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In Malaysia's SUV market, many buyers compare Proton X50 and Honda HR-V when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Proton X50's OTR price in Malaysia is RM 89,800 - 113,300. There are 4 versions in total, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
Honda HR-V's OTR price in Malaysia is RM 115,900 - 143,900. There are 4 versions in total, including 2026 e:HEV 1.5L RS (RM 143,900), 2026 1.5T V (RM 137,900), 2026 1.5T E (RM 130,900), etc.
From a price perspective, the starting price of Proton X50 is indeed RM 26,100 cheaper than Honda HR-V. If your budget is limited, Proton's entry-level version can already meet daily needs. But note, those few thousand cheaper might involve trade-offs in features, depending on your specific needs.
Proton X50 is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Honda HR-V is equipped with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, Honda HR-V's 1.5L Turbo has 35 more horsepower than Proton X50's 1.5L 4-cyl. However, for daily city driving, both cars have enough power and won't feel underpowered.
Proton X50's safety rating is 5★ (ASEAN NCAP). Active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Honda HR-V's safety rating is 5★ (ASEAN NCAP). Active safety systems include Honda SENSING (ACC, CMBS, LKAS, RDM).
Both cars have the same safety rating. Safety features are quite comprehensive in this class. New cars nowadays are generally safe, so no need to worry too much about this.
Proton X50 body length 4400 mm, trunk 400 L.
Honda HR-V body length 4500 mm, trunk 450 L.
In terms of space, Honda HR-V's body is 100 mm longer than Proton X50, offering better passenger space. However, Proton X50 is a bit more flexible for parking in the city. It's a trade-off.
Both Proton X50 and Honda HR-V are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation. If you care more about value for money and features, choose the one with richer configuration. Ultimately, it is suggested to test drive both. Personal experience is the most important.
Overall, Proton X50 and Honda HR-V are both very good models in the Malaysian market. Which one to choose mainly depends on your personal needs and budget. It is suggested to do your research, compare quotes from several dealerships, and then test drive to make the final decision. Buying a car is a big matter. Spending some time doing research will never be wrong.
July 16, the GAC Group 30 million user gratitude event was held at the GAC Trumpchi factory. Relevant leaders from Guangdong Province, Guangzhou City, and Panyu District, Fu Bingfeng, Executive Vice President and Secretary-General of the China Association of Automobile Manufacturers, Feng Xingya, Chairman of GAC Group; He Xianqing, General Manager; and other leadership team members, industry partners, suppliers, dealer representatives, as well as representatives from overseas and domestic car owners, employees, and media, attended together, jointly witnessing the milestone moment of GAC welcoming its 30 millionth user.
At the event venue, GAC connected multiple global production bases simultaneously. GAC Honda P7, GAC Toyota bZ7, GAC Qijing GT7, GAC Aion N60, and GAC Hyper S600 rolled off the line sequentially as GAC's 29,999,995th to 29,999,999th vehicles respectively. Finally, the right-hand drive GAC Trumpchi M8 PHEV made a brilliant appearance on the stage at the venue as the 30 millionth complete vehicle. The collective appearance of the matrix of new energy vehicles on the production line became the direct proof of GAC fully accelerating its electrification and intelligence transformation.
Subsequently, Feng Xingya handed the key to the 30 millionth vehicle into the hands of Thai owner Mr. Tony Jaa. This moment captures not just a number, but also a warm witness of the mutual commitment between GAC and global users.
This trust spanning mountains and seas is exactly the confidence of GAC breaking through amid industry changes. In the first half of this year, GAC Group sales volume was 773,100 units, a year-on-year increase of 2.35%. Among them, new energy vehicle sales grew 68.8% year-on-year; overseas exports exceeded 120,000 units, a significant year-on-year increase of 132%, maintaining a steady pace during the period of deep industry reshaping.
Quality is the bottom line that GAC will never compromise on. Feng Xingya stated in his concluding speech. In GAC's development, scale growth has always kept quality as the foundation. From the R&D end to the manufacturing end, GAC has established a rigorous full-chain quality control system: Each new car must undergo extreme environment tests before launch, including high cold, high heat, high plateau, high humidity, high corrosion, mountainous areas, and sand dust, etc., known as "Five Highs, One Mountain, One Dust", completing "Two Winters, One Summer" on-site road tests; Utilizing test tracks and laboratories covering 12 major items and over 1,500 validation sub-items of the whole vehicle to achieve systematic quality verification; GAC Aion Intelligent Ecosystem Factory, as the "world's first new energy vehicle lighthouse factory", guarantees stable mass production quality through a digital intelligent manufacturing system.
At the level of core safety technology, the Star Spirit Safety Guardian System constructs four protection dimensions. Eight key systems adopt dual redundancy design, having protected nearly 2 million users and avoided 6.28 million potential travel risks; Cassette Batteries have been installed in 1.5 million vehicles cumulatively, with safe driving mileage exceeding 160 billion kilometers; The service side synchronously strengthens guarantees. GAC pioneered the autonomous brand "Three Responsibilities" policy in the industry, proactively covering issues regarding batteries and intelligent driving assistance that users care about, eliminating user concerns about using the vehicle. It is exactly these lines of safety defense and service commitments that support the brand confidence behind GAC's 30 million sales volume.
"What users care about, we keep in our hearts; what users expect, we go all out for." Feng Xingya stated. This user-centric philosophy has long been deeply integrated into the development genes of GAC Group. For many years, GAC Group has always adhered to the corporate philosophy "People Oriented, Trust as Way, Innovation First". Among them, the core essence of "People Oriented" is precisely putting users first.
On one hand, to face problems directly and listen to users' voices, GAC routinely holds "User Open Mic" activities, inviting users to "home" for face-to-face communication. At the same time, establishing a dedicated user insight department and promoting a full-process transformation from problem discovery to resolution, ensuring from the organizational mechanism that every user request receives a response and every matter finds a solution.
On the other hand, service networks synchronously accelerate penetration. At the channel level, promoting the sinking of service networks into counties, with plans to add 1,000 county-level authorized stores this year; at the response level, launching "Super Butler" service, achieving 5-second response and 2-hour request resolution, guaranteeing direct and fast handling of user requests. At the energy replenishment level, building a "9 Verticals 10 Horizontals" energy network, already covering 31 provinces and 213 cities across the country. Core urban areas achieve "there must be a station within 1 kilometer". Own-brand charging piles number exceeds 27,000, among them ultra-fast charging piles exceed 20,000, providing convenient energy replenishment services for new energy car owners.
