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喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Mazda CX-3 同 Mitsubishi Xforce 嚟做比較。呢兩款車喺價位同定位上都有啲接近，今日我就喺多個方面做一個詳細嘅對比，幫你節省做功課嘅時間。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，一共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159） 等。
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。
由價錢睇落，Mitsubishi Xforce 嘅起步價比 Mazda CX-3 平咗 RM 16,229。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埋長期使用成本。
Mazda CX-3 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
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，唔使太擔心呢一點。
Mazda CX-3 保用 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Mitsubishi Xforce 保用 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Mazda CX-3 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。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，就揀配置更豐富嗰款。始終都建議兩款都去試駕，親身體驗先係最重要。
總而言之，Mazda CX-3 同 Mitsubishi Xforce 都係馬來西亞市場幾唔錯嘅車型。揀邊輛，關鍵都係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對無錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 BMW X5 同 Audi Q7 嚟做比較。這兩款車喺價位同定位上都好接近，而家我哋就從多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
BMW X5 喺馬來西亞嘅 OTR 售價係 RM 470,800 - 470,800，一共有 3 個版本，包括 1.5L Standard（RM 86,300）、1.5L Executive（RM 95,300）、1.5L Premium（RM 103,300） 等。
Audi Q7 喺馬來西亞嘅 OTR 售價係 RM 462,222 - 462,222，一共有 1 個版本，包括 Standard（RM 462,222） 等。
從價錢睇，Audi Q7 嘅起價比 BMW X5 平咗 RM 8,578。老實講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵始終係睇整體嘅性價比同長期使用成本。
BMW X5 搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
Audi Q7 搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
兩款車用緊同一套動力系統，日常開落嚟嘅感覺基本上冇乜分別。油耗方面都差唔多，唔使太計較呢一點。
BMW X5 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Audi Q7 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，兩款車都拿到唔錯嘅評級。不過 BMW X5 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Audi Q7 嘅 Premium ADAS 喺功能上有啲差異，如果你比較重視主動安全嘅話，可以仔細比較吓兩者嘅功能列表。
BMW X5 保用 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Audi Q7 保用 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
BMW X5 同 Audi Q7 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款；如果你更加在意性價比同配備，就揀配置更豐富嗰款。最後始終建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，BMW X5 同 Audi Q7 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕先至做最終決定。買車係件大事，花少少時間做功課絕對無錯。
車型概覽
長安UNI-Z 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
長安UNI-Z 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 2025 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UNI-Z 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。 188 Ps / 138 kW、300 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 4730 mm、車闊 1890 mm、車高 1680 mm、軸距 2795 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UNI-Z 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UNI-Z 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 UNI-Z 適合香港家庭代步嗎？」簡單講，長安 UNI-Z 空間實用、舒適靜謐，適合香港小家庭日常使用。 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UNI-Z 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UNI-Z 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
哈弗M6 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
哈弗M6 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 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 哈弗M6 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、1497 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。 150 Ps / 110 kW、218 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 4664 mm、車闊 1830 mm、車高 1729 mm、軸距 2680 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
哈弗M6 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 哈弗M6 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「哈弗 Haval M6 定位係點樣？」簡單講，哈弗 Haval M6 係一款主打性價比嘅超值家用 SUV。 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 哈弗M6 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 哈弗M6 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
Rolls-Royce Cullinan 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。 呢篇會集中講預算、月供同同級定位，幫你用買家角度篩走唔適合嘅選擇。
完稅價 HK$ 7,300,001 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
Rolls-Royce Cullinan 嘅購車預算可以先由 完稅價 HK$ 7,300,001 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 6.7T Standard 4 Seats（HK$ 7,300,001） 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 Rolls-Royce Cullinan 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。
Rolls-Royce Cullinan 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
Rolls-Royce Cullinan 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 Rolls-Royce Cullinan 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「勞斯萊斯 Rolls-Royce Cullinan 喺香港賣幾錢？」簡單講，2026 款 勞斯萊斯 Rolls-Royce Cullinan Series II 喺香港起價約港幣 $7,500,000 起。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 Rolls-Royce Cullinan 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先用 完稅價 HK$ 7,300,001 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 Rolls-Royce Cullinan 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。
Let's look at a situation first: In 2025, the single best-selling car model in China was neither the Model Y nor the BYD Qin, but an A0-class pure EV small car with a starting price of under 70,000 yuan — the Geely Xingyuan. With 465,775 units sold annually, it was the best seller across all categories. Including fuel vehicles, SUVs, and MPVs, it ranked first. Equivalent to selling one unit per minute. Cumulative deliveries of 700,000 units were achieved in 573 days, making it the fastest model in the industry to reach this goal.
In Q1 2026, the car went a step further, breaking into the top 3 in global new energy vehicle sales, surpassed only by the Model Y and Model 3, and was the only Chinese brand model to enter this list.
On May 28, it added more. The all-new Geely Xingyuan went on sale, launching four models: 410 km Aspiration Edition, 410 km Riding Wind Edition, 480 km Exploration Edition, 480 km Exploration Plus Edition. Limited-time rights price from 61,800 to 91,800 yuan, launching the banner of "Five Champion Strength Upgrades".
Question arises: Why make such a big overhaul and upgrade for a competitor who has already taken the domestic sales crown? I believe there is only one answer — Geely's ambition is no longer domestic number one, but global new energy vehicle sales number one.
I. From "Domestic Sales Crown" to "Global Top 3", What Makes Xingyuan Qualify?
To understand "why Geely dares to think of global number one", first look at the old model Xingyuan's report card:
In terms of data, from its launch in October 2024 to the new generation upgrade in May 2026, cumulative deliveries reached 700,000 units in 573 days. In 2025, it took the annual best seller across all categories with 465,800 units. Total sales of A0-class pure EV sedans for the year were 1.323 million units, and the Xingyuan accounted for more than 35% of it. For every 3 A0-class EVs sold, one is the Xingyuan.
In terms of overseas, the Xingyuan has entered more than 30 countries and regions under the name EX2. In Brazil, sales broke through 2,300 units in two months after launch. In the Thailand Auto Show, weekly orders reached 3,300 units. It also won two international awards: "Brazilian Best Compact EV of the Year" and "Indonesia Auto Show Favorite EV". In Egypt, one out of every 3 EVs sold is the Xingyuan; pre-sale orders in Mexico exceeded 4,100; monthly registrations in the UK broke 1,000.
In terms of product capability, the old Xingyuan breaking out relied not on a single leading parameter, but on a set of "differentiated competition": Standard rear-drive and multi-link independent suspension across all series. The first to adopt a native architecture in the class, the first to standardize rear-drive independent suspension, the first to undergo global tuning. Wheelbase of 2,650 mm, crossing into the A-class space threshold. All series equipped with CATL cells, laying the trust foundation for range and battery safety.
Behind this combination strategy is a "Three-Pronged Attack" — using A0-class prices, near A-class space, and chassis quality common in 150,000-yuan class cars, competing upwards for family users and downwards for essential commuting groups. The killing power is visible from the sales trend: Monthly sales of the Xingyuan in May 2025 approached 39,000 units, expanded to 46,000 units in August, and in April 2026 it remained at the top with 41,938 units, with a significant gap remaining with competitors.
II. What Did the New Xingyuan Add?
1. Driving Control Upgrade: This time, full-dimensional verification was conducted for different extreme road conditions, comprehensively upgrading the three core experiences of "Driving, Steering, Braking". With the G-TCS 2.0 all-weather anti-slip system retaining rear-drive flexible fun, ensuring no slipping, no skidding, and no rollback on flat roads, slopes, and curves. The new brushless steering system responds twice as fast, supports three steering modes and self-learning at steering neutral position. The G-CST 2.0 all-scenario comfort braking system simulates experienced driver's foot feel, braking without nodding, driving without motion sickness.
