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喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會攞 Proton X70 同 Mazda CX-30 嚟比較。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個詳細比較，幫你節省咗做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，合共有 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。
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。
從價錢嚟睇，Proton X70 嘅起價確實比 Mazda CX-30 平咗 RM 15,609。如果你預算有限，Proton 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捨，具體睇你嘅需要。
Proton X70 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Mazda CX-30 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩款車用緊同一套動力系統，日常開起嚟嘅感覺基本冇分別。油耗方面也差唔多，唔使太糾結呢一點。
Proton X70 車身長 4400 mm，行李箱 400 L。
Mazda CX-30 車身長 4500 mm，行李箱 450 L。
空間方面，Mazda CX-30 嘅車身比 Proton X70 長咗 100 mm，乘坐空間更有優勢。不過 Proton X70 喺城市裡泊車會靈活啲，各有取捨。
Proton X70 採用 FWD 驅動方式。
Mazda CX-30 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。
Proton X70 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Mazda CX-30 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
兩款車嘅保養條件一樣，呢方面唔使糾結。實際保養成本仲要睇牌子嘅服務網絡同零件價錢，建議去車友群問下真實車主嘅經驗。
總嚟講，Proton X70 同 Mazda CX-30 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終都係睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去做試車同做最終決定。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 SUV 市場，好多買家揀車嗰陣都會拎 Proton X70 同 Mazda CX-3 做比較。這兩部車喺價格同定位上都幾接近，今日我哋就由多方面做一個詳細比較，幫你節省做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，合共 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。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，合共 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159） 等。
由價錢睇，Proton X70 嘅起價的確比 Mazda CX-3 平咗 RM 19,359。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊嘅話，可能喺配備上會有取捨，具體要睇你嘅需要。
Proton X70 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Mazda CX-3 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩部車用同一套動力系統，日常開起嚟嘅感受基本冇乜分別。油耗方面都差唔多，唔使太糾結這一點。
Proton X70 車身長 4400 mm，後備箱 400 L。
Mazda CX-3 車身長 4500 mm，後備箱 450 L。
空間方面，Mazda CX-3 嘅車身比 Proton X70 長咗 100 mm，乘坐空間更有優勢。不過 Proton X70 喺城市入面泊車會靈活啲，各有取捨。
Proton X70 採用 FWD 驅動方式。
