喺馬來西亞嘅 SUV 市場，好多買家在選車嗰陣都會拿 Perodua Ativa 同 Mitsubishi Xforce 嚟做比較。這兩款車喺價位同定位上都幾相近，今日我哋就從多個方面嚟一個詳細嘅比較，幫到你省下做功課嘅時間。

價錢同版本

Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，一共有 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。

Mitsubishi Xforce 喺馬來西亞嘅 OTR 售價係 RM 109,930 - 119,930，一共有 2 個版本，包括 2026 1.5L Ultimate（RM 119,930）、2026 1.5L Urban（RM 109,930） 等。

從價錢嚟睇，Perodua Ativa 嘅起步價確實比 Mitsubishi Xforce 平咗 RM 47,430。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需求。但都要留意，便宜嗰幾千蚊，可能喺配備上會有取舍，具體就要睇你嘅需求。

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。

Mitsubishi Xforce 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 MI-PILOT。

兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心這一點。

配置同科技

Perodua Ativa 採用 FWD 驅動方式。

Mitsubishi Xforce 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。

適合邊種人

Perodua Ativa 同 Mitsubishi Xforce 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一款；如果你更在意性價比同配備，就揸配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要。

總結

總體嚟講，Perodua Ativa 同 Mitsubishi Xforce 都係馬來西亞市場幾唔錯嘅車型。揸邊一部，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，再去試駕先做最終決定。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 Mazda CX-60 同 Chery Tiggo 9 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比較，幫你節省咗做功課嘅時間。

價錢同版本

Mazda CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，一總有 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510）等。

Chery Tiggo 9 喺馬來西亞嘅 OTR 售價係 RM 166,800 - 179,800，一總有 1 個版本，包括 2026 2.0T Standard（RM 179,750）等。

從價錢嚟睇，Chery Tiggo 9 嘅起步價比 Mazda CX-60 平咗 RM 33,710。老實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長遠使用成本。

配備同科技

Mazda CX-60 採用 FWD 驅動方式。

Chery Tiggo 9 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。

保養同維修

Mazda CX-60 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

Chery Tiggo 9 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。

適合邊種人

Mazda CX-60 同 Chery Tiggo 9 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更加重視品牌口碑同二手價，可以優先考慮口碑好嗰款；如果你更加在意性價比同配備，就揀配置更豐富嗰款。最終都建議兩款都去試駕，親身體驗先至最重要。

總結

總嘅嚟講，Mazda CX-60 同 Chery Tiggo 9 都係馬來西亞市場幾唔錯嘅車款。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，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，好多買家喺揀車嘅時候都會將奇瑞 Tiggo 9 同起亚 Sportage 做比較。呢兩款車喺價錢同定位上都比较接近，今日我哋就從多個方面做一次詳細嘅對比，幫手節省做功課嘅時間。

價錢同版本

奇瑞 Tiggo 9 喺馬來西亞嘅 OTR 售價係 RM 166,800 - 179,800，一共有 1 個版本，包括 2026 2.0T Standard（RM 179,750） 等。

起亚 Sportage 喺馬來西亞嘅 OTR 售價係 RM 129,639 - 179,320，一共有 4 個版本，包括 2025 1.6T DCT 4WD High（RM 179,320）、2025 1.6T DCT 2WD High（RM 159,320）、2025 2.0L AT 2WD High（RM 139,639） 等。

從價錢嚟睇，起亚 Sportage 嘅起步價比奇瑞 Tiggo 9 平咗 RM 37,161。講真，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。

動力同油耗

奇瑞 Tiggo 9 搭載 2.0L 4-cyl，馬力 170 匹。官方油耗 8.0 公升/100 公里。

起亚 Sportage 搭載 1.5L Turbo，馬力 140 匹。官方油耗 7.0 公升/100 公里。

動力方面，奇瑞 Tiggo 9 嘅 2.0L 4-cyl 比起亚 Sportage 嘅 1.5L Turbo 多咗 30 匹，中段加速更有信心，尤其係跑高速公路超車嘅時候。不過起亚 Sportage 嘅油耗可能更友好，日常市區通勤差別唔會太大。

安全配備

奇瑞 Tiggo 9 嘅安全評級係 TBD，主動安全系統包括 Basic。

起亚 Sportage 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Drive Wise。

安全配備方面，兩款車都拿到唔錯嘅評級。不過奇瑞 Tiggo 9 嘅 Basic 同起亚 Sportage 嘅 Drive Wise 喺功能上有些差異，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。

