喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會揀 MG MG HS 同 Subaru Outback 來做比較。這兩款車喺價錢同定位上都好接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省下做功課嘅時間。

價錢同版本

MG MG HS 喺馬來西亞嘅 OTR 售價係 RM 130,450 - 146,450，共有 2 個版本，包括 1.5L Standard（RM 105,000）、1.5L Executive（RM 115,000） 等。

Subaru Outback 喺馬來西亞嘅 OTR 售價係 RM 260,000 - 280,000，共有 2 個版本，包括 2025 2.4T R-Touring EyeSight（RM 310,340）、2025 2.5L Touring EyeSight（RM 280,340） 等。

由價錢睇，MG MG HS 嘅起步價確實比 Subaru Outback 平咗 RM 129,550。如果你預算有限，MG 嘅入門版已經可以滿足日常需要。但都要注意，平嘅那幾千元，可能喺配備上會有取捨，具體睇返你嘅需要。

動力同油耗

MG MG HS 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。

Subaru Outback 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。

動力方面，Subaru Outback 嘅 2.0L Turbo 比 MG MG HS 嘅 1.5L Turbo 多咗 80 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠力。

安全配備

MG MG HS 嘅安全评分係 TBD，主動安全系統包括 Basic。

Subaru Outback 嘅安全评分係 TBD，主動安全系統包括 Basic。

兩款車嘅安全评分一樣，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，唔使太擔心呢點。

配備同科技

MG MG HS 採用 FWD 驅動方式。

Subaru Outback 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分別。

適合邊種人

MG MG HS 同 Subaru Outback 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；如果你更介意性價比同配備，就揀配備更豐富嗰款。最終都建議兩款都去試駕，親自體驗先至最重要。

總結

總括嚟講，MG MG HS 同 Subaru Outback 都係馬來西亞市場好唔錯嘅車型。揀邊架，關鍵仲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，花啲時間做功課絕對唔會錯。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拎 MG MG HS 同 Subaru Outback 做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省下做功課嘅時間。

價錢同版本

MG MG HS 喺馬來西亞嘅 OTR 售價係 RM 130,450 - 146,450，合共 2 個版本，包括 1.5L Standard（RM 105,000）、1.5L Executive（RM 115,000）等等。

Subaru Outback 喺馬來西亞嘅 OTR 售價係 RM 260,000 - 280,000，合共 2 個版本，包括 2025 2.4T R-Touring EyeSight（RM 310,340）、2025 2.5L Touring EyeSight（RM 280,340）等等。

從價錢睇落，MG MG HS 嘅起步價確實比 Subaru Outback 平咗 RM 129,550。如果你預算有限，MG 嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。

動力同油耗

MG MG HS 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。

Subaru Outback 配備 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。

動力方面，Subaru Outback 嘅 2.0L Turbo 比 MG MG HS 嘅 1.5L Turbo 多咗 80 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠力。

安全配備

MG MG HS 嘅安全評級係 TBD，主動安全系統包括 Basic。

Subaru Outback 嘅安全評級係 TBD，主動安全系統包括 Basic。

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

空間同舒適度

MG MG HS 車身長 4400 mm，後尾箱 400 L。

Subaru Outback 車身長 4400 mm，後尾箱 400 L。

兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。

配備同科技

MG MG HS 採用 FWD 驅動方式。

Subaru Outback 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。

總結

總括嚟講，MG MG HS 同 Subaru Outback 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵仲係要睇你嘅個人需要同預算。建議大家做足功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對無錯。

喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿 Honda CR-V 同 Subaru Crosstrek 嚟做比較。而家我哋從多個方面做一個詳細比較，幫你慳晒做功課嘅時間。

價錢同版本

Honda CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，合共有 4 個版本，包括 2026 e:HEV 2.0L 2WD RS（RM 195,900）、2026 1.5T 4WD V（RM 181,900）、2026 e:HEV 2.0L 2WD E（RM 178,200）等。

Subaru Crosstrek 喺馬來西亞嘅 OTR 售價係 RM 145,000 - 160,000，合共有 1 個版本，包括 2.0L e-Boxer（RM 150,000）等。

