 body is 100 mm longer than the Proton X70, offering an advantage in seating space. However, the Proton X70 is slightly more flexible for parking in the city, each has its trade-offs.
Proton X70 adopts FWD drive mode.
Mazda CX-3 adopts FWD drive mode.
Both cars share the same drive mode, FWD, so the daily driving experience will not differ significantly.
Proton X70 and Mazda CX-3 are both 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 cost-performance and features, then choose the one with richer configuration. Finally, it is recommended to test drive both models, as personal experience is the most important.
Overall, Proton X70 and Mazda CX-3 are both very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. It is recommended to do research, compare quotes from multiple dealerships, then test drive to make a final decision. Buying a car is a big matter, spending time researching will never be wrong.
Written by | Ying Liu
Edited by Dalu Huang
Designed by | Youmei Zhen
On June 5, 1950, Kiichiro Toyoda resigned as president. This founder, who brought the family loom business into the automotive industry, could not hand over the company directly to his children.
A labor-management standoff lasting two months ended with large-scale layoffs and executive resignations; 2,146 employees left, and the vice president and executive directors resigned alongside Kiichiro Toyoda on the same day. Over a month later, Juzo Ishida, president of Toyota Automatic Loom Works, concurrently took over as president of Toyota Motor Corporation, while Fumio Nakagawa and others from the banking background entered the new management team.
The turning point occurred on the twentieth day after Kiichiro Toyoda's resignation.
The outbreak of the Korean War brought truck orders from the US military, giving the bankrupt Toyota a reprieve. By March 1951, cumulative orders reached 4,679 units, totaling 3.66 billion yen. Factories resumed operations, and the books once again showed cash flow. By early 1952, the company was preparing to ask the founder to return and resume the presidency. However, just before the official comeback, Kiichiro Toyoda suddenly passed away at the age of 57.
Succession moments for Toyota have frequently undergone changes.
In 1967, President Fumio Nakagawa suffered a sudden heart attack after returning from a business trip to Tokyo; the presidential position remained vacant until after his funeral. In 1995, Shoichiro Toyoda was hospitalized for six months due to illness, interrupting the period of family control once again. In 2009, Akio Toyoda took charge amidst the company's predicted first annual operating loss since inception, later became involved in one of Toyota's most severe recall crises, and testified before the US Congress alongside Yoshimi Inaba, head of Toyota North America, in 2010.
Toyota also once had a secret succession.
In late 2022, at the Buriram Circuit in Thailand, Akio Toyoda asked Koji Sato, an engineer beside him, if he was willing to assume the presidency. Sato officially took office in April 2023. In April 2026, he transferred to the position of Vice Chairman and Chief Industry Officer, with Kenji Kondo succeeding him as President and CEO.
In 2026, another personnel change sparked external attention to the fifth generation of the family, but Toyota did not define it as a succession plan.
On August 1, 2026, Daisuke Toyoda, 38-year-old son of Akio Toyoda, will leave Woven by Toyota, the software company he co-created, and the first phase of Woven City, which has already been launched, as well as the second phase still under construction, to return to Toyota Motor Corporation. He will not join the board of directors, nor will he receive an executive title; instead, he will enter a department close to the vehicle development "frontline" (genba) as a project manager. Toyota has not disclosed the specific department or model.
Toyota has not publicly announced any successor. The company's history of nearly ninety years repeatedly proves that a name can provide credit during a crisis but may also raise doubts during a power transition.
The Fifth Generation Returns to the Vehicle Development Frontline
Woven City is built on the site of the old Toyota East Fuji factory, testing autonomous vehicles, robots, and logistics equipment in a real urban environment. In September 2025, Phase 1 officially launched, and the first residents began moving in, with multiple partner enterprises entering the co-creation phase; Phase 2 is currently still under construction.
As a founding member of Woven by Toyota, Senior Vice President, and core head of Woven City, Daisuke Toyoda once turned his gaze beyond automobiles. In a 2025 interview, he compared this city to his great-grandfather Kiichiro Toyoda entering the automotive industry and posed a question: "When we truly become a mobility company, will Toyota Motor still be the group's core? We don't know."
Less than a year later, he began to move back.
On June 1, 2026, Woven announced that Daisuke Toyoda would transfer to Toyota Motor Corporation on August 1. The company announcement did not disclose the new position. A Toyota spokesperson subsequently confirmed to Reuters that he would serve as a project manager, entering a department close to the vehicle development "frontline" (genba), but refused to specify the specific business division and model.
This means his work focus will shift from a city-level testing platform to vehicle development. However, since Toyota has not yet explained specific duties, it is currently impossible to judge whether he will independently be responsible for a specific model, nor can this confirm it is a succession training arrangement.
This is not his first time entering Toyota Motor Corporation. In 2016, he worked in the Electronic Control Engineering Department; in 2018, he transferred to Toyota's Advanced R&D subsidiary. Since then, his work has mainly focused on software, autonomous driving, and future mobility.
Counting from Sakichi Toyoda, he is the fifth generation of the family. Counting from Kiichiro Toyoda, the founder of Toyota Motor, he is the fourth generation of the automotive business.
However, Toyota's succession history has never followed a bloodline straight line since the first president.
1937: The First President Was Not a Blood Relative of Sakichi Toyoda
At the founding conference in August 1937, the person appointed as the first president was not Kiichiro Toyoda, who opened the automotive business, but Riichiro Toyoda. Kiichiro served as vice president and only assumed the presidency in 1941.
Riichiro was originally Riichiro Kodama. After marrying Aiko Toyoda, the eldest daughter of Sakichi Toyoda, in 1915, he was adopted by the family and changed his surname to Toyota. He came from the cotton textile industry, managed the family business for years, and naturally took the presidential seat upon the company's establishment.
In other words, the first president of Toyota Motor was both a family member and not a blood relative of Sakichi Toyoda. Marriage, adoption, management ability, and family trust, several forces together decided where this position would fall.
The early family boundaries of Toyota were inherently wider than a straight-line genealogy.
In 1936, the automotive business intentionally distanced itself from the family name. The logo solicitation received about 27,000 submissions, and finally, the brand name was changed from the Katakana writing of the family surname "トヨダ" (Toyoda) to "トヨタ" (Toyota), and the Roman alphabet spelling was also changed to "Toyota".
Toyota's official reasons included: the new name uses unvoiced sounds, sounding clearer than the voiced sound of "Toyoda"; the Katakana writing of "トヨタ" is exactly eight strokes, and eight strokes are considered related to wealth and good fortune. This name change also symbolized the enterprise moving from a small independent company to a larger-scale company.
In Chinese, both "Toyoda" and "Toyota" are written as "Toyota", a subtle distinction that is easily overlooked. But this rewrite of the Japanese and English names drew a clear line: the enterprise comes from the Toyota family but does not belong solely to the Toyota family.
Even so, the Toyota surname remains deeply embedded in the company's DNA. Sakichi Toyoda left the automatic loom and the concept of "Stop at anomaly," while Kiichiro Toyoda turned family technical accumulation toward automobiles and bred the prototype of just-in-time production. Later, Eiji Toyoda, Shoichiro Toyoda, and Akio Toyoda passed the torch to mature the production system, expand globally, and drive product transformation.
This family has never provided a stable majority shareholding, but rather an industrial narrative spanning generations. Whenever the company intrudes into unfamiliar fields or hits major crises, the Toyota surname is always pushed back to the forefront. However, after experiencing the first true life-and-death test, it proved the company could actually invite the founding family off the driver's seat.
1950: The Founder Was Forced to Leave the Management Frontline
In the spring of 1950, Toyota's cash flow had reached the breaking point. Post-war economic tightening crushed automotive demand, and steel and non-ferrous metal prices soared; bank negotiation representatives sat across the conference table, demanding business restructuring, downsizing layoffs, and spinning off the sales department separately.
In April 1950, Toyota Motor Sales Co., Ltd. was established, separating manufacturing and sales, a split that lasted 32 years.
The split failed to put out the crisis immediately.
Starting from April 11, labor and management clashed over wages, layoffs, and reconstruction plans. People at both ends of the negotiation table almost met every day, negotiating for two months straight. The company eventually closed its Shibaura and Kameido factories in Tokyo; 2,146 people left, and the total number of employees plummeted from 8,140 to 5,994. The vacant workstations in the factory area were temporarily unfilled, and those who stayed had to accept pay cuts.
On June 5, Kiichiro Toyoda, Vice President Kazuo Kumabe, and Executive Director Takahachi Nishimura resigned on the same day. After the extraordinary general meeting on July 18, Juzo Ishida, president of Toyota Automatic Loom Works, concurrently assumed the presidency of Toyota Motor Corporation, while Fumio Nakagawa from the Imperial Bank entered management.
Toyota Motor had been established for only 13 years when the founder already lost control of operations.
20 days after Kiichiro Toyoda's resignation, the Korean War broke out. The US military quickly procured trucks from Toyota, issuing a first batch of 1,000 units on July 31, followed by additions of 2,329 and 1,350 units, totaling 4,679 units and 3.66 billion yen. War orders stabilized Toyota's operations after layoffs, split, and management changes.
Kiichiro Toyoda did not return immediately.
After leaving office, he continued to privately follow passenger car development, with sketches and parts lists on his desk. By early 1952, with the company's operations improving, Juzo Ishida began arranging for his comeback. Facing the invitation, he only said: "A company that doesn't build passenger cars is not a car manufacturer."
This statement sounded tough, but Eiji Toyoda later recalled that he was actually very happy inside.