空間同舒適度

奇瑞 Tiggo 9 車身長 4400 mm，後尾箱 400 公升。

起亚 Sportage 車身長 4400 mm，後尾箱 400 公升。

兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全足夠。

配備同科技

奇瑞 Tiggo 9 採用 FWD 驅動方式。

起亚 Sportage 採用 FWD 驅動方式。

兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感覺唔會有太大區別。

總結

總體嚟講，奇瑞 Tiggo 9 同起亚 Sportage 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係要看你嘅個人需求同預算。建議大家做功課，多比較幾間車行嘅報價，再去試駕做最後決定。買車係件大事，花少少時間做功課絕對唔會錯。

喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿寶騰 X50 同奇瑞 Tiggo 7 PHEV 嚟比較。今日我哋由多個方面做一個詳細嘅比較，幫你節省咗做功課嘅時間。

價錢同版本

寶騰 X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300）等。

奇瑞 Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 2 個版本，包括 2025 1.5T 90km CSH（RM 129,750）、Tiggo 7 PHEV 支援邊種充電方法？可唔可以家用插座充電？（RM 117,478）等。

由價錢睇，寶騰 X50 嘅起步價確實比奇瑞 Tiggo 7 PHEV 平咗 RM 39,950。如果你預算有限，寶騰嘅入門版已經可以滿足日常需要。但都要注意，平嗰啲幾千蚊，喺配備上可能会有取舍，具體要睇你嘅需要。

空間同舒適度

寶騰 X50 車身長 4400 mm，車廂尾箱 400 L。

奇瑞 Tiggo 7 PHEV 車身長 4400 mm，車廂尾箱 400 L。

兩部車嘅尺寸幾乎一樣，車內空間差唔多。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/150,000 公里，保養間隔 每 10,000km 或 6 個月。

奇瑞 Tiggo 7 PHEV 保養 3 年/100,000 公里，保養間隔 每 10,000km 或 6 個月。

適合邊類人

寶騰 X50 同奇瑞 Tiggo 7 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更加重視品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更加在意性價比同配備，就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先至係最重要嘅。

總結

總體嚟講，寶騰 X50 同奇瑞 Tiggo 7 PHEV 都係馬來西亞市場幾不錯嘅車型。揀邊一部，關鍵就係睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。

7月2日，广汽集团发布6月产销公告。数据显示，上半年，全集团汽车销量77.31万辆，同比增长2.35%，其中节能与新能源车销量占比达62.82%。自主品牌出口量保持翻倍增速，上半年累计达12.15万辆，同比增132%，已接近去年全年水平。

今年以来，随着“番禺行动”系列改革积极效果传导至市场端，广汽集团自主品牌销量加速攀升。上半年，广汽自主品牌累计销量34.60万辆，同比增长35.69%。今年7月，广汽集团累计产销量将突破3000万辆里程碑，标志着规模化发展正式迈入新阶段。

自主与合资齐头并进

新能源、高端化成果加速兑现

今年以来，广汽集团在新能源和高端化赛道全面提速。

昊铂埃安BU积极推进改革及品牌焕新，上半年累计销量达18.16万辆，同比增长67.08%，C端用户占比超80%。面向大众市场的埃安持续推出多款热销车型，其中埃安i60月销持续破万，跻身A级双动力SUV销量前列；埃安N60自4月底上市以来，已交付超万辆。与此同时，锚定新豪华赛道的昊铂持续发力，20万级豪华运动SUV的昊铂S600已于6月12日上市。

埃安N60

昊铂S600

广汽传祺上半年销量达16.44万辆，同比增长12.36%。MPV家族累计销量突破88万辆，6月同比劲增36%。广汽传祺显著加快产品升级速度，传祺M6 MAX、向往E8 PHEV及向往M8 PHEV L已于上半年相继上市，并计划于今年第三季度推出首款硬派越野SUV传祺“越7”。渠道与服务同步升级，5月，广汽传祺与中升集团战略合作落地，首批12家全新授权经销门店在核心城市同步揭牌，预计全年将落地超30家。

传祺向往M8 PHEV L

今年6月，广汽集团向高端化突破取得重要进展，与华为乾崑联合打造全新高端品牌——启境，首款车型启境GT7于6月26日在杭州正式上市，24小时大定订单突破5200辆，市场反响热烈，新车将于7月初开启全国交付。启境GT7搭载华为六大汽车智能化解决方案，拥有最强全栈技术，将首批搭载华为乾崑智驾ADS 5。根据规划，启境还将于下半年推出新一代智能阔五座SUV启境GX7，双车矩阵战略正式落地，品牌发展全面驶入快车道。