2. Powertrain Upgrade: Old model 310 km version upgraded to 410 km, 410 km version upgraded to 480 km, all series range upgraded. Batteries still use CATL exclusive custom new generation cells, energy density 190 Wh/kg. It is the only A0-class EV small car in the class with all series standard CATL cells, liquid cooling temperature control, and 11-in-1 highly integrated electric drive. In terms of refueling, 30%-80% fast charging only takes 19 minutes. Liquid cooling system and new BMS ensure full-speed charging whether cold or hot, without sacrificing battery life.
3. AI Smart Cockpit Upgrade: Equipped with Galaxy Flyme Auto 2 smart cockpit system, based on 7-nanometer automotive grade Dragon Eagle 1 chip, 16GB RAM plus 128GB storage. 14.6-inch central control screen supports CarPlay, Huawei HiCar, Carlink full-domain connectivity. Voice Assistant Hi Eva supports fuzzy command understanding and context memory. Saying "I want to go home" automatically calls the latest Amap Version 850 to select the optimal route.
4. ADAS Upgrade: This is the most core change — equipped with the Qianli Haohan ADAS H3 solution, same source as high-end models. Highway/Roadside NOA is not restricted by roads and rain/fog weather, supports voice lane change, multi-scenario avoidance and automatic on/off ramp. Full-scenario MPI takeover rate exceeds 200 km. Parking can achieve full-scenario adaptation. APA parking assist supports one-touch parking, fingertip parking, remote control parking, covering more than 300 scenarios. HPA memory parking supports 2 km ultra-long memory, centimeter-level precision positioning. Learning a route once allows full automatic parking, with smart car following, auto spot finding, obstacle avoidance functions. Temporary route change requires no relearning.
III. Market Comparison
In 2026, the A0-class pure EV market competition intensity is more than one level higher than in the previous two years:
In terms of product capability, A0-class pure EVs have entered the "whether good" stage from "whether available". Xingyuan's advantage is that chassis quality and space performance are at the top level in the class. 2,650 mm wheelbase brought class-upgrade space, rear-drive independent suspension chassis layout. This is an extremely scarce combination in this price segment. Qianli Haohan H3 ADAS solution and Flyme Auto 2 cockpit system belong to Geely ecosystem capability downward release. The integrity and usability of intelligence have obvious generational gap advantages in the class. 19-minute fast charging brings substantive improvement to charging convenience.
In terms of market landscape, A0-class car retail volume reached 1.13 million units in 2025, up 59% year-on-year, one of the fastest-growing niche markets. Participants accelerated entry, Wuling Bingo S range pulled to 525 km, MG4 pricing dropped forming cross-boundary competition. But the turning point appeared in 2026 — purchase tax subsidy adjusted from full exemption to half collection, forming direct impact on the A0-class user group with extremely high price sensitivity. Small EV market growth slowed significantly in the first quarter. Some competitor models in April sales dropped more than 50% year-on-year. The market is undergoing drastic structural adjustment.
IV. Conclusion
Back to the question at the beginning: Is the all-new Geely Xingyuan enhancement aiming to seize the top spot in global new energy vehicle sales? My judgment is: Yes, but the path is not through a single hit product, but through global system capability. And this upgrade of the new Xingyuan can be called "Champion's Re-layout". It is not passive response, but adding more to actively open up a new gap before the opponent catches up. For it, the technical route has been chosen correctly, and market trends are also on its side. What remains to be seen is execution.
Folks, today let's talk about big news on going global—not selling cars, but selling "drivers". On June 2, WeRide and Uber jointly announced a plan: to launch the country's first commercial Robotaxi pilot service in Madrid, Spain. In other words: Spanish residents will soon be able to hail a driverless taxi via Uber. This is the first time WeRide and Uber are partnering to enter the European market. Madrid also becomes the 12th city globally where WeRide's Robotaxi arrives.
According to official news, with the support of the Madrid regional government, this service will officially launch within this year. At that time, friends in Madrid can open the Uber App and call WeRide's Robotaxi with one click. It's just like calling an ordinary ride-hailing service, the difference is the arriving car has no driver—at least initially, there is still a difference. In the initial operation phase, a professionally trained safety monitor will be on board, as it's just launched, safety comes first.
This company, WeRide, you might have heard of it, or you might not. A brief introduction: Established in 2017, it has been dedicated to Robotaxi technology R&D and commercialization. Currently, its Robotaxis cover Guangzhou, Beijing, Singapore, Abu Dhabi, Dubai, Riyadh, Zurich... plus Madrid now, totaling 12 cities. Spain is also the 5th European market WeRide has entered—previously entered Switzerland, France, Belgium, Slovakia. According to the plan agreed by WeRide and Uber in May 2025, they plan to deploy Robotaxi services in 15 new international cities within five years, deploying tens of thousands of Robotaxis globally. With the Madrid launch, the deployment in 4 cities has been completed, and 11 more will be covered successively before 2030.
To be honest, it's not the first time Chinese autonomous driving companies are going global, but the combination of Chinese technology + global mobility platform + European market is quite interesting. Madrid is one of the European Robotaxi markets with the most commercial potential, with a large population, high travel demand, and friendly local policies. Being able to take root in this market is a significant milestone for WeRide. For Uber, introducing Robotaxis is also a way to reduce costs—after all, drivers don't need salaries. For Madrid residents, hailing a taxi might be cheaper in the future.
