In the Malaysian SUV market, many buyers compare Proton X50 and Chery Tiggo 7 PHEV 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 research.

Price and Versions

Proton X50's OTR price in Malaysia is RM 89,800 - 113,300, with 4 versions in total, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) etc.

Chery Tiggo 7 PHEV's OTR price in Malaysia is RM 129,750 - 129,750, with 2 versions in total, including 2025 1.5T 90km CSH (RM 129,750), What charging methods does the Tiggo 7 PHEV support? Can it be charged using a home power socket? (RM 117,478) etc.

Looking at the price, Proton X50's starting price is indeed RM 39,950 cheaper than Chery Tiggo 7 PHEV. If your budget is limited, Proton's entry-level version can already meet daily needs. However, also note that the few thousand less expensive might have compromises in features, it depends on your specific needs.

Power and Fuel Consumption

Proton X50 is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.

Chery Tiggo 7 PHEV is equipped with Hybrid, 170 hp. Official fuel consumption 4.5 L/100km.

In terms of power, Chery Tiggo 7 PHEV's Hybrid has 65 more horsepower than Proton X50's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power and do not feel underpowered.

Safety Features

Proton X50's safety rating is 5★ (ASEAN NCAP), active safety system includes ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).

Chery Tiggo 7 PHEV's safety rating is TBD, active safety system includes Basic.

Regarding safety features, both cars received good ratings. However, Proton X50's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and Chery Tiggo 7 PHEV's Basic have some differences in functionality. If you value active safety, you can compare their feature lists carefully.

Maintenance and Repair

Proton X50 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.

Chery Tiggo 7 PHEV warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.

Conclusion

Overall, Proton X50 and Chery Tiggo 7 PHEV are both quite good car models in the Malaysian market. Which one to choose depends on your personal needs and budget. It is recommended to do your research, compare quotes from several dealerships, and then take a test drive to make the final decision. Buying a car is a big matter, spending time doing research will never be wrong.

In Malaysia's SUV market, many buyers compare Proton X50 and Chery Tiggo 8 PHEV when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to save you time doing research.

Price and Versions

The 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 Chery Tiggo 8 PHEV 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.

In terms of price, the starting price of Proton X50 is indeed RM 69,950 cheaper than Chery Tiggo 8 PHEV. If your budget is limited, Proton's entry-level version is already sufficient for daily needs. But be aware that the few thousand yuan difference might involve trade-offs in equipment, which depends on your specific needs.

Safety Equipment

The safety rating for Proton X50 is 5★ (ASEAN NCAP), with active safety systems including ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).

The safety rating for Chery Tiggo 8 PHEV is TBD, with active safety systems including Basic.

Regarding safety equipment, both cars received good ratings. However, there are some differences in functionality between Proton X50's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and Chery Tiggo 8 PHEV's Basic. If you value active safety highly, you can compare their feature lists carefully.

Maintenance and Care

Proton X50 warranty is 5 years/150,000km, maintenance interval every 10,000km or 6 months.

Chery Tiggo 8 PHEV warranty is 3 years/100,000km, maintenance interval every 10,000km or 6 months.

Who is it suitable for

Proton X50 and Chery Tiggo 8 PHEV are both 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 better reputation; if you care more about cost-performance ratio and equipment, choose the one with more features. Ultimately, it is recommended to test drive both, as personal experience is the most important.

Summary

Overall, Proton X50 and Chery Tiggo 8 PHEV are both very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. We recommend doing your homework, comparing quotes from several dealerships, and then test driving to make a final decision. Buying a car is a big matter, spending time researching is never a mistake.

Car Vision Wan Yi Report - Is it impossible to balance EV performance and energy saving? Recently, a new technology has broken a long-standing industry challenge. On July 16, Geely Galaxy held a new product launch event at the Wuxi Star Drive base. The core was not simply launching a new car, but presenting a key technology that truly affects subsequent Geely new energy vehicle models - the Thunder 16-in-1 Intelligent Electric Drive.

This electric drive was first equipped on the Geely Galaxy TT. At the launch event, it secured two Guinness certifications in one go: First, the Galaxy TT equipped with this drive achieved a consumption of only 8.2 kWh per 100 km during testing around Qinghai Lake, setting a record for the lowest energy consumption of mass-produced pure electric vehicles; Second, it completed 46 km of continuous dual-vehicle drifting on a slippery road, breaking the longest drift record previously held by Porsche.

Many audiences only focused on Geely's new cars, but the technology behind Star Drive Technology actually supports the entire technology of this drive and is responsible for mass production implementation. In the past, Star Drive always acted as a supplier for car companies. Although listed among Geely series companies, it rarely appeared alone. This time, taking advantage of the 16-in-1 electric drive, it finally entered the public eye as an independent brand.

Many car owners do not understand what "16-in-1" is, but a simple example makes it clear. In earlier years, EV motors, charging equipment, controllers, and cooling systems were all separate, with a pile of wires connecting each other, occupying chassis space and wasting electricity during current transmission. Currently, most electric drives on the market are just 3-in-1 or 8-in-1, with very low integration levels. Star Drive's 16-in-1 directly integrates 16 functions and components such as motor, electronic control, reducer, smart energy management, smart health management, smart motion control, etc., using specific algorithms to deeply integrate them all into a single system.

The benefits brought by high integration are very practical. The casing of the entire equipment is made of magnesium alloy, with a total weight of 75 kg, 20 kg lighter than ordinary electric drives. It eliminates over 180 scattered parts, reducing high and low voltage harness usage by 30% and 15% respectively. The overall thickness is also thinner than mainstream products on the market. The space saved in the chassis can be reserved for the interior passenger area and trunk. After the body becomes lighter, daily electricity consumption, tire wear, and brake wear will also be lower.

There has long been a challenge in the industry: powerful EVs generally consume a lot of electricity, while energy-saving models have weak handling, making it hard to balance both. Star Drive's 800V platform electric drive broke this limitation, with a comprehensive working efficiency reaching 93.8%. Relying on home-grown developed flat wire motors, silicon carbide power modules, and other technologies, the copper wires inside the motor are significantly shortened, reducing power loss. This is also the key reason it can achieve ultra-low energy consumption.

In terms of driving feel, traditional electric drives have multiple control modules working separately. After pressing the accelerator, signal transmission takes 40 milliseconds, resulting in lag. The 16-in-1 adopts single-chip unified control, with signal transmission shortest at only 2 milliseconds, with power output immediate upon pressing. It is also equipped with 54 sets of independent cooling oil circuits, precisely cooling the motor's hot spots. The maximum motor temperature can be reduced by 15°C, and the service life is increased by 10%. The 46 km long-duration continuous drifting extreme test is also sufficient to prove the strength of this cooling system. In terms of reliability, the entire electric drive completed over 9,000 special tests, and the supporting vehicles accumulated over 5 million kilometers of road testing. With fewer parts, the probability of failure is also reduced.

At the new car integration level, Thunder 16-in-1 was first equipped on the Geely Galaxy TT, a sedan/coupe product that emphasizes youth and personality. Galaxy TT offers rear-wheel drive and four-wheel drive versions, with a single motor maximum power of 245kW, satisfying daily commuting and long-distance travel. In the future, this electric drive will not only be supplied to the Galaxy series; new energy vehicle models under the Geely, Zeekr, Lynk & Co, Volvo, Smart, and other group brands will also be equipped sequentially.

Star Drive itself is an independent global electric drive supplier. Its customers are not only Geely series car companies; overseas brands like Renault, Jaguar Land Rover also have cooperation. It also deeply links with international top parts enterprises like ZF and Magna.

This company named Star Drive Technology (InfiMotion) has a clear technical route and fast iteration speed. In 2021, it landed the first 400V silicon carbide electric drive in China for Zeekr 001. In 2024, it launched the 11-in-1 electric drive, equipped on Geely Galaxy E5, and this car also became the number one exported sales volume for domestic A-level pure electric SUVs. In 2025, it landed magnesium alloy distributed electric drives and 900V high-performance coaxial dual electric drives. The company's development speed is visible to the naked eye. In its first year of establishment, revenue was only 40 million RMB; in 2026, revenue has already broken through 20 billion RMB. The R&D team has nearly 1,000 people, and the Swedish overseas R&D branch also has a team of hundreds. Production bases are built in multiple locations in China such as Wuxi, Shanghai, and Ningbo. Overseas Sweden and Malaysia are laid out simultaneously, forming a supply network covering Europe and Asia.

Star Drive's core competitiveness is concentrated in three areas: technology, quality control, and globalization. To optimize the winding height inside the motor by 1 millimeter, engineers will spend months adjusting production equipment. It is also the first enterprise in the industry to achieve mass production of 900V magnesium alloy electric drives. The magnesium alloy casing is 30% lighter than aluminum alloy. Currently, four related products have been put into production.

