In the new energy market arena, a brand once universally questioned is now playing a surprisingly good hand.

In July 2026, Deepal Automobiles delivered an impressive semi-annual performance report: January–June global cumulative sales reached 164,000 units, a year-on-year increase of 14.6%. Among them, June single-month sales were 33,600 units, exceeding 30,000 units for four consecutive months. Overseas market first-half cumulative exports were 35,800 units, a year-on-year increase of 141%.

 

 

However, just a few months ago, Deepal was far from this scene.

Q1 2026, Deepal sales year-on-year declined by over 17%, January deliveries dropped month-on-month, February didn't even directly publish total series sales. Full-year 2025 sales settled at 333,100 units, although the adjusted target was completed, but built on the basis of the annual target actively being downward-adjusted from an initial 500,000 units to 360,000 units — this is the third consecutive year Deepal failed to complete the originally set annual target.

More troublesome than sales is the profit dilemma: By end of October 2025, Deepal cumulative loss was as high as 13.53 billion RMB, asset-liability ratio reached 114.3%, and it has been insolvent for consecutive years. At that time, Deepal was regarded by outsiders as one of the brands most likely to fail in new energy "fierce competition".

 

 

However, from being viewed negatively to consecutive monthly sales exceeding 30,000, what did Deepal rely on to complete this "comeback"?

The most direct answer is hidden in the product structure. Deepal S05, L06, S07 three main models constitute a stable "sales triangle", rather than relying on a single blockbuster. Deepal S05 is the absolute "sales leader" — June global sales 18,400 units, year-on-year growth 78.86%, cumulative sales already over 240,000 units. Deepal L06 staged a "V-shaped turnaround", from a January low of only 1,656 units, to June climbing to 7,977 units, exceeding 5,000 units for four consecutive months, winning the 130,000–200,000 RMB new energy medium-sized car quarterly sales champion. Deepal S07 remained steady, June sales 6,994 units.

 

 

But the formation of product structure is just the appearance. What truly supports this matrix to run is the clear logic Deepal has on technology inclusiveness, its official summary being, "Not competing on price, competing on technology, bringing high-tech to a more suitable price interval." Such as L06's magnetorheological suspension and LiDAR, S05's 3C super charging and full series standard L2+ intelligent driving, S07's Huawei Qiankun intelligent driving solution. These technologies taken alone are not fresh, but concentrated on 150,000 RMB tier models, almost impossible to find a second at the same price level.

It is worth mentioning, behind this is not relying on "loss-making" to hold up, but a verified supply chain logic: Deepal uses scale to exchange for cost, uses cost to exchange for configuration, uses configuration to exchange for sales — then sales feedback scale, forming a positive cycle.

 

 

Additionally, the explosion in overseas markets provides another growth logic. Domestic new energy market growth rate has dropped to single digits, stock characteristics are becoming more obvious, which means every incremental unit must come from competitor shares. Based on this, Deepal extends the battlefield outward, its first half overseas sales 35,800 units, year-on-year growth 141%, business covers over 100 countries and regions, Thailand factory and five KD workshops have been put into operation. Overseas is not only a sales supplement, but also a kind of risk hedging: When domestic price wars fight to the extreme, the overseas market gross margin space and brand premium ability provide Deepal with larger maneuvering room.

 

 

But under the halo of sales numbers, some deeper questions are equally unavoidable.

First is profit. By end of October 2025, Deepal cumulative loss 13.53 billion RMB, asset-liability ratio 114.3% — the situation of selling one losing one although is narrowing, but the distance from real self-sustaining is still there. Standing at 30,000 units for four consecutive months just touched the "threshold" of break-even, crossing this threshold requires continuous stable scale output, rather than several months of volume push.

Second is the moat. Deepal current competitive advantage is using supply chain integration to put high-end configuration down to 150,000 RMB tier, its essence is a kind of "efficiency advantage", rather than "technology generation gap". Efficiency advantage can be imitated, chased, even surpassed. When competitors also put LiDAR, magnetorheological suspension to this price level, what is Deepal's next differentiation weapon?

Additionally, there is overseas market uncertainty. 35,800 units half-year export is only a beginning. Overseas growth depends on local capacity, channel network, and brand cognition continuous investment, any link's delay may change the growth curve's slope. At the same time, overseas market policy risk, local opponent counterattack, brand cognition long accumulation, are variables Deepal must face.

 

 

Six months ago, Deepal was still questioned whether it could survive; six months later, it gave the answer with 164,000 units performance. But this answer is just phased. Profit realization, thickness of technology barrier, overseas expansion variables — these three exam questions, Deepal has not finally submitted answers yet.

And this, is exactly the core exam question of the new energy industry's second half: First half, competed on whether can make the car out, sell out; second half, competes on whether can sustain profit, whether can build brand, whether can stand firm on global market. Now, Deepal's first half report is not bad, and the second half's curtain, has just been pulled open.

On July 17, 2026, Chinese autonomous driving enterprise MOGOX (MOGOX) and ComfortDelGro Bus Private Limited (ComfortDelGro Bus), Singapore's largest private electric bus operator, signed a strategic cooperation agreement. Both parties will carry out cooperation across multiple dimensions such as autonomous driving vehicle operation implementation, commercial expansion, and industry regulatory synergy.