唔知有幾多朋友最近期關注 10 萬內純電 SUV 市場？近段時間睇嚟，呢個細分市場好熱鬧。就講長安啟源全新 Q05 同零跑 A10，上個月銷量分別達 15814 輛同 14372 輛，全部挺進 2026 年 4 月銷量排行全品類前 10，長安啟源全新 Q05 甚至奪得緊緊湊型純電 SUV 市場嘅銷冠。
（長安啟源全新 Q05）
值得留意係，兩款大熱門產品亮點亦唔少，9 萬級可以得到 500km+嘅續航，零跑 A10 甚至配備激光雷達，有高級智駕輔助需求嘅朋友嚟講，呢架車吸引力的確唔低。但係喺價格上，同為高配嘅長安啟源全新 Q05 506Max+ 同零跑 A10 505 激光雷達版，終端價格分別係 9.59 萬同 8.68 萬，手握 9 萬左右預算嘅朋友都可以考慮。明顯係，又去到決賽圈二揀一環節。
（零跑 A10）
如果對預算比較敏感，咁喺長安啟源全新 Q05 同零跑 A10 之間，後者可能更受歡迎，畢竟終端價格實打實平咗幾千元。而且，高配 A10 配有激光雷達，市區/高速情況均能啟動領航輔助駕駛，呢個就係佢嘅優勢所在。當然，如果預算允許，揀長安啟源全新 Q05 高配，都有帶激光雷達嘅高級輔助駕駛。
（長安啟源全新 Q05）
但既然係買車前嘅橫評，唔少全方位對比。首先從尺寸睇，作為緊湊型 SUV，長安啟源全新 Q05 長寬高分別係 4435*1855*1595mm，軸距為 2735mm。而零跑 A10 車型級別就係小型 SUV，長寬高分別係 4270*1810*1635mm，軸距為 2605mm。
（零跑 A10）
如果只係考慮代步、通勤，零跑 A10 嘅細個嘅略有優勢，方便行街串巷。但實際上，好多人買車都要兼顧家用，10 萬內預算也多以剛需用車群體為主。既然係剛需，且有家用需求，嗰空間自然唔好掉鏈子。
（長安啟源全新 Q05）
（零跑 A10）
講返日常家庭出行嚟講，兩車之間 130mm 軸距差異，直接反映喺後排體驗。坐入長安啟源全新 Q05 後排，腿部空間平整兼寬敞，一齊坐 3 位成年人都唔會太擠；但係坐入零跑 A10 後排，無論坐寬定係腿部空間都會細少少。媽咪喺後排照顧孩子，長安啟源全新 Q05 後排更加寬敞嘅空間會更加方便佢操作，孩子都能有更大嘅活動空間。
（長安啟源全新 Q05）
（零跑 A10）
除咗空間，通勤黨同家庭用戶對舒適配置都比較關注。睇嚟對比，兩車都有配電動尾門、無匙進入、自適應遠近光等外部配置。但係從車廂內睇，零跑 A10 副駕無法電動調節，後排靠背都唔支援角度調節，同埋缺少後排空調出風口、車內 PM2.5 過濾裝置等。
（長安啟源全新 Q05）
（零跑 A10）
反觀長安啟源全新 Q05，除咗副駕支持電動調節，前排仲集成咗加熱/通風/按摩/副駕腿托功能，對比零跑 A10 只提供前排座椅加熱，佢嘅品質無疑更上一層樓。包括後排乘員都有少少照顧，例如靠背角度可調、配有後排空調出風口、後排中央扶手/杯架等，更加適合家人同行呢類場景。
（長安啟源全新 Q05）
（零跑 A10）
除咗舒享體驗，行駛系統嘅對比我哋都唔好忽略。首先從大家關注嘅續航睇，長安啟源全新 Q05 同零跑 A10 分別搭載 51.9kWh、53kWh 電池，CLTC 純電續航做到 506km、505km，差異大可忽略。但從電芯供應鏈睇，前者出自寧德時代，後者就係國軒高科/江蘇正力，若論品牌含金量，“寧王”順位自然靠前，更值得信賴。另外，兩車都有全球品質，按照全球嚴苛嘅標準打造，零跑 A10 符合國內、歐盟雙標準，長安啟源全新 Q05 已經喺泰國上市，未來仲會相繼落地多個國家地區，最終開拓歐洲區域，此外仲有央企背書，質量品質都好可靠。
因為本文討論嘅係 A10 嘅 505 版本，採用電池液冷技術，溫控較好，而如果係 403 版本，採用成本低嘅風冷技術，散熱效果較差。呢點上，全新 Q05 做得更好，入門就採用電池直冷技術，高配用嘅係液冷技術，能更好地實現熱管理，保證電池安全。
（長安啟源全新 Q05）
（零跑 A10）
動力方面，長安啟源全新 Q05 同零跑 A10 都係前置單電機佈局，電機最大動力輸出分別係 120kW/190N·m、90kW/150N·m，0-100km/h 加速時間分別做到 8.9 秒同 10.6 秒。坦率嚟講，兩款車喺純電陣營加速性能都中規中矩；但係相對嚟講，長安啟源全新 Q05 嘅 8 秒級零百加速，喺山路行駛、高速超車等情況下會比零跑 A10 更加分。
（長安啟源全新 Q05）
（零跑 A10）
總結嚟講，零跑 A10 505 激光雷達版優勢突出：價格更低、智駕輔助覆蓋範圍更廣，適合預算優先 + 科技嘗鮮嘅消費者。而長安啟源全新 Q05 更強調“全面”二字：加少少預算同樣可以獲得高級輔助駕駛，而且尺寸更大、舒適配置更高、採用頭部電芯供應鏈，動力亦更強，綜合表現更全能。總括嚟講，預算 9 萬級追求面面俱到嘅家用體驗，長安啟源全新 Q05 506Max+ 更加值得考慮。
你睇過印度嘅馬路嗎？
我喺網上見過。
畫面通常係咁，一輛轎車俾牛尾擋住，旁邊仲有亂竄嘅摩托，甚至周圍仲有賣奶茶嘅小夥，嗰叫一個“乾淨又衛生”。
然而，喺呢啲睇完好多人覺得生理不適嘅地方，豐田、鈴木、本田等日本車廠，卻決定將籌碼押落印度。
據印度“品牌質量基金會”網站顯示，三家車廠將喺印度投資近110 億美元建廠、提產能、搞出口。
對此有网友表示，三家日本車廠係咪錢多到無處花？
事實上，佢哋唔係錢多到花唔完，亦唔係被印度嘅咖哩蒙蔽咗心竅，呢啲日本車廠高層遠比我哋清醒。
而家嘅日系車，營業額、市場份額都喺下滑，原材料成本仲係升得飛起，打開世界地圖，搵一個能夠容納產能、拓充份額、競爭溫和嘅市場，唔係咁容易嘅事。
所以，唔係日本車廠選擇咗印度，而係因為冇得揀。
日本車廠之痛
曾經嘅日系車，嗰時妥妥係人哋個仔。
你問下十幾年前開過日系車嘅老司機，一提起日系車，幾乎就冇唔豎大拇指嘅，價錢平、省油、耐用又抵撞……
甚至好多日系車，仲要加價購買，但邊個諗到，呢個鐵打嘅江山，短短幾年時間就俾佢哋打得找唔著北。
隨著新能源汽車浪潮嚟到，電動化、智能化變成好多自主車廠“彎道超車”嘅目標，依托於中國強大嘅新能源汽車產業鏈優勢同車廠自身對研發、技術嘅堅持，中國自主品牌迅速實現咗“彎道超車”。
曾經被人吐槽嘅國產車，而家喺馬路越來越多人，甚至份額超越咗合資。
根據乘聯會嘅數據，喺2026 年4 月，自主品牌嘅份額已經高達62.5%，遠超日系嘅13.1%。
要知道，中國汽車市場係全球最大嘅汽車市場，喺中國市場失速，就相當於丟咗一塊巨大嘅蛋糕。
同時，中國市場近年嚟嘅主旋律依舊係價格戰，捲配置、捲價格、捲服務已經成為一種常態，亦對日系車嘅利潤產生咗巨大嘅影響。
除咗中國，日系車喺美國過得亦唔太好。
2025 年 1 月 20 日，特朗普宣誓就職第 47 任美國總統，自此開啟咗一連串搞搞震，其中就包括以國家安全為理由徵收額外嘅汽車關稅，導致進口日本汽車嘅關稅稅率一度高達 27.5%，雖然後嚟有所降低，但亦遠高於最初嘅稅率。
呢個操作，直接導致七大日本車廠喺2025 財政年度嘅關稅損失超2 萬億日元。
再睇日本本土，其實亦唔容易。
中東地緣衝突導致霍爾木茲海峽航運受阻，運輸成本、原材料成本暴漲，日本車廠都有苦難言。
高管們看著報表，背後發涼，只能尋找全新嘅增長曲線。
所以，日本車廠唔係愛上印度，係冇地方去。
揀選印度嘅深思熟慮
咁，印度點解咁有魔力，先至令日本車廠重資投入呢？
第一個優勢就係大。喺2025 年，印度汽車市場取得咗551.7 萬輛嘅新車銷量，同比增長 6%，刷新咗歷史紀錄，位居全球第三大汽車市場，已经连续四年超越日本，僅次於中國同美國。
呢個含金量唔使多講啦，而印度取得呢一成績，主要係因為印度一直喺推動減稅政策，促進消費，這導致國內消費意願出現咗明顯增強。
第二個優點係近，就係離日系車賣得動嘅地方近，如非洲等其他地區。
所以，印度對於日本車廠，更似一個建喺十字路口中央嘅便利店，你唔使將車分別運去八個國家，只需要喺印度呢站造好，然後一船一船甩去，就能削減唔少成本。
《日本經濟新聞》亦認為，印度有望轉變為佢哋全球嘅汽車供應中心。
第三個優點係穩。要知道，日系車嘅優勢就係燃油車，畢竟引擎、變速箱、底盤三大件，佢哋已經玩咗好多年，技術積累喺全球都係數一數二。
但係中國汽車市場已經全力推動電動化、智能化發展，導致日系車嘅優勢越來越弱，根本無法發揮出嚟，但印度唔一樣，佢擁有充電樁少、電動化進程緩慢嘅特點，印度老百姓買車，都仲係盯住平、省油、易修，而呢三點正係日系車嘅老本行。
尤其係鈴木，一直係印度汽車市場嘅常青樹，幾乎年年穩坐暢銷車型寶座，口碑好，勝過任何廣告。
所以，日本車廠大力佈局印度市場，顯然是經過深思熟慮嘅。
但，印度市場真係咁好混咩？
難啃嘅印度市場
當然，印度亦唔係完美得似個香口格，佢嘅缺點同佢嘅優點一樣明顯，而且每一個都夠日本車廠喝一壺。
先講電動化，冇錯，眼睇下印度充電樁少、電動車賣唔動，確實係日系燃油車嘅避風港。但你得諗諗，呢個“避風港”能避幾耐？
印度此前可係喊出咗 2030 年電動車佔新車 30% 嘅口號，雖然聽落似吹水，但抵唔住人哋真補錢、真建充電站。
試諗下，萬一有日印度突然開竅，開始大力推動電動化、搞基建，充電樁似雨後春筍咁冒出來，嗰日系車唔就傻眼？
呢唔係泰國市場嘅翻版咩？
當年日系車喺泰國都係躺贏，整個東南亞市場，都被稱為日系車嘅後花園，結果泰國率先推動電動化，中國電動車一嚟，直接就成咗香口格，再睇日系車，喺泰國嘅市場份額嘩嘩嚟咗落。
如果印度係電動化一加速，歷史大概率會重演，而而家呢次，日系車連逃嘅地方都快冇咗，點樣預防，將成為日本車廠嘅首要問題。
再講政策，印度嘅政策就似一鍋咖哩，你永遠唔知下一口食到係雞肉定係馬鈴薯。
呢個魔幻嘅國家，今日係低關稅鼓勵建廠，明日就可能罰你一筆巨款，更令人頭痛嘅係強制合資，外國車廠想喺印度賣車，要搵本地夥伴搭檔，等你工廠建好咗、供應鏈搭完咗，印度直接背刺你，到嗰陣無論係加錢定撤資，換嚟嘅都係心痛。
所以你看，印度呢個市場，就好似一個睇落好甜嘅芒果，咬落去第一口仲行，再啃幾口就摸著硬核。
日系車而家嘅算盤係，趁住核都未硌牙，趕緊多啃幾口，但核遲早會硌到，只係唔知係邊一日。
尾聲
日系車呢趟印度之旅，唔係去旅遊，係去搵食。
中國同東南亞嘅飯桌更擁擠，生產、運輸嘅成本又提高咗，放眼全球，就印度呢口鍋仲冒住熱氣，哪怕入面煮嘅係咖哩味嘅石頭，都要硬著頭皮啃落去。
日本車廠想擴大市場，印度想嘅係拉動經濟、解決就業，雙方都有各自嘅心思。
至於結局係日系車喺印度重新封神，定係好似當年嘅部分友商一樣灰溜溜走人，那就唔知啦。
但無論點樣，呢場戲先至開始，我哋慢慢睇就得啦。
反正印度嘅故事，從來唔會悶。