Mazda CX-3 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
總體嚟講，Proton X70 同 Mazda CX-3 都係馬來西亞市場好好嘅車型。揀邊部，關鍵始終係睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
2026 年 7 月 25 日，成都科幻館。奇瑞集團全球累計整車銷量突破 2000 萬輛，而交付嘅呢第 2000 萬輛，恰恰係奇瑞嘅「初代 IP」——風雲。從 1999 年 12 月第一輛「風雲」喺蕪湖下線，到 2026 年風雲 A9 作為第 2000 萬輛交付，奇瑞用 29 年完成咗一個極具象徵意義嘅閉環。
「2000 萬輛之後，我哋不再參加內捲。」奇瑞汽車董事長尹同躍這句話嘅分量，只有放進奇瑞 29 年嘅創業坐標系入面，先至能被真正睇懂。
· 從「小草房」到 2000 萬：一條自主研發嘅逆襲曲線
1997 年 3 月，奇瑞「發動機一廠」喺蕪湖城北一片荒灘上破土動工，打下第一根樁。彼時嘅中國車壇流傳兩句話：「不搞合資就冇咗活路，唔夠百萬輛規模就唔好談自主研發。」
奇瑞偏偏唔信呢個邪。1999 年 5 月，第一台自主研發嘅發動機一次點火成功，打破「中國人造唔出自主發動機」嘅成見；1999 年 12 月，000001 號「風雲」轎車下線，開啟自主造車「從 0 到 1」；2001 年 10 月，首批 10 輛風雲經天津港出口敘利亞，開啟中國轎車批量出口先河；2007 年 8 月，第 100 萬輛下線，成為首個邁過「百萬輛門檻」嘅自主品牌；2015 年 12 月，第 500 萬輛下線；2025 年，奇瑞登陸港交所；2026 年 7 月 25 日，全球累計銷量突破 2000 萬輛。
從第一個 500 萬輛用咗 16 年，到第三個 500 萬輛僅用唔到 3 年——銷量曲線嘅陡峭化，背後係技術體系從追趕到引領嘅躍升軌跡。如今嘅奇瑞，技術儲備已延伸至電芯、芯片、智能駕駛、固態電池、飛行汽車、人形機器人等多個前沿領域，「合資宿命論」同「規模門檻論」喺實實在在嘅發展成果面前唔攻自破。
· 整車同零部件：蕪湖「汽車城」嘅全球競爭力樣本
2001 年，奇瑞首批 10 輛風雲轎車出口中東。25 年後嘅今日，奇瑞累計出口已逼近 700 萬輛，連續 23 年穩居中國乘用車品牌出口榜首，海外用戶超 623 萬。
但係奇瑞嘅「整車」故事，從來唔係孤軍作戰。喺安徽蕪湖，奇瑞已帶動各類零部件配套企業接近 4000 家，形成具有全球競爭力嘅汽車產業集群。從 ACTECO 系列發動機到無極自動變速器（CVT），從「鯤鵬動力 CHERY POWER」全域動力架構到全功能混動構型 DHT，奇瑞率先擁有完全自主知識產權嘅動力總成量產能力。
更值得一提嘅係，奇瑞喺零部件出海上都走在前列——2006 年 3 月，首批奇瑞發動機出口美國，開啟咗中國汽車核心零部件反向進入歐美市場嘅先河。呢條「整車 + 零部件」嘅雙線出海路徑，正係奇瑞區別於其他自主品牌嘅關鍵底色。
· 金融同資本：港股上市後嘅「彈藥重構」
2025 年，奇瑞登陸港交所，呢個係奇瑞發展史上嘅關鍵一躍。從自主創業，到港交所敲鐘嘅產業金融集團，奇瑞嘅資本運作能力，本身就係中國汽車工業成熟度嘅一個樣本。
尹同躍明確表示，港股募集嘅資金主要用於研發、海外業務以及針對未來出行嘅投資佈局，聚焦電動化、智能化、AI 化、輕量化四大板塊。呢個標誌住奇瑞從「自我造血」走向「產業資本 + 金融資本」雙輪驅動嘅新階段。
· 智能科技同人形機器人：奇瑞嘅「第二根樁」
2025 年 3 月 18 日，奇瑞智能化戰略發布會上，尹同躍講咗一句被業內反覆引用嘅話：「28 年前我哋打下咗建廠嘅第一根樁，今日我哋要打下第二根樁——AI 智能化嘅樁。」
獵鷹智駕，2025 年實現全品牌全系車型搭載，首款量產級端到端 L4 級智能駕駛系統「獵鷹 Robocar」已亮相；墨甲人形機器人，奇瑞佈局人形機器人領域，從造車延伸到造機器人；喺 2026 北京車展期間，與英偉達（智駕算力）、博世（電氣架構）、高通（座艙芯片）、火山引擎（雲端大模型）、寧德時代（補能網絡）達成深度戰略合作，從「甲方乙方」轉向「聯合定義」。
· 生態出海：從「賣車」到「成為當地一分子」
2026 年上半年，奇瑞集團出口 94.38 萬輛，同比大增 71.5%，連續四個月刷新中國車企單月出口紀錄，平均每 17 秒就有一台奇瑞車輛發往海外。但係數字背後，更值得書寫嘅係奇瑞出海理念嘅迭代——「In somewhere, For somewhere, Be somewhere」（喺邊度，為邊度，成為當地一分子）。
首先係研發本土化。搭建全球「1+7+N」協同創新網絡，8 大全球研發中心；2026 年 4 月西班牙巴塞羅那啟用首個海外區域運營中心，同步啟動西班牙研究院。再者係製造本土化。與西班牙 EV MOTORS 合作復活 EBRO 品牌；南非本地化生產項目預計 2027 年首款車型投產。然後係人才本土化。國際化人才僱員突破 2 萬人，本地化員工佔比達 85%。最後係市場高端化。奇瑞已進入 18 個歐洲國家市場，2026 年一季度歐洲出口量 90579 輛，同比增長 170%；Jaecoo 品牌 2025 年成為英國十年來增長最快汽車品牌。