由價錢嚟睇，Subaru Crosstrek 嘅起價比 Honda CR-V 平咗 RM 33,200。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期使用成本。

動力同油耗

Honda CR-V 配備 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。

Subaru Crosstrek 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。

動力方面，Honda CR-V 嘅 2.0L 4-cyl 比 Subaru Crosstrek 嘅 1.5L Turbo 多咗 30 匹馬力，中段加速會更有信心，尤其係跑高速公路超車嘅時候。但 Subaru Crosstrek 嘅油耗表現可能會更好，日常市區通勤嘅話差別唔會太明顯。

保養同維護

Honda CR-V 保養 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。

Subaru Crosstrek 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。

適合邊種人

Honda CR-V 同 Subaru Crosstrek 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更介意性價比同配備，那就揀配備更豐富嗰款。最後始終建議兩款都去試駕，親身體驗先至係最重要嘅。

總結

總嚟講，Honda CR-V 同 Subaru Crosstrek 都係馬來西亞市場幾唔錯嘅車款。揀邊一輛，關鍵仲要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最後決定。買車係件大事，花少少時間做功課絕對唔會錯。

車型概覽

五菱凱捷 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。 呢篇會集中講整體購車判斷，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

五菱凱捷 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 CVT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 五菱凱捷 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、1498 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。 177 Ps / 130 kW、290 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 4875 mm、車闊 1880 mm、車高 1695 mm、軸距 2800 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 無級變速(CVT)、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

五菱凱捷 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 五菱凱捷 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「五菱 Wuling 凱捷 係一款咩類型嘅 MPV？」簡單講，五菱 Wuling 凱捷 係一款主打「大 4 座」理念嘅高端家庭 MPV。 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 五菱凱捷 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 五菱凱捷 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

Land Rover Range Rover 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。

零售價 HK$ 1,521,552 - 2,189,655、完稅價 HK$ 3,298,000 - 4,848,000 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

Land Rover Range Rover 嘅購車預算可以先由 零售價 HK$ 1,521,552 - 2,189,655、完稅價 HK$ 3,298,000 - 4,848,000 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 2026 P530 SWB Autobiography 5 Seats Petrol（HK$ 3,298,000）、2026 P530 LWB Autobiography 7 Seats Petrol（HK$ 3,298,000）、2026 P530 LWB Autobiography 5 Seats Petrol（HK$ 3,398,000）、2026 P615 SWB SV 5 Seats Petrol（HK$ 4,098,000） 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 Land Rover Range Rover 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。

雙渦輪增壓、8 個 汽缸 嘅動力底子，重點係市區跟車夠唔夠順、高速巡航會唔會吃力。 530 Ps / 390 kW / 615 Ps / 452 kW、750 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 5052/5252 mm、車闊 2047 mm、車高 1867/1870 mm、軸距 2997/3197 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 手自一體(AT)、前置四駆 會影響起步順滑度、濕地穩定感同長途巡航性格。

優缺點分析

Land Rover Range Rover 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：預算位置清楚，方便同同級車直接比較、動力輸出對高速同上斜更有底氣、空間同車身尺寸方便家庭買家預判實用性。

要留意嘅係，香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。

買家常見問題

買 Land Rover Range Rover 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「Land Rover Range Rover 喺香港有邊幾個級別可以揀？」簡單講，Land Rover Range Rover 提供 SE、HSE、Autobiography 同 SV（包括 SV Black）四個級別。SE 係入門版，而 SV 係頂級高性能旗艦版。 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 Land Rover Range Rover 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 零售價 HK$ 1,521,552 - 2,189,655、完稅價 HK$ 3,298,000 - 4,848,000 鎖定預算圈、再睇動力係咪足夠應付高速併線同滿載、最後睇車身大小、座位同尾箱是否適合家人。

咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。

用車全周期指南

擁有 Land Rover Range Rover 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。

重慶車展深藍展台熱度唔低，唔係因為請咗明星。雖然明道真係嚟咗，都唔係因為展台佈置多炫酷。雖然嗰個葡萄牙國家隊主題空間真係幾有意思。真正令人多停落步嘅，係展台 C 位嗰台全新深藍 S07 華為乾崑激光版增程車型。

15.49 萬元起，帶華為乾崑 ADS 4 Pro 增強版，帶激光雷達。呢個價格一公布，現場唔少同行同觀眾嘅第一反應都差唔多：30 萬級嘅技術，真係被打落 15 萬級啦？

華為乾崑 + 激光雷達，呢次冇再「等等」

過去兩年，搭載華為智駕系統嘅車型唔少，但大多集中喺 20 萬甚至 30 萬以上嘅區間。消費者心裡都清楚：華為智駕好係好，但係門檻有啲高。

深藍 S07 呢次嘅做法好簡單，直接全系標配華為乾崑 ADS 4 Pro 增強版，將激光雷達、4D 毫米波雷達、高清攝像頭呢啲感知硬件一次性配齊。1 個激光雷達、3 個 4D 毫米波雷達、11 個高清攝像頭、12 個超聲波雷達，27 個傳感器組成嘅融合感知系統，喺呢個價位段，真係好少見。

唔係話其他品牌唔做到，而係大家普遍覺得 15 萬級嘅用戶對智駕冇咁高要求，或者覺得成本壓唔落嚟。深藍嘅態度更像係：呢個價位都应该享受好嘢。

具體到實際場景，複雜環島導航、無保護左轉禮讓、窄道會車控速呢啲日常高頻但比較考驗系統能力嘅場景，新车都可以覆蓋。呢個唔係「期貨」式嘅宣傳，而係交付即用。

新车提供咗三個版本：230Max+、230Ultra、300Ultra，限時價格由 15.49 萬元到 17.19 萬元。講句真話，就算唔睇權益，單單呢個定價已經有啲「唔講武德」咗。

增程版亦有裝激光雷達，呢個係重點

注意一個細節：呢次上市嘅係增程版，而且帶激光雷達。此前業界有個唔成文嘅「潛規則」，激光雷達往往優先畀純電車型，增程或者混動車型要么遲啲上，要么直接唔畀。深藍 S07 呢次打破咗呢種「區別對待」，增程版都能享受到完整嘅華為乾崑智駕能力。

呢度背後嘅邏輯好清晰：深藍唔想令用戶因為揀咗增程動力，就喺智能化上妥協。對於好多有長途需求、對充電便利性仲有顧慮嘅消費者嚟講，增程係目前更務實嘅選擇，但佢哋同樣值得擁有頂級嘅智駕體驗。

動力系統本身都有升級。超級增程 2.0 系統把百公里饋電油耗壓低到 3.8L，配合 3C 超充，補能速度明顯提升。CLTC 純電續航最高 300 公里，綜合續航 1385 公里。呢個續航水平，日常當純電車開問題唔大，跑長途都不用焦慮。

底盤方面，全系標配 FSD+HRS 可變自适应懸架。官方總結嘅「剎車唔點頭、過彎唔側傾、起伏唔拋跳、爛路唔顛簸、坑窪唔彈跳」，雖然聽落像順口溜，但核心意思好明確：深藍喺呢款車嘅行駛質感上下咗功夫，唔係只係堆智能配置。

將葡萄牙國家隊拉嚟，唔單止為咗蹭熱點

車展現場，深藍展台專門設置咗同葡萄牙國家隊嘅聯名互動區。車衣、定制周邊、足球雪糕盲盒，甚至仲有「藍牙」咖啡。一方面，2026 美加墨世界盃臨近，足球係全球共通語言，借勢體育賽事提升品牌聲量係好聰明嘅做法。更重要係，「滿電上場」呢個主題，既契合咗新车发布嘅狀態，亦暗合咗競技體育嘅精神，時刻準備，全力出擊。

而嗰個「葡萄牙隊進一球，深藍送一車（一年使用權）」嘅活動，確實能令線下門店喺世界盃期間有一個自然嘅引流話題。比起乾巴巴地喊「到店試駕」，呢個方式顯然更有趣、更容易令用戶記住。