In May, China's automotive market overall presented a gentle recovery trend, with domestic brands still being the sales backbone of the market. Recently, BYD, Geely, Chery, Changan, and Great Wall, the top 5 domestic automakers, successively released their monthly performance reports. From the data, these five companies show a general characteristic of "stable total growth, divergence between domestic and international markets, and accelerated new energy penetration". Overseas exports and new energy vehicles have become the most core growth engines; export business has evolved from a "bonus item" to the "core foundation" for some companies. BYD's "dominant leader" status is further consolidated, Chery achieved high growth via exports, Geely's new energy penetration rate broke 56%, Changan focused steadily on balanced development, while Great Wall appeared slightly under pressure during structural transformation.
BYD: Export Hits New High Becomes Biggest HighlightIn May, BYD stood firmly at the top of domestic brands with a monthly sales volume of 383,500 vehicles, maintaining positive growth both year-on-year and month-over-month under a large base. Its two main brands, Dynasty and Ocean, sold a combined 330,200 vehicles, contributing 86.1% of total sales; Fangchengbao's monthly sales broke 30,000 units to reach 30,200, a year-on-year increase of 139.7%, setting a new high for the year; Denza sold 16,300 vehicles, and Yangwang delivered 286 vehicles. From a model perspective, BYD had eight models in May with monthly sales exceeding 20,000 vehicles. The Song Family and Yuan Family both broke 50,000 units, selling 51,370 and 56,691 vehicles respectively. The Sea Lion Family followed closely with 42,615 vehicles, and Seagull sales were also close to 40,000 vehicles.
BYD's biggest highlight in May was exports. Overseas new energy vehicle sales reached 160,600 units, an 80.4% year-on-year increase, accounting for about 42%. The sharp expansion of export scale effectively countered the phased weakness in domestic demand. Cumulative exports from January to May exceeded 620,000 vehicles. High export growth mainly benefited from continued ramping up of overseas factory capacity, improved ocean shipping capacity, and accelerated channel network expansion. In the domestic market, BYD promoted Megawatt Super Charging and intelligent strategies simultaneously—Megawatt charging achieved about 90% charge in 9 minutes; 20,000 super charging stations are planned to be built by 2026; all series models are available with Sky Eye B intelligent driving solutions and city navigation safety fallback plans, accelerating the popularization of high-level intelligent driving. As Gen 2 Blade Battery capacity gradually releases, the company's orders are expected to continue rising.
Chery: Sales Growth Leads the Top 5Chery Group's total sales volume in May was 247,800 vehicles, a significant year-on-year increase of 20.5%, ranking first in growth speed among the top 5. Exports remained its most core growth engine—May exports reached 181,900 vehicles, an 80.5% year-on-year increase, accounting for 73.4% of total sales that month, continuously breaking the single-month export record for Chinese brands for three months. In terms of new energy, Chery New Energy sold 100,300 vehicles, a 58.8% year-on-year increase. April and May consecutively saw monthly new energy sales breaking 100,000 vehicles.
The strong performance in exports benefited from Chery's long-term deep cultivation of overseas channel advantages and localized operation capabilities. While overseas orders continued to rise, high export growth formed a sharp contrast with domestic sales—Chery's domestic sales in May were only 60,000 vehicles, accounting for one-quarter of total sales. From cumulative data, Chery Group accumulated 1.101 million sales from January to May, but against the annual goal of 3.2 million vehicles, monthly averages need to reach about 420,000 vehicles later, and pressure remains significant.
Geely: New Energy Penetration Rate Breaks 56%Geely Auto's total sales volume in May was 237,600 vehicles, a 1% year-on-year increase, achieving month-over-month double growth for three consecutive months. In terms of structure, Geely's "New Four Transformations" transformation showed significant results: new energy vehicle sales reached 133,400 units, accounting for 56% of total sales, with new energy share exceeding 50% for four consecutive months.
From sub-brands, performance was significantly divergent. Zeekr brand sales in May reached 34,400 vehicles, a 82% year-on-year increase; Zeekr 9 Series and 8 Series models combined sales approached 50% of total sales, showing bright performance in the high-end market; Galaxy brand sales were 81,700 vehicles; Geely brand sales were 182,500 vehicles, among which China Star Series sales reached 100,800 vehicles; Lynk & Co brand sales were 20,700 vehicles, with new energy vehicle sales share rising to 71%.