真正嘅全球化，絕非單純嘅產品出口，而係「研發、製造、品牌、文化」嘅全生態融入。奇瑞正從「貿易出海」邁向「生態扎根」——呢個係尹同躍給全球化寫下嘅最新注腳。
· 社會責任：把 ESG 當成全球化嘅「必修課」
喺《奇瑞汽車 2025 年 ESG 報告》中，奇瑞明確提出 2037 年實現自身運營碳中和、2047 年實現全價值鏈碳中和嘅目標。目前，奇瑞整車基地綠電佔比已超過 52%，自主研發嘅再生低碳鋁合金技術可大幅降低全生命週期碳排放。
更具溫度嘅係奇瑞嘅「商業向善」。與聯合國兒童基金會（UNICEF）續約全球合作，承諾繼續投入 600 萬美元推動全球教育進步，此前合作已助力全球近 4000 萬名青少年獲得優質教育；與世界自然保護聯盟（IUCN）合作，開展西班牙海洋生態修復同馬來西亞紅樹林保護項目；2024 年攜手 10 家核心供應商發布《奇瑞汽車可持續供應鏈倡議》，連續兩年入選《財富》「中國 ESG 影響力榜」，並成為「2024-2025 福布斯中國可持續發展工業企業」評選中唯一入選嘅汽車企業。
正如尹同躍所言，奇瑞嘅全球化心得係——「去別人去唔到、唔敢去同唔願意去嘅地方」。而呢種長期主義，亦換來咗「走到邊度，就為當地創造價值」嘅雙向奔赴。
2027 年，奇瑞將迎來「三十而立」。從 1999 年第一輛風雲下線，到 2026 年風雲 A9 作為第 2000 萬輛交付——呢款「長續航智美純電轎跑」承載嘅，係奇瑞初代全球化車型嘅迭代升級成果，亦係奇瑞「向美好出發」嘅新起點。佢完整補齊咗風雲新能源序列插混、增程、純電三大動力路線，標誌著奇瑞電動化 2.0 嘅全面落地。
29 年，奇瑞踩準咗中國汽車工業從「市場換技術」到「技術輸出」、從「產品出海」到「生態出海」嘅兩大歷史轉折。2000 萬輛，唔係終點，而係奇瑞從「中國嘅汽車」邁向「全球嘅汽車」嘅新起跑線。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 寶騰 X50 同 速霸陸 Crosstrek 嚟做比較。這兩款車喺價位同定位上都好接近，今日我哋就從多個方面做一個詳細嘅比較，幫住你省下做功課嘅時間。
寶騰 X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，總共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300）等。
速霸陸 Crosstrek 喺馬來西亞嘅 OTR 售價係 RM 145,000 - 160,000，總共有 1 個版本，包括 2.0L e-Boxer（RM 150,000）等。
由價錢嚟睇，寶騰 X50 嘅起步價確實比 速霸陸 Crosstrek 平咗 RM 55,200。如果你預算有限，寶騰嘅入門版已經可以滿足日常需要。但都係要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需要。
寶騰 X50 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
速霸陸 Crosstrek 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，速霸陸 Crosstrek 嘅 1.5L Turbo 比 寶騰 X50 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。
寶騰 X50 車身長 4400 mm，後尾箱 400 L。
速霸陸 Crosstrek 車身長 4400 mm，後尾箱 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。
寶騰 X50 採用 4WD 驅動方式。
速霸陸 Crosstrek 採用 FWD 驅動方式。
寶騰嘅 4WD 同 速霸陸嘅 FWD 喺操控上會有唔同感覺，建議試駕比較。
寶騰 X50 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
速霸陸 Crosstrek 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，寶騰 X50 同 速霸陸 Crosstrek 都係馬來西亞市場好好嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事情，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 寶騰 X50 同 長城 哈弗 H6 嚟做比較。呢兩部車喺價位同定位上都好接近，今日我哋就從多個方面做個詳細嘅對比，幫你節省咗做下功課嘅時間。