The core theme of this gratitude event is to express sincere thanks and feedback for the long-term support of 30 million users. At the event site, Feng Xingya announced that effective immediately, GAC officially launches "GAC Group 30 Million Vehicles Roll-out · Renewal Gratitude Season". GAC Honda, GAC Toyota, GAC Trumpchi, GAC Aion, GAC Hyper, and GAC Qijing six passenger car brands will introduce special policies for new purchase, trade-in, and additional purchase, etc., to return every bit of companionship and support.
July 16, the GAC Group 30 million user gratitude event was grandly held at the GAC Trumpchi factory. Guangdong Province, Guangzhou City, Panyu District relevant leaders, China Association of Automobile Manufacturers Executive Vice President and Secretary-General Fu Bingfeng, GAC Group Chairman Feng Xingya, General Manager He Xianqing and other leadership team members, joined hands with industry partners, representatives from supply and demand ends, domestic and overseas car owners, employees, and media guests to gather on site, jointly witnessing GAC entering a new development milestone of 30 million users.
[Attending guests witnessed the moment GAC welcomed the 30 million user milestone]
Deeply cultivated the automotive industry for 29 years, 30 million users' trust is the best witness of GAC consistently upholding quality bottom line and deepening user services, and is also the confidence of the enterprise firmly in electric and intelligent transformation, reflecting the transformation of China's automotive industry from scale growth to high-quality development. Relying on solid transformation layout, GAC steadily broke through during the industry's deep adjustment period. In the first half of this year, sales were 773,100 vehicles, a year-on-year growth of 2.35%; new energy sales year-on-year growth of 68.8%, overseas exports over 120,000 vehicles, a year-on-year significant growth of 132%, globalization development momentum is strong.
I. New Energy Matrix Debuts, Witnessing Global Two-Way Rush
This event adopted a global multi-base connection mode. GAC Honda P7, GAC Toyota bZ7, Qijing GT7, GAC Aion N60, GAC Hyper S600 five new energy models rolled off the production line in sequence. Subsequently, Right-hand drive GAC Trumpchi M8 PHEV appeared as the Group's 30 millionth vehicle in a heavy role, full category new energy matrix on display, intuitively showing GAC's whole-speed deep cultivation of new energy track transformation results.
[GAC 30 millionth vehicle — Right-hand drive GAC Trumpchi M8 PHEV rolls off the production line]
[GAC Intelligent New Energy Matrix Shines On Stage]
At the event site, GAC Group Chairman Feng Xingya handed over the key of the 30 millionth new car to Thai owner Tony Jaa. With user bonds spanning mountains and seas, it interprets the brand warmth of GAC's two-way rush with global users under the global layout.
[Feng Xingya (Left) hands over new car key to Thai owner Tony Jaa (Right)]
[He Xianqing (Far Left) awards honorary owners of all GAC Group brands]
II. Upholding Quality Bottom Line, Strict Systems Build Travel Foundation
"Quality is GAC's bottom line that will never be yielded." Feng Xingya emphasized in the event speech. For a long time, GAC has always stuck to the "Quality First" core concept, integrating Honda Total Quality Management, Toyota Lean Production Model, and Lingnan Craftsmanship Culture to build an integrated innovation quality management system with unique characteristics, creating travel products that let users feel relieved, worry-free, and comfortable with extreme quality.
[Witnesses of key nodes in GAC's development history tell the story of GAC walking with quality]
[“National Excellent Engineer Team” GAC Powertrain Independent R&D Team tells the R&D innovation history]
[GAC Aion Intelligent Ecological Factory]
In R&D and manufacturing ends, GAC built a full-chain quality control system. All new cars pass "Five Highs, One Mountain, One Dust" extreme environment testing and "Two Winters, One Summer" full scenario road testing, experiencing 12 major items and over 1500 rigorous validations. Relying on the global first new energy vehicle lighthouse factory's digital intelligent manufacturing capabilities, continuously and stably output high-quality products. On safety level, Xingling Security Protection System, cumulative 1.5 million vehicles equipped, Pellet Battery safe driving over 160 billion km, combined with industry's first independent brand "Three Responsibilities" bottom-line policy, all-round avoid car usage risks and dispel user concerns, building a solid travel safety line for tens of millions of users.
[GAC Xingling Security Protection System]
III. Deeply Focusing on User-Centricity, Full-Cycle Service Warms Thousands of Companionships
Upholding the corporate philosophy of "People are the foundation, Trust is the way, Innovation is the priority", GAC has always placed user needs first, building a full-cycle, refined heart-warming service system. The brand regularly carries out "Users Open Mic" face-to-face exchange activities, established an exclusive user insight department, built a demand closed-loop processing mechanism, ensuring user suggestions responded to one by one and matters implemented, targeted optimization of product and service shortcomings.
[GAC "Users Open Mic" Event Site]
Service layout continues to sink and upgrade, planning to add 1,000 county-level authorized stores this year, broadening service coverage; launched "Super Butler" service, achieving 5-second fast response, 2-hour demand completion. Meanwhile, built a "9 Vertical 10 Horizontal" charging network covering 31 provinces and 213 cities nationwide, self-operated charging piles over 27,000 posts, super charging piles break 20,000 posts, core urban areas achieve 1 km charging coverage full coverage. To return user companionship, GAC officially launched 30 Million Units Roll-off · Renewal Gratitude Season, six major passenger car brands simultaneously launched new purchase, trade-in, increase purchase exclusive rights, sincerely returning the trust of tens of millions of users.
[GAC Energy "9 Vertical 10 Horizontal" Charging Network]
IV. Technology Empowers Transformation, Anchoring New Future of High-Quality Development
With 30 million users as a brand new starting point, GAC will stick to quality original intention and deeply cultivate user value, drive brand upgrade with hardcore tech innovation, accelerate transformation into ecosystem-type tech auto enterprise. To date, GAC cumulative R&D investment over 62 billion yuan, established over 6,800 global professional R&D team, continuously conquering core technology barriers.
[GAC Xingyuan Power lets users choose "No Compromising"]
In power field, Xingyuan Power three technologies developed by National Excellent Engineer Team will go into full mass production, verified by 10 million km limits, adapted to all regions, all scenarios travel; in three electricity field breakthrough all-solid-state battery, super fast charging, low temperature range, industry pain points, Quark Electric Drive efficiency breaks industry top level. In intelligence field, Xingling Architecture, Xinghe Smart Cockpit continuously iterate, link with Huawei, CATL, Tencent, Alibaba and other leading enterprises co-build high-end AI intelligent ecosystem, let smart tech truly land as user-perceivable convenience and safety.