We have seen Star Drive Technology at this year's Beijing Auto Show. It very much embodies the characteristics of Geely series enterprises. On one hand, it values the linkage of the industry chain within the group; on the other hand, it is very independent, able to independently obtain business and package capital market stories. The Thunder 16-in-1 launched at this press conference is not just a power accessory for one Geely new car, but also a concentrated reflection of Star Drive's years of technology accumulation. From early 400V silicon carbide electric drives to 11-in-1, 900V magnesium alloy products, to today's 16-in-1 fully integrated electric drive, Star Drive steadily updates technology, building a complete R&D, testing, production, and overseas delivery system, securing its position as a top-tier global electric drive manufacturer. There are not many cases where electric drive components independently form a brand and begin to deeply nest with OEMs. Star Drive Technology's development history is also an example of Chinese automobiles moving towards more segmented industrial forms. The hidden dragon that was hidden behind car companies in the past has officially stepped to the forefront with this 16-in-1 product, allowing the market to see solutions for domestic electric drives to participate in global competition.

喺馬來西亞嘅 SUV 市場，好多買家喺選車嘅時候都會拿 Proton X50 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個詳細嘅對比，幫你攞翻做功課嘅時間。

價錢同版本

Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一總有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 之類。

Chery Tiggo 8 PHEV 喺馬來西亞嘅 OTR 售價係 RM 159,750 - 159,750，一總有 2 個版本，包括 1.6L Turbo Standard（RM 130,000）、1.6L Turbo Premium（RM 145,000） 之類。

由價錢睇，Proton X50 嘅起點價確實比 Chery Tiggo 8 PHEV 平咗 RM 69,950。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。不過都要留意，便宜嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需求。

動力同油耗

Proton X50 配備 1.5 升 4 缸，馬力 105 匹。官方油耗 6.0 L/100km。

Chery Tiggo 8 PHEV 配備 Hybrid，馬力 170 匹。官方油耗 4.5 L/100km。

動力方面，Chery Tiggo 8 PHEV 嘅 Hybrid 比 Proton X50 嘅 1.5 升 4 缸多咗 65 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。

保養同維護

Proton X50 保養保用 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

Chery Tiggo 8 PHEV 保養保用 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。

適合邊種人

Proton X50 同 Chery Tiggo 8 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，那就揀配置更豐富嗰款。最終都建議兩部都去試駕，親身體驗先至最重要。

總結

總括嚟講，Proton X50 同 Chery Tiggo 8 PHEV 都係馬來西亞市場幾唔錯嘅車型。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，先至去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。

"Great Wall Ora 5 is quietly completing a vertical leap in brand positioning with its versatile performance of three powertrains in one car and natural aesthetics — evolving from a choice of personality for a specific group of people to a 'new option for all people's travel' covering first-time family buyers and quality upgrade/replacement purchase crowds."

July 20-22, Great Wall Motor Global Exploration Day was held in Baoding. Investors from around the world went to Great Wall Technology Center and production base, completed a deep test drive of Great Wall Ora 5 multi-power versions at Xushui professional test track, and conducted a comprehensive field inspection from intelligent manufacturing craftsmanship to dynamic performance. With Great Wall Ora 5's global total sales breaking 10,000, especially with outstanding results in Brazil, Thailand, etc., global market attention once again focused on this new Chinese car.

The First Car for Young People, Why Is Ora 5 an Inevitable Option?

"The first car for young people" is this choice question. The standard answer used to be "just enough is good" — budget is limited, so compromises have to be made repeatedly between looks, space, power, and quality. But with the arrival of Great Wall Ora 5, product power is quietly rewriting this proposition: Who says the first car can't have it all?

From "Specific Groups" to the Elevation of "Everyone's First Choice"

Behind the hot sales of Ora 5, the most critical shift is the drastic expansion of user profiles. In the past, Ora might have been labeled as a specific circle, but now, with the popularity of versatile models like Ora 5, its user pool has expanded to the vast crowd of "Family First Purchase" and "Quality Upgrade/Replacement Purchase".Young people who just graduated choose it as their first car in life, appreciating the sincerity of high specs at the entry level; Young families use it for commuting travel, needing a balance of space and energy consumption; Even those users who originally drove fuel cars are willing to trade up to an Ora 5 to upgrade travel quality. When a car can please these completely different needs at the same time, it has already jumped out of niche narratives and become a universal solution under the proposition "The First Car for Young People".

Natural Aesthetics, Striking Global Aesthetics at First Glance

When young people buy cars, the first impression is crucial. The entire Ora 5 series adopts the "Natural Aesthetics" design language, drawing inspiration from nature, presenting the purest beauty with minimal rounded lines — no stacking chrome, no creating pseudo-sports, not relying on exaggerated styling to attract attention.

This "subtraction" design philosophy instead achieved cross-cultural recognition — whether it's a pause and look back on the streets of Madrid, or a delivery ceremony in Bangkok business districts.

Ora 5's "stunning at first glance" clean temperament comes from precise insight into global young aesthetics, precisely hitting the aesthetic resonance of the global young generation pursuing authenticity and refusing complexity. For young people, a car is not just a tool, but self-expression, and Ora 5 happens to step on their aesthetic rhythm.

One Car Multiple Powertrains, Freedom of Choice Without Compromise

The core weapon that truly allowed Ora 5 to achieve "global breakthrough" is the product logic of "one car multiple powertrains, one car multiple categories". Whether it is the pure electric version or the hybrid version, Ora 5 shares the same design language, the same set of smart configurations, and the same set of comfort standards — without reducing quality in any aspect due to different power forms.

This means young people can choose completely according to their actual life scenarios: For urban users with dense charging piles in China, the pure electric version is sufficient and worry-free for commuting; While in Europe, many urban public charging facilities are still not perfect, old city streets are narrow, private parking spaces are scarce, the threshold for home charging pile installation is extremely high, and the inconvenience of pure electric replenishment becomes a pain point for daily travel, at this time the hybrid version with the calm attitude of no need to rely on charging piles, using three-engine six-mode full-speed intelligent power switching, achieves both fuel saving and smoothness without conflict.

Not only Europe, starting from July, Great Wall Ora 5 will land in Australia, South Africa, Indonesia and Central/South America in batches, the infrastructure level and travel needs of these markets are different, but all need a product that can flexibly adapt to local conditions — and this is exactly the foresight of the "one car multiple powertrains" strategy. Ora 5, with the same quality standards and different power choices, adapts calmly to the differentiated needs of different regions around the world, allowing every young consumer to have a rational decision that truly fits personal life, no need to compromise due to regional or infrastructure differences.

From "Chinese Boutique" to "Global Trend", Ora 5's Journey Has No Adaptation Issues, Only Local Adaptation.

When a car can sell out in 24 hours in Brazil, can rival Japanese giants in Thailand, and can travel calmly through narrow streets in European old cities, it is no longer just a name card of China Manufacturing, but a vivid footnote of born globally. Ora 5 repeatedly verified one thing in different markets around the world: The first car for young people can already have high looks, high quality and high freedom at the same time.

When "just enough is good" becomes "priority based on needs", Ora 5 is redefining the car buying standards for this generation of young people, it does not require young people to adapt to the car, but let the car adapt to every kind of life and every piece of land. From densely charging pile domestic cities to South America and South Africa where infrastructure is not yet perfect, Ora 5, with the same set of aesthetics, the same intelligence, and the same quality, broke the boundaries of region and infrastructure, adapting to local conditions, making "choose according to needs, travel freely" a right within reach of young people around the world.

Great Wall Ora 5 wrote the same answer for this generation of young people with one real global scenario after another: You deserve to vote with love, not compromise with budget.

近日，《財富》雜誌發布 2026 年中國 500 強排行榜。賽輪集團股份有限公司以 51.19 億美元營收位列第 399 位，成為榜單中僅有嘅兩家專業輪胎製造商之一。

據中國輪胎商務網（Tirechina.net）得悉，作為採用與《財富》世界 500 強一脉相承評鑑方法嘅權威榜單，中國 500 強同時覆蓋上市與非上市企業，集中呈現中國大型企业嘅經營規模與發展實力。

榜單榮譽係賽輪營收規模持續增長嘅直觀體現，亦折射出佢一家中國輪胎企業，正用全球產能、材料技術同品牌投入，嘗試跨過中國製造最典型嘅三道門檻——從出口產品到全球經營，從成本優勢到技術溢價，再從製造規模到品牌價值。

500 強睇嘅係營收，但企業價值唔只由營收決定

《財富》中國 500 強採用與《財富》世界 500 強一脉相承嘅制榜方法，核心尺度係營業收入。因此，賽輪排名躍升首先說明一件事：佢嘅經營規模正在快速擴大。2025 年，賽輪實現營業收入 367.92 億元，同比增長 15.69%，創歷史新高。

與此同時，歸屬母公司股東之淨利潤達到 35.22 億元，盈利能力持續增強。其中，境外主營業務收入達 282.26 億元，同比增長 18.54%，成為推動業績增長嘅重要力量。進入 2026 年，賽輪仍保持穩健增長態勢。首季公司營收與淨利潤實現雙增，毛利率升至 26.86%。

喺輪胎行業競爭加劇、全球貿易環境複雜多變嘅大環境下，呢份成績說明賽輪正在逐步擺脫單純依靠成本參與競爭嘅發展路徑，向技術、產品、製造同品牌共同驅動嘅綜合競爭模式邁進。