The company originally planned to officially announce his comeback at the July 1952 shareholder meeting, and the new passenger car project had already launched in January of that year. However, on March 27, Kiichiro Toyoda suddenly passed away, abruptly ending the comeback plan, and the planned welcome ceremony was never held. The development of the Crown, which later became Toyota's representative model, also launched during this period.
The founder created the automotive business himself but was forced to leave during the company's most difficult moment. Orders flooded in after he left, and when the company was ready to welcome him back, he suddenly passed away.
Toyota's first succession was not completed. The company continued to be managed by professional managers, while the founding family retreated to the edge of power for a long time, waiting for the next turning point.
1967 to 1995: Sudden Succession
On October 13, 1967, Toyota President Fumio Nakagawa attended all-day meetings in Tokyo and was driving back to Nagoya. In the dead of night, he suffered a sudden heart attack and did not wait until dawn.
The company did not announce a successor on the second day. Since other representative directors were still maintaining operations, the president position remained temporarily vacant. It was not until October 30, after the funeral ended, that Vice President Eiji Toyoda officially assumed the role.
Eiji Toyoda was the cousin of Kiichiro Toyoda. He had long been rooted in the factory and technical system, promoting the Toyota Production System to maturity together with Taiichi Ohno and others. Before being pushed to the highest position, he had worked in the company for decades.
He later recalled that the position itself did not make him feel strange, "what surprised me was the change in the attitude of people around me."
This sudden succession reflected a typical way of Toyota family influence: Family members would never sit in the highest position solely based on bloodline. However, when the company suddenly lost a leader, someone with deep internal experience who could represent the company's tradition was easier for management to accept.
Eiji Toyoda served as president for 15 years until 1982, when the manufacturing and sales companies were recombined.
At that time, Japan-US automotive trade friction intensified, and Toyota began considering overseas production. Communication costs resulting from the separation of manufacturing and sales rose higher and higher. The company urgently needed to unify products, funds, personnel, and international decision-making. In January 1982, the two signed a merger memorandum, then immediately handled merger ratios, board seats, and organizational structure.
At 9:30 AM on July 1, 53 executives attended the establishment ceremony of the new company at headquarters. Eiji Toyoda and Shoichiro Toyoda unveiled the company sign for "Toyota Motor Corporation," recombining the manufacturing and sales system separated for 32 years into one.
At the subsequent board meeting, Eiji Toyoda served as chairman, and Shoichiro Toyoda, son of Kiichiro Toyoda, became president. Eiji Toyoda wrote in a letter to employees: "Toyota's post-war era has ended."
This was a true return of the family, but still not a direct baton handover between father and son. After Kiichiro Toyoda left in 1950, three presidents passed: Juzo Ishida, Fumio Nakagawa, and Eiji Toyoda. 32 years passed before his son sat in the presidency of the merged Toyota.
Shoichiro Toyoda subsequently promoted North American localization production. In 1983, Toyota and General Motors established the New United Motor Manufacturing, Inc. (NUMMI). His younger brother, Daigo Toyoda, deeply participated in the North American production system and succeeded to the presidency in 1992.
Family continuous control lasted only three years.
Daigo Toyoda had long suffered from health issues. He resigned after being hospitalized for about six months in 1995 and transferred to Vice Chairman. Toyota did not look for another family member to fill the position but appointed Minoru Oda, who had worked in the company for about 40 years, as president.
After that, Minoru Oda, Fujio Cho, and Takeo Hashimoto successively led Toyota, and professional managers held power for 14 years.
The family did not truly leave. Shoichiro Toyoda continued to serve as chairman and honorary chairman, retaining a voice in group relations and major directions, while daily operations were handed to internal professional managers.
Toyota thus formed a structure that repeatedly appeared: the family was responsible for preserving history, sense of direction, and symbolic meaning during crises, while professional managers were responsible for maintaining operational continuity in a huge organization. The boundaries between the two were not clear, but they checked and balanced each other for a long time.
2009: The Family Returns in a Crisis
In late 2008, the global financial market was full of alarm bells, and Akio Toyoda's name began to appear frequently in succession rumors.
At that time, the global financial crisis rapidly suppressed automotive demand. Toyota had just surpassed General Motors to become the global sales champion but was expected to face its first annual operating loss since inception. Whether to have the founding family retake the helm at this moment, there were different opinions within the company.
According to Reuters reports at the time, key figures such as Fujio Cho, Minoru Oda, and Shoichiro Toyoda weighed whether to arrange a transitional manager first to let Akio Toyoda accumulate a few more years of experience. Ultimately, Toyota chose to have 52-year-old Akio Toyoda assume the role directly.
His surname was both a talisman and a shackle.
When Akio Toyoda joined the company in 1984, his father Shoichiro Toyoda warned him that no one wanted to become "the president's son's subordinate." Many employees kept their distance from him for a long time. He rotated through production, sales, North American joint ventures, and Asian and Chinese businesses, moved his desk time and time again, only entering the board of directors in 2000 and officially assuming the presidency in 2009.
Soon after taking office, a large-scale recall crisis came head-on. Between 2009 and 2011, over 10 million Toyota vehicles were recalled due to issues such as accelerator pedals and floor mats. In 2010, Akio Toyoda testified before the US Congress alongside Yoshimi Inaba, head of Toyota North America.
At that hearing, he linked his family identity with personal responsibility: "I am the grandson of the founder, and all Toyota cars carry my name. When the car gets hurt, I feel hurt too."
After this, Akio Toyoda served as president for 14 years but did not hand the position to his son. In late 2022, at the Buriram Circuit in Thailand, he asked Koji Sato, head of Lexus and GR: "Would you be willing to assume the presidency?"
Koji Sato officially took office in April 2023, and Akio Toyoda transferred to Chairman. According to his own words, an important reason for selecting Sato was that he was young, loved cars, and demonstrated Toyota's philosophy and way of doing things on the vehicle development frontline.
2026: Kenji Kondo Assumes Presidency
In February 2026, Toyota announced that Sato would transfer to Vice Chairman and Chief Industry Officer in April, with Kenji Kondo succeeding him as President and CEO.
This adjustment occurred amidst Toyota facing multiple pressures. The certification violation incident of 2024 is still testing the group's governance. At the same time, uncertainty in trade policy, costs, and industry competition is rising. Toyota listed improving profitability and reducing break-even sales volume as urgent tasks in official explanations and stated that Sato still needs to devote more energy to the Japan Automobile Manufacturers Association and industry collaboration.
Therefore, the change of command should not be simply understood as a negation of Sato's three-year term but more like a reorganization of responsibilities for operations and industry affairs.
Kenji Kondo's most important resume is serving as Executive Officer and Chief Financial Officer of Toyota Motor Corporation. He has long engaged in finance and operation management, having served as Akio Toyoda's secretary early on, and later concurrently served as a Woven director and CFO.
These experiences concentratedly reflect his trust relationship with Akio Toyoda, financial expertise, and cross-departmental experience. According to Toyota's published division of labor, Sato will mainly be responsible for industry cooperation and external affairs, while Kenji Kondo will be responsible for corporate operations, profitability improvement, and reducing break-even sales volume.
From Akio Toyoda stepping down to Koji Sato and Kenji Kondo succeeding one after another, the presidential position was handed to non-family members twice. Akio Toyoda still serves as Chairman and Representative Director, continuing to exert influence in products, culture, group relations, and manager training.
This influence cannot be explained solely from shareholding ratios.
Akio Toyoda's personal shareholding is less than 0.2%, and the total family shareholding is also lower than 2%, making it impossible to influence the board of directors with majority shareholding. Toyota's current major shareholders are mainly trust banks, financial institutions, and group enterprises; family members don't even squeeze into the top ten shareholder seats.
Scholars researching Japanese family enterprises call names, reputation, internal relations, social networks, and long-term accumulated management knowledge "soft family assets." At Toyota, it is precisely these assets that allow the family to influence corporate culture and strategy even after shareholding is constantly diluted.
This influence is also constrained by shareholders. In 2024, dragged down by certification violations and corporate governance controversies, Akio Toyoda's shareholder support rate once fell to about 72%. In 2025, the support rate rose back to 96.72%. A surname can bring authority within the company but cannot exchange for unconditional support in the capital market.
Beyond the Surname, There Is Also a System
In Toyota's current company documents, there are no clauses like "Family Priority," "Primogeniture," or "Founding Family Reserved Seat."
According to Japanese company law and Toyota's governance structure, shareholder meetings are responsible for electing directors, and the board of directors selects representative directors from them and appoints positions such as Chairman and President. Akio Toyoda personally does not possess legal "power of transmission," and Daisuke Toyoda cannot directly inherit the presidency by a surname.
Toyota did not start disclosing president training and selection mechanisms only in 2026. As late as 2023, its comprehensive report and shareholder meeting notices had already listed links such as talent training, evaluation feedback, candidate determination, and external director participation. The 2026 shareholder meeting notice, combined with the appointment of Kenji Kondo, once again and more centrally explained how this mechanism works.
Potential candidates will be sent to serve as internal company presidents, regional CEOs, and functional heads, taking on management responsibilities in product, regional, and professional posts. Candidates will also demonstrate judgment, skills, and working style through regular operational discussions and frontline work. Independent external directors observe their execution through listening to internal heads and regional executive reports and visiting business sites.
Toyota also conducts interviews with over 40 management executives and senior management talents each year to understand their personal characteristics. Candidates receive comprehensive evaluations and 360-degree feedback from multiple superiors and relevant personnel annually, with evaluation results continuously accumulated for several years. Finally, candidates must also undergo individual interviews.
Final choices are deliberated by the executive appointment meeting.