启境GT7

合资板块中，广汽丰田上半年销量35.6万辆，同比增长3.29%，并于3月、4月、5月连续三个月居合资车企销量榜首。本土化开发车型持续发力，铂智3X上市以来累计终端销量已突破11万辆，刷新了合资新能源车型达成该纪录的速度，连续10个月领跑合资纯电市场，成为上半年合资纯电销冠；另一款本土开发车型铂智7上市3个月交付已破万。全球战略车型表现稳健，赛那与凯美瑞上半年于各自细分市场均居销量前列。此外，近期广汽丰田第1000万辆量产车下线，晋升千万级车企行列。

广汽丰田铂智3X

广汽本田6月销量环比增长55.65%，第二季度连续2个月实现双位数环比正增长。雅阁在《2025年度中国汽车保值率报告》中蝉联合资中型车保值率冠军。新皓影于5月20日焕新上市，作为本田首款搭载与华为云联合打造智能云车机的车型，精准回应家庭用户全场景出行需求。面向2027年，广汽本田将推出3款全新产品，覆盖燃油、混动及新能源三大领域，展现出强劲的体系韧性与转型活力。

借势2026年新能源汽车下乡，广汽8款车型入选活动名录，渠道加速下沉，年内计划落成1000家县域授权门店，截至6月底，已完成600家网点认定。产品向上、渠道向下，广汽正以体系实力打开增量新空间。

广汽本田皓影

上半年出口同比132%

全球五大区跨越式增长

随着体系化出海战略持续推进，海外市场已成为广汽集团爆发力最强的板块。1-6月，广汽自主品牌出口量达12.15万辆，同比大增132%。

广汽“体系化出海”加速全球布局

上半年，广汽在海外市场销量集中爆发，包括美洲、亚太、中东、非洲及欧洲在内的五大区域同步实现高增。其中，在美洲的墨西哥，埃安UT和ES分别位居B/C级纯电市场前三；在玻利维亚，传祺向往S7、埃安UT拿下年度插混、纯电车型销量冠军，广汽接连多月蝉联当地中国品牌乘用车市场销冠；在巴西和哥伦比亚，广汽6月销量环比分别大增1129%、804%，乌拉圭则同比增长254%。

在亚太区域，广汽市占率在多地刷新纪录。其中，在中国香港1-5月电动车市占率突破11%；泰国市场6月销量环比劲增207%；新加坡市场6月环比增长77%。非洲及中东市场也在稳步突围。继1-2月中东区域销量同比增长282%后，5月影速拿下黎巴嫩B级SUV销冠，埃塞俄比亚6月销量环比大增510%。

在备受关注的欧洲市场，广汽已建立从本地化生产到核心市场终端销售的全链路运营体系，上半年进入意、英、西等国，拿下6月希腊中国品牌纯电销量第二，同时埃安UT已于奥地利KD工厂投产。

具身智能、飞行汽车、Robotaxi

前沿科技版图加快商业化突破

广汽集团以前瞻布局加快培育新质生产力，上半年在低空经济、具身智能和自动驾驶三大赛道均实现商业化突破。

6月25日，广汽孵化的具身智能机器人企业慧仑科技与广汽动力BU签署战略协议，将联合打造万台人形机器人标准化产线，并率先在广汽动力BU工厂内部署机器人产品，加速具身智能在工业场景落地。同时，慧仑科技自研的第四代具身智能人形机器人GoMate Mini已具备全天候、全场景智慧物业运维能力，上半年在多个社区及产业园区实现常态化运营与小规模商业化落地，已获近千万元人民币订单，规划2027年实现规模化量产。

广汽第四代具身机器人GoMate Mini在广州地铁站内投入服务

在飞行汽车方面，高域科技广州黄埔工厂已于5月底落成，并下线首台飞行汽车GOVY AirCab。目前，该机型已获近2000架意向订单，适航取证稳步推进，预计年底完成认证交付。

广汽高域多旋翼飞行汽车GOVY AirCab

在Robotaxi领域，广汽与滴滴自动驾驶联合打造的Robotaxi R2已于今年1月正式交付，并先后获广州和北京两地智能网联汽车道路测试牌照，正稳步推进复杂场景下的L4级自动驾驶验证工作。旗下如祺出行“Robotaxi+”战略正推进自动驾驶规模化运营，运营的Robotaxi车辆超300辆，未来计划组建超万辆车队，覆盖100个核心城市。