V. Gathering Strength for a New Journey, Continuing to Write New Heights for China's Auto Brands
Based on brand new development milestone, GAC will always with quality as foundation, user as center, innovation as core, globalization as path, continuously polish high-quality products, upgrade heart-warming service system, iterate frontier smart tech. In the future, GAC will continue to deeply cultivate green smart travel track, continuously improve industry ecosystem, walk hand in hand with tens of millions of users, achieve each other, continuously write new chapters of high-quality development of China's automotive industry.
作者：鐘聲
編輯：Mark
出品：紅色星际
頭圖：智能駕駛圖片
近期，文遠知行宣佈同博世合作研發嘅單段式端到端輔助駕駛解決方案，已經喺德國、法國、日本等國家開展道路測試同適配驗證。可以話係中國單段式端到端嘅首次出海。
文遠知行憑藉單段式端到端輔助駕駛解決方案喺國內非常兇猛，唔單止喺智駕大賽上攞咗「六連冠」，仲係同多個頭部公司喺項目競標上連續獲勝，累計攞到廣汽集團、奇瑞集團超 30 個項目點定。
埃安 N60 即搭載呢個單段式端到端方案
據悉，今次文遠知行嘅海外路測，喺應對德國無限速高速、法國密集環島、日本右舵左行規則等海外場景上，表現出眾。
從智能駕駛出海嘅角度嚟講，呢次唔單止係一次海外驗證，而係中國智能駕駛出海將進入一個全新模式嘅階段。
喺過去，智能駕駛出海唔單止搭載嘅功能少，一般上限只有高速 NOA，仲要派駐大量人力去海外做本地化工程。而文遠知行今次將單段式端到端方案推向海外，唔單止將城市 NOA 功能推向海外，仲有意解決點樣由單一市場適配走向全球適配嘅問題。
所以，這亦係中國 Physical AI 能力嘅一次全球考試。
自動駕駛係典型嘅物理 AI 場景，需要同物理世界發生深度交互、處理複雜多任務。
而 L4 級無人駕駛係對物理 AI 能力最嚴苛、最直接嘅驗證場。唔係簡單嘅識別物體然後做路徑規劃，而要係理解世界、預判趨勢，先至能夠做出安全、可靠嘅決策。
呢個就要求要有重建物理世界嘅能力，喺幾秒內像素級生成真實場景；學習複雜交通背後嘅物理規律；推演駕駛行為動作背後嘅因果邏輯；預演時空演變，喺連續變化嘅道路環境中推演未來幾秒內嘅多種可能。
作為自動駕駛領域全球業務覆蓋範圍最廣嘅公司，文遠知行將多年 L4 自動駕駛研發與營運過程中積累嘅大規模數據、技術體系同工程經驗，轉化爲面向 L2++ 量產車型嘅單段式端到端方案。這亦係點解文遠知行&博世嘅單段式端到端方案能奪得智駕大賽「六連冠」嘅原因，本身係把難度更高嘅 L4 級無人駕駛嘅能力下放至 L2++。
文遠知行&博世勇奪中國智駕大賽·六連冠
另外，智能駕駛出海嘅一個重要門檻係數據，海外真實道路場景數據。
物理 AI 模型同互聯網大型語言模型有本質嘅區別，每一次決策規劃都會同真實世界發生交互，所以容錯率極低。所以物理 AI 模型需要真實世界嘅認知數據，幫助模型學習真實世界嘅規律。
海外數據對於一直做國內 L2++ 智能駕駛嘅公司嚟講係個難題，但係對於好似文遠知行呢種喺全球營運 Robotaxi 嘅就係現成嘅優勢。
文遠知行嘅 Robotaxi 營運而家已覆蓋廣州、北京、新加坡、阿布扎比、迪拜、利雅得、蘇黎世等多個海內外核心市場，已喺全球 12 個國家超 40 個城市開展自動駕駛研發、測試及營運。根據此前披露，文遠知行喺全球投放嘅自動駕駛車隊超過咗 3000 多輛，全球龐大嘅車隊為 L2++ 單段式端到端 AI 大型模型嘅訓練提供咗足夠嘅場景深度同廣度。
奇瑞星途 EX7 標配呢個單段式端到端方案
可以話，文遠知行係全球少有嘅積累咗真實世界認知數據嘅公司。這亦係智能駕駛出海嘅壁壘，覆蓋嘅國家地區足夠廣，積累嘅道路場景數據足夠豐富，先至能夠為單段式端到端 AI 大型模型嘅進化提供豐富嘅養料。
更加重要嘅係，海量嘅全球數據為智能駕駛出海提供咗全新嘅玩法。
以往中國智能駕駛出海面對嘅一個巨大困難：場景鴻溝。
海外道路交通場景同國內差異性非常大，而且唔同國家地區彼此差異都非常大。例如德國高速限速規則、法國嘅密集環島，仲有好多國家地區係右舵車。
喺以前，呢啲海外道路場景嘅差異化就需要投入大量人力去做「本地化」適配同部署，要做大量嘅技術工程苦工、累工。所以，呢個導致中國智能駕駛出海難度高、成本高，而且佈局海外市場嘅速度非常慢，因為每個國家地區都需要「本地化」嘅技術工程乾一遍。
奇瑞星途 ES 亦搭載呢個單段式端到端方案
所以對於中國智能駕駛公司嚟講，擺喺眼前嘅一個問題係：L2++ 智能駕駛出海可唔可以用更低成本、更有效率嘅方式破局場景鴻溝呢？
文遠知行嘅回答係：能，而且必須呢樣做。
透過全球海量真實營運數據嚟訓練單段式端到端 AI 大型模型，用符合物理世界客觀規律嘅 WeRide GENESIS 世界模型進行建模，進一步生成場景、訓練演算法、驗證安全。呢個係中國智能駕駛出海嘅全新玩法，同時亦係 AI 嘅底層邏輯，對於人類嚟講唔同國家嘅道路場景、規則唔同，對於 AI 嚟講卻屬於同一個世界。
所以智能駕駛出海，最終歸結為一件事：AI 能力夠唔夠強。而文遠知行而家正在驗證這一點，AI 學到嘅係中國道路經驗，定係物理世界規律？
智能駕駛出海已經迎來最佳時機，全球汽車市場喺智能駕駛上都在向中國市場看齊。
一係中國車企出海規模持續猛漲，海外銷量接近佔比三分之一。智能駕駛正成為出海車型重要嘅競爭力，中國車企亦準備升級到城市 NOA 高級智能駕駛功能。
二係唔單止中國車企嘅出海車型將搭載城市 NOA 高級智能駕駛功能，海外車企喺自己嘅大本營市場，亦開始着手佈局城市 NOA。例如，保時捷同奧迪分別選擇咗 Mobileye 合作，使用 Mobileye 嘅方案，覆蓋高速同市區嘅點到點輔助駕駛。
單段式端到端方案測試車喺德國
呢同過去幾年嘅狀況唔一樣，以前海外車企喺歐美市場比較保守，智能駕駛功能一般局限喺高速 NOA，而而家都要向中國市場對齊。
所以，而家係中國智能駕駛出海嘅最佳時機。一係海外市場嘅需求喺釋放，二係歐美市場嘅智能駕駛供應商，好似 Mobileye、國際 Tier 1，喺智能駕駛方案技術以及量產效率上都落後於國內。
市場規模大，客戶需求剛性，競爭對手弱，呢就係長坡厚雪嘅紅利賽道。
不過，今次文遠知行嘅出海佈局卻並唔係簡單複製國際 Tier 1 們嘅全球擴張模式。以往國際 Tier 1 們係靠堆人力、堆適配、堆規則演算法嘅模式，而文遠知行靠係 AI 能力，以數據為驅動，以 AI 模型為抓手。所以，呢係 AI 能力出海。
文遠知行所代表嘅唔單止係一家自動駕駛企業嘅全球化嘗試，仲係中國 Physical AI 能力開始接受全球道路體系系統性驗證嘅重要標誌。
-END-
作者：钟声
编辑：Mark
出品：红色星际
头图：智能驾驶图片
据悉，国内某头部智驾公司端到端模型技术大牛Z投身创业，并且已经拿到融资。
Z不仅是该头部公司内部最年轻的对标阿里P10级别技术负责⼈，更是业内有惊艳成果的智驾大牛。
Z作为该头部公司各项核心技术攻坚一号位，统领百⼈团队分别完成纯视觉感知、全国⽆图感知、⼀段式端到端等三次核⼼技术的攻坚突破。其中，在2025年带队实现了一段式端到端方案从0到1的关键技术突破，对公司高阶智驾技术路线的确立和能力跃迁产生了决定性影响；该方案最终打磨至国内顶尖水平，被认为是国内最接近特斯拉端到端能力的智驾产品，没有之一，在一段式端到端路线中形成断档领先优势。
该头部公司的纯视觉一段式端到端方案，是真正让外界看到这支智驾团队技术上限的一仗。在许多专业体验者看来，这已经是国内量产一段式端到端的领先水平，也是目前最接近特斯拉FSD的国产方案。
它的性能强不是宣传片里跑通几个Corner Case，而是专业人士一坐上车就能感觉出来：安全性扎实，决策反应快，横纵向协同顺，跟车、变道、绕行和路口博弈都更像一个成熟司机，整体上已经具备了对齐FSD V13/14的能力底座。
2025年，很多公司都在讲VLA、World Model和RL，但用户最终看的还是实车表现。真正懂技术的人都知道，VLA、World Model和RL并不是孤立的技术终点，而是通向Physical AI的重要能力模块。
一段式端到端本身已经吸收了VLA和World Model的核心思想：既要理解场景演化和未来风险，也要通过强化学习式的策略优化，让模型在复杂交互中学会更优的行为选择。但相比单独讲VLA或World Model，一段式端到端更难，因为它不能停留在实验室里把概念讲通、把Demo跑出来，而是要把感知、预测、决策、规控、数据、训练和部署全部打穿，让模型在真实物理世界中连续行动，并且每一个动作都要满足安全、舒适、实时和量产约束。
该方案能够做出来，既是一支顶级团队的体系化胜利，也离不开公司管理层对技术路线的判断和投入。
当时行业里VLA、World Model等概念声量很大，但该头部公司老板A和智驾总负责人B没有被营销噪音带偏，而是坚持从用户体验和量产可交付出发，拍板推进一段式端到端并大举投入。