This meeting currently has three members, including two independent external directors and one internal director, with external directors holding the majority. The meeting is responsible for discussing executive and director candidates, forming appointment plans, and then submitting them to the board of directors for a vote; director candidates must finally be handed to the shareholder meeting for formal election.
Toyota told The Financial Times that the company will not be subjected to "inappropriate influence" from the Toyota family, and family members joining the company must go through the same procedures as other employees.
Beyond the system, personal trust still truly exists.
The fact that Koji Sato received the inquiry by the race track indicates that the formal nomination procedure cannot completely present the entire process of succession brewing. Long-term observation and personal trust still affect when candidates enter the formal procedure.
Akio Toyoda's arrangement for his son is constrained by company systems but also carries the consideration of family heritage.
When asked in 2025 whether Daisuke Toyoda would continue the family business, Akio Toyoda said: "He is my son, but also a completely different person." He does not want his son to replicate the path he walked but still hopes something can be passed down.
"The driver decides the flavor of the brand."
Daisuke Toyoda has participated in endurance races and also participated in the vehicle evaluation of the Toyota GR GT flagship sports car from the concept stage. Official materials list him as one of the drivers involved in development evaluation. He has provided feedback to the engineering team on vehicle performance alongside Akio Toyoda, professional drivers, and internal evaluation drivers.
These experiences can prove he understands driving and products but cannot replace a complete management resume. In public materials, he has not yet independently been responsible for a global mass-produced model, nor has he managed a large factory, a major regional market, or a business requiring profit responsibility.
The position of Project Manager is therefore worth attention. Woven and Woven City gave him experience in software, partners, and future mobility. After returning to Toyota Motor, whether he can supplement the vehicle development and operation management resume depends on specific duties and actual results.
In 1936, Toyota proactively distanced itself from the family surname in brand spelling, hoping the automotive business would grow into a socially broader enterprise. Nearly ninety years later, the Toyota family has never truly exited this company, but they also did not guard a stable hereditary channel.
The founder was once forced to resign, professional managers held power for consecutive years, and family members also left the scene in disgrace due to illness. The presidential seat can be temporarily filled after a funeral or decided with a question by the side of a track, but finally, everything must go through corporate governance procedures and the test of operational results.
The Toyota surname offers an earlier opportunity to be seen and brings a more difficult responsibility to shoulder.
On August 1, 2026, Daisuke Toyoda will enter a department close to the vehicle development frontline as a project manager. For him, this is a position transition. Whether it is also a path to higher management positions, there is no answer yet.
Proton X70 and Honda CR-V are frequently compared by many car buyers in Malaysia's SUV market. Both models are quite close in terms of pricing and positioning. Today we will conduct a detailed comparison from multiple aspects to help you save time on research.
The Proton X70 OTR price in Malaysia is RM 106,800 - RM 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), and so on.
The Honda CR-V OTR price in Malaysia is RM 178,200 - RM 195,900, with a total of 4 versions, including 2026 e:HEV 2.0L 2WD RS (RM 195,900), 2026 1.5T 4WD V (RM 181,900), 2026 e:HEV 2.0L 2WD E (RM 178,200), and so on.
From a price perspective, the starting price of the Proton X70 is indeed RM 71,400 cheaper than the Honda CR-V. If your budget is limited, the Proton entry-level version can already meet daily needs. However, be aware that the few thousand ringgit savings might involve trade-offs in features, depending on your specific requirements.
Proton X70 body length is 4400 mm, trunk space is 400 L.
Honda CR-V body length is 4500 mm, trunk space is 450 L.
In terms of space, the Honda CR-V body is 100 mm longer than the Proton X70, offering an advantage in passenger space. However, the Proton X70 is slightly more flexible for parking in the city; each has its trade-offs.
Proton X70 warranty is 5 years/150,000 km, service interval is every 10,000 km or 6 months.
Honda CR-V warranty is 5 years/unlimited mileage, service interval is every 10,000 km or 6 months.
Both the Proton X70 and Honda CR-V are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with a better reputation; if you care more about cost-performance and features, choose the one with richer configurations. Ultimately, we suggest test driving both models, as personal experience is the most important.
Overall, both the Proton X70 and Honda CR-V are very good models in the Malaysian market. Choosing which one depends mainly on your personal needs and budget. We suggest doing your homework, comparing quotes from several dealerships, and then test driving before making the final decision. Buying a car is a major event; spending some time on research is never a mistake.
日前，魏建軍發文祝賀長城汽車 36 歲生日快樂。
點解係三十六年嘅？
喺一些老司機嘅印象中，長城汽車嘅「年齡」似乎應該更大啲，應該誕生於八十年代；那就先嚟講呢個話題吧，長城汽車製造廠嘅成立時間係 1984 年，確實唔錯，有些老司機並冇記錯。但是 1990 年係魏建軍任長城工業汽車有限公司總經理嘅第一年，並且喺魏建軍上任之前，該公司核心業務係從事汽車改裝；時間到 1989 年嘅時候，公司因經營不善而陷入虧損，後南大園鄉政府開出優惠條件吸引承包。次年 7 月 1 日，魏建軍先擔任咗長城汽車嘅總經理，並且由 1991 年開始生產長城牌輕型貨車，並且實現咗產品銷量嘅持續增長。
所以 1990 年先算係長城汽車真正嘅起點，到今天都係 36 年啦。
長城汽車真正進入主流汽車市場用戶嘅視野，實際係從 1995 年開始；魏建軍喺 1996 年到泰國考察，發現到處都係皮卡車，隨後喺分析國內皮卡车市场需求之後，魏建軍決定打造呢種車型；時間到 1996 年 3 月 5 日，第一輛長城迪爾皮卡下線；而長城汽車次年就做到咗皮卡產品出口中東，正式拉开咗中国汽车出口嘅序幕
1998 年，長城皮卡拿到國內皮卡銷量第一。
1999 年，魏建軍獲得地方政府持有嘅 21% 嘅股份，長城汽車集團自此從集體所有制實現咗私有化。
另一個轉折點係 2000 年內，此時出現咗皮卡车禁止進城嘅規定；長城汽車經歷咗一段時間嘅考驗，但係到咗 2002 年又打造出賽弗（Safe）SUV，開創咗國產經濟型 SUV 嘅先河，雖然呢款車係模仿豐田 Hilus Surf，也就是美版嘅豐田 4Runner，不過喺當時依然係非常受歡迎。
而後嘅長城汽車陸續打造咗一系列乘用車產品，譬如長城 H3、H5、M1、M2、C30、C50、嘉譽 MPV、酷熊等車；喺創立哈弗品牌之後，經典嘅哈弗 H6 誕生；再往後則陸續打造咗魏牌、歐拉、坦克子品牌，從迪爾皮卡到坦克汽車，長城汽車用咗 36 年完成咗蛻變，從逆向開發產品到自主研發。
喺長城汽車嘅一系列子品牌同產品中，邊款車最具吸引力呢？
呢一問題冇標準答案，只能話係見仁見智；筆者偏愛越野車，從賽弗即開始關注長城汽車，後續陸續關注風駿系列皮卡，長城 H3 等車。目前最關注嘅係新車款哈弗 H5 越野車，該車嘅車身尺寸符合用車需求，外觀設計亦都有較大嘅升級潛力；但係唯独對於其動力方案有一啲唔夠滿意，其而家提供嘅係 2.0T 汽油版同 2.0T 柴油版選項，均採用 8AT 變速器。
汽油版動力充足，但係一輛汽油動力嘅大型越野車難免油耗偏高。
柴油版動力略弱，122kW 嘅最大扭矩對應嘅直線加速能力略帶遺憾。
所以仲係期望呢款車能夠推出混合動力版，只係考慮到現實問題，即係話如果哈弗 H5 使用 Hi4-T 或 Hi4-Z 嘅插電混合動力系統嘅話，對於坦克品牌嘅坦克 300/400/500 Hi4-T 或 Hi4-Z 越野車嘅銷量難免會產生影響。咁建議用呢種混合動力系統係冇道理嘅，不過可唔可以考慮採用柴油混合動力系統呢？
柴油機相較於汽油機，其喺噪音、振動同聲振粗糙度方面嘅表現係偏差嘅，中、高端車更加適合用汽油機，呢個係冇爭議嘅。坦克品牌都喺使用汽油機嘅插電混合動力系統。咁畀產品定位略低嘅哈弗 H5 用柴油插電混合動力系統就可以避免對坦克品牌嘅越野車造成競爭關係，如果仲有可能存在競爭關係嘅話，或許可以考慮畀哈弗 H5 使用 Hi2 架構嘅混合動力系統。
就算用柴油機同電動機，用小容量動力電池組，唔設計成插電混合動力。
車輛可以保留有 5~10kWh 嘅動力電池組，充電完全依賴行駛中發電同動能回收；電池組用嚟輔助驅動、提升動力，以及泊車用電。車輛配備最大功率 100~150kW 左右嘅驅動馬達，依然採用 2.0T 柴油機，系統綜合最大功率做到 200kW 以上，綜合最大扭矩喺 500N·m 以上，相信咁樣嘅哈弗 H5 會非常受歡迎，會成為越野愛好者、各大救援機構、戶外運動俱樂部以及野外工作單位嘅理想之選，唔單止係優秀嘅工具車，亦都會係氣場十足嘅現代化越野車。
以上僅為個人觀點，作為長期關注嘅汽車廠商，無論點樣都仲係祝長城汽車生日快樂。
【车市百晓生】5 月，6 家公布海外销量的中国车企，3 家刷新历史新高。
比亚迪连续 7 个月海外破 10 万，环比涨 19%，紧追出海一哥奇瑞。奇瑞 5 月再创新高，但增速只有 3%——被比亚迪咬上了。
上汽连续三月海外破 12 万。吉利 5 月海外 85144 台，历史新高，连续三月破 8 万。
四家加起来，一个月往海外扔了近 50 万辆车。
纯电全球份额 56%。插混 71%。
Dataforce 数据：4 月中国品牌纯电在欧洲卖了 38281 辆，同比翻倍。中国品牌在欧洲汽车市场份额逼近 10%。
国内 4 月新能源渗透率首破 60%。每卖 10 辆车，6 辆是电车。零售榜前十只剩一款燃油车。
国内市场卷赢了。出海，是唯一的方向。
新势力全在抢滩蔚来 5 月进挪威，9 月交付 ES8，明年五个欧洲国家。
理想覆盖柬埔寨、老挝、缅甸，下半年 i6 进欧洲，中东中亚用 L 系增程，右舵 MEGA 年底到新加坡和香港。
小鹏 4 月海外首破 6000 台。何小鹏放话：五年内海外销量占一半，收入利润超国内。
零跑 Lafa5 六月香港车展发布，登陆 28 个国家。
雷军：小米 2027 年出海，首站德国，2028 上半年进右舵市场。
三年内，全球主要市场都会出现中国电车。
5 月，欧盟发布《工业加速器法案》。
外资持股不超 49%。强制技术转让。本地员工不低于 50%。公共采购"欧盟原产"优先。
一句话：打不过，就关门。
中国汽车工业协会回应："严重关切、强烈不满、坚决反对。"
但说实话，挡不住。家电没挡住，手机没挡住，汽车也挡不住。中国车企的优势是全产业链——电池、电机、智驾、座舱、渠道、售后。加关税、设限制，抹不平这个差距。
真正的坎出海不是把国内的车运过去卖。
要本地渠道、售后、充电网络、品牌认知。要应对各国政策、文化差异、消费者偏见。
比亚迪在巴西建厂、匈牙利建厂。零跑牵手 Stellantis。蔚来找挪威经销商。
谁能把国内体系完整复制到海外，谁赢下一轮。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拎 Proton X50 同 Subaru Forester 嚟比較。呢兩部車喺價位同定位上都好接近，今日我哋就由多個角度做個詳細比較，幫您省返做功課嘅時間。
Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，總共 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300）等等。
Subaru Forester 喺馬來西亞嘅 OTR 售價係 RM 174,000 - 197,000，總共 3 個版本，包括 2024 2.0L S EyeSight GT Edition（RM 189,538）、2024 2.0L S EyeSight（RM 177,538）、2024 2.0L L EyeSight（RM 167,538）等等。
由價錢睇，Proton X50 嘅起價確實比 Subaru Forester 平咗 RM 84,200。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。但要留意，嗰幾千蚊嘅差異，喺配備上會有取捨，具體要睇你嘅需求。
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)。
Subaru Forester 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 EyeSight。
安全配備方面，兩部車都拿到唔錯嘅評級。不過 Proton X50 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Subaru Forester 嘅 EyeSight 喺功能上有些分別，如果你比較重視主動安全嘅話，可以仔細比較下兩者嘅功能列表。
Proton X50 車身長 4400 mm，尾箱 400 L。
Subaru Forester 車身長 4400 mm，尾箱 400 L。
兩部車嘅尺寸幾近一樣，車廂空間分別唔大。呢個級別嘅車，日常使用完全夠用。
Proton X50 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Subaru Forester 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Proton X50 同 Subaru Forester 都係馬來西亞市場幾不錯嘅車型。揀邊一部，關鍵係要睇你嘅個人需要同預算。建議大家做好功課，多比較間車行嘅報價，先去試車做最終決定。揸車係件大事，花少少時間做功課絕對唔會錯。
In the SUV market in Malaysia, many buyers compare Proton X50 and GWM Haval H6 when choosing a car. These two cars are quite close in price and positioning. Today we will do a detailed comparison from multiple aspects to help you save time doing homework.
The OTR price for Proton X50 in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
The OTR price for GWM Haval H6 in Malaysia is RM 139,750 - 139,750, with a total of 2 versions, including 1.5L Turbo Standard (RM 140,000), 1.5L Turbo Premium (RM 155,000), etc.
In terms of price, the starting price of Proton X50 is indeed RM 49,950 cheaper than GWM Haval H6. If your budget is limited, Proton's entry-level version can already meet daily needs. But be aware, the few thousand dollars cheaper, may involve trade-offs in features, depending on your specific needs.
Proton X50 is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption is 6.0 L/100km.
GWM Haval H6 is equipped with Hybrid, 170 hp. Official fuel consumption is 4.5 L/100km.
Regarding power, GWM Haval H6's Hybrid has 65 more horsepower than Proton X50's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power, you won't feel it's lacking.
Proton X50's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
GWM Haval H6's safety rating is TBD, active safety systems include Basic.
In terms of safety features, both cars received good ratings. However, Proton X50's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and GWM Haval H6's Basic have some differences in functionality. If you value active safety highly, you can compare the feature lists of both carefully.
Proton X50 warranty 5 years/150,000km, service interval every 10,000km or 6 months.
GWM Haval H6 warranty 7 years/150,000km, service interval every 10,000km or 6 months.
Proton X50 and GWM Haval H6 are both mainstream choices in the Malaysia market, suitable for family use and daily commuting. If you value brand reputation and resale value more, consider the one with better reputation first; if you care more about value for money and features, then choose the one with richer configuration. Finally, it is recommended to test drive both, experiencing it personally is the most important.
Overall, Proton X50 and GWM Haval H6 are both very good models in the Malaysia market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do your homework, compare quotes from multiple dealerships, then go for a test drive to make a final decision. Buying a car is a big matter, spending some time doing homework is never wrong.
In Malaysia's SUV market, many buyers compare the Proton X50 and Chery Tiggo 9 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 X50's OTR price in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
Chery Tiggo 9's OTR price in Malaysia is RM 166,800 - 179,800, with a total of 1 version, including 2026 2.0T Standard (RM 179,750), etc.
From a price perspective, the starting price of the Proton X50 is indeed RM 77,000 cheaper than the Chery Tiggo 9. If your budget is limited, Proton's entry-level version can already meet daily needs. However, note that the few thousand dollars cheaper might involve compromises in features, depending on your specific needs.
Proton X50 is equipped with a 1.5L 4-cyl, horsepower 105 hp. Official fuel consumption 6.0 L/100km.
Chery Tiggo 9 is equipped with a 2.0L 4-cyl, horsepower 170 hp. Official fuel consumption 8.0 L/100km.
In terms of power, the Chery Tiggo 9's 2.0L 4-cyl has 65 more horsepower than the Proton X50's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power and do not feel lacking.
Proton X50's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Chery Tiggo 9's safety rating is TBD, active safety systems include Basic.
Regarding safety features, both cars have received decent ratings. However, the ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) of the Proton X50 and the Basic of the Chery Tiggo 9 have some differences in functionality. If you value active safety, you can compare the feature lists of both in detail.
Proton X50 body length 4400 mm, trunk 400 L.
Chery Tiggo 9 body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, with little difference in interior space. Cars of this class are fully sufficient for daily use.
Proton X50 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 9 warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Overall, both the Proton X50 and Chery Tiggo 9 are quite good models in the Malaysian market. Choosing which one depends 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 time doing research will definitely not be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X50 同 Chery Tiggo Cross 嚟做比較。呢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，幫你慳返做功課嘅時間。
Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等。
Chery Tiggo Cross 喺馬來西亞嘅 OTR 售價係 RM 88,750 - 99,750，一共 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，Chery Tiggo Cross 嘅起步價比 Proton X50 平咗 RM 1,050。老實講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
Proton X50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Chery Tiggo Cross 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 Proton X50 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Chery Tiggo Cross 嘅 Basic 喺功能上有啲差異，如果你比較重視主動安全嘅話，可以仔細對比吓兩者嘅功能列表。
Proton X50 車身長 4400 mm，行李廂 400 L。
Chery Tiggo Cross 車身長 4400 mm，行李廂 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差異唔大。呢個級別嘅車，日常使用完全夠用。
Proton X50 同 Chery Tiggo Cross 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更重視品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，就揀配置更豐富嗰款。最終始終建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，Proton X50 同 Chery Tiggo Cross 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵始終係睇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，再去做試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
On July 16, GAC Group's 30 Million User Gratitude Celebration was held at the GAC Trumpchi Factory. Government and enterprise leaders, industry partners, domestic and international car owners, and media jointly witnessed this key milestone of the Group's 30 millionth vehicle coming off the production line. After 29 years of development, the delivery of 30 million vehicles is not only a testament to the trust of tens of millions of users but also a microcosm of the Chinese automotive industry shifting from scale expansion to high-quality development.
The event featured a connection to global bases on-site. Multiple new energy models from GAC Honda, Toyota, AION, Hyper, and Qijing sequentially completed production of the 29,999,995th to 29,999,999th units. The finale, the 30 millionth vehicle, was a Right-Hand Drive Trumpchi M8 PHEV. New car keys were delivered to a Thai owner on-site, intuitively showcasing GAC's dual achievements in new energy transformation and global expansion.
Market data confirms transformation results. In the first half of this year, GAC cumulative sales reached 773,100 units, up 2.35% year-on-year; new energy sales surged 68.8%, overseas exports reached 120,000 units, an increase of 132%, maintaining steady growth during the industry adjustment cycle.