深藍嘅產品陣列愈發完善

呢次重慶車展，深藍把全系 6 款車型都拉出嚟，由 10 萬級嘅 S05 到 30 萬級嘅 S09，產品線已經比較完整啦。

S05 嘅表現值得一講。全球 70 多個國家同地區，累計銷量突破 22 萬輛，拿過德國 iF 設計獎，喺泰國都拿過年度汽車大獎。5 月份喺國內純電緊湊型 SUV 市場拿咗銷量三連冠。呢個說明深藍嘅全球化唔單止係喊口號，係真係賣車。

L06 同 L07 則分別喺運動轎跑同科技智享兩個細分市場搵到自己嘅位置。L06 用咗磁流變懸架，L07 主打越級體驗，兩者喺 5 月份都拿咗細分市場嘅銷量冠軍。

往上走，S09 作為六座旗艦，兼顧家用同商務接待；G318 無憂穿越版則喺硬派越野同城市舒適之間搵到咗一個平衡點。可以話，深藍喺各個主流細分市場都已經有咗落子，而且唔係「為咗存在而存在」，每款車都有比較清晰嘅定位同賣點。

寫落去最後：

深藍 S07 呢款車增程版上激光雷達，其實反映咗一個趨勢：智能駕駛正從「高端專屬」變成「主流標配」。過去大家覺得智駕係錦上添花，30 萬以上嘅車先至需要認真考慮。但而家，15 萬級嘅消費者亦越來越在意車輛嘅智能化水平。呢個唔係消費升級，而係消費認知嘅正常演進，當手機由功能機變成智能機後，冇人願意再回去用功能機。汽車就係一樣。

深藍捉住嘅正係呢個窗口期。喺多數對手仲喺 20 萬以上佈局高阶智駕時，佢直接將門檻拉到咗 15 萬級。呢種「降維打擊」嘅策略，短期內可能會令利潤承壓，但從搶佔用戶心智同市場份額嘅角度睇，係值得嘅。

另外，深藍嘅全球化步伐亦喺加快。5 大區域、100 多個國家同地區，呢個規模喺自主品牌新勢力入面算走得比較快嘅。而「技術出海」取代「產品出海」，意味著深藍唔想只做一個賣車嘅品牌，而係希望喺更核心嘅層面參與全球競爭。

從產品定義同定價策略嚟睇，深藍呢次嘅態度好明確：唔玩虛嘅，用真本事話事。15 萬級上車華為激光雷達，呢個本身已經係一個足夠有說服力嘅開場。

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 Highlight

In 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 5

Chery 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 Effort

Changan 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 Thoughts

From 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.

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。

5 月份汽車銷量榜單陸續出爐咗，國內銷量格局基本已定，冇咩亮點啦，最關鍵係海外出口急升，比亞迪超過 16 萬輛，緊追奇瑞嘅 18 萬輛。奇瑞係老牌出口大戶，而家好快要被比亞迪反超。