第一道門檻：將「產品出海」變成「全球經營」

業績持續增長，離唔開賽輪較早展開嘅全球化佈局。作為國內首家喺海外建設輪胎工廠嘅企業，賽輪目前喺國內青島、東營、瀋陽、濰坊及海外越南、柬埔寨、墨西哥、印尼佈局多個生產基地，同時埃及同青島董家口基地建設穩步推進，覆蓋國內外重點市場嘅產能體系。

呢種全球化同規模化嘅雙重優勢，令賽輪能夠依托本地化製造縮短產品交付週期，更貼近區域市場需求，同時增強企業應對國際貿易壁壘同供應鏈波動嘅能力。由「產品出海」向「產能出海」、「營運出海」深入推進，亦為賽輪境外收入增長及全球市場拓展提供咗有力支撐。

第二道門檻：將製造能力變成產品溢價

中國輪胎企業過去最熟悉嘅競爭方式，係用製造效率同供應鏈成本換取市場份額。但當產能走向全球、規模逼近頭部，繼續依賴低價會迅速觸及天花板，冇更高附加值嘅產品，規模甚至可能變成負擔。

賽輪試圖用技術打破呢個約束。2025 年，公司研發投入達到 11.47 億元，圍繞材料、配方、結構同智能製造持續攻關。其中，以「液態黃金」為代表嘅核心技術，推動賽輪輪胎產品喺安全、節能同耐磨等關鍵性能上實現綜合提升；喺高技術門檻嘅巨型工程子午線輪胎領域，賽輪亦已實現 49 英寸至 63 英寸巨型工程子午胎嘅全係列產業化。巨持續嘅研發投入正轉化為更具辨識度嘅產品優勢，亦為賽輪提升盈利質量提供支撐。

第三道門檻：從「全球賣貨」走向「全球品牌」

輪胎係一個品牌認知建立緩慢、信任成本極高嘅行業。消費者更換頻率低，又直接關係行車安全，因此成熟品牌累積嘅口碑、渠道同原廠配套關係，往往比單次廣告更难複製。呢都係國際頭部企業能夠長期保持溢價嘅重要原因。

喺 Brand Finance「2025 年全球最具價值輪胎品牌榜單」中賽輪位列第 10 位，成為排名最高嘅中國輪胎品牌。品牌價值同《財富》排名喺同一年同步上升，說明賽輪嘅增長唔止有產能擴張呢條線，技術傳播、渠道建設同全球市場認知亦喺形成合力。

行業評論

對比 2025 年首度入圍時嘅第 426 位，到今年嘅第 399 位，賽輪完成嘅係一次規模坐標嘅上移。更值得行業關注嘅係，2026 年《財富》中國 500 強中，專業輪胎製造商只係中策橡膠同賽輪兩家。呢說明中國輪胎產業已經出現能夠進入大型企业序列嘅頭部力量，但行業集中度、品牌溢價同全球治理能力仍有繼續提升嘅空間。

接下來，賽輪面前嘅考題會比擴產更複雜：新建產能能否順利爬坡，全球供應鏈能否高效協同，研發投入能否轉化為高附加值產品，品牌增長能否抵消成本與貿易壓力。任何一項出現短板，都可能會令規模增長同價值增長發生脫節。

因此，進入《財富》中國 500 強並唔意味著賽輪已經完成高端化，而係意味著佢獲得咗向更高價值區間進發嘅規模基礎。過去，中國輪胎企業依靠製造效率進入全球市場；未來，真正決定排名含金量嘅，將係技術、品牌同全球營運共同創造嘅利潤質量。

榜單記錄嘅係賽輪已經走咗幾遠，下一張財務報表同下一輪全球市場競爭，先至會回答佢仲能走幾高。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會用 寶騰 X50 同 奇瑞 瑞虎 Cross 嚟做比較。這兩款車喺售價同定位上都幾接近，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。

價錢同版本

寶騰 X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，總共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等。

奇瑞 瑞虎 Cross 喺馬來西亞嘅 OTR 售價係 RM 88,750 - 99,750，總共有 2 個版本，包括 2025 HEV 1.5L CSH（RM 99,750）、2025 1.5T Standard（RM 88,750） 等。

由價錢睇嚟，奇瑞 瑞虎 Cross 嘅起步價比 寶騰 X50 平咗 RM 1,050。老實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，重點仲係睇整體嘅性價比同長期使用成本。

空間同舒適度

寶騰 X50 車身長 4400 mm，車尾箱 400 L。

奇瑞 瑞虎 Cross 車身長 4400 mm，車尾箱 400 L。

兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。

保養同維修

寶騰 X50 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

奇瑞 瑞虎 Cross 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。

適合邊類人

寶騰 X50 同 奇瑞 瑞虎 Cross 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌聲望同二手價，可以首選聲譽更好嗰款；如果你更介意性價比同配備，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要嘅。

總結

總嚟講，寶騰 X50 同 奇瑞 瑞虎 Cross 都係馬來西亞市場好好嘅車型。揀邊一輛，關鍵仲係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先去試駕先做最終決定。買車係一件大事，花少少時間做功課絕對無錯。

Original | Li Jun

On July 16, GAC Group's 30 millionth vehicle officially rolled off the production line at the Trumpchi factory in Panyu, Guangzhou. The model is the right-hand drive version of the Trumpchi M8 PHEV. Thus, GAC has become the fifth automotive group in the country to achieve 30 million vehicles rolling off the production line, following FAW, SAIC, Dongfeng, and Changan.

This roll-off ceremony adopted a form of synchronized connection across global production bases. GAC Honda P7, GAC Toyota bZ7, Qijing GT7, GAC Aion N60, and GAC Hyper S600 served as the 29,999,995th to 29,999,999th vehicles respectively, completing the roll-off sequentially at factories in various locations. The four product lines of Joint Venture, Independent, High-end New Energy, and Smart Selection Cooperation appeared simultaneously at this milestone node, intuitively presenting the results of GAC's current electrification and intelligence transformation. As the milestone vehicle for the 30 millionth unit, this right-hand drive Trumpchi M8 PHEV was delivered to Thai kung fu actor Tony Jaa on-site, sending a clear signal that GAC will make the overseas market the growth focus of the next stage.

GAC Group was established in 1997. It took 20 years from the first vehicle rolling off the line to the cumulative 10 millionth. It took only 9 years from 10 million to 30 million. Its development path can be roughly divided into four stages: Early on, Honda and Toyota systems were introduced through joint ventures to establish an industrial foundation; In 2010, the Trumpchi brand was launched, officially beginning the independent vehicle building journey; Around 2020, Aion and Hyper entered the new energy track; In 2024, joined with Huawei to create the Qijing brand, gradually forming a "Joint Venture—Independent—Intelligent—Ecosystem" business landscape.

From the perspective of operational data, in the first half of 2026, GAC Group's cumulative sales reached 773,100 units, a year-on-year increase of 2.35%. Energy-saving and new energy vehicles accounted for 62.82%. The independent segment sales were 346,000 units, a year-on-year increase of 35.69%; independent brand exports reached 121,500 units, a year-on-year growth of 132%, approaching the full-year export scale of 2025. Behind this growth is the gradual release of the effectiveness of the "Panyu Action" reform. After launching this reform at the end of 2024, GAC promoted the integrated operation of its independent brands, shifting product development thinking from engineer-oriented to user-oriented, and product iteration efficiency has been significantly improved.

Supporting the 30 million user base is GAC's systematic capability covering the entire chain of R&D, production, safety, and service. According to GAC, on the development end, every new car must go through a complete verification cycle of "Two Winters and One Summer", with the shortest being 18 months and the conventional 21 months. At the same time, it passes the "Five Highs, One Mountain, One Dust" extreme environment assessment, covering 60°C Turpan high temperatures, -40°C Hulunbuir extreme cold, high altitude, high humidity, high salt mist, mountainous complex road conditions, and desert sand environments. The cumulative equivalent test mileage per vehicle exceeds 13 million kilometers. The Aion Intelligent Ecosystem Factory, known as the "World's First New Energy Lighthouse Factory", equips its welding workshop with over 600 industrial robots and an AI vision detection system, achieving millisecond-level response and millimeter-level precision, with production data for key fastening points of the whole vehicle supporting lifetime traceability.

At the safety technology level, the Clip Battery has cumulatively equipped 1.5 million vehicles, and vehicles equipped with this battery have cumulatively traveled safely over 160 billion kilometers. The Star Guard Safety System has served nearly 2 million users, cumulatively preventing potential accidents 6.28 million times. In December 2025, the three major independent brands under GAC, Trumpchi, Aion, and Hyper, launched the "Three Responsibility" service commitment. Three scenarios—powertrain spontaneous combustion, battery degradation exceeding limits, and smart parking accidents—were included in the manufacturer's coverage scope, extending quality assurance from delivery to the full usage cycle.

Regarding R&D investment, as of the end of 2025, GAC's cumulative independent R&D investment exceeded 62 billion yuan, with a global R&D team exceeding 6,800 people, cumulative patent applications over 24,900, including over 11,200 invention patents. The Southern Test Center officially launched in March this year is the first large-scale comprehensive test center approved for airspace usage in the country, capable of meeting testing needs for intelligent connected new energy vehicles and low-altitude aircraft across multiple fields.