Quality is the core bottom line of GAC's development. The group integrated the mature management system of Japanese brands to create an exclusive quality management model. New cars undergo unified testing in extreme environments of "Five Highs, One Mountain, One Dust" and two winters and one summer long-cycle tests. Relying on AION's global new energy lighthouse factory, digital quality control is achieved. In terms of safety, the StarGuard protection system and Cassette Battery are applied, cumulatively avoiding millions of driving risks. The industry's first "Three Responsibilities" policy proactively covers issues related to batteries and intelligent driving, eliminating user concerns about vehicle usage.
According to reports, GAC regularly carries out face-to-face communication with users, adhering to a user-centric orientation and building a full closed-loop complaint handling mechanism. Channels continue to deepen, adding 1,000 county-level stores this year and launching a 5-second response ultra-fast butler service. A "9 Verticals, 10 Horizontals" charging network covering the country has been built, with over 20,000 self-operated super-charging piles, perfecting supporting facilities for new energy vehicles. On-site, the full-brand renewal gratitude season was simultaneously launched, with six passenger car brands offering multiple return policies for purchasing and trading in.
With 30 million as a new starting point, GAC continues to increase investment in independent research and innovation, with cumulative R&D investment exceeding 62 billion yuan and an R&D team of over 6,800 people. The Xingyuan Power series power solutions, Quark efficient electric drive, all-solid-state battery pilot line, and evolved StarGuard electronic architecture are landing successively. They are jointly building an AI intelligent ecosystem with companies such as Huawei and CATL, continuously tackling industry pain points such as fast charging and low-temperature range.
In the future, GAC will adhere to the four main lines of Quality, User, Technology, and Globalization, accelerate the transition to an ecosystem-based tech enterprise, continuously output green intelligent products, and expand the global market.
Editor's Summary: Whole vehicle production and sales breakthrough 30 million is a concentrated embodiment of nearly 30 years of GAC's manufacturing, channel, and technology accumulation. At the same time, the enterprise did not only focus on product iteration. From extreme condition testing and battery safety backing, to county-level channels, national charging networks, and ultra-fast user services, a complete user guarantee system is formed. It is worthy of learning and reference by other car companies.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Aruz 同 Chery Tiggo 7 PHEV 嚟做比較。這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，幫你省咗做功課嘅時間。
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 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 支持邊種充電方式？佢可唔可以用家用電源插座充電？（RM 117,478） 等。
從價錢來看，Perodua Aruz 嘅起步價確實比 Chery Tiggo 7 PHEV 平咗 RM 56,850。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需求。但要注意，平嗰啲幾千塊，可能喺配備上會有取舍，具體要睇你嘅需求。
Perodua Aruz 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Chery Tiggo 7 PHEV 搭載 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。
動力方面，Chery Tiggo 7 PHEV 嘅 Hybrid 比 Perodua Aruz 嘅 1.5L 4-cyl 多咗 65 匹馬力。不過日常喺市區開，兩款車嘅動力都够用，唔會覺得唔夠力。
Perodua Aruz 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
Chery Tiggo 7 PHEV 嘅安全評級係 TBD，主動安全系統包括 Basic。
Perodua Aruz 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。
總體來說，Perodua Aruz 同 Chery Tiggo 7 PHEV 都係馬來西亞市場好唔錯嘅車型。揀邊一部，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，花點時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好買家喺揀車嗰陣都會將佩多亞 Ativa 同 奇瑞瑞虎 7 Pro 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個詳細嘅比較，幫你省返做功課嘅時間。
佩多亞 Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，一共有 3 個版本，包括 1.0L Turbo X（RM 62,500）、1.0L Turbo H（RM 67,300）、1.0L Turbo AV（RM 73,400）等等。
奇瑞瑞虎 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）等等。
由價錢睇，佩多亞 Ativa 嘅起價真係比 奇瑞瑞虎 7 Pro 平咗 RM 61,250。如果你預算有限，佩多亞嘅入門版已經可以滿足日常需要。但要留意，平嗰幾千蚊，可能喺配備上有取捨，具體要睇你嘅需要。
佩多亞 Ativa 搭載 1.5L 4 缸，馬力 105 hp。官方油耗 6.0 L/100km。
奇瑞瑞虎 7 Pro 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，奇瑞瑞虎 7 Pro 嘅 1.5L Turbo 比 佩多亞 Ativa 嘅 1.5L 4 缸多咗 35 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠力。
佩多亞 Ativa 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ASA 3.0 + ACC + LDA + LKA + BSM + RCTA。
奇瑞瑞虎 7 Pro 嘅安全評級係 待定，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。不過佩多亞 Ativa 嘅 ASA 3.0 + ACC + LDA + LKA + BSM + RCTA 同 奇瑞瑞虎 7 Pro 嘅 Basic 喺功能上有少少分別，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。
佩多亞 Ativa 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
奇瑞瑞虎 7 Pro 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
佩多亞 Ativa 同 奇瑞瑞虎 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，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親自體驗先係最緊要嘅。
總體嚟講，佩多亞 Ativa 同 奇瑞瑞虎 7 Pro 都係馬來西亞市場幾好嘅車型。揀邊一輛，關鍵仲要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
日前，悅達起亞公布 2026 年 6 月銷量達 25,791 輛，環比增長 15.8%，同比增長 11%，單月銷量連續 3 個月突破 2 萬輛，1-6 月累計銷量達 118,114 輛。今年上半年，面對汽車行業整體下行的壓力，悅達起亞堅定踐行“在中國，為中國”戰略，通過強化品牌形象、提升產品競爭力、拓展服務渠道、優化用戶體驗等舉措，連續 2 個月實現銷量的同比、環比雙增長，展現出穩健的發展勢頭與強大的企業韌性。
與此同時，面對全球汽車市場整體承壓的環境，起亞 6 月全球銷售 295,720 輛，上半年累計銷量達 1,630,988 輛，同比逆勢增長 2.7%，再創上半年銷量新高！其中，獅鉑拓界、賽圖斯分別以 303,203 輛和 177,148 輛位列起亞單車全球銷量前兩名。
當前，2026 年美加墨世界盃激戰正酣，作為與國際足球聯合會（FIFA）合作近 20 年的官方合作夥伴，起亞不僅為本屆賽事贊助了 660 台運營車輛，更為中國消費者帶來了“世界盃聯名禮”：7 月 31 日前消費者到店試駕，即可參與抽獎，贏取至高 5,000 元購車抵用券、起亞×世界盃×Adidas 周邊套裝等獎品；分享試駕體驗，還可獲贈限量版起亞×世界盃×Adidas 官方足球。同時，起亞還針對新獅鉑拓界、K3、奕跑 3 款“一口價”車型提供 2,500 元的購置稅補貼，並針對高等院校畢業生、新婚夫婦、新生兒家庭以及教職人員、醫護職工、媒體從業者等客戶人群贈送 2,000 元油卡/電卡，盡顯對中國消費者的滿滿誠意。
值得一提的是，作為國際足協（FIFA）長達近 20 年的合作夥伴，起亞擁有在全球範圍內揀選官方持球球童的獨家權益，本屆世界盃，起亞從全球揀選了 104 名 10 至 14 歲的青少年擔任持球球童。7 月 3 日，2026 美加墨世界盃淘汰賽在洛杉磯體育場迎來西班牙對陣奧地利的 1/16 決賽，在數萬球迷響徹雲霄的歡呼聲下，11 歲女孩劉舒嬰作為本屆世界盃唯一中國官方持球球童，同世界頂尖球員一齊步入綠茵場，親手將比賽用球交到裁判手中。