This is the second major layout MOGOX has advanced in the Singapore market. In October 2025, MOGOX, in a consortium formed with BYD and MKX Technologies, exclusively won the bid for the Land Transport Authority (LTA) of Singapore's first official L4-level autonomous driving bus pilot project. This project marks the first time a Chinese autonomous driving solution has won a bid in the overseas high-level public transport sector, and it is also the first time an autonomous driving bus has been integrated into an overseas public transport operation system.

According to the plan, in the second half of 2026, MOGOX's MOGOBUS will be put into operation on Route 191 and Route 400 in One-North and Marina Bay in Singapore. The two lines connect core hubs such as Marina Bay Cruise Centre, Marina Bay Gardens, and the City Centre MRT Station. LTA's requirements for the project are nearly harsh — the bus punctuality rate must match that of the subway; 2 minutes early arrival or 5 minutes late arrival are both considered a breach of contract.

Securing the LTA official order means obtaining the "access qualification" for Singapore's public transport; and signing with ComfortDelGro is regarded as obtaining the commercial "operation map".

ComfortDelGro Bus's parent company, the ComfortDelGro Group, is a globally leading multi-mode transportation operator with business spanning 13 countries and a total of over 55,000 vehicles in operation. In Singapore, ComfortDelGro Bus operates more than 250 buses, including 54 electric models, making it Singapore's largest private electric bus operator. It provides core shuttle services for the National University of Singapore, Nanyang Technological University, Sentosa, and multiple large medical institutions.

According to the cooperation plan, MOGOX will provide autonomous driving technical solutions and pre-installed mass-produced bus vehicles, while ComfortDelGro Bus will provide bus operation experience, standardized fleet management capabilities, and passenger service systems. Both parties will connect the full link of technical R&D, operation services, market expansion, and policy docking to jointly build a global operation system for autonomous driving buses. In terms of commercialization, both parties will jointly develop scenarios such as government-enterprise travel, public commuting, and park shuttle services. In terms of regulation, both parties will jointly dock with competent departments such as the LTA, promote the declaration and approval of autonomous driving pilot qualifications and implementation, and participate in Singapore's autonomous driving industry policy seminars and standard system construction.

On the technical end, MOGOX adopts the technical route of "pre-installed mass production + fusion of vision and solid-state LiDAR", cooperating with commercial vehicle enterprises such as BYD and King Long to develop pre-installed mass-produced L4-level autonomous driving bus MOGOBUS. The vehicle adopts an integrated design of the autonomous driving suite and the body, with deep integration of the autonomous driving domain, smart cockpit domain, and chassis domain. Currently, MOGOBUS has been implemented and operated in more than 20 cities in China, covering scenarios such as scenic spot shuttle, park commuting, and cross-border medical services.

Singapore is regarded by the industry as the "top exam room" for global autonomous driving — strict regulations, internationalized standards, and a public transport system known for safety and efficiency. Running through a business model here is regarded as a "passport" to enter the global market.

MOGOX President Fu Qiang stated at the signing ceremony that Singapore occupies an important position in MOGOX's global commercialization strategy. From the LTA official project to the ComfortDelGro strategic cooperation, MOGOX's layout in Singapore has formed a dual-wheel drive of "government recognition + operation implementation".

Before this, MOGOX had already reached a strategic cooperation with LG Electronics of South Korea to jointly expand the South Korean autonomous driving market. From Singapore to South Korea, from Southeast Asia to Northeast Asia, a global network of autonomous driving buses is taking shape.

The path of Chinese autonomous driving enterprises' overseas expansion is changing — from single product export, gradually shifting towards synchronous output of technical solutions and operation standards. MOGOX's practice in Singapore may become a typical case of this transformation. (Source:Unmanned Vehicle World)

July16, GAC Trumpchi factory in Panyu, Guangzhou, a brand new right-hand drive Trumpchi M8 PHEV slowly drove off the production line. GAC Group Chairman Feng Xingya handed the car keys to Thai owner Tony Jaa. At this moment, GAC welcomed the milestone production of the 30 millionth vehicle. From the 1st to the 30 millionth vehicle, this Chinese automotive giant took 29 years. Amidst the industry's deep transformation, GAC revealed its confidence in navigating the cycle to the outside world through a performance sheet led by "Stability" and a cross-border delivery ceremony.

A Special Delivery, Witnessing "Mutual Effort"

Unlike the dazzling spotlights at previous delivery ceremonies, GAC Group reserved the "C-position" for the owner of the 30 millionth vehicle -- Thai action star Tony Jaa. When Feng Xingya handed him the keys, this was not just a simple delivery, but a vivid microcosm of GAC's globalization strategy from "Going Out" to "Going In".

At the event site, this "Global Sync" atmosphere was fully displayed: GAC Honda P7, GAC Toyota Intelliz 7, Qijing GT7, GAC Aion N60, GAC Hyper S600, as the 29,999,995th to 29,999,999th vehicles, sequentially rolled off the line in sync with GAC's multiple global production bases. This wave of new energy models clearly outlines GAC's determined figure in fully advancing electrification and intelligence transformation.