这套方案也是智驾总负责人B主导打造的又一代表作。Z作为核心技术攻坚一号位，带领团队持续突破，完成了一段式端到端从0到1的关键技术攻坚。感知部门负责人C给予了重要支持，并在关键技术方向上提供指导；后续规控负责人D带领规控团队死磕算法的落地量产。
算法、数据、Infra、规控和量产工程等团队一起把大量看不见的苦活累活做扎实，最终将这套方案推到了国内断档领先水平。虽然该方案目前的市场认知和销量还没有完全释放，但在专业圈层中的认可度已经很高。随着搭载车型继续铺开、真实用户口碑发酵和数据闭环持续滚动，后续打开局面只是时间问题。
也正是这段大型技术工程的实战经历，让Z成为国内少有的同时懂模型、数据闭环和量产落地的全链路大牛。
开始创业后，Z很快找来了头部智驾公司的数据闭环及基础设施负责人、量产Physical AI模型的核心研发者、香港某高校的世界模型和具身智能大牛担任首席科学家，以及来自北美顶尖团队的天才少年，搭起了从模型、Infra、数据到硬件的完整班底。
这样的团队在具身行业并不多见，所以融资份额很快被机构抢完，最后超募完成。
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猫头鹰车志（ID:owlauto）讯，曾经加价30万元仍一车难求的超豪华品牌宾利，如今在中国市场遭遇了新车与二手车价格的双重下滑。中国汽车流通协会与精真估联合发布的《2026年6月中国汽车保值率研究报告》显示，宾利飞驰3年车龄保值率已从2024年的近75%降至62%，一年内下降超过12个百分点。
新车市场价格同步失守。2026款宾利飞驰的综合现金优惠在35万至45万元区间，贷款购车优惠可达50万元。老款车型降幅更为显著——2024款飞驰V8标准版官方指导价279.3万元，经销商渠道折后价已低至199.3万元，单台降价80万元。
保值率下滑并非宾利独有的现象。同一份保值率报告显示，保时捷三年保值率已降至58.5%，首次跌破六成；奔驰从59.2%降至54.8%，雷克萨斯从60.5%降至56.3%，宝马从54.3%降至48.2%，奥迪从51.4%降至47.4%。超豪华与普通豪华品牌的保值率防线均被击穿。
二手车市场的价格变动更为剧烈。在青岛陆海汽车交易市场，车龄8年以上的宾利飞驰挂牌价已降至26.8万元。据二手车商透露，这类车型正常二手价格应在70万至80万元区间。2025年同期，同年限宾利飞驰的挂牌价还维持在55万元左右。
销量数据反映了市场需求的变化。宾利在华销量于2021年达到4212辆的历史峰值，此后逐年下滑——2022年4033辆、2023年3006辆、2024年2608辆、2025年仅剩2030辆。进入2026年，前四个月累计销量489辆，同比下滑30%；5月单月进口115辆，同比下跌36%。2025年，宾利在中国内地及香港市场的销量占总销量的19%，而2024年这一比例为23%。
宏观市场环境正在发生结构性变化。2026年5月，国内新能源乘用车渗透率突破62.9%，当月燃油车零售量同比下滑39%，乘用车销量榜单前十全部被新能源车型占据。在超豪华车细分市场，2025年上半年零售价101.7万元以上车型的销量仅为3.7万辆，同比下跌49%。
新车持续降价压低了二手车残值的天花板。与此同时，尊界、仰望等国产高端新能源品牌推出多款百万级车型，凭借智能化配置和本土化产品体验分流了传统超豪华品牌的核心客群。宾利市售主力仍以大排量燃油车为主，智能座舱与车机系统落后于行业主流节奏。
从2022年底保时捷三年保值率一度高达100.3%的行业高点，到如今宾利飞驰等车型跌破62%，超豪华品牌曾经稳固的残值体系正经历一轮显著调整。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Ativa 同 Chery Tiggo 7 Pro 做比較。呢兩款車喺價位同定位上都好接近，今日我哋就由多個角度做一個詳細嘅比較，幫你節省咗做功課嘅時間。
Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，總共有 3 個版本，包括 1.0L Turbo X（RM 62,500）、1.0L Turbo H（RM 67,300）、1.0L Turbo AV（RM 73,400） 等。
Chery Tiggo 7 Pro 喺馬來西亞嘅 OTR 售價係 RM 123,750 - 123,750，總共有 2 個版本，包括 1.6L Turbo Standard（RM 125,000）、1.6L Turbo Premium（RM 140,000） 等。
從價錢來看，Perodua Ativa 嘅起步價確實比 Chery Tiggo 7 Pro 平咗 RM 61,250。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需求。但都要留意，平嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。
Perodua Ativa 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Chery Tiggo 7 Pro 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Chery Tiggo 7 Pro 嘅 1.5L Turbo 比 Perodua Ativa 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
Perodua Ativa 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 7 Pro 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Perodua Ativa 同 Chery Tiggo 7 Pro 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更看重品牌聲譽同二手價，可以優先考慮聲譽更好嗰一款；如果你更在意性價比同配備，那就揀配備更豐富嗰款。最後都係建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，Perodua Ativa 同 Chery Tiggo 7 Pro 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仍然係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最後決定。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拎 Perodua Ativa 同 Proton X70 嚟做比較。呢兩款車喺價位同定位上都幾近嘅，今日我哋就從多個方面做一個詳細嘅對比，幫你省做功課嘅時間。
Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，總共有 3 個版本，包括 1.0L Turbo X（RM 62,500）、1.0L Turbo H（RM 67,300）、1.0L Turbo AV（RM 73,400） 等。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，總共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300） 等。
由價錢睇，Perodua Ativa 嘅起步價確實比 Proton X70 平咗 RM 44,300。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都要小心，平嗰幾千蚊，可能喺配備上會有取捨，具體睇你嘅需要。
Perodua Ativa 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Proton X70 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Proton X70 嘅 1.5L Turbo 比 Perodua Ativa 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得冇夠力。
Perodua Ativa 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ASA 3.0 + ACC + LDA + LKA + BSM + RCTA。
Proton X70 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算俾得好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Perodua Ativa 採用 FWD 驅動方式。
Proton X70 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。
Perodua Ativa 同 Proton X70 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更介意性價比同配備，那就揀配置更豐富嗰款。最後仲係建議兩款都去試駕，親身體驗先最重要。
總括嚟講，Perodua Ativa 同 Proton X70 都係馬來西亞市場幾唔錯嘅車型。揀邊輛，關鍵仲係睇你個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好唔少買家喺揀車嗰陣都會拿 Proton X90 同 Chery Tiggo Cross 嚟做比較。這兩款車喺價位同定位上都幾接近，今日我就從多個方面做一個詳細比較，幫你慳下做功課嘅時間。