今年上半年，從新年伊始推出的全國“一口價”購車政策，到油卡補貼、購置稅減免等多重禮遇相繼落地，悅達起亞持續以超值購車方案回饋中國消費者，切實降低了消費者的購車門檻，讓價格更透明、購車更省心。正是得益於一系列超值購車政策，起亞多款明星車型的銷量相比去年同期增長顯著，這也印證了起亞可靠的全球品質、出色的乘駕舒適性、優異的燃油經濟性等優勢，正贏得越來越多中國消費者的認可與信賴。
在積極整合全球頂級賽事資源之外，悅達起亞也深耕中國本土體育賽事。今年上半年，悅達起亞已連續 6 年贊助鹽城馬拉松、連續 2 年成為“蘇超”鹽城隊的主贊助商，不僅為鹽城本地賽事提供全方位的支持，還組織官方志願者愛心接駁車隊、邀請特殊群體兒童走進蘇超賽場觀賽、策劃“小小球童圓夢計劃”，更為車主家庭打造免費觀賽、工廠參觀、新車試駕等專屬體驗活動，將品牌溫度延伸至賽場內外的每一位參與者，持續傳遞積極向上、充滿溫度的品牌形象。
在产品方面，悅達起亞融合起亚全球品質與中國智能科技優勢，用高品質、高智能、高價值的产品，回應中國用戶對品質出行的多元期待。今年 4 月，全球累計銷量超 800 萬輛的“全球都市 SUV 開拓者”——起亚新獅鉑拓界煥新上市。新車傳承了"Sportage"33 年歷史、5 代車型的可靠品質，在造型設計、空間體驗、智能科技、安全配置等維度全面提升，“煥新一口價”低至 109,900 元起，主銷車型 1.5T 尊貴版“一口價”僅 124,900 元，相比舊款實現了 13 項配置升級，進一步滿足了中國用戶對更舒適、更智能的出行需求。
值得關注的是，起亚新獅鉑拓界上市至今已超 100 天，依然保持著新車質量“零客戶投訴”的優異成績，這不僅印證了其過硬的產品質量，更彰顯了江蘇悅達起亚第三工廠全球領先的製造水準與品控實力。作為起亚全球核心生產基地，悅達起亚第三工廠全面對標國際一流製造標準，引入起亚全球質量管理體系（GQMS）、MES 製造執行系統、IQIS 生產結業系統等先進工具，搭建起覆蓋研發、製造到售後的完整生命週期質量管理體系。正是憑藉將嚴苛品控標準貫穿於生產全流程，在車質網與凱睿賽馳諮詢聯合主辦的"2026 年中國汽車產品質量趨勢座談會”上，悅達起亚第三工廠獲評"2025 年度汽車質量卓越工廠”，彰顯了其在合資車企中的製造品質標杆地位。
同樣值得一提的是，6 月 5 日，在以色列"2026 年度汽車”評選中，起亚新獅鉑拓界力壓群雄贏得了“年度緊湊型 SUV"大獎，再度印證其全面進階的產品價值與領先同級的產品力！
在渠道建設方面，悅達起亚堅持推進終端渠道的拓展提升，持續深化與聯合皇冠、藍池、江蘇智行、國奧、中弛為代表的大型經銷商集團的合作，不斷強化服務網絡、推動標準服務下沉。今年上半年，悅達起亚攜手合作夥伴新增了 28 家網點，特別是今年 4 月起亞攜手長久集團在廣西打造的首家全球 SI 2.0 標準旗艦店，不僅填補了廣西地區高品質出行服務的空白，也為當地用戶帶來高效、便捷的综合服務體驗。
一直以來，悅达起亚始終將客戶服務視為品牌長期主義的基石。今年上半年，悦达起亚依託全球統一的高品質服務標準，持續優化覆蓋售前、售中、售後全階段的服務生態，打造全生命週期的高品質服務體驗。在售前與售中環節，悦达起亚圍繞到店體驗、試乘試駕、簽約交車等關鍵觸點優化客戶體驗，獲得了消費者與行業權威機構的廣泛信賴。在 J.D. Power (君迪) 發布的 2026 年中國購車客戶體驗指數研究 SM（PXI）中，起亚以 806 分的購車客戶體驗評分，位列主流傳統能源品牌第四、合資品牌第二，連續三年躋身該榜單主流品牌前五、合資前二，展現出在用戶服務與購車體驗領域的深厚積澱與領先實力。
（資料來源：J.D.Power 中國購車客戶體驗指數研究 SM（PXI））
在售後服務領域，悦达起亚圍繞服務管理體系升級、服務質量管控優化、服務設施落地應用等方面，不斷為用戶帶來更高效、更高品質的服務體驗。同時，通過定期舉辦服務顧問技能大賽、維修技師技能大賽，悦达起亚憑藉“以賽促技，服務升級”的方式，持續提升服務團隊的服務水平。在今年舉辦的第十二屆起亚全球技能大賽上，來自濟南金萬通店的維修技師郭文磊一舉斬獲大賽綜合銀牌，充分展現了悦达起亚維修技師紮實的專業功底與卓越的服務能力。
今年上半年，悦达起亚繼續鞏固內銷外銷齊頭並進的發展態勢，持續擴大全球出口業務。截至目前，悦达起亚累計出口整車超 61.7 萬輛，出口銷售額突破 67.9 億美元，構建起由 EV5、狮铂拓界、赛图斯、K5、索奈、煥馳等 6 款車型組成的出口矩陣，覆蓋澳大利亞、墨西哥、沙特阿拉伯等全球 91 個國家及地區。發動機出口同樣成績斐然，6 月出口發動機 7,491 台，累計出口約 53.1 萬台，銷往俄羅斯、捷克、斯洛伐克、韓國、越南、馬來西亞、印度、哈薩克斯坦、土耳其等國家。
此外，在汽車行業整體波動調整的環境下，悦达起亚堅定踐行“以人為本”的長期主義發展理念，著力構建企業與員工和諧共生、雙向賦能的職場文化。在今年 4 月召開的江蘇省企業文化優秀成果發布會上，悦达起亚憑藉在企業文化領域的系統性創新與卓越成效，以“構建傳播新引擎，實現文化聚力與躍遷”項目榮獲"2024-2025 年度江蘇省企業文化優秀成果一等獎”，成為合資車企企業文化建設的標杆典範。
深耕中國市場 24 年，悦达起亚已累計收穫超 685 萬用戶的信賴。未來，悦达起亚將堅定貫徹“在中國，為中國”發展戰略，在品牌價值、產品品質、渠道網絡、服務體驗等維度持續精進，為更多中國消費者帶來远超期待的出行體驗。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Perodua Aruz 同 Hyundai Tucson 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一個詳細嘅對比，幫你省咗做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，合共 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
Hyundai Tucson 喺馬來西亞嘅 OTR 售價係 RM 143,888 - 197,888，合共 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。
從價錢來看，Perodua Aruz 嘅起步價確實比 Hyundai Tucson 平咗 RM 70,988。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千蚊，可能喺配備上有所取舍，具體睇返你嘅需求。
Perodua Aruz 採用 FWD 驅動方式。
Hyundai Tucson 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。
Perodua Aruz 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Hyundai Tucson 保修 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。
Perodua Aruz 同 Hyundai Tucson 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，就揀配置更豐富嗰款。最終都係建議兩部都去試駕，親身體驗先係最重要。
總體嚟講，Perodua Aruz 同 Hyundai Tucson 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，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，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拎 Mazda CX-60 同 Mercedes-Benz GLC 做個比較。呢兩款車喺價格同定位上都好接近，而家我哋就從多個角度做個詳細嘅比較，幫你省返做功課嘅時間。
Mazda CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，總共有 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510）等等。
Mercedes-Benz GLC 喺馬來西亞嘅 OTR 售價係 RM 336,888 - 336,888，總共有 2 個版本，包括 GLC 200（RM 290,000）、GLC 300（RM 340,000）等等。
由價錢睇，Mazda CX-60 嘅起步價的確比 Mercedes-Benz GLC 平咗 RM 136,378。如果你預算有限，Mazda 嘅入門版已經可以滿足日常需要。但亦要留意，平嗰啲幾千蚊，可能喺配備上有取舍，具體睇你嘅需要。
Mazda CX-60 採用 FWD 驅動方式。
Mercedes-Benz GLC 採用 FWD 驅動方式。
兩款車驅動方式一樣，都係 FWD，日常開車感受唔會有太大分別。
Mazda CX-60 保固 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Mercedes-Benz GLC 保固 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Mazda CX-60 同 Mercedes-Benz GLC 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，可以優先考慮口碑好啲嗰款；如果你更在意性價比同配備，那就揀配備更豐富嗰款。最後都係建議兩款都去試駕，親身試先至係最重要。
總之，Mazda CX-60 同 Mercedes-Benz GLC 都係馬來西亞市場幾好嘅車型。揀邊輛，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，先至去試駕做最後決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅轎車市場，好多買家喺揀車嗰陣都會拿 Mazda Mazda 6 同 BMW 3 Series 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個詳細嘅對比，幫你節省做功課嘅時間。
Mazda Mazda 6 喺馬來西亞嘅 OTR 售價係 RM 240,848 - 240,848，一共 1 個版本，包括 Standard（RM 240,848） 等。
BMW 3 Series 喺馬來西亞嘅 OTR 售價係 RM 267,800 - 392,800，一共 2 個版本，包括 320i Sport（RM 248,000）、330i M Sport（RM 298,000） 等。
由價錢睇，Mazda Mazda 6 嘅入門價真係比 BMW 3 Series 平咗 RM 26,952。如果你預算有限，Mazda 嘅入門版已經足以滿足日常需要。但都要注意，平嘅幾千蚊，可能喺配備上會有取捨，具體要睇你嘅需要。
Mazda Mazda 6 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Brand ADAS。
BMW 3 Series 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Driving Assistant Professional (ACC, AEB, LKA, BSM)。
安全配備方面，兩款車都攞到唔錯嘅評級。不過 Mazda Mazda 6 嘅 Brand ADAS 同 BMW 3 Series 嘅 Driving Assistant Professional (ACC, AEB, LKA, BSM) 喺功能上有啲差異，如果你比較看重主動安全嘅話，可以詳細對比下兩者嘅功能列表。
Mazda Mazda 6 採用 FWD 驅動方式。
BMW 3 Series 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 Mazda 6 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
BMW 3 Series 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Mazda Mazda 6 同 BMW 3 Series 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，親身體驗先至係最重要。
總體嚟講，Mazda Mazda 6 同 BMW 3 Series 都係馬來西亞市場幾不錯嘅車型。揀邊輛，關鍵都係要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
近日，據人民網、光明網等多家媒體報導，重慶查處首宗 AI 虛假廣告案——排隊購車畫面全係假的！視頻裡門店人山人海、搶車好似搶白菜，配文「盲訂真的太火爆」。
結果執法人員一查，無一個真人，沒有一筆真實交易，純靠 AI 演咗一場熱銷大戲。
好傢伙，邊度係賣車？連僱托都嫌麻煩了！故意造假、隱瞞真相，營造「再不買就沒了」的焦慮，逼你跟風落單，唔係就赤裸裸嘅消費欺詐嗎？以為做得天衣無縫，監管一查原形畢露。
•AI 造車嘅信任裂縫，正在撕裂整個行業
AI 造假喺汽車圈早就唔係新鮮事，但最近這波操作，堪稱「離譜給離譜開門」。你刷到過「雷軍直播帶貨問界 M9」、「余承東為小米 SU7 站台」嘅截圖嗎？介面佈局、人物神態、彈幕互動高度逼真，若非官方辟謠，這個輿論得造成多大影響。
這些虛假內容傳播速度極快，往往幾小時就能覆蓋百萬級用戶，給品牌帶來巨大輿論壓力。
更荒唐嘅係，有些賬號甚至讓雷軍「賣」起咗別家車，余承東「推銷」起咗小米，這無疑讓 AI 時代嘅「跨界站台」，全靠算法一手包辦。
如果說大佬互帶還算係「娛樂化玩梗」，那針對具體車型嘅惡意篡改，才係真正動搖行業根基嘅毒瘤。嵐圖泰山 X8 發布期間，一張「董事長盧放與新車同框、後備廂化身『男人嘅衣櫃』」嘅圖片刷屏全網。