刺激！

關於海外出口，兩者策略唔同，但單睇 5 月份呢個數據，奇瑞暫時守穩咗王座，但比亞迪追得好勁。

奇瑞：「老江湖」嘅底蘊

奇瑞 5 月出口 18.19 萬輛，將其他對手甩離一大截。

奇瑞喺俄羅斯、巴西、中東呢啲地方深耕咗快 20 年，渠道同口碑都好扎實。就好似開飯館，奇瑞係老字號，回頭客穩定，而家口味（產品力）都升級咗，所以銷量一齊爆發咗。

特點：燃油車係主力，亦係攞錢嘅根基，而家新能源亦跟上啦。

比亞迪：「新貴」嘅衝擊

比亞迪 5 月出口 16.06 萬輛，雖然同奇瑞差咗 2 萬多輛，但係呢個增速同勢頭更勁。

比亞迪係全球新能源銷冠，品牌熱度高。尤其喺東南亞（泰國、新加坡）同南美（巴西），比亞迪嘅電動車幾乎係降維打擊，搶咗唔少市場。

特點：全部係新能源，符合未來趨勢，後勁好足。

我哋睇下 5 月國內汽車品牌出口數據，我做咗張表格，更加直觀啲：

吉利今次值得單獨拎出嚟講兩句：

吉利嘅 8.51 萬輛雖然絕對值仲未追上奇瑞同比亞迪，但 184% 嘅同比增速係全場最高嘅。

而係有啲細節特別值得注意：吉利 5 月出口嘅新能源車佔咗 47.9%，成一半都係電車。

呢啲說明吉利唔係單靠油車喺海外衝量，新能源出海已經真正跑落嚟。同比亞迪主要依靠新能源奇瑞主要靠油車形成對比，而家係汽車出海嘅三大主力路線。

另外，吉利旗下嘅極氪 5 月交付咗 34377 輛，同比增長 82%，高端電車出海呢條路行得都幾順。領克 08 EM-P 已經喺哈薩克斯坦上市交付咗，吉利喺海外嘅新能源佈局越來越全面。

簡單總結下而家嘅格局：

奇瑞：總量第一，底蘊深厚，油車係基本盤

比亞迪：總量第二，純電混動雙強，勢頭猛

吉利：增速第一，新能源出海比例最高，潛力大

呢三家而家嘅打法各有特色：奇瑞打「全能牌」，比亞迪打「新能源牌」，吉利打「高端增速牌」。5 月嘅出口排名好清楚咗，但下半年邊個升得快，真係唔好話。

而關於冠軍之爭，本人認為呢場爭奪戰，唔單止係兩個車企打架，其實亦代表咗兩種出海模式：

奇瑞係「全能選手」：油車同電車兩手抓，喺傳統市場根基好深。5 月份呢個月，奇瑞係實打實嘅老大。

比亞迪係「偏科天才」：專攻新能源，喺新興市場勢如破竹。雖然單月仲未超過奇瑞，但 1-5 月加埋，奇瑞出口 75.3 萬輛，比亞迪呢邊仲未出累計數據，但按單月 16 萬算，總量差距喺快速縮細。

打个比方：就好似一場足球賽，奇瑞係傳統強隊，上半場（過去幾年）一直領先，防守穩固；比亞迪係擁有頂級前鋒（電動車技術）嘅新貴，正喺瘋狂進攻。

目前比數雖然奇瑞領先，但比賽仲遠未結束。只要比亞迪保持呢個增速，今年年尾「一哥」嘅位子係邊個坐，真係唔好話。

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.

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。

八大車型月銷破兩萬 宋元雙車站穩 5 萬

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。

海外爆發：單月 16.06 萬輛，佔總銷量超四成 成第二增長曲線

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。

Recently, we learned from official sources that Changan Qiyuan will fully enter the Thai market on May 28. The brand will showcase its entire lineup collectively in overseas markets, and the major launch of the all-new Q05 will also make its overseas debut.

It is reported that NEVO Q05 is the overseas version of Changan Qiyuan Q05. Following the NEVO Q05 launch in Thailand on May 28, NEVO will accelerate its expansion from China to Southeast Asia, Central Asia, Europe, and more global markets. This June, NEVO will enter the Uzbekistan market; in August, it will enter relevant markets in Indonesia and Central and South America; in October, it will further enter relevant countries and regions in Europe to enhance global competitiveness.

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.

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.

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。

May 28, 2026, Shanghai North Bund World Living Room. When the lights of the IM LS9 Hyper illuminated, when the scenes of global relay delivery were transmitted back to the main venue from London, Jakarta, Singapore, SAIC Motor Group officially became the first automotive group in the history of China's automotive industry to achieve cumulative production and sales of 100 million vehicles.

100 million vehicles, can be said to be SAIC Motor Group's "scorching memory" accumulated step by step over 70 years.

From 1958 when a hammer tapped out the Phoenix brand, to 2026 when the first 100 millionth IM LS9 Hyper went off the assembly line; from the tapping and banging of small alley factories to roaming across over 170 countries and regions worldwide. With original aspiration, craftsmanship, sincerity, unity, and ambition, SAIC has carved a mark unique to itself in the history of China's automotive industry development.