Proton X90 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,800，一共有 4 個版本，包括 2026 1.5T Prime X（RM 122,800）、2026 1.5T Prime（RM 116,800）、2026 1.5T Lite（RM 106,800） 等。
Chery Tiggo Cross 喺馬來西亞嘅 OTR 售價係 RM 88,750 - 99,750，一共有 2 個版本，包括 2025 HEV 1.5L CSH（RM 99,750）、2025 1.5T Standard（RM 88,750） 等。
由價錢睇，Chery Tiggo Cross 嘅起價比 Proton X90 平咗 RM 18,050。講真，喺呢個價位段，幾千蚊嘅分別其實唔係好大，關鍵都係睇整體嘅性價比同長期使用成本。
Proton X90 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Chery Tiggo Cross 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
動力方面，Proton X90 嘅 1.5L Turbo 比 Chery Tiggo Cross 嘅 1.5L 4-cyl 多咗 35 匹馬力，中段加速更有信心，尤其係跑高速超車嗰陣。不過 Chery Tiggo Cross 嘅油耗可能更抵，日常市區通勤分別唔會太大。
Proton X90 採用 FWD 驅動方式。
Chery Tiggo Cross 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。
Proton X90 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo Cross 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Proton X90 同 Chery Tiggo Cross 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就選配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要。
總括嚟講，Proton X90 同 Chery Tiggo Cross 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求同預算。建議大家做好功課，多比較幾間車行嘅報價，先去試駕先做最終決定。買車係件大事，花少少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拿豐田 Corolla 同福斯 Golf 來做比較。這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次詳細嘅比較，幫你省返做功課嘅時間。
豐田 Corolla 喺馬來西亞嘅 OTR 售價係 RM 144,800 - 149,800，一共有 2 個版本，包括 2026 1.8L GR Sport（RM 149,800）、2026 1.8L G（RM 144,800）等。
福斯 Golf 喺馬來西亞嘅 OTR 售價係 RM 186,530 - 186,530，一共有 1 個版本，包括 2026 1.5T R-Line（RM 186,530）等。
從價錢嚟睇，豐田 Corolla 嘅起步價確實比福斯 Golf 平咗 RM 41,730。如果你預算有限，豐田嘅入門版已經可以满足日常需求。但都要注意，平嗰幾千蚊，可能喺配備上面會有取舍，具體要看你嘅需求。
豐田 Corolla 採用 FWD 驅動方式。
福斯 Golf 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。
豐田 Corolla 保用 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
福斯 Golf 保用 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
豐田 Corolla 同福斯 Golf 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靚嗰一款；如果你更介意性價比同配備，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要。
總括嚟講，豐田 Corolla 同福斯 Golf 都係馬來西亞市場幾好嘅車型。揀邊一輛，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，再去試駕做最終決定。買車係一件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都係拿 Honda HR-V 同 Mazda CX-5 嚟做比較。今日我哋從多個方面做一個詳細嘅比較，幫你慳返做功課嘅時間。
Honda HR-V 喺馬來西亞嘅 OTR 售價係 RM 115,900 - 143,900，一共有 4 個版本，包括 2026 e:HEV 1.5L RS（RM 143,900）、2026 1.5T V（RM 137,900）、2026 1.5T E（RM 130,900） 等。
Mazda CX-5 喺馬來西亞嘅 OTR 售價係 RM 135,469 - 166,760，一共有 3 個版本，包括 2025 2.0L AT 35 週年紀念（RM 316,154）、2025 2.0L AT（RM 296,154）、2025 2.0L MT（RM 294,154） 等。
從價錢睇落，Honda HR-V 嘅起步價確實比 Mazda CX-5 平咗 RM 19,569。如果你預算有限，Honda 嘅入門版已經可以應付日常需要。但都要注意，平果幾千蚊，可能喺配備上有取舍，具體就要睇你嘅需要。
Honda HR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING (ACC, CMBS, LKAS, RDM)。
Mazda CX-5 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
兩款車嘅安全評級一樣，喺呢個級數入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Honda HR-V 保養 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Mazda CX-5 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Honda HR-V 同 Mazda CX-5 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌同二手價，可以優先揀口碑更好嗰款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最後都係建議兩款都去試駕，親身試過先係最重要。
總體嚟講，Honda HR-V 同 Mazda CX-5 都係馬來西亞市場好唔錯嘅車型。揀邊輛，關鍵始終要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，先去試駕先做最後決定。買車係件大事，花少少時間做功課絕對唔錯。
車型概覽
吉普Cherokee 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講保險、輪胎、保養同能源開支，幫你用買家角度篩走唔適合嘅選擇。
售價仍待確認，買家可以先把佢放入候選名單，等價格落實後再同同級車逐項比較。
購車價格指南
吉普Cherokee 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 2021 3.2L 4WD Limited（價格待確認）、2021 3.2L 2WD Limited（價格待確認）、2021 2.4L 4WD Trailhawk（價格待確認）、2021 2.0T 4WD Longitude（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 吉普Cherokee 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。
吉普Cherokee 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
吉普Cherokee 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 吉普Cherokee 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「Jeep Cherokee 適合城市駕駛嗎？」簡單講，Jeep Cherokee 嘅體型適中，懸掛調校舒適，非常適合喺城市內穿梭。 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 吉普Cherokee 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 吉普Cherokee 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