畫面場景完整、人物自然，大量用戶信以為真，甚至追問發布會地點。而真相係：原圖為其他公眾人物合影，經 AI 快速換臉、替換場景、修改文案後，幾分鐘就變成一張足以誤導市場嘅「新聞圖」。
最終，嵐圖董事長不得不親自出面澄清，才遏制住謠言擴散。
類似事件喺近兩年密集爆發，幾乎所有主流品牌都未能倖免。小米汽車近兩年已發布 2—3 次官方聲明，辟謠包括虛假高管任命、偽造車型功能文案等 AI 生成內容；
小鵬汽車喺廣州車展期間，遭遇 AI 生成嘅低俗展台視頻惡意傳播，法務部緊急發聲辟謠；
小鵬 GX 內飾「諜照」被大量轉發，看似真實偷拍，實則後視鏡比例失調、內飾線條錯位等典型 AI 漏洞一眼就能揪出來；
阿維塔也因多張虛假宣傳圖，發布法務聲明直指相關內容嚴重侵害品牌聲譽。
從目前行業現象來看，車圈 AI 圖片大致可分為三類，危害逐級遞增：
第一類係娛樂化「願望圖」，如免費置換新車、贈送高額積分等，偏向玩梗，傳播相對無害；
第二類係細節逼真嘅「半真圖」，基於真實車型篡改配置、參數、內飾、售價，專業性強，普通消費者極難分辨；
第三類係惡意抹黑嘅「黑公關圖」，通過低俗、歪曲、捏造內容攻擊品牌，對口碑傷害極大。
真正動搖行業根基嘅，正係中間地帶那些以假亂真嘅高仿內容，比如尚界 Z7 冬測官圖，明明係真車實拍，只因為輪轂視覺異常，就被網民直接判定為「AI 生成」，官方不得不專門澄清那隻係保密設計。
問界、理想、小鵬等品牌嘅官方宣傳圖，也頻繁被網民放大光影、比對線條、揪找細節，只要出現輕微視覺偏差，就會被貼上「假圖」標籤。
比 AI 造假更可怕嘅，係整個行業陷入「自證清白」嘅怪圈。過去，車企發布官圖、冬測視頻、諜照，用戶默認真實可信。如今，官方內容反而要接受全網「鑑偽」。
車企被迫陷入惡性循環，發布內容—被質疑—緊急辟謠—再次被質疑。當真實需要反復自證，行業信任已經悄然崩塌。
業內數據顯示，單張 AI 圖片嘅司法鑑定費用已超過 5 萬元；超過 90% 嘅虛假內容經過 10 次以上轉發傳播，源頭溯源難度極大；娛樂玩梗與商業誹謗之間法律邊界模糊，舉證周期長、維權效率低。
對車企而言，無論係放任不管還係強硬問責，都要付出高昂成本。這早已唔係單個品牌嘅困境，而是全行業共同面對嘅系統性難題。
而重慶這起「企業主動用 AI 造假排隊」嘅案子，更係把這場危機推向咗新高度，這係官方通報嘅首例企業主動造假誤導消費者。
今日能用 AI 造假熱銷，明日就能用 AI 造假銷量、造假口碑、造假評測。別總想著走歪門邪道耍小聰明，靠虛假宣傳博流量騙客源，最終只會搬石砸腳。
這場危機嘅本質，係數字技術與傳統工業文明嘅碰撞。
汽車行業本就以精密、嚴謹、安全為核心，用戶購買嘅係真實嘅底盤、動力、操控、安全性能，而唔係一張精美嘅圖片。
當 AI 讓圖文視頻不再可靠，真實體驗與權威數據，正成為新嘅信任基石。2025 年全年新能源銷量 1600 萬輛，滲透率首次突破 50%；2026 年部分月份甚至衝到 55% 以上。市場競爭越白熱化，那些靠 AI「加戲」嘅企業就越容易被反噬。
好在監管已經出手，2026 年 4 月 26 日，市場監督總局啟動為期半年嘅互聯網廣告整治行動，明確將「AI 生成式廣告」列為六大重點之一。
緊接著 5 月 26 日，工信部發布《2026 年汽車標準化工作要點》，系統佈局汽車人工智能標準。用專家嘅話說：「AI 會變成移動智能體嘅助推器，但亂用就係翻車加速器。」
•真實產品同用戶口碑，先係最好嘅廣告
「假排隊」嘅反面，恰恰係那些靠硬實力說話嘅玩家。當 AI 偽造嘅「火爆」淪為笑柄，真正嘅火爆正發生喺比亞迪、深藍、小鵬、上汽嘅工廠同交付中心裡。
2026 年北京車展上，比亞迪包下整個 E3 館，直接擺出「-30℃低溫閃充」實測區同全場景泊車體驗區；
深藍 L06 Max 限時 11.89 萬元起，全系標配寧德時代金鐘罩電池，仲把百萬級豪車才有嘅磁流變底盤搬上來。
當別人還喺剪輯房裡「加戲」時，這些品牌已經用真金白銀嘅技術攤牌。
再看智駕。小鵬全系 Ultra 用戶中，新車首周「每天開啟智駕」嘅比例飆到 98.52%，3 月份 Ultra 車型訂單環比提升 118%。何小鵬原話：「智駕已經從炫技變成為剛性決策點。」
上汽更係推出「全球首款 AI 原生汽車」概念車家越 07，讓整車硬件為 AI 底層定製。
就連被 AI 謠言困擾過嘅尚界，也喺 Z7 冬測風波後堅持公開原始測試數據，用真實參數回擊質疑。
行業變革已悄然發生，越來越多品牌選擇公開實測原始數據，理想汽車等品牌主動強化信息透明度；中汽研等權威機構嘅碰撞測試、專業評測流量同比上漲約 30%；線下試駕、真人實測、直播拆車等可驗證嘅內容，比精修圖文更具說服力。
消費者也都唔係傻仔，誰嘅產品能經得起真實路測、誰嘅數據敢直面第三方拆解，誰就能贏得下一輪投票。
大佬們嘅發言也越來越實在。今年 5 月深圳未來汽車先行者大會上，阿維塔董事長王輝直言：「冇利潤嘅銷量，就係偽銷量。」
王琅補一刀：「與其喺內捲中消耗，不如喺價值中生長。」
蔚來李斌給出數據：1-4 月累計交付超 11.2 萬輛，同比增長 71%，連續兩個季度經營利潤盈利。
比亞迪王傳福那句「高端品牌嘅建立從來都不係一蹴而就」，或許正係對行業最清醒嘅注腳。
把鏡頭拉遠睇——2025 年中國汽車出口 680 萬輛，佔總銷量 18.6%。喺歐洲，中國市佔率 7.4% 首次超越韓國；喺泰國，中國品牌市佔率 34.3% 穩居第一；喺巴西，新能源領域已佔半壁江山。
奇瑞出口近 120 萬輛成「出海一哥」；上汽 MG 喺歐洲交付 25 萬輛，同比增長超 20%。試問：如果中國汽車連實打實嘅技術同產品都拿不出手，能喺全球這麼多市場同時攻城掠地嗎？
喺 AI 可以「造」出一切嘅時代，真實，先係最長久嘅競爭力。就像大力侖為長城汽車嗰句發自內心嘅「長城炮」一樣——那就係真實嘅情緒表達，冇劇本、冇 AI 渲染，恰恰成咗當下品牌最稀缺嘅內容。
當你嘅產品能被真實嘅用戶所鍾意，能夠被真實地傳播出去，那麼你嘅品牌本身就係最平、最有效嘅廣告。這才係走向真實人情味嘅雙向奔赴。
•電動 EV：
重慶兩江新區市場監督管理局負責人話得好明白：「AI 係正常技術工具，但絕不能成為虛假宣傳嘅『擋箭牌』。」
一系列荒誕事件都在拋出同一個問題：喺算法可以輕易複製一切視覺表象嘅時代，汽車行業最不可替代嘅核心到底係什麼？
中國汽車正以前所未有嘅速度衝向世界，與其用 AI 編造「火爆」，不如用產品點燃市場，你點睇？
車型概覽
平治G系列 AMG 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。 呢篇會集中講保險、輪胎、保養同能源開支，幫你用買家角度篩走唔適合嘅選擇。
HK$ 1,476,724 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G系列 AMG 嘅購車預算可以先由 HK$ 1,476,724 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 2024 AMG G 63 Facelift（HK$ 1,476,724） 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G系列 AMG 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。
雙渦輪增壓、8 個 汽缸 嘅動力底子，重點係市區跟車夠唔夠順、高速巡航會唔會吃力。 585 Ps / 430 kW、850 N·m 嘅輸出，對滿載、上斜同超車都比單睇馬力數字更有意思。 車長 4873 mm、車闊 2187 mm、車高 1976 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 手自一體(AT)、前置四駆 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G系列 AMG 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，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G系列 AMG 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「Mercedes-Benz AMG G 63 嘅動力表現達到咩水平？」簡單講，Mercedes-Benz AMG G 63 搭載 4.0 公升 V8 雙渦輪增壓引擎，最大馬力達到 585 匹，扭力高達 850 牛頓米。配合最新嘅 48V 輕混能技術，Mercedes-Benz AMG G 63 由靜止加速至 100 公里只需 4.3 秒，展現出同其方正外型反差極大嘅高性能跑車級爆發力。 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G系列 AMG 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 HK$ 1,476,724 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G系列 AMG 唔係買車一刻就完結，之後仲有保險、輪胎、保養、泊車同日常能源成本要處理。
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。
車型概覽
Ferrari Luce 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。 呢篇會集中講同級車比較，幫你用買家角度篩走唔適合嘅選擇。 近期市場討論到「法拉利首部純電超跑Luce正式登場 蘋果前設計師操刀、真引擎聲、2.5秒破百」，代表呢類車型仍然有一定關注度。
售價仍待確認，買家可以先把佢放入候選名單，等價格落實後再同同級車逐項比較。
購車價格指南
Ferrari Luce 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。
如果有幾個版本可揀，可以先將 2026 530km Standard（價格待確認） 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 Ferrari Luce 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。
Ferrari Luce 現階段最值得留意係車型定位同版本方向，詳細取捨應該等價格同規格更清楚再作決定。
優缺點分析
Ferrari Luce 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：車型定位清楚，適合作為同級比較起點。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、售價未清晰前唔應該太早用性價比落結論。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 Ferrari Luce 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「Ferrari Luce 係法拉利第一部電動車嗎？」簡單講，係嘅，Ferrari Luce 係法拉利品牌旗下第一部量產嘅純電動車。 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 Ferrari Luce 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：先等售價落實，再決定佢應該同邊個級距比較。
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 Ferrari Luce 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。
In May, China's automotive market overall presented a gentle recovery trend, with domestic brands still being the sales backbone of the market. Recently, BYD, Geely, Chery, Changan, and Great Wall, the top 5 domestic automakers, successively released their monthly performance reports. From the data, these five companies show a general characteristic of "stable total growth, divergence between domestic and international markets, and accelerated new energy penetration". Overseas exports and new energy vehicles have become the most core growth engines; export business has evolved from a "bonus item" to the "core foundation" for some companies. BYD's "dominant leader" status is further consolidated, Chery achieved high growth via exports, Geely's new energy penetration rate broke 56%, Changan focused steadily on balanced development, while Great Wall appeared slightly under pressure during structural transformation.