In terms of exports, Geely's overseas vehicle exports in May reached 85,100 vehicles, a explosive 184% year-on-year increase, setting a brand single-month export record high. Among exported products, new energy vehicles reached 40,800 units, accounting for nearly half; hybrid and pure electric products have successively landed in Southeast Asia, Middle East, Latin America, and other markets, highlighting the results of global strategy implementation.
Changan: Multi-brand Matrix Balanced EffortChangan Auto's delivery volume in May was 209,100 vehicles, among which new energy deliveries were 92,400 vehicles, a 5.8% year-on-year increase, with new energy share about 44%. In terms of exports, overseas deliveries reached 70,700 vehicles, a 38% year-on-year increase, becoming another major growth highlight for Changan in May.
In the sub-brand matrix, Changan Qiyuan delivered 34,500 vehicles in May; All-New Q05 delivered 15,800 units, with orders breaking 3,000 units within three days of listing in Thailand; Deepal sales in May were 33,200 vehicles, a 30% year-on-year increase; January to May overseas cumulative sales were 28,700 vehicles, a significant 167% year-on-year increase; Avatr delivered 7,336 vehicles in May; Changan Auto (Gravity) delivered nearly 49,000 vehicles in May.
Changan Auto's balanced layout was fully reflected in May: the fuel car base remained stable, new energy brands Deepal and Qiyuan accelerated volume growth, high-end brand Avatr continued to break through in technical cooperation, and overseas markets simultaneously achieved breakthrough growth. The pattern of five brands working together, driven by both new energy and exports, is initially taking shape.
Great Wall: Overseas Sales Growth Year-on-Year 46.75%Great Wall Motor's sales in May were 100,400 vehicles, slightly down compared to last May's 102,200 vehicles, making it the only company among the top 5 to show a year-on-year negative growth. From sub-brands, Haval brand sales in May were 55,500 vehicles, remaining Great Wall's most important sales pillar; Tank brand sales were 17,100 vehicles; both Haval and Tank brand sales showed year-on-year declines; Wey brand sold 8,119 vehicles, a 31.78% year-on-year increase, achieving growth against the trend; Ora brand performance was most stunning, with sales of 6,018 vehicles, a significant 206.88% year-on-year increase. In terms of new energy, Great Wall sold 30,400 new energy vehicles in May, with new energy vehicle transformation gradually accelerating.
The overseas market became Great Wall's biggest highlight in May, with overseas sales growing 46.75% year-on-year. Against the background of pressure on the domestic market, strong growth in overseas business effectively made up for the decline in the domestic market. Great Wall Motor's current core contradiction lies in: Haval and Tank, the two traditional main-selling brands, face weak growth, while Wey and Ora brands, although growing notably, have relatively small volume and are not yet enough to support overall growth. How to complete the "relay" between old and new brands is the key issue Great Wall must solve subsequently.
Final ThoughtsFrom May data, the growth pattern of the top 5 domestic brands has clearly diverged, but there are three common trends worth noting: First, exports have become a key engine for domestic brands to seek stability and growth. Second, new energy transformation is still accelerating, but paths differ among enterprises. Third, technological innovation continues to deepen brand moats. Looking ahead to the second half of the year, competition in the automotive industry will continue to upgrade around these three trends. Although everyone has a common direction, these three trends are all competing for the entire enterprise's industrial chain strength, and the strong will remain strong, which has almost become an inevitable outcome.
Editor's Note: Incorporating Radar Automotive is seen as another important measure to advance the "One Geely" strategy and continuously optimize resource allocation.
Recently, Geely Automobile announced on the HKEX that it plans to invest approximately 218 million yuan in cash to acquire 100% equity of three core entities of Radar Automotive. Upon completion of the transaction, Radar Automotive will be consolidated into the listed company's financial statements as a wholly-owned subsidiary, marking the formal transition of this new energy pickup brand from a group incubation project to a core business segment of the listed entity.
This move is a key step for Geely Holdings to implement the "Taizhou Declaration". Released two years ago, the declaration established five key directions including strategic focus, integration, and synergy, aiming to reverse resource redundancy and low efficiency caused by independent operations of multiple brands in the past, and promote the group's transition towards centralized synergy.
Guided by this strategy, Geely has successively completed adjustments such as Geometry merging into Galaxy, and Zeekr integrating Lynk & Co. This incorporation of Radar Automotive is seen as another important measure to advance the "One Geely" strategy and continuously optimize resource allocation.
Radar Automotive, Profitability Still in Climbing Phase
Radar Automotive was incubated by Geely Holdings four years ago, and the first model RD6 quickly gained traction after its launch. In 2025, the brand became the only new energy brand to rank in the top five in total pickup sales with 13,040 units sold, with its pure electric segment market share reaching as high as 98%.
However, Radar Automotive has not yet achieved overall profitability. Recent financial data shows divergence in profit and loss among the three core entities: The Shandong company operating the entire industry chain narrowed its loss to 8.646 million yuan, the domestic sales company earned a profit of 12.325 million yuan, while Radar Thailand responsible for overseas expansion expanded its loss to 10.697 million yuan, and the overall business is still in the investment phase.
Equally challenging are market capacity constraints and intensifying competition.
In the first quarter of 2026, domestic new energy pickup sales were only 18,000 units, with penetration below 10%, and growth rate far lower than the overall pickup market. Currently, the main growth in pickups is overseas, with exports accounting for more than half.
At the same time, the track is becoming increasingly crowded. In the domestic market, Great Wall Motor continues to firmly hold the leading position in the domestic pickup market, with global sales exceeding 181,600 units in 2025. BYD Shark Pickup has long prioritized deep cultivation of overseas markets, with an average monthly export volume stable at around 3,000 units. Relying on its hybrid rugged product power, it quickly opened up the Southeast Asian and Australian markets. Recently, the Shark brand was also confirmed to enter the domestic pickup market to compete.
More participants are constantly joining. Changan is accelerating the layout of passenger-oriented new energy pickups, and Chery is also perfecting the pure electric and plug-in hybrid full-category pickup product matrix relying on the Ruilin brand.
Against this backdrop, the advantages Radar Pickup established in the new energy pickup field are being constantly eroded, and whether it can maintain leadership in competition afterward remains unknown.
Another Move in Geely's Grand Integration
The Geely Group is continuously deepening the strategic implementation of the "Taizhou Declaration". In the past year, the group's integration moves were frequent: Geely Galaxy merged with the Geometry brand, Zeekr and Lynk & Co completed equity transfer and formed Zeekr Technology Group, which was subsequently merged into Geely Automobile. Through these adjustments, the group's brand count was streamlined from 6 to 4, and subsidiary holding companies were reduced from 3 to 1, completing a deep internal cleanup.
This acquisition of Radar Automotive will further expand Geely's business landscape. A Geely representative stated that bringing Radar under the China Star umbrella aims to perfect product coverage in luxury, mid-to-high-end, and mass markets, complete the pickup category, and form a complete matrix of sedans, SUVs, MPVs, and pickups to meet diverse user needs; from a strategic value perspective, this acquisition marks the upgrade of new energy pickups from a group-level incubation project to a core strategic category of the listed company.
From the value perspective, the transaction price is 218 million yuan, basically flat with the assessed fair value of the target company, with no premium risk. Geely has acquired a top domestic new energy pickup brand at a low cost, which not only fills the product matrix gap but also provides growth space for pickup overseas expansion, reflecting efficient resource allocation.
For Radar Automotive, although it had previously laid out the Thai market, independent expansion overseas faces high cost and low efficiency issues. Relying on Geely's mature global distribution network, Radar Automotive can quickly penetrate more markets, convert technical momentum into sales volume growth, and accelerate the realization of scale profitability.