In terms of channel construction, as of the end of June 2026, GAC has completed the certification of 600 county-level outlets and plans to build 1,000 county-level authorized stores within the year. The "9 Verticals 10 Horizontals" charging network covers 213 cities across the country, with over 27,000 self-operated charging piles, achieving a guarantee of "a station within a 1km straight line in core urban areas."

At the level of overseas layout, GAC is promoting the "OneGAC 2.0" strategy, pushing overseas business from a single product export model to full value chain localization operation covering R&D, production, supply chain, and sales. Its international business has already covered 110 countries and regions in five major sectors: Asia-Pacific, Middle East, Americas, Europe, etc. It has built over 746 sales service outlets, 7 overseas production factories, and 9 overseas parts warehouses.

According to the 2030 development goals announced by GAC Group, at that time its business will enter 120 countries and regions globally, build over 2,000 overseas outlets, and achieve overseas annual sales of 1 million vehicles.

—END—

July 16, inside the GAC Trumpchi factory in Panyu, Guangzhou, a right-hand drive Trumpchi M8 PHEV slowly drove off the production line. This car had no exaggerated livery, nor the complex ceremony of a red carpet, but its appearance brought a certain weight to the air of the entire scene. This is the 30 millionth vehicle produced by GAC Group.

When GAC Group Chairman Feng Xingya handed the keys to Thai owner Tony Jaa, the moment captured in the camera was not merely a warm interaction between GAC representatives and users. In 2026, a year when industry price wars raged fiercely and competition evolved from 'fighting over prices' to 'fighting over leadership', GAC offered a different narrative through its 29-year milestone.

At a time when many shout "long-termism" while engaging in short-term games, GAC's 30 million might be the most substantial interpretation of these four characters.

30 Million Units Produced, GAC Turns the Home Field into a "Global Showcase"

This production line ceremony was not turned into a dull marathon of leadership speeches, but instead had a hard-core tech-style romance. The most intuitive feeling on site was: GAC is no longer just Guangzhou's GAC.

At the event site, GAC connected multiple global production bases simultaneously. As vehicles numbered from 29,999,995 to 29,999,999 appeared sequentially in a "cloud reveal", the GAC Honda P7, GAC Toyota bZ7, Qijing GT7, Aion N60, and Hyper S600 all took the stage. Finally, the right-hand drive Trumpchi M8 PHEV in the center of the stage made its grand finale appearance as the 30 millionth vehicle.

Choosing the right-hand drive M8 PHEV as a milestone model is itself a strong signal that GAC's ambition long ago was no longer limited to the domestic market. In the first half of this year, GAC's independent brand export volume reached 121,500 vehicles, up 132% year-on-year, almost matching last year's full-year level. Thailand's June sales surged 207% month-on-month, and the European market is also building a full-chain operational system from production to sales.

30 million users are not just the result of Chinese car owners voting with their feet, but also the recognition of the "Made in China Intelligence" by markets in 110 countries and regions worldwide.

Building cars is not a 100-meter sprint, but a never-ending marathon

Of course, marketing can tell stories, but a volume of 30 million cannot be sustained by marketing alone. In GAC's narrative, the most critical underlying logic supporting this number is quality.

At the event site, a sentence from Feng Xingya left a deep impression: "Quality is the bottom line GAC will never yield." When spoken by GAC, this sentence is indeed persuasive. In the wave of the industry pursuing "cost reduction and efficiency improvement", many car companies do subtraction where it cannot be seen to compress costs, but GAC continues to do addition in quality verification.

Before each new car launches, GAC requires at least two winters and one summer of on-site road testing; the regular steady cycle lasts up to 21 months; from Turpan's 60°C high temperature to Hailar's -40°C extreme cold, from high humidity, high salt fog to mountains and sandstorms, the "Five Highs, One Mountain, One Dust" full environment assessment covers all extreme scenarios users might encounter.

This "hard work" is also reflected in data: The Magazine Battery has been installed in a cumulative 1.5 million vehicles, with safe driving mileage exceeding 160 billion kilometers; the Star Spirit Safety Protection System has served nearly 2 million users, cumulatively preventing potential accidents 6.28 million times. By the end of 2025, GAC also took the lead in the industry to launch the independent brand "Three Responsibilities" policy, actively guaranteeing the Three-Electric systems, battery degradation, and intelligent parking accidents.

Behind these data lies a simple truth: Quality is not spoken, it is verified.

Turning "User-Centric" from a Slogan into a Closed Loop

At present, "user-centric" has almost become the standard slogan for every car company, but few can truly turn user feedback into a closed loop for product improvement.

GAC's approach includes some details worth noting. The "All Microphones On" activity allows R&D heads to face users directly, converting real car usage pain points into product optimization priorities; the establishment of an exclusive user insight department guarantees user requests are "responded to in every case" through organizational mechanisms.

Hard investment in the service system is also progressing synchronously: By the end of June, 600 county-level outlets have been certified, planned to increase to 1,000 within the year; self-operated charging piles exceed 27,000, core urban areas achieve "a station within 1 kilometer in a straight line"; Online "Super Butler" promises 5-second response, 2-hour problem solving.

These actions cannot be called disruptive innovations, but they point to a more pragmatic logic: Users do not need flashy concepts, but rather someone to repair broken cars, no long queues for charging, and someone to manage problems.

Panyu Action One Year, Reform Is Not a Banquet

Last November, GAC launched the "Panyu Action", moving the headquarters to Panyu, and starting independent brand integrated operations. At that time, there was waiting and also questioning outside. The organizational reform of traditional car companies has always been known to be easy to say but difficult to do.

After more than a year of promotion, results are being released. In the first half of the year, GAC Group cumulative sales were 773,100 vehicles, up 2.35% year-on-year; independent brand cumulative sales were 346,000 vehicles, up 35.69% year-on-year. More importantly, the proportion of energy-saving and new energy vehicles has reached 62.82%. GAC's electrification transformation is no longer a slogan, but solid sales data.

From starting amidst controversy in 1997, to the birth of Trumpchi in 2010 realizing the independent dream, to now Qijing GT7 carrying Huawei Qiankun Intelligent Driving ADS 5 to rush the high-end market, GAC has experienced four leapfrog developments. The trajectory of these 29 years illustrates a truth: In the automotive industry, there are no shortcuts. All "speed" is backed by "slow" accumulation.

30 Million Is a Milestone, Not a Finish Line

Speaking of this gratitude event itself, from July 16 to August 31, GAC's six major brands launched multiple favors around new purchase, trade-in, and additional purchase, covering fuel, hybrid, pure electric, and extended-range power types. This is a return on the support of 30 million users, and also an active layout for the additional and replacement purchase market in the era of stock competition.

But looking from a longer cycle, the significance of 30 million is not just this. In the transformation period of the Chinese automotive industry from large to strong, GAC's path provides a reference: Not harvesting the market through short-term price wars, but accumulating reputation through quality; Not relying on a single technical route, but planning new energy power across the board; Not only staring at domestic share, but actively going overseas to participate in global competition.

This might not be the most clever approach, but it might be the way to go further. 30 million users are not the end of GAC's story, but the starting point of the next 29 years. For GAC, which is currently leaping from "Manufacturing" to "Intelligent Manufacturing", from "Local" to "Global", and from "Car Enterprise" to "Technology Ecosystem Enterprise", the real test has just begun.

In the Malaysian SUV market, many buyers compare the Perodua Aruz and Proton X90 when choosing a car.

Price and Versions

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

The Proton X90 OTR price in Malaysia is RM 106,800 - 122,800, with a total of 4 versions, including 2026 1.5T Prime X (RM 122,800), 2026 1.5T Prime (RM 116,800), 2026 1.5T Lite (RM 106,800), etc.

From a price perspective, the Perodua Aruz starting price is indeed RM 33,900 cheaper than the Proton X90. If your budget is limited, the Perodua entry-level version can already meet daily needs. But also note, the few thousand cheaper might involve compromises on features, depending on your specific needs.

Safety Features

The Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include .

The Proton X90 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).

Both cars have the same safety rating, safety features are quite comprehensive in this class. New car safety nowadays is not poor, no need to worry too much about this point.

Configurations and Technology

The Perodua Aruz uses FWD drive mode.

The Proton X90 uses FWD drive mode.

Both cars have the same drive mode, both are FWD, daily driving experience will not differ much.

Suitable For Whom

Both Perodua Aruz and Proton X90 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 better reputation; if you care more about value and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both, personal experience is the most important.

Summary

Overall, Perodua Aruz and Proton X90 are both very good car models in the Malaysian market. Choosing which one depends mainly on your personal needs and budget. We suggest doing your homework, compare quotes from several dealerships, then test drive to make the final decision. Buying a car is a big matter, spending time doing homework is never wrong.