下半年，广汽集团将推出硬派越野SUV传祺“越7”、面向年轻市场的埃安智能轿跑、新一代智能阔五座SUV启境GX7等重磅车型，产品阵容再升级，并将以更强劲的产品与体系实力，为用户创造超越期待的移动出行价值。

車型概覽

鴻蒙智行智界V9 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。 呢篇會集中講長途乘坐舒適度，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

鴻蒙智行智界V9 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 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 鴻蒙智行智界V9 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。

鴻蒙智行智界V9 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

鴻蒙智行智界V9 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，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 鴻蒙智行智界V9 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。

如果你重視長途乘坐舒適度，可以先問三件事：每日泊車會唔會麻煩、家人坐得舒唔舒服、長期開支係咪喺預算內。

同級對比內容

將 鴻蒙智行智界V9 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 鴻蒙智行智界V9 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。

邊個話 2026 年世界盃，冇「中國國家隊」？

一支汽車圈嘅央企新銳，中國面孔正喺登場。

2026 年美加墨世界盃嘅戰鼓尚未擂響，全球綠茵熱潮已然湧動。就喺呢個關鍵節點，中國汽車工業嘅「國家隊」——長安汽車，同歐洲足壇勁旅葡萄牙國家足球隊喺里斯本正式牽手。

5 月 22 日，雙方以"Stay in the game（一直喺場）”為主題簽署全球戰略合作協議，標誌住中國車企首次成為歐洲頂級足球國家隊嘅官方合作夥伴。

呢場跨越國界嘅「巔峰相見」，既係長安汽車全球化戰略嘅里程碑，亦係中國汽車品牌喺世界盃嘅舞臺上，向全世界展示智造實力嘅高光時刻。

美加墨世界盃未開鑼，但喺全球矚目嘅呢場營銷大作中，點解偏偏係長安汽車率先出線？點解本屆世界盃兩大傳奇巨星之一嘅 C 羅所喺嘅葡萄牙國家隊，選擇同長安汽車達成合作？

01 國家隊出線：點亮世界舞臺

雖然中國足球國家隊未能夠出現喺本屆世界盃嘅賽場上，但長安汽車作為「國企國家隊」，卻以一種更具戰略高度嘅方式率先登陸呢場全球矚目嘅「綠茵場」。

作為國務院國資委直管嘅新央企，長安汽車早已超越單純嘅產品出口，轉向品牌與價值嘅全球輸出。此次攜手葡萄牙足協，正係其「無海外、不長安」理念嘅生動實踐。

喺簽約儀式現場，雙方聯合發布品牌聯名影片《Sounds like Changan》，並圓滿完成歐洲首台深藍 S05 插混車型（PHEV）嘅海外交付。

與此同時，長安汽車正式啟動相關車型嘅歐洲長距離測試，全面考驗車輛喺續航、快充、能耗與耐用性方面嘅表現。

呢啲具體行動，不僅展現咗長安汽車「永遠在線」嘅品牌姿態，更向全世界傳遞咗一個明確訊號：中國智造已具備參與全球高端市場競爭嘅實力。

呢唔單止係商業合作，更係一種精神代言。當 C 羅帶領葡萄牙隊衝擊最後一屆世界盃時，長安汽車正以「新央企」嘅身份，喺全球舞臺書寫屬於中國品牌嘅奮鬥篇章。兩者雖領域不同，卻共享住同一種基因——對卓越嘅執著追求。

02 精神同頻共鳴：點解係葡萄牙？

長安汽車選擇葡萄牙國家隊，並非偶然嘅熱點營銷，而係一場基於精神內核與戰略目標嘅高度契合。

從精神層面睇，葡萄牙國家隊百年積澱嘅堅韌與進取，同長安汽車歷經三次創業、不斷突破自我嘅企業 DNA 深度共鳴。

無論係 C 羅 20 年如一日嘅極致自律，定係葡萄牙隊喺逆境中奮起嘅競技風骨，都詮釋咗"Stay in the game"嘅真正含義——唔係一時閃耀，而係日復一日嘅堅持與熱愛。呢啲同長安汽車董事局主席朱華榮所強調嘅「唔快進，必倒退」嘅企業精神高度一致。

從戰略維度睇，歐洲係長安汽車全球化佈局嘅必爭之地。作為全球汽車工業嘅發源地，歐洲市場對中國品牌而言既係挑戰，亦係品牌躍昇嘅關鍵跳板。

透過綁定葡萄牙國家隊呢一世界級 IP，長安汽車不仅能有效打破文化隔閡與品牌認知壁壘，更能夠借助其輻射歐洲、拉美及全球球迷群體嘅強大勢能，加速實現從「產品出海」到「品牌出海」嘅躍遷。