Original Aspiration — Adhering to Industry, Unwavering

What is a scorching original aspiration? It was 1958, when workers hammered out Phoenix brand cars bit by bit in an alley workshop.

Fenders were tapped by hand, roofs were tapped by hand, arms were swollen and couldn't be raised, but they gritted their teeth and hammered out the "zero breakthrough" in Shanghai's car manufacturing. In 1959, Premier Zhou tried the Phoenix brand and said: "It's still a problem of level!" This sentence became the motivation for SAIC people to keep catching up.

By the 1980s, during the assault on Santana localization, Comrade Zhu Rongji decided "Never engage in 'replacing vegetables'." SAIC gathered city-wide strength to crack key components, boosting localization rate from 2.7% to 80%, proving the quality of Chinese manufacturing with world standards.

In 1991, when Deng Xiaoping inspected Shanghai Volkswagen, he said with passion: "You can produce 1 million cars." At that time, no one expected that today SAIC Motor Group has already stood on the steps of 100 million vehicles.

And in today's intelligent electric wave, SAIC Motor Group still insists on self-developed semi-solid-state batteries, drive-by-wire steering, and Large AI Models. Build good cars, hold core technologies in your own hands — this original aspiration of serving the nation through industry has never cooled for 70 years.

The first 100 millionth IM LS9 Hyper is equipped with full drive-by-wire steering, NVIDIA Thor Chip, and endogenous security technology, which is exactly the echo of original aspiration in the new era.

Craftsmanship — Refine Quality, Polish Products

What is a scorching craftsmanship? It was during Santana localization, when German experts taught technology hand-in-hand, and Chinese workers learned technology day and night. Chinese and foreign employees respected each other and progressed together, only to polish a product that "jumped straight to international level".

In 1994, Comrade Wu Bangguo wrote an inscription for SAIC: "Strive for Perfection". These four words have become the imprint of SAIC's quality culture since then, carved into every component, every process, every vehicle.

In 1998, Yanfeng Company supplied bumpers for Shanghai General Motors. The first batch of products all met international standards, but the client raised higher requirements. Yanfeng leaders did not hesitate, and cut off that qualified bumper on the spot: "What the customer does not want must be cut off!" Three months later, more advanced technology was born. This near-obsessive pursuit of quality runs through SAIC Motor Group's 70-year manufacturing history.

Even entering the new energy era, that spirit of "Striving for Perfection" has never slackened. The development of Magic Cube Battery is a microcosm of this. To ensure safety, it underwent extreme tests with 6 times the national standard, maintaining a record of zero spontaneous combustion and zero thermal runaway since production, and in 2024 won the Second Class Award of National Science and Technology Progress.

From 60,000-level Roewe i6 to 500,000-level Cadillac Kaiweide, every car carries SAIC's craftsmanship heritage. MG4 globally launched semi-solid-state battery for the first time, Buick Zhijing E7 created "Children's Full Score Cockpit" — craftsmanship is the common language of all brands under SAIC Motor Group.

Sincerity — Give Back to Users, Trust is Not Failed

100 million vehicles mean 100 million times user choice, 100 million pieces of trust entrusted. Faced with this heavy trust, SAIC Motor Group responded with scorching sincerity. It used real "Technology Equity" to give the best technology to the most ordinary people. This is exactly SAIC Motor Group's core philosophy of "Knowing Cars and Knowing You": Knowing cars is the extreme pursuit of technology; knowing you is to land every piece of cutting-edge technology accurately into a perceptible and enjoyable beautiful mobility experience for users.

From 60,000-level Roewe i6 standard equipment with 8155 Chip and Doubao Large Model, to 150,000-level Hujing S standard equipment with Huawei Qianshun AD Pro ADS Pro Enhanced Version and HarmonyOS Cockpit, SAIC has changed high-level smart experience from luxury car exclusivity to mass standard. High-level intelligence is no longer tightly bound to high prices, this is that sincerity of knowing you landing.