The Dialectic of "Fast" and "Steady": Resilience Behind the Data

If 30 million vehicles is the result, then supporting this result is GAC's resilience in "not rushing forward, only deepening cultivation" amidst change.

Data shows, in the first half of this year, GAC Group sales reached 773,100 vehicles, up 2.35% year-on-year, among which new energy vehicle sales surged 68.8% year-on-year; overseas exports exceeded 120,000, up 132% year-on-year. Against the backdrop of surging price wars and generally pressured industry profitability, GAC's "Stability" stood out especially.

Feng Xingya gave the answer in his speech: "Quality is the bottom line GAC will never yield." Behind this seemingly simple promise lies a system of strictness bordering on obsession. Before each new car is launched, it must undergo extreme environment tempering of "Five Highs, One Mountain, One Dust", and complete "Two Winters, One Summer" of on-site road testing. It is precisely this relentless pursuit of quality that made the GAC Aion Smart Eco-Factory become the "World's First New Energy Vehicle Lighthouse Factory", and also won users' trust of the Slate Battery cumulative installation of 1.5 million units, safe driving over 160 billion kilometers.

From "Product Delivery" to "Emotional Delivery"

Under the grand narrative of 30 million vehicles, GAC wants to tell more specific and micro user stories. At the event site, Feng Xingya announced the launch of "GAC Group 30 Million Vehicle Production Launch · Renewal Gratitude Season", six passenger car brands will launch special policies around new purchase, trade-in, etc.

But what is more worth attention is GAC's layout on service soft power. Facing user anxiety about battery degradation and intelligent driving safety, GAC took the lead in launching the brand's "Three Responsibilities" policy, actively taking the bottom line; facing charging pain points, GAC has already built a "9 Vertical 10 Horizontal" charging network covering 31 provinces and 213 cities nationwide, core urban areas achieving "Station Every 1 Kilometer in a Straight Line".

In addition, GAC is using activities like "User Open Mic", inviting users to "Home" to give opinions, and establishing a full-process closed-loop management mechanism. This transformation from "I Build Cars You Pay" to "You Use Cars I Accompany" is reshaping the relationship between GAC and 30 million users.

User Logic Behind Technology "Arms Race"

Standing at the new starting point of 30 million vehicles, GAC's gaze is cast towards a farther future. In Feng Xingya's view, technology should not be showing off skills, but should be converted into peace of mind and convenience that users can perceive.

In the power field, Xingyuan Power developed by the "National Distinguished Engineer Team" will be mass-produced on more models; in the "Three Electrics" field, the all-solid-state battery pilot production line has been built, and the Quark electric drive motor efficiency has broken through 99%; in the intelligent connected field, the Xingling architecture has connected six major systems, making cars become partners that "Think and Understand People". As of now, GAC cumulative R&D investment exceeded 62 billion Yuan, global R&D team exceeds 6,800 people.

As one on-site owner said: "Buying GAC, the point is "Peace of Mind"." This might be the simplest annotation for GAC's 30 million vehicle milestone, and also its strongest power to continue moving forward in the next 30 years.

Geely Holding Group total sales reached 1,934,842 units in the first half of 2026, setting a new all-time record. New energy vehicle sales amounted to 1,100,893 units, up 10% year-on-year, with a penetration rate reaching 56.9%. In the first half, Geely Holding Group maintained a high-quality growth trend, accelerated internationalization and new energy transformation comprehensively, demonstrated development resilience across cycles, and outperformed the industry through steady operations.

In the first half, Geely Automobile Holdings Limited (0175.HK) sold 1,422,958 units, reaching a new high for the same period; New energy vehicle sales (including Geely, Lynk & Co, Zeekr) totaled 799,454 units, up 10% year-on-year, with a new energy penetration rate of 56%. Among them, Geely China Star sales reached 581,000 units, firmly holding the No. 1 spot among domestic brand fuel vehicles; Geely Galaxy sales reached 520,000 units, with multiple core products continuing to perform strongly; Lynk & Co sales reached 144,000 units, with new energy products accounting for 65%; Zeekr deliveries reached 178,000 units, up 97% year-on-year, with delivery growth rate ranking No. 1 in luxury new energy.

Geely Automobile's global expansion continued to break through, with overseas sales of 474,228 units in the first half, up 158% year-on-year, already exceeding the full-year 2025 export sales. Geely Automobile's overseas business accelerated towards high-end and new energy integration, with 277,000 units of new energy product exports in the first half, a surge of 585% year-on-year, accounting for 58% of new energy. Geely Galaxy new energy products firmly ranked in the top sales tier in multiple markets, while Zeekr took the championship in niche markets in multiple countries such as Thailand, Malaysia, and Mexico.

Star Wish will be produced at the Geely-Renault Brazil Plant

Volvo Cars (VOLCAR-B.ST) sold 325,000 units in the first half, of which new energy sales were 161,000 units, up 3.8% year-on-year, with a new energy penetration rate of 50%. Pure electric vehicle deliveries grew for 9 consecutive months, with new energy transformation continuing to break through.