正如朱華榮喺"146"全球戰略中所強調：未來五年將投入千億級資源推進全球化，到 2030 年实现海外銷量倍增係 150 萬輛，奮鬥 180 萬輛。今次合作，正係呢個宏大藍圖中嘅最新落子。

03 出線背後：高歌猛進嘅全球化

世界盃未開鑼，長安汽車卻喺營銷與戰略雙重賽道上率先起跑。呢種「未戰先聲」嘅底气，源於其多年深耕國際市場嘅扎實佈局。

近年來，長安汽車堅定推進「海納百川」計劃 2.0，構建"152"全球化佈局，業務覆蓋東南亞、中南美、中東非、歐亞等重点區域。從泰國羅勇府嘅首個海外新能源整車工廠投產，到巴西工廠正式營運；從 2025 年海外銷量突破 63.7 萬輛，到 2026 年首批 500 台深藍 S05 出口歐洲，每一步都彰顯住「長期化、本地化、體系化、ESG 建設一體化」嘅深耕理念。

特別係喺技術層面，長安汽車以藍鯨超擎混動、天樞智能系統為核心，打造「全球混動中國方案」，並推動智能駕駛與智慧能源生態建設。呢啲硬核技術支撐，令長安汽車有能力喺歐洲市場接受嚴苛考驗，亦有信心同世界頂級品牌同台競技。

今次簽約，更係長安汽車從「賣產品」向「樹品牌、建生態」轉型嘅加速劑。未來，長安唔單止將推出聯名周邊、球星互動等粉絲福利，更將透過世界盃窗口，讓全球用戶看見一個技術領先、富有溫度、值得信賴嘅中國品牌形象。

結語：永遠在線，共赴巔峰

"成為第一，或者乜都冇。"C 羅嘅呢句人生金句，牢牢地烙印喺億萬球迷心中。

而呢亦成為咗長安汽車加速成長為全球化企業嘅最佳註腳。

從重慶嘉陵江畔到里斯本光明球場，從足球起源地嘅歐洲，到廣袤嘅美加墨，喺世界盃人聲鼎沸嘅喝彩聲中，從燃油轎車銷冠到新能源出海先鋒，長安汽車正以開放嘅姿態與堅定嘅步伐，駛入世界舞臺中央。

呢場同葡萄牙國家隊嘅「巔峰相見」，唔只係兩個名稱嘅並列，更係兩種奮鬥精神嘅交匯，係「中國智造」同「體育豪門」嘅雙向奔赴，亦係中國汽車同全球用戶嘅一次夏季盛筵。

當 C 羅最後一次踏上世界盃征程，佢所代表嘅，係一個時代嘅謝幕與不屈嘅延續；而長安汽車嘅出海之路，則係一個民族品牌嘅崛起同未來嘅開啟。喺"Stay in the game"嘅共同信念下，無論係喺綠茵場定係全球賽道，佢哋都選擇——永遠在線，永不退場。

我覺得，隨著 2026 年世界盃大幕拉開，世界將看見：一支為榮耀而戰嘅球隊，同一個為夢想遠征嘅品牌，正喺同一個天空之下，向着巔峰，攜手前行。

May 28, 2026, the World Living Room of the North Bund in Shanghai. In the live broadcast lens of Dragon TV, there were no lengthy speeches by leaders, but rather a "Global Relay Delivery" spanning across Asia and Europe, connecting multiple cities globally.

SAIC Group welcomed its first 100 millionth global user, officially becoming the first automotive group in the history of China's automotive industry to accumulate production and sales exceeding 100 million vehicles.

15 brands, counting down from the 99,999,996th vehicle to the 100,000,012th vehicle, 18 models were delivered synchronously in Shanghai, Liuzhou, Anting, London, Jakarta, and Singapore.

This is not only a milestone for an enterprise, but also a vivid footnote to China's automotive industry developing from scratch and from weak to strong.

In May 2014, SAIC actively implemented the instruction that "developing new energy vehicles is the only path for China to move from a large automotive country to a strong automotive country" and fully transitioned to new energy.

Twelve years later, SAIC completed the transition from "leading the way" with early transformation to "thousands of horses galloping" with brands, technology, ecosystem, and global reach blossoming, all through this 100 million delivery.