BYD: Export Hits New High Becomes Biggest HighlightIn May, BYD stood firmly at the top of domestic brands with a monthly sales volume of 383,500 vehicles, maintaining positive growth both year-on-year and month-over-month under a large base. Its two main brands, Dynasty and Ocean, sold a combined 330,200 vehicles, contributing 86.1% of total sales; Fangchengbao's monthly sales broke 30,000 units to reach 30,200, a year-on-year increase of 139.7%, setting a new high for the year; Denza sold 16,300 vehicles, and Yangwang delivered 286 vehicles. From a model perspective, BYD had eight models in May with monthly sales exceeding 20,000 vehicles. The Song Family and Yuan Family both broke 50,000 units, selling 51,370 and 56,691 vehicles respectively. The Sea Lion Family followed closely with 42,615 vehicles, and Seagull sales were also close to 40,000 vehicles.
BYD's biggest highlight in May was exports. Overseas new energy vehicle sales reached 160,600 units, an 80.4% year-on-year increase, accounting for about 42%. The sharp expansion of export scale effectively countered the phased weakness in domestic demand. Cumulative exports from January to May exceeded 620,000 vehicles. High export growth mainly benefited from continued ramping up of overseas factory capacity, improved ocean shipping capacity, and accelerated channel network expansion. In the domestic market, BYD promoted Megawatt Super Charging and intelligent strategies simultaneously—Megawatt charging achieved about 90% charge in 9 minutes; 20,000 super charging stations are planned to be built by 2026; all series models are available with Sky Eye B intelligent driving solutions and city navigation safety fallback plans, accelerating the popularization of high-level intelligent driving. As Gen 2 Blade Battery capacity gradually releases, the company's orders are expected to continue rising.
Chery: Sales Growth Leads the Top 5Chery Group's total sales volume in May was 247,800 vehicles, a significant year-on-year increase of 20.5%, ranking first in growth speed among the top 5. Exports remained its most core growth engine—May exports reached 181,900 vehicles, an 80.5% year-on-year increase, accounting for 73.4% of total sales that month, continuously breaking the single-month export record for Chinese brands for three months. In terms of new energy, Chery New Energy sold 100,300 vehicles, a 58.8% year-on-year increase. April and May consecutively saw monthly new energy sales breaking 100,000 vehicles.
The strong performance in exports benefited from Chery's long-term deep cultivation of overseas channel advantages and localized operation capabilities. While overseas orders continued to rise, high export growth formed a sharp contrast with domestic sales—Chery's domestic sales in May were only 60,000 vehicles, accounting for one-quarter of total sales. From cumulative data, Chery Group accumulated 1.101 million sales from January to May, but against the annual goal of 3.2 million vehicles, monthly averages need to reach about 420,000 vehicles later, and pressure remains significant.
Geely: New Energy Penetration Rate Breaks 56%Geely Auto's total sales volume in May was 237,600 vehicles, a 1% year-on-year increase, achieving month-over-month double growth for three consecutive months. In terms of structure, Geely's "New Four Transformations" transformation showed significant results: new energy vehicle sales reached 133,400 units, accounting for 56% of total sales, with new energy share exceeding 50% for four consecutive months.
From sub-brands, performance was significantly divergent. Zeekr brand sales in May reached 34,400 vehicles, a 82% year-on-year increase; Zeekr 9 Series and 8 Series models combined sales approached 50% of total sales, showing bright performance in the high-end market; Galaxy brand sales were 81,700 vehicles; Geely brand sales were 182,500 vehicles, among which China Star Series sales reached 100,800 vehicles; Lynk & Co brand sales were 20,700 vehicles, with new energy vehicle sales share rising to 71%.
In terms of exports, Geely's overseas vehicle exports in May reached 85,100 vehicles, a explosive 184% year-on-year increase, setting a brand single-month export record high. Among exported products, new energy vehicles reached 40,800 units, accounting for nearly half; hybrid and pure electric products have successively landed in Southeast Asia, Middle East, Latin America, and other markets, highlighting the results of global strategy implementation.
Changan: Multi-brand Matrix Balanced EffortChangan Auto's delivery volume in May was 209,100 vehicles, among which new energy deliveries were 92,400 vehicles, a 5.8% year-on-year increase, with new energy share about 44%. In terms of exports, overseas deliveries reached 70,700 vehicles, a 38% year-on-year increase, becoming another major growth highlight for Changan in May.
In the sub-brand matrix, Changan Qiyuan delivered 34,500 vehicles in May; All-New Q05 delivered 15,800 units, with orders breaking 3,000 units within three days of listing in Thailand; Deepal sales in May were 33,200 vehicles, a 30% year-on-year increase; January to May overseas cumulative sales were 28,700 vehicles, a significant 167% year-on-year increase; Avatr delivered 7,336 vehicles in May; Changan Auto (Gravity) delivered nearly 49,000 vehicles in May.
Changan Auto's balanced layout was fully reflected in May: the fuel car base remained stable, new energy brands Deepal and Qiyuan accelerated volume growth, high-end brand Avatr continued to break through in technical cooperation, and overseas markets simultaneously achieved breakthrough growth. The pattern of five brands working together, driven by both new energy and exports, is initially taking shape.
Great Wall: Overseas Sales Growth Year-on-Year 46.75%Great Wall Motor's sales in May were 100,400 vehicles, slightly down compared to last May's 102,200 vehicles, making it the only company among the top 5 to show a year-on-year negative growth. From sub-brands, Haval brand sales in May were 55,500 vehicles, remaining Great Wall's most important sales pillar; Tank brand sales were 17,100 vehicles; both Haval and Tank brand sales showed year-on-year declines; Wey brand sold 8,119 vehicles, a 31.78% year-on-year increase, achieving growth against the trend; Ora brand performance was most stunning, with sales of 6,018 vehicles, a significant 206.88% year-on-year increase. In terms of new energy, Great Wall sold 30,400 new energy vehicles in May, with new energy vehicle transformation gradually accelerating.
The overseas market became Great Wall's biggest highlight in May, with overseas sales growing 46.75% year-on-year. Against the background of pressure on the domestic market, strong growth in overseas business effectively made up for the decline in the domestic market. Great Wall Motor's current core contradiction lies in: Haval and Tank, the two traditional main-selling brands, face weak growth, while Wey and Ora brands, although growing notably, have relatively small volume and are not yet enough to support overall growth. How to complete the "relay" between old and new brands is the key issue Great Wall must solve subsequently.
Final ThoughtsFrom May data, the growth pattern of the top 5 domestic brands has clearly diverged, but there are three common trends worth noting: First, exports have become a key engine for domestic brands to seek stability and growth. Second, new energy transformation is still accelerating, but paths differ among enterprises. Third, technological innovation continues to deepen brand moats. Looking ahead to the second half of the year, competition in the automotive industry will continue to upgrade around these three trends. Although everyone has a common direction, these three trends are all competing for the entire enterprise's industrial chain strength, and the strong will remain strong, which has almost become an inevitable outcome.