Consumers responded with choices. Luo Zhenyu, founder of GetApp, became the 001st Experience Officer of Hujing S, charity blogger Liu Jia was gifted Zhijing E7 for protecting mountain children, former national player Yang Chen, London intern doctor Natalia, family Cao Kailiang... Every user story is saying the same sentence: "You understand me."

Behind 100 million vehicles are 100 million such voices. SAIC Motor Group used sincerity to turn "Knowing You" from an exclamation into a daily routine.

Unity — Join Forces Together, A Wall of Strength

What is scorching unity? It was the Santana era, Chinese and foreign employees exchanged coffee, celebrated New Year together. German experts taught technology, Chinese workers learned technology, respecting each other and progressing together. "Shared Beauty" has been written into SAIC Motor Group's genes since then.

SAIC Motor Group never builds "Ecological Islands".

From the Santana localization community in the 1980s to renewing with Volkswagen early in 2024 until 2040, opening the Joint Venture 2.0 era; from launching Shangjie with Huawei, co-creating smart driving deeply with Momenta, to building Internet cars with Ali Zebrant, cooperating with ByteDance Doubao for Large AI Models, making phone-vehicle interconnection with OPPO — SAIC's ecosystem is like a grassland with ten thousand horses galloping, inclusive of all runners.

The 100 millionth user was precisely Momenta CEO Cao Xudong. Partners became car owners, not a coincidence, but the most vivid proof of "Unity".

Cao Xudong said: "IM and Momenta have been 'Founding Lighthouse Partners' from the very beginning of brand birth, back-to-back, heart-to-heart." Now, Audi E7X will become Audi's globally first vehicle to implement L3 Level Autonomous Driving landing. ID.ERA 9X globally launched first with Momenta R7 Reinforcement Learning World Model. Unity allows SAIC to go from "Running Behind" to "Running Side-by-Side", then to "Defining Standards".

Ambition — Innovate and Open Up, Embark on a New Journey

What is scorching ambition? In 2014, when State Leaders inspected SAIC Motor Group, they pointed out: "Developing New Energy Vehicles is the only way for China to move from a big automotive country to a powerful automotive country." This sentence pointed the direction for SAIC Motor Group — not only to get bigger and stronger in China, but more to walk into the center of the world stage. Twelve years later, SAIC Motor Group gave the loudest answer with 100 million vehicles.

Along this road, SAIC Motor Group released the overseas "Glocal Strategy" in 2025 — Global + Local, moving from single product export to systematic globalization, deep localization, and full-scenario commercial solution output. From "Borrowing Ships" to "Building Ships", from "Product Going Overseas" to "Value Chain Going Overseas", every step is widening the boundaries of ambition.

Now, ambition bears fruits. MG has been champion of Chinese brands in Europe for 11 consecutive years. In 2025, European annual sales broke 300,000 vehicles, becoming the first Chinese automotive brand to break one million cumulative sales in Europe.

Anji Logistics owns 42 RoRo ships, 8 international routes covering Southeast Asia, Europe, Americas — Chinese cars finally have their own "Ocean Fleet".

Semi-solid-state battery, Hybrid+ Hybrid Technology globally launched for the first time, won high praise from European media in Frankfurt, technology began to output in reverse.

And the first 100 millionth delivered IM LS9 Hyper is the collector of this ambition. It is not the end, but the starting line of SAIC Motor Group's "Second Startup".

In January-April 2026, SAIC Motor Group's overseas sales rose 50.2% year-on-year, it used solid growth to drive "Chinese Intelligence Manufacturing" to every corner of the world.

Conclusion

100 million vehicles, SAIC Motor Group used 70 years to write the most heavy stroke in China's automotive industry. And these five hearts are the simple base color displayed by this enterprise.

Numbers will be constantly refreshed, but the 70-year gathered scorching record of "100 Million" is enough to illuminate every journey in the next 100 million.

Standing at the new starting point of 100 million vehicles, SAIC Motor Group's story has just turned a new chapter.