五菱Binguo BEV 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。
零售價 HK$ 108,768 - 126,800、完稅價 HK$ 158,800 - 185,128 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
五菱Binguo BEV 嘅購車預算可以先由 零售價 HK$ 108,768 - 126,800、完稅價 HK$ 158,800 - 185,128 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 333km 標準版（HK$ 158,800）、2025 410km 標準版（HK$ 185,128） 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Binguo BEV 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。
31.9/37.9 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。 333/410 km 嘅續航參考，對住喺新界、九龍同港島之間跨區行車嘅用家會更實際。 50 kW、125 N·m 嘅輸出，令高速併線同短距離超車更有信心。 車長 3950 mm、車闊 1708 mm、車高 1580 mm、軸距 2560 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。
優缺點分析
五菱Binguo BEV 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 五菱Binguo BEV 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 Binguo EV 適唔適合香港家庭日常代步？」簡單講，五菱 Binguo EV 價格親民、電耗低廉、好泊車，適合香港小家庭日常代步。 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Binguo BEV 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$ 108,768 - 126,800、完稅價 HK$ 158,800 - 185,128 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 五菱Binguo BEV 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。
In May, China's automotive market overall presented a gentle recovery trend, with domestic brands still being the sales backbone of the market. Recently, BYD, Geely, Chery, Changan, and Great Wall, the top 5 domestic automakers, successively released their monthly performance reports. From the data, these five companies show a general characteristic of "stable total growth, divergence between domestic and international markets, and accelerated new energy penetration". Overseas exports and new energy vehicles have become the most core growth engines; export business has evolved from a "bonus item" to the "core foundation" for some companies. BYD's "dominant leader" status is further consolidated, Chery achieved high growth via exports, Geely's new energy penetration rate broke 56%, Changan focused steadily on balanced development, while Great Wall appeared slightly under pressure during structural transformation.
BYD: Export Hits New High Becomes Biggest HighlightIn May, BYD stood firmly at the top of domestic brands with a monthly sales volume of 383,500 vehicles, maintaining positive growth both year-on-year and month-over-month under a large base. Its two main brands, Dynasty and Ocean, sold a combined 330,200 vehicles, contributing 86.1% of total sales; Fangchengbao's monthly sales broke 30,000 units to reach 30,200, a year-on-year increase of 139.7%, setting a new high for the year; Denza sold 16,300 vehicles, and Yangwang delivered 286 vehicles. From a model perspective, BYD had eight models in May with monthly sales exceeding 20,000 vehicles. The Song Family and Yuan Family both broke 50,000 units, selling 51,370 and 56,691 vehicles respectively. The Sea Lion Family followed closely with 42,615 vehicles, and Seagull sales were also close to 40,000 vehicles.
BYD's biggest highlight in May was exports. Overseas new energy vehicle sales reached 160,600 units, an 80.4% year-on-year increase, accounting for about 42%. The sharp expansion of export scale effectively countered the phased weakness in domestic demand. Cumulative exports from January to May exceeded 620,000 vehicles. High export growth mainly benefited from continued ramping up of overseas factory capacity, improved ocean shipping capacity, and accelerated channel network expansion. In the domestic market, BYD promoted Megawatt Super Charging and intelligent strategies simultaneously—Megawatt charging achieved about 90% charge in 9 minutes; 20,000 super charging stations are planned to be built by 2026; all series models are available with Sky Eye B intelligent driving solutions and city navigation safety fallback plans, accelerating the popularization of high-level intelligent driving. As Gen 2 Blade Battery capacity gradually releases, the company's orders are expected to continue rising.