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Ativa 同 Proton X50 作比較。這兩款車喺價位同定位上都幾相近，今日就從多個方面作一個詳細嘅比較，幫你節省做功課嘅時間。

價錢同版本

Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，總共有 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。

Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，總共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300）等等。

從價錢睇，Perodua Ativa 嘅起步價確實比 Proton X50 平咗 RM 27,300。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千塊，可能喺配備上有取捨，具體要睇你嘅需要。

安全配備

Perodua 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。

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)。

兩款車嘅安全評級一樣，喺呢個級數入面，安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。

配置同科技

Perodua Ativa 採用 FWD 驅動方式。

Proton X50 採用 4WD 驅動方式。

Perodua 嘅 FWD 同 Proton 嘅 4WD 喺操控上會有唔同嘅感覺，建議試駕比較。

適合邊種人

Perodua Ativa 同 Proton X50 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更介意性價比同配備，就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親自體驗先係最重要。

總結

總體嚟講，Perodua Ativa 同 Proton X50 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需求同預算。建議大家做足功課，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。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 馬自達 CX-60 同 福特 Everest 嚟做比較。这两款车喺价位同定位上都幾近，今日我哋就從多個方面做一個詳細嘅比較，幫你省做功課嘅時間。

價錢同版本

馬自達 CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，一共有 2 個版本，包括 2026 3.3T 四輪驅動 High Plus（RM 252,873）、2025 2.5L 前輪驅動 High（RM 200,510） 等。

福特 Everest 喺馬來西亞嘅 OTR 售價係 RM 266,338 - 430,838，一共有 6 個版本，包括 2026 3.0T 四輪驅動鉑金（RM 430,838）、2026 2.0T 四輪驅動鉑金（RM 348,838）、2026 2.0T 四輪驅動運動（RM 316,838） 等。

由價錢睇，馬自達 CX-60 嘅起價確實比 福特 Everest 平咗 RM 65,828。如果你預算有限，馬自達嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上有取舍，具體要看你嘅需要。

動力同油耗

馬自達 CX-60 搭載 2.0L 4 缸，馬力 170 hp。官方油耗 8.0 L/100km。

福特 Everest 搭載 2.5L 柴油，馬力 187 hp。官方油耗 8.5 L/100km。

動力方面，福特 Everest 嘅 2.5L 柴油比 馬自達 CX-60 嘅 2.0L 4 缸多咗 17 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。

空間同舒適度

馬自達 CX-60 車身長 4500 mm，後車廂 450 公升。

福特 Everest 車身長 4400 mm，後車廂 400 公升。

空間方面，馬自達 CX-60 嘅車身比 福特 Everest 長咗 100 mm，車內乘車空間會稍微寬鬆啲，尤其是後座腳位空間。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。

配備同科技

馬自達 CX-60 採用前輪驅動方式。

福特 Everest 採用前輪驅動方式。

兩款車嘅驅動方式一樣，都係前輪驅動，日常駕駛感受唔會有太大分別。

總結

總括嚟講，馬自達 CX-60 同 福特 Everest 都係馬來西亞市場好唔錯嘅車款。揀邊一輛，關鍵都係要看你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 現代聖達菲 同 富豪 XC90 PHEV 嚟做比較。呢兩款車喺價位同定位上都好接近，今日我哋就從多個方面做一個詳細嘅比較，幫你慳返做功課嘅時間。

價錢同版本

現代聖達菲喺馬來西亞嘅 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 Seats（RM 270,000）、2025 HEV 1.6T AT 2WD Prestige 7 Seats（RM 245,000）、2025 HEV 1.6T AT 2WD Prime 7 Seats（RM 225,000） 等。

富豪 XC90 PHEV 喺馬來西亞嘅 OTR 售價係 RM 434,888 - 434,888，一共有 2 個版本，包括 2025 2.0T 77km Ultra（RM 434,888）、What safety features does the Volvo XC90 PHEV have?（RM 362,888） 等。

由價錢睇，現代聖達菲嘅起步價確實比 富豪 XC90 PHEV 便宜咗 RM 209,888。如果你預算有限，現代嘅入門版已經可以滿足日常需求。但亦要留意，便宜嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需求。

動力同油耗

現代聖達菲搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。

富豪 XC90 PHEV 搭載 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。

動力方面，富豪 XC90 PHEV 嘅 Hybrid 比 現代聖達菲 嘅 2.0L 4-cyl 多咗 0 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。

安全配備

現代聖達菲嘅安全評級係 TBD，主動安全系統包括 Basic。

富豪 XC90 PHEV 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。

安全配備方面，兩款車都拿到咗唔錯嘅評級。不過 現代聖達菲 嘅 Basic 同 富豪 XC90 PHEV 嘅 Premium ADAS 喺功能上有少少差異，如果你比較睇重主動安全嘅話，可以仔細對比下兩者嘅功能列表。

空間同舒適度

現代聖達菲車身長 4400 mm，行李箱 400 L。

富豪 XC90 PHEV 車身長 4400 mm，行李箱 400 L。

兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。

保養同維修

現代聖達菲保修 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。

富豪 XC90 PHEV 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。

總結

總括嚟講，現代聖達菲 同 富豪 XC90 PHEV 都係馬來西亞市場幾唔錯嘅車型。邊邊揀邊，關鍵仲要睇你嘅個人需求同預算。建議大家做好功課，多比較間車行嘅報價，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。

上半年中国车市最不缺的，就是新车和喧嚣。

几乎每周都有发布会，每个月都有新技术，每家车企都在讲爆款、破圈、重构市场。但喧嚣背后，行业真正关心的问题也越来越现实：销量还能不能带来利润？新车能不能沉淀品牌？出海能不能成为长期增长点？

吉利这份半年成绩单，无疑正好为全行业提供了一个观察样本。

最新数据显示，吉利汽车6月销量240799辆，连续4个月实现同环比双增长；上半年累计销量1422958辆，创同期新高。更关键的是，6月新能源销量占比达到67%，海外出口也首次单月突破10万辆。

如果把这组数据放进今年车市的大背景里看，它真正指向的，是“一个吉利”正在形成一种高质量增长的新范式：高端化打开利润新空间，全球化打造第二增长曲线，体系化则开启中国车企向上新天花板。

而这“三化”正在上演“化学反应”，让“一个吉利”势能持续爆发。

（1）高端化再攀高：极氪单车均价突破35万，吉利打开利润增长新空间

在价格战打到深处时，汽车行业最怕的已经不是短期销量波动，而是销量越大，利润越薄，甚至亏本赚吆喝的“零和博弈”。

但在2026半年车企品牌销量中，作为吉利高端化主角的极氪，其表现却尤其抢眼，更让吉利的增长拥有更高的利润支撑。

数据显示，6月极氪交付35169辆，同比增长111%；上半年累计交付178370辆，同比增长97%；品牌全球累计交付量突破82万辆。更关键的是，极氪不是靠低价换规模，而是在高端新能源市场持续向上。

极氪9系旗舰累计交付近15万辆，极氪7X累计交付近17万辆，猎装家族累计交付超38万辆，这些数字背后，是中国品牌在高端新能源市场从“向上试探”走向“稳定收获”。

尤为值得一提的是，极氪9X平均成交价超过53万元，在50万级豪华新能源市场打出了清晰标签；焕新极氪009上市两个月蝉联40万以上纯电MPV销冠，7X也在豪华纯电SUV市场持续形成声量。

这些都在全面推高吉利汽车的盈利能力，让吉利形成一种更有韧性的增长组合。

在功夫汽车看来，对于一家年销已超百万辆规模的车企而言，这种成交均价的结构性变化，远比单纯刷新销量数字更重要。毕竟，真正能支撑企业长期向上的，还是高价值产品带来的品牌溢价、利润弹性和抗周期能力。

（2）全球化提速：首度月度出口突破10万+，吉利打造第二增长曲线

对于中国车企而言，如果说高端化解决的是增长厚度，那么全球化解决的就是增长纵深。

今年上半年，中国品牌出海势头之猛，不仅让人看到了中国汽车工业的外溢能力，也让人看到了中国车企在全球市场打开增长空间的可能。

而吉利这次半年成绩单里，海外市场的增长无疑是最亮眼的一条增长曲线。

数据显示，吉利6月海外出口销量达到102874辆，同比大增157%，环比增长21%，连续6个月实现同环比双增；上半年海外出口销量474228辆，同比增长158%，已经超过2025年全年出口销量。其中，上半年新能源产品出口277189辆，同比激增585%，新能源占比达到59%。

要知道，海外单月破10万辆，这不是一个简单的出口数字。

这意味着，海外市场已经从吉利的增量补充，变成了更具战略意义的增长支柱。尤其是新能源产品出口占比快速提升，说明吉利出海并不是把国内成熟车型简单搬出去，而是在用新能源、高端化和本地化能力，重塑海外竞争力。

更重要的是，吉利的全球化打法并不是“单兵突进”。

依托沃尔沃、宝腾、雷诺韩国、雷诺巴西等全球资源，吉利通过轻资产、本地化、产业共生的方式，把海外市场变成一张可以持续扩展的网络。

面对关税、法规、产能、渠道、服务等复杂问题，这种模式远比单纯整车出口更有韧性，更具成长性。

更令业界为之侧目的是，当极氪9X计划三季度登陆中东，极氪009光辉四季度进入中国香港。高端车型的加速出海，也将令到吉利的全球化叙事，从“出口增长”进阶为“高价值产品出海”。