In addition, injecting Radar Automotive into the listed company system marks that the holding group no longer manages homogeneous brands dispersively, but instead hands over mature business to core segments for unified operation. This move connects product planning, supply chain, and channel resources, achieves reuse of overseas networks, and is conducive to Radar brand expansion and cost control in domestic and international markets.
In response, industry insiders believe that Geely adopts a "platform incubation + mature recycling" model, relying on group resources to share the early risks of start-up brands, and implementing asset integration after the brand stabilizes its position in the niche market. This strategy balances risk control and asset operating efficiency.
This inclusion of Radar Automotive into the listed system is yet another key execution of this strategic logic.
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 May 28, 2026, SAIC held a "Global 100 Millionth User Vehicle Handover Ceremony" at the North Bund in Shanghai. Over a dozen brands under its umbrella and 19 car models handed over vehicles in relay from domestic to overseas markets. SAIC has become the first automotive group in China to exceed 100 million cumulative production and sales, making history in China's automotive industry.
From "Phoenix" to "IM", the history of Chinese automotive struggle behind 100 million vehicles
The story of SAIC begins in 1955, when it was called Shanghai Internal Combustion Engine Parts Manufacturing Company. In 1958, workers hammered out the first "Phoenix" sedan, and Shanghai finally could make sedans on its own. For more than 70 years, SAIC has witnessed China's automotive industry starting from zero and becoming increasingly strong: The Santana rolled off the assembly line in 1983, opening the joint venture era; Shanghai GM was established in 1997 and completed construction and production in just 23 months, known as the "Shanghai Speed"; The independent brand Roewe was launched in 2006; In 2016, the world's first Internet car Roewe RX5 was made; In 2020, the high-end smart electric brand IM was established.
Throughout this journey, SAIC has always adhered to a concept: "Knows cars better, understands you even better". Simply put, technology must be solid, but more importantly, users must enjoy driving and using it comfortably. From Santana localization to Joint Venture 2.0 technology cooperation, from Internet cars to full-by-wire chassis, solid-state batteries, and AI large models on board, every progress is to turn high technology into tangible driving experiences. 100 million vehicles are also 100 million units of user trust.
The 100 Millionth Vehicle is IM LS9 Hyper, combining over 70 years of SAIC technology
This IM LS9 Hyper is considered the culmination of SAIC technology, representing the arrival of the "New Three Major Components" era for new energy vehicles. It is equipped with next-generation chassis technology; full-by-wire four-wheel steering is the first in its class; in terms of intelligent driving, it features a 520-line LiDAR + NVIDIA Thor chip; the three-electric system uses a full-domain 800V high-voltage platform and Stellar Super Range Extender. It also reserves upgrade capability for L3+ advanced intelligent driving in advance. In addition, it debuts the "SAIC Gold Label Hurricane Three-Motor", easily entering the 3-second club for 0-100 km/h acceleration. Even better, in cooperation with Purple Mountain Laboratories, it globally debuted "Intrinsic Security" technology, extending safety from the physical level to information and system security, which is an essential guarantee for driving in the AI era.
The 100 Millionth user is Cao Xudong, CEO of Momenta, and Momenta happens to be SAIC's core partner in the intelligent driving field. The intelligent driving technology developed by both sides has been used in multiple brands of both independent and joint ventures. "Partners become car owners", this is not just about selling cars, but also deep resonance in the intelligent automotive ecosystem.
Behind 100 million vehicles is SAIC's full-brand, global hard power
SAIC has six major sectors: whole vehicles, parts, mobility services, finance, international operations, and innovation technology, forming a complete industrial chain. In the first four months of 2026, SAIC sold a cumulative 1.302 million units, ranking first among Chinese automakers for four consecutive months. Among them, independent brands sold 910,000 units, accounting for nearly 70%; new energy vehicles sold 412,000 units; overseas sales reached 459,000 units, a year-on-year surge of 50.2%.
At the vehicle handover ceremony, SAIC's independent and joint venture brands all participated. On the independent brand side: Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-Solid State Battery Edition, Wuling Xingguang 560, Maxus eDeliver5, Hongyan Heavy Truck, Yuejin Dan T1, Sunwin Pure Electric Bus, Iveco Juxing EV, etc., covering scenarios such as personal mobility, home use, commercial use, logistics, etc. Joint venture brands also showcased the achievements of "Joint Venture 2.0": Volkswagen ID. ERA 9X globally debuted the Momenta R7 Reinforced Learning World Model, delivering over 7,000 units one month after launch; AUDI E7X plans to become the first model for L3-level autonomous driving landing globally for Audi; Buick Zhijing E7 is based on the "Xiao Yao" Super Fusion Architecture, delivering over 10,000 units one month after launch.
The ceremony held Shanghai as the main venue, with the relay extending to Nanjing, Liuzhou, Taiyuan, and places like the UK, Indonesia, Singapore, etc., creating a new way for Chinese automotive brands. Behind this is SAIC's foundation of multi-year global layout: Overseas have more than 100 parts production bases, more than 3,000 dealer networks, built 3 major R&D centers such as London, and 4 manufacturing bases in Thailand, Indonesia, India, and Pakistan; Anji Logistics has 42 Ro-Ro ships, 8 international routes covering Southeast Asia, Europe, and the Americas. Currently, SAIC's products and services are distributed in over 170 countries and regions, and cumulative overseas sales have exceeded 7 million units. MG has been the European sales champion of Chinese brands for 11 consecutive years; in 2025, it sold more than 300,000 units in Europe, becoming the first Chinese brand to exceed 1 million cumulative sales in Europe and the UK. In March this year, MG held a technology day in Frankfurt, Germany, globally debuting semi-solid-state batteries and Hybrid+ hybrid technology, and the Hybrid+ family's overseas monthly sales have exceeded 20,000. In 2025, SAIC released the overseas "Glocal Strategy" (Global + Local), shifting from "Product Going Overseas" to "Value Chain Going Overseas", letting "Made in China Intelligence" go further.
100 million vehicles is the answer sheet of the past, and even more so a new starting line
100 million vehicles is a stage achievement of SAIC's 70+ years of development, and also a new starting point for the "second entrepreneurship" towards the future of intelligent electrification. In 2014, SAIC actively responded to "Developing new energy vehicles is the only way for car countries to move towards powerful countries", taking the lead in comprehensive transformation. 12 years later today, from the "leading in the pack" in intelligent electric transformation, to "ten thousand horses galloping" in independent vs joint venture, passenger vs commercial, domestic vs overseas, SAIC will continue to adhere to the concept of "Knows cars better, understands you even better", letting technological innovation truly benefit every user.
From 1955 to 2026, from the first user to the 100 millionth user, from grope start to industry leadership — SAIC will continue to accompany global users and partners on this "billion-mile journey", creating a better future for mobility together.