Polestar Automotive (PSNY) sold 30,400 units in the first half, setting a new all-time record, achieving sales breakthroughs in major markets such as the UK, Germany, and South Korea.

Proton Cars sold 100,300 units in the first half, up 39.1% year-on-year, achieving the best sales performance since 2011. Besides maintaining steady growth in the fuel vehicle business, Proton also made progress in new energy transformation. The Proton e.MAS 7 PHEV launched in February this year continued to sell well, leading the Malaysia plug-in hybrid niche market.

Farizon New Energy Commercial Vehicle sold 88,000 units in the first half, up 41.3% year-on-year. Overseas export sales firmly ranked No. 1 in the new energy commercial vehicle industry, topping the new energy commercial vehicle markets in countries such as the UK, UAE, and Australia.

On the 40th anniversary of its founding, Geely Holding, led by the "Taizhou Declaration", deeply advanced the "One Geely, Fully Leading" 2030 Strategy. In the first half, facing a complex and changing market environment, Geely Holding Group continued to consolidate its leading position through steady and high-quality development, accelerating the realization of the enterprise vision of "leading the green intelligent mobility ecosystem".

In the Malaysian SUV market, many buyers often compare Perodua Aruz and Proton X90 when choosing a car. Both models are quite close in price and positioning. Today we will make a detailed comparison from multiple aspects to help you save time on research.

Price and Versions

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

Proton X90's OTR price in Malaysia is RM 106,800 - 122,800, with a total of 4 versions, including 2026 1.5T Prime X (RM 122,800), 2026 1.5T Prime (RM 116,800), 2026 1.5T Lite (RM 106,800), etc.

From the price perspective, Perodua Aruz's starting price is indeed cheaper by RM 33,900 compared to Proton X90. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, note that the difference of a few thousand ringgit might involve trade-offs in features, depending on your specific needs.

Safety Features

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

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

Both cars have the same safety rating, and safety features are considered very comprehensive at this level. New car safety is generally good now, so no need to worry too much about this point.

Space and Comfort

Perodua Aruz body length is 4400 mm, boot 400 L.

Proton X90 body length is 4400 mm, boot 400 L.

The dimensions of both cars are almost identical, with little difference in interior space. Cars at this level are more than enough for daily use.

Who is it suitable for?

Perodua Aruz and Proton X90 are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about value for money and features, then choose the one with richer features. Ultimately, it is recommended to test drive both models, as personal experience is the most important.

Conclusion

Overall, Perodua Aruz and Proton X90 are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do your research, compare quotes from several dealers, and then test drive to make the final decision. Buying a car is a big deal, spending time doing research will never be wrong.

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拎 Perodua Ativa 同 Mazda CX-30 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你節省咗做功課嘅時間。

價錢同版本

Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，合共有 3 個版本，包括 1.0L Turbo X（RM 62,500）、1.0L Turbo H（RM 67,300）、1.0L Turbo AV（RM 73,400） 等。

Mazda CX-30 喺馬來西亞嘅 OTR 售價係 RM 122,409 - 146,409，合共有 4 個版本，包括 2025 2.0L High+ Premium（RM 146,409）、2025 2.0L High+（RM 138,409）、2025 2.0L High（RM 130,409） 等。

從價錢睇落，Perodua Ativa 嘅起步價確係比 Mazda CX-30 平咗 RM 59,909。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需求。不過都要留意，平啲嗰幾千蚊，可能喺配備上有取舍，具體要睇你嘅需求。

動力同油耗

Perodua Ativa 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。

Mazda CX-30 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。

動力方面，Mazda CX-30 嘅 1.5L Turbo 比 Perodua Ativa 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠勁。

空間同舒適度

Perodua Ativa 車身長 4400 mm，後尾箱 400 L。

Mazda CX-30 車身長 4500 mm，後尾箱 450 L。

空間方面，Mazda CX-30 嘅車身比 Perodua Ativa 長咗 100 mm，乘坐空間更有優勢。不過 Perodua Ativa 喺城市泊車會靈活啲，各有取舍。

保養同維護

Perodua Ativa 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

Mazda CX-30 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

兩款車嘅保修條件一樣，呢方面唔使糾結。實際保養成本仲要睇品牌嘅服務網絡同零件價格，建議去車友群問吓真實車主嘅經驗。

總結

總體嚟講，Perodua Ativa 同 Mazda CX-30 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仲係睇你個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去做試駕先做最終決定。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 本田 WR-V 同 馬自達 CX-8 嚟做比較。呢兩款車喺價位同定位上都相當接近，今日我哋就從多個方面嚟做詳細嘅比較，幫你省咗做功課嘅時間。

價錢同版本

本田 WR-V 喺馬來西亞嘅 OTR 售價係 RM 89,900 - 107,900，一共有 4 個版本，包括 2023 1.5L V（RM 99,900）、2023 1.5L E（RM 95,900）、2023 1.5L S（RM 89,900） 等。

馬自達 CX-8 喺馬來西亞嘅 OTR 售價係 RM 165,360 - 201,360，一共有 5 個版本，包括 2025 2.5T 4WD High Plus Petrol（RM 201,360）、2025 2.2L 2WD High Plus Diesel（RM 193,123）、2025 2.5L 2WD High Plus Petrol（RM 186,360） 等。