If you tear off all those hollow PR words and focus on the diverse owner profiles at the car delivery ceremony, some even spanning extreme geographical regions, you will find that the true smart-electric mass production capability and systemic power of a big factory lie precisely in these votes by different circles using their feet.

True International Natives

True internationalization has never been about holding a temporary press conference overseas or inviting a few Chinese media outlets, but about your product truly integrating into the lives of ordinary overseas people. Among the military merit medals of SAIC's 100 million deliveries, cumulative overseas deliveries have exceeded 7 million units.

At the delivery site in London, intern doctor Natalia picked up an MG4 EV. For her, this is not just an urban commuter pure electric small car. Her growth path has always had MG company, and her grandfather drove a classic British convertible MGB back then.

MG represents a new chapter in the global expansion of Chinese automakers. This brand, once born in the UK and possessing a century of history, after being wholly owned by SAIC Group, has multiple years consecutively topped European sales among Chinese brands.

At the same time, in Jakarta, the core winger of the Indonesian National Men's Football Team, the "genius boy" Eg who studied in Europe for five years, chose Wuling's 7-seater SUV Eksion produced locally in Indonesia, perfectly adapting to Indonesian local spatial and comfort needs, as the travel partner for himself and his family.

Behind this global multi-time-zone, multi-city relay delivery is SAIC's deployment of over 100 parts bases, 3 R&D centers, and 4 overseas manufacturing centers overseas. Even to avoid being strangled by international logistics capacity, SAIC also formed a self-operated RoRo fleet with a scale of 41 ships covering routes globally.

This "Age of Discovery" throughput of "Glocal" local globalization allows overseas car buyers, when purchasing, not to buy a distant imported symbol, but a reliable product supported by a local R&D layout and a local systemic ecosystem.

Efficiency Tool for Wealth Creators.

Those focusing on new forces of car making in middle-class private cars will find it hard to understand why SAIC's delivery list would simultaneously include a large number of commercial light trucks, logistics vehicles, and buses.

In Singapore, DHL (Dunhuang) Senior Vice President Herbert picked up a batch of MAXUS eDeliver 5 pure electric light trucks to cope with high-density, high-frequency urban last-mile delivery and cross-border parcel transfer;

In Taiyuan, Shanxi, Henglongsheng Industrial and Trade General Manager Zhang Yanbin purchased 56 Hongyan new energy heavy trucks again, working frequently in the most severe and labor-demanding mixing stations and urban infrastructure projects;

In Yangzhou, Jiangsu, Top Land Senior Vice President Yuan Guo batch-delivered nearly 10,000 Feifeng Dana T1 pure electric light trucks;

In Henan, Zhonglian Tourist Automobile General Manager Wang Xiaobing purchased Iveco Joy Star EV in one breath, used to run the high-density mountain road custom shuttle route from Luoyang to Laojun Mountain.

When the car circle is flocking to compete in TVs, refrigerators, and big sofas, these strivers walking on the front lines of infrastructure, culture, tourism, and logistics care most about availability rate, quality bottom line, and energy consumption cost. MAXUS light trucks can reduce cost per kilometer to as low as 5 cents under the city distribution model; Hongyan new energy can withstand extreme working conditions in mountainous slope operation environments.

This is the counter-cyclical structural advantage possessed only by big factories with "Full Scenario, Full Category Coverage". The essence of systemic power is that it can not only build the IM LS9 Hyper to fly close to the ground for the elite class at the 300,000 yuan level luxury electric car, but also build the smart electric tool car running in the urban logistics backbone network to help ordinary people efficiently create wealth.

Without a doubt, such a three-dimensional product matrix cannot be bought for even a lot of money by single-track lane players.

Reject High-Price Monopoly

Frontier smart-electric technology should not just be exclusive high-price toys for the rich.

In this delivery, the most touching story comes from Pang Fuqiang, a post-80s village party secretary in Lantian, Shaanxi. He personally pays every day to provide door-to-door meal delivery service costing 2 yuan per meal for 74 left-behind elderly people in the mountains. Because the delivery routes are scattered and road conditions are dispersed, the tricycle he drove before had small loading capacity and no safety guarantee.

In this activity, he was gifted a Wuling Rongguang Pure Electric Version. The 4.3 cubic meter large space, Shenyan Battery Commercial Version, and collision zero spontaneous combustion safety record became his helper to protect mountain elderly more quickly and safely.

And in Dahua Yao Autonomous County, Hechi, Guangxi, charity blogger Liu Jia drove back and forth through towering mountains for five consecutive years rain or shine to give haircuts and companionship to left-behind children. The Buick ZhiJing E7 he picked up, equipped with eye-protection ceiling lights and zero formaldehyde cabins, became the "full score cabin" for the children in the mountains.