Chery: Sales Growth Leads the Top 5Chery Group's total sales volume in May was 247,800 vehicles, a significant year-on-year increase of 20.5%, ranking first in growth speed among the top 5. Exports remained its most core growth engine—May exports reached 181,900 vehicles, an 80.5% year-on-year increase, accounting for 73.4% of total sales that month, continuously breaking the single-month export record for Chinese brands for three months. In terms of new energy, Chery New Energy sold 100,300 vehicles, a 58.8% year-on-year increase. April and May consecutively saw monthly new energy sales breaking 100,000 vehicles.
The strong performance in exports benefited from Chery's long-term deep cultivation of overseas channel advantages and localized operation capabilities. While overseas orders continued to rise, high export growth formed a sharp contrast with domestic sales—Chery's domestic sales in May were only 60,000 vehicles, accounting for one-quarter of total sales. From cumulative data, Chery Group accumulated 1.101 million sales from January to May, but against the annual goal of 3.2 million vehicles, monthly averages need to reach about 420,000 vehicles later, and pressure remains significant.
Geely: New Energy Penetration Rate Breaks 56%Geely Auto's total sales volume in May was 237,600 vehicles, a 1% year-on-year increase, achieving month-over-month double growth for three consecutive months. In terms of structure, Geely's "New Four Transformations" transformation showed significant results: new energy vehicle sales reached 133,400 units, accounting for 56% of total sales, with new energy share exceeding 50% for four consecutive months.
From sub-brands, performance was significantly divergent. Zeekr brand sales in May reached 34,400 vehicles, a 82% year-on-year increase; Zeekr 9 Series and 8 Series models combined sales approached 50% of total sales, showing bright performance in the high-end market; Galaxy brand sales were 81,700 vehicles; Geely brand sales were 182,500 vehicles, among which China Star Series sales reached 100,800 vehicles; Lynk & Co brand sales were 20,700 vehicles, with new energy vehicle sales share rising to 71%.
In terms of exports, Geely's overseas vehicle exports in May reached 85,100 vehicles, a explosive 184% year-on-year increase, setting a brand single-month export record high. Among exported products, new energy vehicles reached 40,800 units, accounting for nearly half; hybrid and pure electric products have successively landed in Southeast Asia, Middle East, Latin America, and other markets, highlighting the results of global strategy implementation.
Changan: Multi-brand Matrix Balanced EffortChangan Auto's delivery volume in May was 209,100 vehicles, among which new energy deliveries were 92,400 vehicles, a 5.8% year-on-year increase, with new energy share about 44%. In terms of exports, overseas deliveries reached 70,700 vehicles, a 38% year-on-year increase, becoming another major growth highlight for Changan in May.
In the sub-brand matrix, Changan Qiyuan delivered 34,500 vehicles in May; All-New Q05 delivered 15,800 units, with orders breaking 3,000 units within three days of listing in Thailand; Deepal sales in May were 33,200 vehicles, a 30% year-on-year increase; January to May overseas cumulative sales were 28,700 vehicles, a significant 167% year-on-year increase; Avatr delivered 7,336 vehicles in May; Changan Auto (Gravity) delivered nearly 49,000 vehicles in May.
Changan Auto's balanced layout was fully reflected in May: the fuel car base remained stable, new energy brands Deepal and Qiyuan accelerated volume growth, high-end brand Avatr continued to break through in technical cooperation, and overseas markets simultaneously achieved breakthrough growth. The pattern of five brands working together, driven by both new energy and exports, is initially taking shape.
Great Wall: Overseas Sales Growth Year-on-Year 46.75%Great Wall Motor's sales in May were 100,400 vehicles, slightly down compared to last May's 102,200 vehicles, making it the only company among the top 5 to show a year-on-year negative growth. From sub-brands, Haval brand sales in May were 55,500 vehicles, remaining Great Wall's most important sales pillar; Tank brand sales were 17,100 vehicles; both Haval and Tank brand sales showed year-on-year declines; Wey brand sold 8,119 vehicles, a 31.78% year-on-year increase, achieving growth against the trend; Ora brand performance was most stunning, with sales of 6,018 vehicles, a significant 206.88% year-on-year increase. In terms of new energy, Great Wall sold 30,400 new energy vehicles in May, with new energy vehicle transformation gradually accelerating.
The overseas market became Great Wall's biggest highlight in May, with overseas sales growing 46.75% year-on-year. Against the background of pressure on the domestic market, strong growth in overseas business effectively made up for the decline in the domestic market. Great Wall Motor's current core contradiction lies in: Haval and Tank, the two traditional main-selling brands, face weak growth, while Wey and Ora brands, although growing notably, have relatively small volume and are not yet enough to support overall growth. How to complete the "relay" between old and new brands is the key issue Great Wall must solve subsequently.
Final ThoughtsFrom May data, the growth pattern of the top 5 domestic brands has clearly diverged, but there are three common trends worth noting: First, exports have become a key engine for domestic brands to seek stability and growth. Second, new energy transformation is still accelerating, but paths differ among enterprises. Third, technological innovation continues to deepen brand moats. Looking ahead to the second half of the year, competition in the automotive industry will continue to upgrade around these three trends. Although everyone has a common direction, these three trends are all competing for the entire enterprise's industrial chain strength, and the strong will remain strong, which has almost become an inevitable outcome.
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.