功夫汽车认为，吉利上半年跑出来的这条强劲增长的海外曲线，恰恰让其在内卷的国内市场之外，探寻到一片更广阔的战场，更多了一中穿越周期的能力。

（3）体系化托底：“一个吉利”开始跑成经营合力，开启中国车企向上天花板

回望这半年吉利的走势，我们不难发现，高端化和全球化能够同时跑出来，背后靠的显然是“一个吉利”凝聚下的体系化能力。

从今年上半年的表现看来，吉利银河仍然以累计519793辆销量的成绩稳守吉利在主流新能源阵营的规模，而中国星则以580580辆的上半年销量，继续守住吉利在燃油、混动和主流家用市场的基本盘；领克上半年销量144215辆，在新能源化和全球化之间继续完成角色转换；极氪则以上半年178370辆的交付成绩，承担起吉利冲击高端新能源市场的关键任务。

在这些数字背后，我们不仅能愈发看清“一个吉利”经营逻辑，也更能深刻理解这种多线协同的作战能力，更能体现吉利的抗周期能力。

更关键的是，这种体系化并不只是品牌分工，更包括技术、供应链、渠道和组织资源的重新整合与创新。

譬如，银河能够在主流新能源市场快速起量，背后是吉利在架构、电混、电池、安全和智能化上的长期积累；极氪能够向上突破，也离不开集团在高端制造、三电体系和全球资源上的支撑；海外市场快速放量，则与吉利多年布局沃尔沃、宝腾、雷诺等产业生态密不可分。

值得期待的是，下半年，“一个吉利”还将迎来新的利好。就在重庆车展期间，李书福强调要最强最大吉利汽车（0175.HK）。他透露，将关停并转吉利汽车集团有限公司相关冗余主体，集中优势资源做强吉利汽车控股有限公司这一0175.HK核心上市平台。

这意味着，“一个吉利”的整合正在从品牌和业务层面，进一步走向组织关系和资源配置层面。

除此之外，今年下半年，0175的价值兑现仍有不少看点。像除了高价值车型持续出海，极氪8X千里浩瀚G-ASD H9版型即将开启交付，银河战舰700和银河TT也在持续推进。产品周期、出海周期和组织整合周期叠加，都会继续放大吉利体系化能力的想象空间。

可以预见的是，当“一个吉利”开始跑成经营合力，中国车企向上的天花板，也就被进一步抬高了。在汽车股被普遍看空的当下，0175的前景却能被高看一线。

（4）功夫拍案

爆款可以赢一阵，体系才能赢未来。车市越乱，越见体系成色。

吉利这份半年成绩单，表面上142万辆，持续增长稳步前行；往深处看，则是高质量增长三条曲线同时跑出，构成一种全新的高质量增长范式。

功夫汽车认为，吉利这半年，高端化解决利润厚度，全球化解决增长纵深，体系化解决效率和耐力。“三化”同时发生，让“一个吉利”在2026上半年上演“化学反应”，并为2026年下半年全球发力全面赋能。

車型概覽

長安逸達 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講香港停車場同窄路使用，幫你用買家角度篩走唔適合嘅選擇。

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

長安逸達 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 2023 1.5T 雙離合版（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 長安逸達 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。

渦輪增壓、4 個 汽缸、1494 mL 排量 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。 170 Ps / 125 kW、260 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 4770 mm、車闊 1840 mm、車高 1450 mm、軸距 2765 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 濕式雙離合(DCT)、前置前駆 會影響起步順滑度、濕地穩定感同長途巡航性格。

優缺點分析

長安逸達 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：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、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 長安逸達 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「長安逸達適合上班族代步嗎？」簡單講，長安逸達價錢親民、油耗低、好泊車，最適合香港上班族。 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 長安逸達 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、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 長安逸達 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

坦克700 Hi4-T 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。 呢篇會集中講高速巡航、併線同超車信心，幫你用買家角度篩走唔適合嘅選擇。

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

坦克700 Hi4-T 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 2024 3.0T 85km 四驅版（價格待確認）、2024 3.0T 90km 四驅版（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 坦克700 Hi4-T 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。

37.1 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 360 Ps / 265 kW / 120 kW、560/400 N·m 嘅輸出，令高速併線同短距離超車更有信心。 車長 5110/5090 mm、車闊 2122/2061 mm、車高 1986/1952 mm、軸距 3000 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

坦克700 Hi4-T 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：電池同續航資訊有助安排通勤同補電、動力輸出對高速同上斜更有底氣、空間同車身尺寸方便家庭買家預判實用性。

要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。

買家常見問題

買 坦克700 Hi4-T 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「坦克 700 Hi4-T 於香港的落地價大約係幾多？」簡單講，坦克 700 Hi4-T 於香港的落地價大約介乎 720,000–820,000 港元，視乎配置而定。 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 坦克700 Hi4-T 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、再睇動力係咪足夠應付高速併線同滿載、再比較能源成本同補能便利、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 坦克700 Hi4-T 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。

車型概覽

奧迪TT RS 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。 呢篇會集中講版本取捨，幫你用買家角度篩走唔適合嘅選擇。

完稅價 HK$ 998,900 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

奧迪TT RS 嘅購車預算可以先由 完稅價 HK$ 998,900 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 2023 quattro Final Edition（HK$ 998,900） 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 奧迪TT RS 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。

奧迪TT RS 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

奧迪TT RS 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。

要留意嘅係，最終取捨會落喺版本配置、保險同長期保養成本。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 奧迪TT RS 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「奧迪 Audi TT RS 係用咩引擎？」簡單講，奧迪 Audi TT RS 搭載經典嘅 2.5 公升直列五缸渦輪增壓引擎。 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 奧迪TT RS 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 完稅價 HK$ 998,900 鎖定預算圈。

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 奧迪TT RS 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

北京汽車BJ90 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。

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

北京汽車BJ90 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 2023 3.0T 自動版（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 北京汽車BJ90 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、6 個 汽缸、2996 mL 排量 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。 333 Ps / 245 kW、480 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 5171 mm、車闊 1995 mm、車高 1902 mm、軸距 3100 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

北京汽車BJ90 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：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、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 北京汽車BJ90 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「北京 BJ90 適合高端商務嗎？」簡單講，北京 BJ90 旗艦級豪華、空間超大、行車靜謐，頂級商務接待首選。 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 北京汽車BJ90 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、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 北京汽車BJ90 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。

In Autumn 1958, SAIC's automotive history began in a "lane-side workshop".

Without large machine tools or manufacturing bases, the first generation of car builders relied solely on disassembling overseas sample vehicles. With just hammers in hand, they hammered out car bodies and sheet metal. Prior to "National Day" that year, Shanghai's first "Phoenix" sedan officially rolled off the line and went to Beijing for the parade. This car, forged in the most primitive handmade style, completed SAIC's leap from 0 to 1.

Everything at SAIC Group started with this "Phoenix" sedan.

But what truly moved me was not those old business stories of "golden phoenixes hatching from grass nests", nor the countless industry records created in the past; but rather why, 71 years later today, facing unprecedented technological changes, SAIC can still lead the way into the "100-million club" and demonstrate strong vitality and calling power in the game of static market stock.

In China's and even global business history, manufacturing enterprises that can span decades and reach a 100-million volume level are rare. Previously, only Toyota, Volkswagen, General Motors, Ford, Honda, Nissan, and Hyundai had crossed this threshold.

SAIC is the eighth and also the first Chinese brand. Under the wheels of the times, countless once-glorious companies fell like meteors. SAIC Group with 71 years of automotive foundations is absolutely a corporate sample worth deep study.

How did one enterprise "fight" for 71 years?

Today's business world is obsessed with "speed". Brands are keen on creating concepts, grabbing windfalls, and betting on short-term hit products. Under the drive of capital discount rates, countless enterprises are struggling to run in the shroud of algorithms.

But in the eyes of SAIC Group that has traversed long cycles, the business world has another set of heavier logic: not looking at windfalls, but only at the era's "topic/questions".

SAIC's ability to cross a 71-year long cycle lies in the fact that it has always been in sync with the pulse of the times. It never acts as a speculator of windfalls, but rather as the writer of every era's topic. When we trace back each breakout by SAIC at key nodes, we can understand why it became the first automotive group in China to cross the "100-million" threshold—those openings written in history are essentially the most accurate responses of SAIC to the anxieties of that time.

Starting from a lane-side workshop in the 1950s, to taking the road of reform and opening up first in the 1980s, after 6 years of difficult negotiations to establish China's first passenger car joint venture SAIC Volkswagen, to creating the "Shanghai Speed" of 23 months from factory construction to vehicle delivery in the 1990s via SAIC GM deepening joint venture cooperation, to strongly attacking the independent brand in the early 2000s, to actively implementing national instructions in the last decade and leading the comprehensive transformation to new energy... In nearly a century, SAIC experienced the transformation of the planned economy, the baptism of the market economy, the impact of the globalization wave, and the ruthless involution in the deep blue waters of intelligence and electricity today. Every technological iteration and industry reshuffle was a "life-or-death" moment, but SAIC stood steadily on the wave of the times every time.