Why can ordinary people and grassroots strivers enjoy the most cutting-edge and reliable technology?

The answer is still the scale effect and technology mass production brought by the system.

Because SAIC owns a full technology route, full price range product layout, it can use the integration capability of the supply chain to smash the Qualcomm 8155 chip and Doubao Deep Thinking Large Model into the 60,000 yuan national family sedan Roewe i6;

Turn Huawei Qiankun Intelligent Driving Pro and HarmonyOS Cockpit into standard configuration across the line for the 150,000 yuan Wuling Huajing S, directly breaking the strong binding between high-level intelligence and high price.

Quickly realize mass production of top technology in the laboratory, downgrade, turn into a delivery car in the mountains, turn into a smart vehicle not lagging in a tens-of-thousands yuan fuel car, let technology empowerment, this is the unique, cutting-edge underlying hard power of car company big factories.

99,999,999th Car Owner

The 99,999,999th vehicle delivered by SAIC Group globally is the SAIC Volkswagen ID. ERA 9X.

This delivery also welcomed the 6,999th car owner of ID. ERA 9X. As the World Cup is about to start, the first Chinese player to fight in the Bundesliga, Yang Chen, became the 6,999th owner of ID. ERA 9X, jointly witnessing SAIC Group's cumulative production and sales entering the "100 Million Level Era".

Deeply integrating "German heritage + Chinese wisdom", ID. ERA 9X broke 10,000 locked orders within 1 hour of launch, and retail delivery reached 2,326 units just 5 days after launch, and in April it forcefully ranked in the top 3 of extended-range large high-end SUVs.

Now, just one month after launch, cumulative delivery exceeded 7,000 vehicles, further confirming its user recognition and product competitiveness in the high-end extended-range market. This achievement stems from SAIC Volkswagen's 42 years of deep cultivation in the Chinese market, and is more the fusion empowerment of the "In China, For China" strategy and "Global Wisdom + Chinese Speed".

This milestone delivery is both an important node for SAIC Group to move towards 100 million global cumulative production and sales, and a solid mark of SAIC Volkswagen's deep cultivation in the new energy track.

"100 Million Units" Is Not a Solo Act

"100 Million Units" has never been a solo act for SAIC alone, but the result of these 100 million car owners with vastly different identities, located in different time zones, voting with their feet on their respective life tracks.

Cao Xudong, CEO of a top intelligent driving enterprise, picking up the IM LS9 Hyper in Shanghai, stepping on the gas pedal in London streets by British intern doctor Natalia, the passenger car driver picking up waves of tourists at Luoyang scenic spots, and village party secretary Pang Fuqiang driving an electric car in the mountains of Lantian, Shaanxi to deliver meals for left-behind elderly...

They have different professions, skin colors, and budgets, but what they experience in intelligence, quality, and peace of mind at the moment they buy the car keys, shares at the bottom level, is the same huge, cutting-edge, and omnipresent smart electric big factory mass production system.

100 million vehicles is not the end point, but the starting line for this big factory smart electric mass production beast to accelerate transformation into a user-centric high-tech company. The system story of Chinese intelligence, in this global relay delivery season, has just turned a new chapter.

Have you ever seen the roads in India?

I've seen them online.

The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".

However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.

According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.

Some netizens commented: Did the three Japanese car companies have too much money?

In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.

Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.

So, it wasn't that Japanese car companies chose India, but because they had no choice.

The Pain of Japanese Car Companies

Past Japanese cars were truly the envy of others.

Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...

Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.

With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".

Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.

According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.

You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.

Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.

Apart from China, Japanese cars are also not doing well in the US.

On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.

This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.

Looking at Japan itself, it is actually not easy either.

Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.

Executives looking at the reports, their backs went cold, only to find a new growth curve.

So, Japanese car companies didn't fall in love with India, there was nowhere else to go.

Deep Thought on Choosing India

So, what magic does India have, to make Japanese car companies invest heavily?

The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.

The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.

The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.

So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.

The Nikkei also believes that India is expected to become its global car supply center.

The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.

But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.

Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.

So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.

But, is the Indian market really that easy to mix?

The Hard-to-Bite Indian Market

Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.

First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?

India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.

Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?

Isn't this a version of the Thai market?

Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.

If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.

Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.

This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.

So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.

Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.

Epilogue

Japanese cars this trip to India, not go for tourism, is go to make a living.

Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.

Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.

As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.

But no matter how, this play just started, we slowly watch is okay.

Anyway India's story, never bored.

On June 13, the 2026 Chongqing International Automobile Exhibition officially kicked off at the Chongqing International Expo Center. At this exhibition, Changan Mazda participated with the theme "Still Mazda". Under the brand's classic legendary sports car MX-5, global strategic new energy models MAZDA EZ-6, MAZDA EZ-60, and the newly launched EZ-60 Ma Year Edition all arrived at the Hall N8 exhibition stand. This participation not only concentratedly showcased the brand's phased results in the field of new energy transformation, but also synchronously launched mid-year purchase incentives for the market.

In terms of product perspective, Changan Mazda emphasized its new energy model development logic. EZ-6 and EZ-60 were built according to global standards from the very beginning of the project. In the design field, EZ-6 won the "2026 World Design Car of the Year" award, becoming the first Chinese new energy vehicle to receive this honor; EZ-60 won 8 world-class top design awards. In terms of safety standards, both models benchmark against China-Europe Dual Five-Star Standards. Among them, EZ-6 obtained 5 authoritative certifications including C-NCAP, E-NCAP, etc., and EZ-60's battery safety meets new national standards and European standards in advance. Addressing the safety pain points of new energy vehicles, Changan Mazda provides users with "Lifetime Battery Fire Compensation" benefits, with unlimited mileage and owners.

In terms of dynamic performance verification, the unmodified factory stock pure electric EZ-60 achieved the SUV Group Champion in the track race and the overall runner-up in the rally at the China New Energy Vehicle Rally Championship. At the auto show site, driver Ji Hao, who drove this car to compete and win, shared his real-world experience of the 6-day 910-kilometer race course, believing the vehicle's quality stability and chassis tuning withstood the test of extreme road conditions.

In terms of global layout, Changan Mazda has currently obtained whole vehicle certifications from three major markets: the EU, UK, and Australia, becoming the first joint venture new energy vehicle enterprise in China to obtain these three certifications simultaneously. According to official disclosure, at the end of May this year, over 80 overseas dealers from Europe, Australia, and Thailand conducted on-site inspections of the Nanjing Plant. In terms of market performance, EZ-60 has ranked first in sales of joint venture new energy mid-size SUVs for 7 consecutive months. Wu Xuxi, Executive Vice General Manager of Changan Mazda Automobile Sales Branch, stated on site that the enterprise is positioned as Mazda's global new energy whole vehicle design, R&D, manufacturing base, and export center, committed to providing models that meet unified standards for global users.

Apart from product strengths, Changan Mazda also focused on showcasing its user operation system at this auto show. Based on the foundation of 5 million users in the Chinese market, the brand continued to promote the "User+" mindset in 2026. The "Wish Journey" project launched at the beginning of the year helped users realize personal wishes through brand assistance; the "Owner Stories Collection" which is continuously updated has launched 11 issues, recording real cases including long-term charity donors, car club organizers, and couples connected by cars, etc. In addition, the "Joyful Mazda Creators" and "All People Agents" plans encouraged owners to share car usage experiences. Post-2000s owner Sun Jingyi shared her experience of participating in content co-creation on site.

In terms of youth group expansion and social responsibility, the Season 2 of the "Green Seedling Plan" launched in May is entering national universities to carry out exchanges, and simultaneously holding the EZ-60 National University Modified Design Competition, providing internship opportunities for excellent students. In the charity field, since 2015 the brand has cumulatively donated and built 12 Hope Primary Schools in Yunnan, investing over 10 million Yuan; the "Every Kilometer is Kindness" campaign launched in June this year converts users' driving mileage into charity funds to improve teaching conditions.

Tied to the Chongqing Auto Show event, Changan Mazda simultaneously launched the "Enjoy Summer Driving Vibe, Savor 618 Major Sale" campaign. From now until June 30, car purchase users can enjoy up to 20,000 Yuan in national trade-in subsidies and 17,000 Yuan in plant trade-in subsidies; purchasing designated models can gift a Premium Package worth 7,999 Yuan (including original factory charging pile, LLumar sun film, and TPE floor mats/trunk mats). Regarding financial policies, a 0 Down Payment 5-Year Low Interest Plan is provided, with an annual fee rate of 1.99%, and attached with a Lifetime Zero Fuel Cost benefit worth 7,999 Yuan. In addition, users who test drive new energy vehicles at the store can also be gifted National Intangible Cultural Heritage Jinling Gold Foil.

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

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

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

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

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.

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.