由價錢嚟睇，本田 WR-V 嘅起步價確實比 馬自達 CX-8 平咗 RM 75,460。如果你預算有限，本田嘅入門版已經可以滿足日常需要。不過都要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需求。

動力同油耗

本田 WR-V 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。

馬自達 CX-8 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。

動力方面，馬自達 CX-8 嘅 2.0L 4-cyl 比 本田 WR-V 嘅 1.5L 4-cyl 多咗 65 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。

安全配備

本田 WR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 本田 SENSING。

馬自達 CX-8 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 馬自達 ADAS。

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

配置同科技

本田 WR-V 採用 FWD 驅動方式。

馬自達 CX-8 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，本田 WR-V 同 馬自達 CX-8 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係要睇你個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Hyundai Tucson 同 Subaru Forester 做比較。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對比，幫你節省做足功課嘅時間。

價錢同版本

Hyundai Tucson 喺馬來西亞嘅 OTR 售價係 RM 143,888 - 197,888，一共有 5 個版本，包括 2025 HEV 1.6T AT 2WD Prestige（RM 197,888）、2025 1.6T DCT 4WD Prestige（RM 186,888）、2025 1.6T DCT 2WD Prime（RM 164,888） 等。

Subaru Forester 喺馬來西亞嘅 OTR 售價係 RM 174,000 - 197,000，一共有 3 個版本，包括 2024 2.0L S EyeSight GT Edition（RM 189,538）、2024 2.0L S EyeSight（RM 177,538）、2024 2.0L L EyeSight（RM 167,538） 等。

從價錢來看，Hyundai Tucson 嘅起步價確實比 Subaru Forester 平咗 RM 30,112。如果你預算有限，Hyundai 嘅入門版已經可以满足日常需要。但都要注意，平嗰幾千蚊，可能喺配備上會有取捨，具體睇你嘅需要。

動力同油耗

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

Subaru Forester 配備 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。

動力方面，Subaru Forester 嘅 2.0L 4-cyl 比 Hyundai Tucson 嘅 1.5L Turbo 多咗 30 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。

安全配備

Hyundai Tucson 嘅安全评分係 5★ (ASEAN NCAP)，主動安全系統包括 SmartSense。

Subaru Forester 嘅安全评分係 5★ (Euro NCAP)，主動安全系統包括 EyeSight。

安全配備方面，兩款車都拿到唔錯嘅評級。不過 Hyundai Tucson 嘅 SmartSense 同 Subaru Forester 嘅 EyeSight 喺功能上有些差異，如果你比較重視主動安全嘅話，可以仔細對比一下兩者嘅功能列表。

空間同舒適度

Hyundai Tucson 車身長 4400 mm，尾箱 400 L。

Subaru Forester 車身長 4400 mm，尾箱 400 L。

兩款車嘅尺寸幾乎一樣，車內空間分別唔大。呢個級別嘅車，日常使用完全夠用。

保養同維修

Hyundai Tucson 保修 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。

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

總結

總而言之，Hyundai Tucson 同 Subaru Forester 都係馬來西亞市場幾好嘅車型。選擇邊一個，關鍵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，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對無錯。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 BMW X1 同 Mercedes-Benz GLB 來做比較。這两款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。

價錢同版本

BMW X1 喺馬來西亞嘅 OTR 售價係 RM 252,800 - 252,800，總共 2 個版本，包括 sDrive18i（RM 220,000）、sDrive20i（RM 250,000） 等。

Mercedes-Benz GLB 喺馬來西亞嘅 OTR 售價係 RM 299,888 - 352,888，總共 1 個版本，包括 Standard（RM 299,888） 等。

由價錢嚟睇，BMW X1 嘅起步價確實比 Mercedes-Benz GLB 平咗 RM 47,088。如果你預算有限，BMW 嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千蚊，喺配備上可能会有取舍，具體要睇你嘅需求。

動力同油耗

BMW X1 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。

Mercedes-Benz GLB 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。

兩款車用緊同一套動力系統，日常行街嘅感覺基本冇分別。油耗方面都差唔多，唔使太糾結呢一點。

配備同科技

BMW X1 採用 FWD 驅動方式。

Mercedes-Benz GLB 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。

保養同維修

BMW X1 保養 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。

Mercedes-Benz GLB 保養 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。

適合邊種人

BMW X1 同 Mercedes-Benz GLB 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。最終都係建議兩款都去試駕，親身體驗先至最重要。

總結

總括嚟講，BMW X1 同 Mercedes-Benz GLB 都係馬來西亞市場幾好嘅車款。揀邊一輛，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，攞啲時間做功課絕對唔會錯。

喺馬來西亞嘅轎車市場，好多買家喺揀車嘅時候都會拎 Lexus ES 同 BMW 3 Series 嚟做比較。呢兩款車喺價位同定位上都幾接近，而家我哋就從多個方面做一個詳細嘅對比，幫你省下做功課嘅時間。

價錢同版本

Lexus ES 喺馬來西亞嘅 OTR 售價係 RM 320,888 - 371,888，總共有 4 個版本，包括 2025 250 F Sport（RM 371,888）、2025 250 Luxury（RM 356,888）、2025 250 Premium（RM 320,888） 等。