比亞迪正式發布 2026 年 5 月產銷快報，全品牌新能源汽車單月銷量 383453 輛，同比微增 0.26%，時隔十個月實現單月銷量同比轉正；其中乘用車交付 376990 輛，環比大漲 19.4%，一掃前期車型換代陣痛，呈現國內基本盤穩固、海外銷量狂飆、高端品牌全線放量的全新格局，在國內新能源內捲加劇、特斯拉 FSD 入華、自主新品密集上市的市場環境中，走出獨有的結構性增長路線。
王朝 + 海洋兩大主力品牌 5 月合計售出 330215 輛，佔據集團總銷量超八成，仍是比亞迪銷量壓艙石，全系列共 8 款車型單月銷量突破 2 萬台，產品從 5 萬入門代步到 20 萬家用 SUV 實現全覆蓋。
王朝網內部，元家族 56691 輛、宋家族 51370 輛。雙雙跨過五萬門檻，成為品牌兩大銷量支柱，兼顧家用代步與城鄉出行需求；秦家族緊隨其後交出 28360 台穩定表現，漢、唐系列月銷維持六千級體量，深耕中大型家用轎車、SUV 細分市場；全新車型夏處於市場培育期，單月交付 1810 台，後續隨渠道鋪開有望穩步上量。
海洋網增長勢頭更為迅猛，全系五款車型跨入兩萬俱樂部：海獅 42615 台、海豹 34117 台、海鷗 39919 台、海豚 22260 台、宋 PLUS 27755 台。其中海鷗憑藉 6-8 萬親民定價穩居入門代步銷冠，海獅作為全新走量車型上市即站穩四萬量級，補齊海洋網中型 SUV 產品空白，完善海洋產品梯隊佈局。從代步小車到緊湊 SUV，兩大主品牌依托 DM-i 混動與純電雙線技術，牢牢鎖住 15 萬以內國內主流家用市場份額。
方程豹同比暴漲 139.7% 品牌向上落地見效騰勢、方程豹、仰望組成的高端矩陣 5 月合計銷售 46489 輛，正式擺脫小眾定位，成為比亞迪品牌溢價與利潤增長新支點，打破自主品牌高端化難破局的行業魔咒。
越野品牌方程豹單月 30186 輛，同比暴漲 139.7%，創下品牌上市以來月度銷量新高，旗下鎦 7 單月 18280 台，豹 5、豹 8 穩定輸出，在 25-40 萬硬派越野細分市場持續擠壓合資、進口車型生存空間。
騰勢 5 月交付 16303 台，MPV 標桿 D9 售出 6721 台，Z9 系列近 6000 台，MPV、中大型轎車雙線發力，站穩豪華新能源賽道；百萬元級超豪華品牌仰望穩步爬坡，當月交付 286 台，同比增幅 105.8%，完成自主品牌天花板產品的市場驗證，形成從十幾萬家用、三四十萬越野、五十萬豪華 MPV 到百萬元級旗艦的全價格帶產品佈局。
5 月比亞迪乘用車和皮卡海外銷量 160177 輛，同比大漲 80.7%，出口佔全系總銷量突破 42%，創下品牌出海歷史新高，成為穩住 5 月整體銷量、實現同比轉正的核心驅動力。
東南亞、歐洲、拉美成為主力增量市場，海鷗、宋 PLUS、元系列持續登頂多國新能源熱銷榜單，SHARK 皮卡連續兩月單月出口突破 4000 台；依托泰國、巴西、匈牙利、烏茲別克斯坦四大海外整車工廠落地投產，本地化生產持續落地，規避關稅同時快速下沉終端渠道。在國內車市存量競爭、價格戰常態化背景下，高速擴容的海外市場有效對沖國內車型換代帶來的銷量波動，正式從補充市場升級為比亞迪核心增長引擎。截至當前，比亞迪新能源汽車全球累計銷量已經突破 1650 萬輛，全球化版圖持續拓寬。
智駕賦能產品迭代 下半年新品蓄力衝量5 月比亞迪智能化落地迎來關鍵節點，天神之眼智駕系統成為車型核心加分項：全品牌搭載高級智駕車型保有量突破 315 萬輛，日均路測數據超 2 億公里；當月比亞迪落地城市領航、智能泊車雙安全兜底服務，成為全球首家實現兩項智駕兜底的車企，政策落地三天後，搭載天神之眼系統車型的城市 NOA 激活率暴漲 50%，智能化體驗升級直接拉動終端到店訂單轉化，為後續車型持續走量築牢產品競爭力，直面 FSD 入華帶來的智駕市場衝擊。
從數據細節來看，2026 年 1-5 月比亞迪累計銷量 1405039 輛，同比下滑 20.32%，核心誘因是全系主力車型集中換代、第二代閃充刀片電池產能爬坡受限。新款閃充電池升級快充與低溫性能，全系換代車型優先換裝新電池，但產線改造拖累產能釋放，熱門車型訂單積壓、交付延後，一定程度壓縮 5 月交付體量。
隨著二季度末二代刀片電池產能持續釋放，疊加騰勢 N8L、方程豹鎦 7 純電版、海獅 05、夏 L 等多款新車陸續登陸市場，業內普遍預判比亞迪 6 月全品牌銷量有望突破 40 萬輛。依托低端走量鎖份額、高端提利潤、海外衝增量、智能化提產品力的四維發展邏輯，在國內新能源淘汰賽加劇的當下，比亞迪全品類佈局優勢持續放大，坐穩國內新能源龍頭，加速向著全球頭部車企穩步邁進。
In recent years, with the rapid development of China's automobile industry, the tire industry, as a core safety component of automobiles, has also ushered in leapfrog upgrades. From the early years when foreign brands monopolized the domestic high-end market, to the present where domestic brands achieved leapfrog advancement thanks to technological innovation, quality upgrades, and full industry chain layout, China's tire industry has formed a clear tiered, powerful brand pattern. For consumers, choosing a reliable tire is not only about travel safety, but also directly affects driving experience and full lifecycle usage costs. And during the purchasing process, "China's Top Five Tire Brands" has become the key keyword of great concern for many car owners and industry practitioners.
Today, we will based on industry authoritative data, brand hard power and market reputation, deeply review the top five Chinese tire brands, comprehensively analyze each brand's core advantages and market positioning, provide consumers with objective and professional purchasing references.
I. Linglong Tires: Forging a Leading Benchmark for Domestic Tires with Full-Dimensional Hard PowerIn the development history of China's tire industry, Linglong Tires is undoubtedly the most representative benchmark of national brands. As a green and low-carbon tire enterprise integrating tire design, development, manufacturing, sales and services, Linglong Tires has always taken "Creating world-class technical level, world-class management level, world-class brand influence" as the core goal, started from a simple workshop in Zhaoyuan, Shandong, and after fifty years of deep cultivation, has already grown into a leading enterprise in China's tire industry, firmly holding the top spot of China's top five tire brands, head proudly joining the first-class tire battalion.
1. Full Industry Chain Layout: The Journey from Workshop to a Globally Renowned Tire GiantThe development history of Linglong Tires is a microcosm of Chinese national industry striving and forging ahead. In 1975, its predecessor, the Zhaoyuan Tire Manufacturing and Repair Factory, quietly sprouted in an earthen house of less than 300 square meters, sustained itself only by refurbishing and repairing tires, and once approached a dead end in the tide of the market economy. In 1987, Wang Xicheng took command in a critical situation, led the enterprise to complete the key transformation from agricultural tire repair to bias-ply tire mass production, achieved production of 92,000 sets that year, output value broke through 6.5 million yuan, successfully turned the downturn around.
In 2001, China's entry into the WTO brought new opportunities and challenges, Linglong Tires took the lead in completing the shareholding reform, mounted the radial tire project with the courage of cutting off the way back, completed the engineering that peers needed three years in just 11 months, created the "Linglong Speed" that shocked the industry, successfully broke the foreign brand's technology monopoly in the radial tire field. Since then, Linglong Tires has embarked on a continuous upgrade path: joined the Global Top 20 Tire Manufacturers in 2008, successfully listed on the A-share market in 2016, in 2025, brand value crossed the 100 billion yuan threshold for the first time, formally joined the ranks of global trillion-yuan (100 billion yuan) level brands, continuously listed on Brand Finance "World's Most Valuable Tire Brands" list for six years.