SAIC inherited in the wave of the times is anchored on the "understand cars better understand you" causal chain with low variables and high reuse. Because no matter how drastic the external environment changes, human desire for beautiful mobility, certainty pursuit of high quality and safety, will not change due to dynastic changes or technological revolutions. People in the past needed a reliable fuel car to shelter from wind and rain, people today also need a smart cockpit with communication understanding and high safety.

When such precise response to user needs is repeatedly verified, classics are formed.

In 1983, the first Shanghai Santana sedan was successfully assembled, not only allowing Chinese families to use world-class quality cars, but also driving the domestication enlightenment of the entire Chinese auto parts system; In 2016, SAIC and Alibaba cross-boundary cooperation launched the world's first mass-produced Internet car Roewe RX5, letting cars evolve from cold mechanical tools to intelligent terminals with temperature; Until today, whether it is the Roewe i6 with 60,000 yuan level standard Qualcomm 8155 chip and Doubao Large Model, or the Shangjie Z7 with whole series standard Huawei Qiankun Smart Driving ADS 4.1 and 896-line LiDAR, or the Huajing S bringing high-level smart driving into the 150,000 yuan level family market, SAIC is always responding to consumer expectations with practical actions of "equity-driven advancement".

For every car delivered, there is one more point of trust. When this utility is verified 100 million times, trust becomes the most solid competitive barrier.

We can see the closed loop of this causal chain in countless users' real lives.

At the SAIC Volkswagen Anting base, the 99,999,999th new car delivered—Volkswagen ID.ERA9X—its owner is former German men's football national team player Yang Chen. As the first Chinese player to land in the Bundesliga, Yang Chen's life has always carried a resilience of "dare to move forward, also need to be steady". He witnessed instantaneous changes on the field, firmly believing that true strength is never a flash in the pan, but long-term trust and solidity. His choice of the flagship SUV of SAIC Volkswagen's new new energy sequence is exactly this long-termism life background and German exquisite car-making craftsmanship deep resonance.

Similarly spanning time and space is also Natalia, an intern doctor in London, UK. That classic MGB sports car of her grandfather was her childhood's most shining memory, this emotional bond prompted her to become the owner of MG4EV Urban. Two generations, two cars, one brand, this is the perfect fusion of classic inheritance and contemporary lifestyle.

Whether in the East or West, time has verified quality, quality precipitated trust.

Opposing "Organizational Entropy Increase", Reshaping Industrial Base with System "Negative Entropy Flow"

Grand delivery numbers are just the result on the water surface, what truly supports the 100-million building underneath is the extremely rigorous industrial moat of the enterprise for decades.

In physics, there is a hopeless "Law of Entropy Increase": Any closed system will spontaneously move from order to disorder, eventually returning to chaos.

The automotive industry is exactly a huge quagmire easy to fall into "Entropy Increase"—when tens of thousands of parts, millions of industrial workers, and long time lines intertwine, human nature's fatigue, compromise, and "good enough" farming thinking, will let the huge production line go out of control like a virus.

All multinational auto companies in the world, always doing one thing is maintaining the high order of the system and product consistency.

In 1987, when SAIC was fully attacking Santana domestication, the supporting parts enterprises were still full of crude workshop habits. SAIC did not first preach grand quality strategies, but unexpectedly launched a "hygiene reform" across the entire group—forcingly installing toilet paper rolls and dryers in restrooms.

In the "Broken Windows Theory" of criminology, an unpatched broken window will condone more destruction. SAIC sharply noticed that employees using newspaper to defecate causing pipelines to clog repeatedly, was the most dangerous "broken window" in the large industrial system. If the enterprise condones this most basic disorderly behavior, then on the micron-level precision assembly line, compromise on errors will inevitably breed.

This detail "Toilet Reform" was the first "Negative Entropy Flow" injected by SAIC into old farming habits, it reshaped the behavior bottom line of modern industrial workers in an almost fanatical way.

And when facing the temptation of huge commercial interests, SAIC showed the extreme "Instrumental Rationality" advocated by Max Weber—to pursue absolute standards, dare to cut off all emotional ties and sunk costs.

In 1998, as the main force of SAIC core parts autonomous upward, Yanfeng Company, to attack Buick supporting project, specifically invested 600 million to build new factories. When the first batch of completed bumpers were sent to quality inspection, it actually reached the conventional international standard of no more than ten dust fall points per square centimeter.

However, when the joint venture foreign party proposed the harsh requirement of "fall points cannot exceed five", under the heavy pressure of huge sunk cost and delivery cycle, human nature's instinct is usually to find excuses for compromise. But the General Manager of Yanfeng Company at that time, in front of everyone's eyes, brought out a saw, and cut the huge cost bumper into two halves on the spot. "Things customers don't want, must be sawed off!"

This saw, not only sawed off unqualified products, but also Chinese local manufacturing's accumulated "human society" and "get by" path dependence over the past few decades.

This violent demonstration of destroying high-value assets to defend absolute standards, instantly cleared the system internal gambling mentality, letting "craftsmanship spirit" instrumental rationality completely overcame human nature's weaknesses.

This gene of iron-fisted opposition to entropy increase, has been strictly continued to today's smart electric track.

SAIC self-developed "Zero Combustion Magic Cube Battery", its core key technology is why able to win the Second Prize of State Science and Technology Progress Award, is exactly built on redundancy safety rules 6 times higher than national standard limit tests.

When modern capital is obsessed with short-sighted high turnover, SAIC uses defenses built for decades to stubbornly guard this seemingly "clumsy" principle.

100 million car deliveries, far from accidental time compound interest, is this giant enterprise success over 70+ years, successfully fought off 100 million times system entropy increase necessary result.

This system resilience opposing entropy increase, also reflects in SAIC current market performance. Just passed May, SAIC Group whole vehicle sales 349,000 vehicles, Jan-May cumulative 1.651 million vehicles, continuing to lead Chinese auto industry. Independent brand proportion first time broke 70%, new energy vehicles surged 46.5%, overseas market surged 45.9%. 100-million historical marker and current sales leading, jointly verify SAIC full-link competitiveness from system to market.

Seeing All Beings, Eco-Winning Era Foresight

In the movie "The Grandmaster" there is a very transparent line, martial artists have three realms: "See Self, See Heaven and Earth, See All Beings".

Today SAIC stands at the era gateway of 100 years unprecedented great changes in automotive industry. It cannot only be self-satisfied in the long river of history and glorious merit roll, it must stand up to "See All Beings". Its opponents are no longer any specific peers, but technology leap gaps, and those static self-sealing, closed-doors-to-build-cars island effects.

This is the most ruthless elimination era, also the best co-creation era.

At the Delivery Ceremony on May 28, 2026, appeared an extremely deep meaning, can even be recorded in Chinese auto history scene: SAIC handed that representing group 70 years car-making foundation and forefront technology collection complete the world 100 millionth car—IM LS9 Hyper, solemnly handed to deep strategic partner Momenta CEO Cao Xudong.

Partner become owner, is SAIC "See All Beings" most vivid, most earth-shaking footnote.

Cao Xudong stated on site, Momenta L3 Level autonomous driving ability will launch on SAIC first, he not only will personally drive this car, more plans in development process first use it to verify test.

To thoroughly break technical walls, SAIC resolutely gave up traditional host plant attempt to take full responsibility "soul obsession", firmly chose "open to the world, beauty shared together" open ecosystem.

With Huawei Qiankun comprehensive deepening strategic coordination, not only launched new brand "Shangjie", but also let Huajing series become 150,000 yuan level full series standard Huawei Smart Driving breakthrougher; With Audi signed cooperation agreement, based on next generation intelligent digital platform jointly develop 4 AUDI new high-end intelligent electric new cars, opened Chinese technology reverse empowering foreign brand "Joint Venture 2.0" era; With Momenta deep co-create smart driving large model, and let this set industry first tier scheme horizontal empower to IM, Volkswagen, Audi, Buick, Cadillac multiple brand matrix.

And joint venture new energy also welcomed strong return. May SAIC GM new energy vehicles sales 13,000 vehicles, year-on-year surge 75%, Zhijing E7 launch first month delivery broke 10,000. May SAIC Volkswagen new energy vehicles sales nearly 10,000 vehicles, year-on-year growth 34.3%; New launched ID.ERA 9X cumulative delivery exceeded 7,000 vehicles; At end of May Greater Bay Area Auto Show, equipped with new generation "Golden Super Mix" technology Tiguan L ePro, Passat ePro, and Audi Smart Performance Flagship SUV AUDI E7X sequentially launched.

SAIC knows, true "Understand You", needs gather global top wisdom, no technical walls, no do ecological island.

Not only in domestic, in vast overseas market, SAIC also in practicing "See All Beings" grand narrative.