BMW 3 Series 喺馬來西亞嘅 OTR 售價係 RM 267,800 - 392,800，總共有 2 個版本，包括 320i Sport（RM 248,000）、330i M Sport（RM 298,000） 等。

從價錢嚟睇，BMW 3 Series 嘅起步價比 Lexus ES 平咗 RM 53,088。講實話，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵都係睇整體嘅性價比同長期使用成本。

動力同油耗

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

BMW 3 Series 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。

兩款車用緊同一套動力系統，日常開起嚟嘅感受基本冇咩差別。油耗方面都差唔多，唔使太糾結這一點。

空間同舒適度

Lexus ES 車身長 4400 mm，後車廂 400 L。

BMW 3 Series 車身長 4400 mm，後車廂 400 L。

兩款車嘅尺寸幾近一樣，車廂內空間差別唔大。呢個級別嘅車，日常使用完全夠用。

配備同科技

Lexus ES 採用 FWD 驅動方式。

BMW 3 Series 採用 FWD 驅動方式。

兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大區別。

保養同維護

Lexus ES 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。

BMW 3 Series 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。

總結

總體嚟講，Lexus ES 同 BMW 3 Series 都係馬來西亞市場好唔錯嘅車型。揀邊一部，關鍵都係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。

7月刚至，新能源车企集中交出最新答卷。

根据乘联会预测，1-6月全国乘用车市场累计零售约865万-870万辆，同比下降约19%，行业从增量扩张迈入存量洗牌新周期。在整体承压的背景下，以东风系、吉利系、广汽系为代表的“大厂新实力”却交出了较为亮眼的成绩单——极氪、昊铂埃安、岚图、奕派、深蓝等品牌全线飘红，增速跑赢大盘。

这场逆势增长并非偶然，当造车新势力努力改写市场格局，“大厂新实力”虽后发而至，但却依托母公司体系优势、技术积淀与全球化布局，走出一条截然不同的增长路径，并用实力证明：存量时代，短期销量红利只是表象，全价值链体系、长期技术与全球化布局，才是穿越周期的核心硬实力。

销量、产品、技术构筑增长基本盘

从交付数据来看，“大厂新实力”上半年的表现可圈可点。

作为增长势头最猛劲的品牌，极氪上半年累计交付178370 辆，同比增长97%。其中，6月单月交付 35169 辆，全年30万辆目标达成率接近60%；昊铂埃安BU逆势而上，6月终端销量达33682辆，同比增长21%。上半年累计销量达174938辆，同比增长15%，C端零售占比突破81%，摆脱对公采购依赖，销量结构完成根本转变；岚图深耕30万以上高端细分赛道，上半年累计交付76264辆，同比增长 36%。

此外，深蓝实现全球放量，上半年全球累计销量164156辆，同比增长14.6%。其中，6月单月全球销量突破3.3万辆，连续四个月站稳3万销门槛；东风奕派上半年累计交付132857辆，同比增长21%，海外市场更是迎来爆发式增长，销量同比增长186%。

亮眼的销量数据背后，是匹配市场需求的产品矩阵，以及“自研深耕+产业协同”的护城河。其中，极氪依托吉利全域整车技术底座，持续迭代高性能纯电架构与高阶智能驾驶方案，自研电池、电驱核心部件，为全系高端性能输出提供支撑。8系、9系旗舰车型持续拉高品牌均价，产品同步布局纯电、增程双动力路线，兼顾家用、商务多元需求。

昊铂埃安依托整合后的双品牌战略完成市场分层，埃安扎根国民家用赛道，i60、N60 组成的“双 60”组合持续走量；昊铂聚焦20万级精英高端市场，3月推出的A800主打新豪华舒适与高阶智驾，6月上市的S600通过“全系满配”填补了20万级市场在‌高性能底盘‌与‌高阶智驾‌上的空白，两者共同完善了品牌在20万+市场的产品矩阵。

岚图坚持全栈自研路线，自主掌握三腔空气悬架、全铝合金航空底盘、EDC 魔毯减震等核心技术，坚守30万以上豪华差异化赛道，构建起“SUV+MPV + 轿车”高端产品矩阵。其中，梦想家长期位居30万-70 万级高端 MPV 销冠，市场占有率接近三分之一；泰山X8上市即热销，超九成用户选择高配版本；全新‌纯电轿跑SUV‌追光S已于近日全球首秀，完善高端产品布局。

东风奕派手握16000 吨一体化压铸、马赫动力等自研核心技术，同时深度绑定华为乾崑智能体系，旗舰车型搭载全套华为智能六件套，兼顾短期产品智能竞争力与长期技术自主布局。全新中大型SUV奕派M8瞄准25万级六座智能家用市场，成为品牌向上突破的核心载体。

深蓝汽车则深耕技术普惠，搭载长安自研原力增程系统，同步联合华为落地乾崑 ADS Pro智驾方案，将长续航、高阶智能两大核心技术平价下放，践行技术普惠的品牌核心思路，走量车型S05月销稳定破万；L06增程版依托专属线上渠道实现增量突破；新款S07将华为乾崑高阶智驾下放主流价位。