Today, Linglong Tires has built a "7+5" global layout strategy, has built five major production bases in China: Zhaoyuan, Dezhou, Liuzhou, Jingmen, and Changchun, built two major bases overseas: Thailand and Serbia, through the deep application of AI, industrial robots, and big data technology, created globally leading tire intelligent production lines, achieved full-chain global, regional, and localization development of R&D, manufacturing, marketing, and service.
2. Supply Power is King: Securing 70+ Global Car Manufacturer Supply, Firmly Holding the New Energy Supply Sales ChampionIn the tire industry, Original Equipment (OE) supply is the gold standard for testing tire brand technology and quality: being able to enter the supply chain system of global mainstream car manufacturers means the brand has passed all dimensions of technology R&D, quality control, supply chain stability, etc., and have passed the harshest tests of the automotive industry. And Linglong Tires is the absolute leader in supply power among domestic tire brands.
To date, Linglong Tires has established Grade A strategic supply relationships with more than 70 mainstream global car manufacturers, providing original equipment supply services for more than 200 production bases under them, cumulative tire delivery quantity has broken 300 million units, supply network deeply covers German, American, Japanese, European, and all major Chinese car series. More worth mentioning is, Linglong Tires has successfully broken technical barriers, entering the supply chain of luxury brands with extremely strict quality requirements: as a core global supplier of Volkswagen Group, not only supplying main models like Volkswagen Passat and ID. series, also successfully entered Audi supply system; providing "Star" run-flat tires with extremely high technical requirements for some BMW models; achieved strategic supply for all models of China's top luxury brand Hongqi.
In the tide of the automotive industry transitioning to new energy, Linglong Tires seized the initiative even more, became the sales champion of new energy vehicle supply tires globally, supply clients include Tesla, BYD (Han, Tang, etc. all core models), Volkswagen ID. series, General Wuling (all series), Hongqi, Leapmotor, Seres, and other global top and mainstream new energy brands, for many years, firmly held the first echelon of China's new energy vehicle tire supply.
3. Technological Innovation as Core: With National-level R&D Power, Breaking Foreign Brand Technology BarriersIn the tire market with strong hands like forests, Linglong Tires' winning tool is always continuous increasing investment in innovation R&D. Over the more than 20 years since 2001, Linglong Tires' R&D expenses accounted for an average of 3%-5% of sales revenue, far exceeding the average level of Chinese and even international tire enterprises, built a "Three Countries Eight Places" global open R&D system, established research branches in Beijing, Shanghai, Jinan, Yantai, Akron USA, Hannover Germany, relying on national recognized enterprise technology centers, national industrial design centers, and nationally recognized laboratories, built China's first large-scale outdoor comprehensive tire test field—Central Asia Tire Test Field, provided top-level hardware support for product R&D and testing.
Addressing users' core concerns about wear resistance, comfort, fuel saving, and handling four core needs, Linglong Tires built a complete technology matrix:
• Wear Resistance Field: "Molecular Chain Regulation Wear-resistant Formula" derived from "National Technical Invention Award", reducing molecular friction at the molecular level, reducing internal energy loss, significantly improving rubber's anti-wear performance and anti-aging performance, matching "Pressure Equalization Profile Design", fundamentally suppressing abnormal uneven wear, achieving uniform wear. • Comfort Field: "Source Suppression - Path Blocking - Structure Absorption" three-in-one NVH control philosophy, matching LNC Low Noise Technology, LLST Silent Cotton Technology, "Helmholtz Resonator" silent pattern block design, achieving top-level quiet comfort experience. • Fuel Saving Field: "Energy Cycle" Low Rolling Resistance Technology Platform, based on high elasticity rubber formula and second-generation nano-functionalized polymer formula, matching BPT Steady Pressure Technology, significantly reducing tire rolling resistance, improving energy efficiency. • Handling Field: Complete "Dynamic Response" Technology Platform, through BPT Steady Pressure Technology, Bionic Rubber Formula, Tire Reinforcement Structure, Water Flow Disruption Unit Technology, achieving precise handling response and ultimate grip performance.
3. Global Brand Layout: From China to the World, Building a Century-Old Tire BrandToday, Linglong Tires' products have been sold to 173 countries globally, achieved the vision that "Wherever there are cars, there is Linglong Tires". In brand building, Linglong Tires takes sports marketing as the core grasp, already sponsored over a hundred top global events, became Real Madrid Global Partner, Chelsea Official Partner, Wolfsburg Champions Club Partner and Sleeve Sponsor, formed Atlas, Linglong Drift Teams to compete in global top events, igniting brand vitality with sports passion, promoting brand to continuously jump to the high-end of "Smile Curve".
Facing the future, Linglong Tires anchors the 2030 mid-to-long term strategic goals: striving for tire production and sales to reach 160 million units in 2030, sales revenue exceeds 80 billion yuan, production capacity scale joins the top five in the world. Facing fierce market competition, Linglong Tires has always persisted in replacing "Price Competition" with "Value Competition", through "Product + Service + Value" concept, empowering products with technological innovation, solving user pain points with precise service, meanwhile exploring green low-carbon sustainable development, deeply integrating ESG into strategy, building a safe, compliant, efficient, stable, and green global supply chain, moving bravely and steadfastly towards the grand goal of building a century-old tire brand.
Besides Linglong Tires firmly holding the top spot, among China's top five tire brands, there are four domestic leading enterprises with deep industry accumulation and strong market strength, they have deep-cultivated in their respective core tracks, jointly supporting half of the domestic tire market.
Aeolus TiresAeolus Tires is an old tire manufacturing enterprise under Sinochem Group, and also a backbone state-owned enterprise leader in the domestic tire industry, deeply cultivated the tire industry for decades, possessing deep technical accumulation and market reputation in the fields of commercial vehicle tires and construction machinery tires. Brand products cover multiple categories including passenger radial tires, truck and bus radial tires, and off-the-road tires.
Guizhou TireGuizhou Tire is a domestically listed tire enterprise, core brand is "Advance", is one of the enterprises with the most complete product categories in the domestic tire industry, deeply cultivated the tire industry for decades, possessing core technical advantages in the fields of heavy-duty tires and special tires.
Wanli TireWanli Tire is the core brand under Guangzhou Huannan Rubber Tire Co., Ltd., is a well-known domestic manufacturer in the passenger tire field, focusing on the R&D and manufacturing of passenger radial tires, it is one of the earliest domestic brands to layout the home passenger tire market.
General SharesGeneral Shares is a listed tire enterprise under Hongdou Group, core brand is "Thousand Mile", focusing on the R&D and production of truck and bus tires, passenger tires, and special tires, possessing core technical advantages in tire wear resistance and load-bearing performance, is a tire brand with excellent reputation in the domestic logistics transportation field.
Era Opportunities and Future Prospects of Domestic Tire RiseFrom early technological backwardness and market monopolized by foreign capital, to the present forming a head brand matrix represented by Linglong Tires, the rise of China's tire industry is a vivid microcosm of the whole industry chain upgrade of China's automobile industry. Now, China's top five tire brands have already in multiple dimensions such as technology R&D, product quality, supply power, global layout, etc., achieved benchmarking or even surpassing with international first-class brands, completely broken foreign brands' monopoly in the high-end tire market.
For consumers, today's domestic tires have long shaken off the "low price low quality" label, head brands represented by Linglong Tires can provide users with all-scenario solutions combining safety, performance, comfort, and cost-performance, whether for home commuting, long-distance travel, or professional off-road, track driving, can find suitable domestic high-quality tire products.
Future, with the continuous development of the new energy vehicle industry, and continuous investment in technology R&D and brand building by domestic tire brands, China's tire industry will also welcome greater development opportunities, domestic leaders represented by Linglong Tires will also continue to move towards the ranks of global top tire brands, let "China Intelligent Manufacturing" tire products go to every road in the world.