2025 released "Glocal (Global + Local) 3.0 Strategy", marks SAIC from single product export thoroughly to systematic globalization leap. In Europe, MG use Frankfurt European Engineering Center for deep localization customization R&D; In Southeast Asia, SAIC Maxus let Deliver 5 pure electric logistics vehicle batch delivery to DHL Senior VP, help this global logistics giant Singapore realize green upgrade; In commercial vehicle going abroad strategy, SAIC not only set sales growth over 50% grand target, but also overseas dealer historical positioning upgraded to "co-existing win-win wealth creation partner", and in Europe heavy asset weave global parts warehousing network. SAIC globalization, no longer simply selling cars, but with global industry chain and ecosystem deep integration.

"See All Beings" background color, more lies in to each ordinary individual warm protection.

At Delivery Ceremony, the 100 million 100th owner identity especially attracted attention—he is public welfare life class self-media "Western Heroes" blogger Liu Jia. This ordinary barber, 5 consecutive years rain or shine driving deep into Guangxi mountains, only to give left-behind children haircut, send company. When his old car broke down on mountain road, Buick first time reached out help, and invited him experience having South German TÜV Eye Protection Smart Roof Light and Zero Formaldehyde Certified Buick Zhijing E7 "Full Marks Cockpit". SAIC give this "100%" respect to Micro-light Guardian, let this 100th car became to "Guard" value most warm echo.

Same story also happened in Shaanxi Lantian 85 born village secretary Pang Fuqiang. To give 74 left-behind elderly meal delivery, he everyday persist running 8-9 kilometers, SAIC-GM-Wuling through "Striver Special Plan" for him delivered a Rongguang Electric Version Micro Van, with practical action salute grassroots strivers.

Enterprises that can cross cycles, are all stick to original intention, and actively embrace ecosystem, care society enterprises. When an enterprise can extract the essence of breakthrough and quality in history sorting, and let go of the greed of technological exclusivity in the torrent of the times, spreading the dividends of technology to the broadest audience, this is the enterprise's most substantial strength.

In 1958, a broken old hammer, hammered out the historical legend of major power auto industry in an alley workshop. In 2026, a relay delivery spanning Asia-Europe continent, connecting Shanghai, London, Jakarta, Singapore, witnessed 100 million trusts magnificent convergence.

Time will ruthlessly eliminate all capital bubbles and technology gimmicks that cannot withstand testing, then cast what remains into an unshakable base.

An enterprise able to complete 100-million vehicle era feat, rely on not only production line crazy stacking, rely on a industrial civilization resilience—that dare to publicly saw off unqualified bumper extreme reverence, that no set technical walls, with whole industry open co-creation broad mind, that from alley workshop all along struggle, finally 21 times entered Fortune Global 500 self-evolution.

TCM often says "Righteousness exists within, evil cannot invade", enterprise development is also so. Those enterprises that fell down in the time torrent, often not by external opponents defeated, but by internal urgent benefit "evil fire" swallowed.

100 million vehicles never was SAIC high song rapid progress end point, but from "scale leading" toward "ecological leading" new starting line. When system "Righteousness exists within", time no longer be step-by-step pressing enemy, but most loyal "Partner".

We have absolute reasons to believe, in smart electric new era magnificent second half, this "100-million vehicle auto maker" still possess generations passed down, endlessly magnificent reserve power.

BYD officially released the May 2026 production and sales flash report, with new energy vehicles from all brands reaching a monthly sales volume of 383,453 vehicles, a slight increase of 0.26% year-on-year, achieving year-on-year positive growth in monthly sales after ten months; among them, passenger car deliveries reached 376,990 units, surging 19.4% month-on-month, wiping out the pain of previous model iterations, presenting a new pattern where the domestic base is stable, overseas sales are soaring, and high-end brands are scaling up across the board. Amidst the market environment of intensified competition in the domestic new energy sector, Tesla FSD entering China, and an intense launch of independent new products, it has forged a unique structural growth path.

The Dynasty and Ocean main brands combined sold 330,215 vehicles in May, accounting for over 80% of the group's total sales, remaining the stabilizer for BYD's sales volume. The full series had 8 models exceeding 20,000 units in monthly sales, covering products from 50,000 entry-level commuter to 200,000 home SUV.

Inside the Dynasty Network, the Yuan family sold 56,691 units, and the Song family 51,370 units. Both crossed the 50,000 threshold, becoming two major sales pillars for the brand, catering to home commuter and urban-rural travel needs; the Qin family followed closely with a stable performance of 28,360 units. The Han and Tang series maintained a volume in the six-thousand range, deeply cultivating the mid-to-large home sedan and SUV niche markets; the brand new model Xia is in the market cultivation phase, delivering 1,810 units monthly, with potential for steady volume growth as channels expand.

The Ocean Network's growth momentum is even more rapid, with 5 models entering the 20,000 club across the series: Sealion 42,615 units, Seal 34,117 units, Seagull 39,919 units, Dolphin 22,260 units, and Song PLUS 27,755 units. Among them, Seagull remains the best-selling entry-level commuter model thanks to its affordable pricing of 60,000-80,000. Sealion, as a new volume model, stands firm at the 40,000 level upon launch, filling the mid-size SUV product gap in the Ocean Network and perfecting the Ocean product tier layout. From commuter small cars to compact SUVs, the two main brands rely on DM-i hybrid and pure electric dual-line technologies to牢牢锁住 the mainstream home market share within 150,000 domestically.

The high-end matrix of Denza, Fang Cheng Bao, and Yangwang sold a combined 46,489 vehicles in May, officially breaking away from the niche positioning to become a new pivot for BYD's brand premium and profit growth, breaking the industry curse of difficulty in high-end breakthrough for domestic brands.

The off-road brand Fang Cheng Bao sold 30,186 units monthly, surging 139.7% year-on-year, creating a new high in monthly sales since the brand launched. Its Titanium 7 model sold 18,280 units monthly, while Leopard 5 and Leopard 8 output remained stable, continuously squeezing the survival space for joint venture and imported models in the 250,000-400,000 hardcore off-road niche market.

Denza delivered 16,303 units in May, with the MPV benchmark D9 selling 6,721 units, and the Z9 series close to 6,000 units. MPV and mid-to-large sedan dual-line efforts helped them stand firm in the luxury new energy track; the million-level ultra-luxury brand Yangwang continued its steady climb, delivering 286 units that month, a year-on-year increase of 105.8%, completing market verification of the domestic brand ceiling product and forming a full price range product layout from 100,000+ home, 300,000-400,000 off-road, 500,000 luxury MPV to million-level flagship.

In May, BYD's overseas sales of passenger cars and pickup trucks reached 160,177 units, surging 80.7% year-on-year. Exports accounted for over 42% of the full series total sales, setting a new historical high for brand export and becoming the core driving force to stabilize May overall sales and achieve year-on-year positive growth.

Southeast Asia, Europe, and Latin America became the main incremental markets. Seagull, Song PLUS, and Yuan series continued to top new energy best-seller lists in multiple countries; the SHARK pickup truck exceeded 4,000 units in monthly exports for two consecutive months. Relying on the completion of localization production in Thailand, Brazil, Hungary, and Uzbekistan with four overseas vehicle factories, localized production continues to land, avoiding tariffs while rapidly penetrating terminal channels. Against the background of stock market competition in the domestic auto industry and normalized price wars, the rapidly expanding overseas market effectively counteracts sales volatility brought by domestic model iterations, officially upgrading from a supplementary market to BYD's core growth engine. As of now, BYD's global cumulative new energy vehicle sales have exceeded 16.5 million units, with the globalization map continuously broadening.

May marked a key node in BYD's intelligent driving landing, with the God's Eye intelligent driving system becoming a core bonus point for models: the number of vehicles with advanced intelligent driving across all brands exceeded 3.15 million, with daily road test data exceeding 200 million kilometers; that month, BYD implemented City Pilot and Smart Parking dual safety backup services, becoming the world's first auto manufacturer to achieve dual intelligent driving backups. Three days after policy implementation, the activation rate of models equipped with the God's Eye system in cities surged 50%. Intelligent driving experience upgrades directly drove in-store order conversion, solidifying product competitiveness for subsequent models to continue volume sales, and facing the intelligent driving market shock brought by FSD entering China.

From data details, BYD's cumulative sales from January to May 2026 were 1,405,039 units, down 20.32% year-on-year. The core reason is that the full series of main models were concentratedly iterated, and the capacity ramp-up of the 2nd Gen Fast Charge Blade Battery was restricted. The new Flash Charge Battery upgraded fast charging and low-temperature performance. Full series iteration models prioritized installing new batteries, but production line retrofitting dragged down capacity release. Order backlogs on popular models and delayed deliveries compressed the May delivery volume to a certain extent.

As the end of the second quarter approaches and the 2nd Gen Blade Battery capacity continues to release, coupled with new models such as Denza N8L, Fang Cheng Bao Titanium 7 Pure Electric Version, Sealion 05, and Xia L landing the market, the industry generally predicts that BYD's full brand sales in June are expected to exceed 400,000 vehicles. Relying on the four-dimension development logic of low-end volume locking share, high-end raising profit, overseas pushing volume, and intelligence improving product power, amidst the intensified new energy elimination round in the domestic market, BYD's full category layout advantage continues to amplify, securing its status as the domestic new energy leader, accelerating steadily towards global top auto manufacturers.