改革初见成效，深耕全球化布局

销量、产品、技术构筑起品牌增长底层逻辑，而一系列组织、渠道、品牌、出海落地动作，则是将技术与产品优势转化为市场增量的关键抓手。

具体来看，各大品牌先后完成组织架构与渠道体系革新，从内部提升响应市场的效率。昊铂埃安落地广汽“番禺行动”战略，昊铂埃安BU被赋予研发、生产、销售、服务全链路完整自主决策权，大幅缩短内部决策链条；线下渠道全面打通扩容至超千家网点，实现全国四线及以上城市100%覆盖，昊铂、埃安双品牌门店双向互通，兼顾高端用户服务与大众用户体验。

岚图市场化改革成效获得认可，连续第五年入选国资委“双百企业”标杆名单，国际合作同步落地，与Stellantis 集团敲定欧洲本地化生产合作，6月正式登陆沙特，完成中东市场布局，线下高端服务体系全面升级。

此外，东风汽车已于‌2025年6月完成风神、奕派、纳米三大自主乘用车的改革，实现全价值链统一管理。整合后品牌协同效应显现，奕派M8预售24小时订单破万；极氪优化整车交付体系，将平均交付周期从20周压缩至11-14 周，6月借香港车展发布完整全球化战略，同步完善高端车主私域专属服务体系；深蓝创新渠道合作模式，与京东达成独家战略合作，海外端落地泰国罗勇工厂，右舵车型本地化生产顺利投产。

依托战略布局的深化，下半年上述品牌也将在国内深耕、全球化扩张、技术迭代等维度持续加码，释放全新增长势能。

国内市场上，新品集中投放、渠道持续下沉是主线。昊铂埃安将持续推出全新车型与年度改款，全面覆盖10万-30 万主流消费区间，线下渠道进一步下沉至五线城市，扩充用户体验中心与 AED 公益站点，伴随品牌用户规模即将突破 200 万，持续优化 C 端销量结构。

岚图追光S计划7月开启全国预售，年内推出岚图梦想家右舵版，国内持续深耕30 万以上高端商务市场，拓展高端专属体验中心；东风奕派年内推出华为智能赋能大五座 SUV、性能轿跑，旗舰车型奕境X9冲击50万高端市场，线下渠道向县域市场下沉，完善线上线下一体化购车服务。

此外，极氪持续投放9系旗舰右舵车型，国内加速自有能源补能网络布局，目标将整车交付周期压缩至8周，全力冲刺全年30万辆交付目标；深蓝三季度推出搭载激光雷达的G318升级款，同步投放全新长续航增程车型，线上持续深化与京东的独家合作，线下扩充一二三线城市商超门店布局。

全球化布局成为下半年各大品牌共同的增量突破口。昊铂埃安依托广汽即将达成 3000万辆整车产销的制造积淀，同步推动埃安大众车型、昊铂高端车型登陆东南亚、中东市场，实现双品牌海外同步输出。

岚图落地“深耕欧洲、布局中东、进军右舵市场” 三大全球战略，依托 Stellantis 法国雷恩工厂完成本地化生产，同步开拓英国、澳大利亚右舵市场，海外延续国内豪华商务定位，避开低端市场内卷；东风奕派短期向东南亚、中东投放高性价比奕派007、纳米系列车型，中长期向海外输出 M8、奕境 X9 高端智能车型，依托东风全球制造基地落地本地化组装。

极氪则以香港作为全球豪华车型出海核心桥头堡，9 系旗舰右舵车型分批投放欧洲、中东、拉美高端市场，计划 2026 年底完成德国五大核心都市圈门店布局，优先突破企业高端车队市场，再渗透私人消费领域，海外市场更高的毛利率将成为品牌全新增长引擎。

此外，深蓝依托“海纳百川”全球出海规划，深耕欧洲、东南亚两大核心区域，扩大泰国、巴基斯坦本地整车产能，持续投放右舵车型，加码海外本地化体育营销与售后服务体系。

总的来看，2026上半年国内车市呈现分化格局，本质是行业加速出清、市场资源持续向头部集中的深度洗牌过程。上半年的逆势增长，是“大厂新实力”体系能力的阶段性验证。存量竞争时代，单一爆款车型带来的短期红利早已难以为继，新能源赛道的终极竞争，早已演变为销量结构、产品矩阵、底层技术、组织效率、全球布局的全方位体系对抗。而手握整车制造积淀、完整自研技术能力、清晰中长期发展战略的“大厂新实力”，如何打响一手好牌，也值得关注。

車型概覽

Land Rover Range Rover Velar 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。 呢篇會集中講值唔值得繼續觀望，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

Land Rover Range Rover Velar 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。

如果有幾個版本可揀，可以先將 2026 S Petrol（價格待確認）、2026 Dynamic SE Petrol（價格待確認）、2026 Autobiography Petrol（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 Land Rover Range Rover Velar 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。

Land Rover Range Rover Velar 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

Land Rover Range Rover Velar 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：車型定位清楚，適合作為同級比較起點。