比亞迪正式發布 2026 年 5 月產銷快報，全品牌新能源汽車單月銷量 383453 輛，同比微增 0.26%，時隔十個月實現單月銷量同比轉正；其中乘用車交付 376990 輛，環比大漲 19.4%，一掃前期車型換代陣痛，呈現國內基本盤穩固、海外銷量狂飆、高端品牌全線放量的全新格局，在國內新能源內捲加劇、特斯拉 FSD 入華、自主新品密集上市的市場環境中，走出獨有的結構性增長路線。
王朝 + 海洋兩大主力品牌 5 月合計售出 330215 輛，佔據集團總銷量超八成，仍是比亞迪銷量壓艙石，全系列共 8 款車型單月銷量突破 2 萬台，產品從 5 萬入門代步到 20 萬家用 SUV 實現全覆蓋。
王朝網內部，元家族 56691 輛、宋家族 51370 輛。雙雙跨過五萬門檻，成為品牌兩大銷量支柱，兼顧家用代步與城鄉出行需求；秦家族緊隨其後交出 28360 台穩定表現，漢、唐系列月銷維持六千級體量，深耕中大型家用轎車、SUV 細分市場；全新車型夏處於市場培育期，單月交付 1810 台，後續隨渠道鋪開有望穩步上量。
海洋網增長勢頭更為迅猛，全系五款車型跨入兩萬俱樂部：海獅 42615 台、海豹 34117 台、海鷗 39919 台、海豚 22260 台、宋 PLUS 27755 台。其中海鷗憑藉 6-8 萬親民定價穩居入門代步銷冠，海獅作為全新走量車型上市即站穩四萬量級，補齊海洋網中型 SUV 產品空白，完善海洋產品梯隊佈局。從代步小車到緊湊 SUV，兩大主品牌依托 DM-i 混動與純電雙線技術，牢牢鎖住 15 萬以內國內主流家用市場份額。
方程豹同比暴漲 139.7% 品牌向上落地見效騰勢、方程豹、仰望組成的高端矩陣 5 月合計銷售 46489 輛，正式擺脫小眾定位，成為比亞迪品牌溢價與利潤增長新支點，打破自主品牌高端化難破局的行業魔咒。
越野品牌方程豹單月 30186 輛，同比暴漲 139.7%，創下品牌上市以來月度銷量新高，旗下鎦 7 單月 18280 台，豹 5、豹 8 穩定輸出，在 25-40 萬硬派越野細分市場持續擠壓合資、進口車型生存空間。
騰勢 5 月交付 16303 台，MPV 標桿 D9 售出 6721 台，Z9 系列近 6000 台，MPV、中大型轎車雙線發力，站穩豪華新能源賽道；百萬元級超豪華品牌仰望穩步爬坡，當月交付 286 台，同比增幅 105.8%，完成自主品牌天花板產品的市場驗證，形成從十幾萬家用、三四十萬越野、五十萬豪華 MPV 到百萬元級旗艦的全價格帶產品佈局。
5 月比亞迪乘用車和皮卡海外銷量 160177 輛，同比大漲 80.7%，出口佔全系總銷量突破 42%，創下品牌出海歷史新高，成為穩住 5 月整體銷量、實現同比轉正的核心驅動力。
東南亞、歐洲、拉美成為主力增量市場，海鷗、宋 PLUS、元系列持續登頂多國新能源熱銷榜單，SHARK 皮卡連續兩月單月出口突破 4000 台；依托泰國、巴西、匈牙利、烏茲別克斯坦四大海外整車工廠落地投產，本地化生產持續落地，規避關稅同時快速下沉終端渠道。在國內車市存量競爭、價格戰常態化背景下，高速擴容的海外市場有效對沖國內車型換代帶來的銷量波動，正式從補充市場升級為比亞迪核心增長引擎。截至當前，比亞迪新能源汽車全球累計銷量已經突破 1650 萬輛，全球化版圖持續拓寬。
智駕賦能產品迭代 下半年新品蓄力衝量5 月比亞迪智能化落地迎來關鍵節點，天神之眼智駕系統成為車型核心加分項：全品牌搭載高級智駕車型保有量突破 315 萬輛，日均路測數據超 2 億公里；當月比亞迪落地城市領航、智能泊車雙安全兜底服務，成為全球首家實現兩項智駕兜底的車企，政策落地三天後，搭載天神之眼系統車型的城市 NOA 激活率暴漲 50%，智能化體驗升級直接拉動終端到店訂單轉化，為後續車型持續走量築牢產品競爭力，直面 FSD 入華帶來的智駕市場衝擊。
從數據細節來看，2026 年 1-5 月比亞迪累計銷量 1405039 輛，同比下滑 20.32%，核心誘因是全系主力車型集中換代、第二代閃充刀片電池產能爬坡受限。新款閃充電池升級快充與低溫性能，全系換代車型優先換裝新電池，但產線改造拖累產能釋放，熱門車型訂單積壓、交付延後，一定程度壓縮 5 月交付體量。
隨著二季度末二代刀片電池產能持續釋放，疊加騰勢 N8L、方程豹鎦 7 純電版、海獅 05、夏 L 等多款新車陸續登陸市場，業內普遍預判比亞迪 6 月全品牌銷量有望突破 40 萬輛。依托低端走量鎖份額、高端提利潤、海外衝增量、智能化提產品力的四維發展邏輯，在國內新能源淘汰賽加劇的當下，比亞迪全品類佈局優勢持續放大，坐穩國內新能源龍頭，加速向著全球頭部車企穩步邁進。
5 月 28 日，上汽車集團完成全球第 1 億輛新車交車儀式，成為中國汽車行業首家突破 1 億銷量嘅車企。從 1955 年上海內燃機配件製造公司成立，到 1958 年，工人們用榔頭敲出第一輛「鳳凰牌」轎車下線，歷經超 71 年發展歷程，上汽車集團已擁有十餘個整車品牌，產品覆蓋從轎車、SUV、MPV 甚至商用車等各個品類。
僅 2026 年 1-4 月，上汽累計銷售 130.2 萬輛，連續四個月位居中國車企銷量冠軍。其中自主品牌銷量 91 萬輛，佔比近 70%；新能源車銷售 41.2 萬輛；海外市場銷售 45.9 萬輛，同比大漲 50.2%。
作為中國汽車企業「走出去」嘅先行者，上汽車集團在海外擁有超 100 個零部件生產基地、超 3000 個經銷商網絡，建成倫敦等 3 大研發創新中心及泰國、印尼、印度、巴基斯坦 4 個生產製造中心。如今，上汽產品和服務遍布 170 餘個國家和地區，海外累計銷量突破 700 萬輛。
交車儀式現場，第 1 億輛交付車型為旗艦級 SUV——智己 LS9 Hyper 交付畀第 1 億位用戶 Momenta CEO 曹旭東。
新車搭載全線控四輪轉向、520 線激光雷達 + 英偉達 Thor 芯片具備 L3 級別硬件能力，此外新車還採用全域 800V 架構打造，採用增程式電動系統，可實現 3 秒級破百。
交付儀式現場，上汽全品牌、全產品矩陣協同發力。自主品牌全線出擊：尚界 Z7、華境 S、榮威 M7、MG4 半固態電池版、五菱星光 560、大通 eDeliver5、紅岩重卡、躍進大拿 T1、申沃純電客車、依維柯聚星 EV 等相繼交付，覆蓋個人出行、家庭生活、商用營運、物流運輸等多元場景。
合資品牌集中亮出「合資 2.0」成果：大眾 ID. ERA 9X 將全球首發搭載 Momenta R7 強化學習世界模型，上市一個月交付突破 7000 台。
AUDI E7X 計劃成為奧迪全球首款實現 L3 級自動駕駛落地嘅車型；別克至境 E7 基於「逍遙」超級融合架構打造，上市一個月交付破萬台。
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.
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.