要留意嘅係，售價未清晰前唔應該太早用性價比落結論。呢啲唔一定係缺點，但係落訂前應該先諗清楚。

買家常見問題

買 Land Rover Range Rover Velar 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 Velar 嘅定位喺邊？」簡單講，Land Rover Range Rover Velar 嘅定位介乎於 Evoque 同埋 Range Rover Sport 之間。 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 Velar 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先等售價落實，再決定佢應該同邊個級距比較。

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

用車全周期指南

擁有 Land Rover Range Rover Velar 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

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

完稅價 HK$ 441,828 - 479,549 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

現代Kona EV 嘅購車預算可以先由 完稅價 HK$ 441,828 - 479,549 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 2025 370km Standard（HK$ 441,828）、2025 505km Range+（HK$ 479,549） 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 現代Kona EV 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。

48.6/64.8 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 99.26/150 kW、255 N·m 嘅輸出，令高速併線同短距離超車更有信心。 車長 4355 mm、車闊 1825 mm、車高 1575 mm、軸距 2660 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 固定齒比、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

現代Kona EV 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、電池同續航資訊有助安排通勤同補電、動力輸出對高速同上斜更有底氣。

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

買家常見問題

買 現代Kona EV 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「Hyundai Kona Electric 嘅車身尺碼係幾多？泊車難唔難？」簡單講，Kona Electric 車身長 4,355 mm、闊 1,825 mm、高 1,575 mm，軸距 2,660 mm。車長唔到 4.4 米，屬於小型 SUV，配合標準嘅 360 度泊車鏡頭，喺香港泊車同窄路掉頭都算輕鬆。 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 現代Kona EV 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$ 441,828 - 479,549 鎖定預算圈、再睇動力係咪足夠應付高速併線同滿載、再比較能源成本同補能便利、最後睇車身大小、座位同尾箱是否適合家人。

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

用車全周期指南

擁有 現代Kona EV 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。

如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。

車型概覽

保時捷 Panamera 值不值得買，關鍵唔係佢睇落幾吸引，而係佢能夠解決你嘅真實用車需求。呢篇文章會把重點放喺花出去嘅錢係咪換到日日用到嘅方便。

價格喺 RM 1,340,000，買家可以先用它判斷預算壓力同同級定位。

購車價格指南

保時捷 Panamera 嘅購車預算可以先從 RM 1,340,000 開始衡量。呢個數字真正影響嘅係月供、保險同現金流，而不只係展廳入面嘅標價。

如果你喺幾個版本之間猶豫，可以把 2026 Panamera 2.9T（RM 1,340,000）、2026 Panamera GTS 4.0T 放喺同一張清單入面比較。日常通勤買家優先睇舒適同安全，經常跑高速嘅買家則應該更重視動力、輔助駕駛同座艙便利。

核心參數匯總

睇保時捷 Panamera 嘅核心規格，最重要係把數字轉化做生活入面嘅感受。

雙渦輪增壓、6 缸、2894 mL 排量嘅動力底子，適合用嚟判斷市區跟車同高速巡航係咪輕鬆。353 Ps、500 N·m嘅輸出，真正意義喺於滿載、上坡同超車唔會太吃力。9.5 L/100km嘅油耗，對日日通勤嘅人嚟講會直接影響加油頻率。車長 5052 mm、車寬 1937 mm、車高 1423 mm、軸距 2950 mm，可以幫你預判停車難度同後排乘坐空間。

優缺點分析

保時捷 Panamera 嘅優點唔使誇張，真正有價值嘅係佢能夠讓日常使用更省心：預算定位清楚，方便同同級車直接比較、日常能源成本有明確參考、動力輸出能夠支撐高速同超車需求。

需要留意嘅係，市區停車同狹窄路段仲要睇個人駕駛習慣。呢啲唔係扣分項，而係落訂之前應該諗清楚嘅生活細節。

購車常見問題解答

購買保時捷 Panamera 前，買家最常問嘅唔係單一規格，而係佢能夠融入自己嘅生活。

呢部車適合邊個？適合將花出去嘅錢係咪換到日日用到嘅方便放在首位嘅買家。家庭用戶要睇咩？優先睇後排乘坐、兒童座椅、行李同日常上下車係唔係順手。日日開會唔會麻煩？9.5 L/100km 嘅油耗參考令通勤成本更容易預估。

競爭對手對比內容

將保時捷 Panamera 放進同級車名單嗰陣時，唔建議只睇品牌或外形。真正有用嘅比較順序係：先用 RM 1,340,000 鎖定預算圈、再睇動力係唔夠用嚟應付高速同滿載、接住比較能源成本同補能便利、最後睇空間係唔適合家人同行李。

咁樣篩選出嚟嘅結果更貼近日常生活。你會更清楚佢係適合城市通勤、家庭代步、長途巡航，定係更加適合作為講求個性嘅選擇。

用車全週期指南

擁有保時捷 Panamera 嘅日常成本，最直接會反映喺燃油、保險、輪胎同定期保養上。9.5 L/100km 嘅油耗令通勤預算更容易掌握。

如果你經常跑南北大道，動力同座艙舒適度會比單純低價更重要；如果主要喺市區，停車靈活性、視野同低速順滑度會更影響心情。

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.

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。

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.

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。

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.