寶騰 X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，共 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等。
長城 哈弗 H6 喺馬來西亞嘅 OTR 售價係 RM 139,750 - 139,750，共 2 個版本，包括 1.5L Turbo Standard（RM 140,000）、1.5L Turbo Premium（RM 155,000） 等。
睇返價錢，寶騰 X50 嘅起步價確實比 長城 哈弗 H6 平咗 RM 49,950。如果你預算唔夠，寶騰嘅入門版已經可以應付日常需要。但亦都要注意，平嘅嗰幾千蚊，可能喺配備上面會有取捨，具體睇你嘅需要。
寶騰 X50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
長城 哈弗 H6 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩部車都拿到唔錯嘅評級。不過 寶騰 X50 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 長城 哈弗 H6 嘅 Basic 喺功能上面有少少差異，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。
寶騰 X50 車身長 4400 mm，後備廂 400 L。
長城 哈弗 H6 車身長 4400 mm，後備廂 400 L。
兩部車嘅尺寸差唔多，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
寶騰 X50 採用 4WD 驅動方式。
長城 哈弗 H6 採用 FWD 驅動方式。
寶騰嘅 4WD 同 長城嘅 FWD 喺操控上面會有唔同嘅感覺，建議試駕對比下。
總嘅嚟講，寶騰 X50 同 長城 哈弗 H6 都係馬來西亞市場好唔錯嘅車型。揀邊一部，關鍵始終係睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最後決定。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寶騰 X50 同本田 HR-V 嚟做比較。呢兩款車喺價位同定位上都幾咁接近，今日我哋就由多個方面嚟做一個詳細比較，幫你節省咗做功課嘅時間。
寶騰 X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等。
本田 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。
從價錢嚟睇，寶騰 X50 嘅起步價確實比本田 HR-V 平咗 RM 26,100。如果你預算有限，寶騰嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上會取捨，具體就要睇你嘅需要。
寶騰 X50 車身長 4400 mm，尾箱 400 L。
本田 HR-V 車身長 4500 mm，尾箱 450 L。
空間方面，本田 HR-V 嘅車身比寶騰 X50 長咗 100 mm，坐位空間更有優勢。不過寶騰 X50 喺城市入面停車會靈活少少，各有取捨。
寶騰 X50 採用 4WD 驅動方式。
本田 HR-V 採用 FWD 驅動方式。
寶騰嘅 4WD 同本田嘅 FWD 喺操控上會有唔同感覺，建議試駕比較。
寶騰 X50 同本田 HR-V 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，可以優先考慮口碑好嗰款；如果你更在意性價比同配備，那就揀配備更豐富嗰款。最終都係建議兩款都去試駕，親自體驗先係最重要嘅。
總體嚟講，寶騰 X50 同本田 HR-V 都係馬來西亞市場幾唔錯嘅車型。揀邊輛，關鍵都要睇你嘅個人需要同預算。建議大家做足功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
7 月 16 日，廣汽集團 3000 萬用戶感恩活動在廣汽傳祺工廠舉行。廣東省、廣州市、番禺區有關領導，中國汽車工業協會常務副會長兼秘書長付炳鋒，廣汽集團董事長馮興亞、總經理閤先慶等領導班子成員，行業合作伙伴、供應商和經銷商代表以及海內外車主代表、員工代表、媒體代表等共同出席，一起見證廣汽迎來第 3000 萬位用戶的里程碑時刻。
【與會嘉賓見證廣汽迎來 3000 萬用戶里程碑時刻】
從首輛整車下線到第 3000 萬輛交付，廣汽歷經 29 年發展歷程。3000 萬這個數字背後，是千萬用戶的選擇與信任，是廣汽長期堅守品質和安全的定力，是向電動化、智能化轉型決心，也是中國汽車工業從大到強、從規模擴張到價值躍升的一面縮影。
全球同步 智能新能源矩陣彰顯轉型進程
活動現場，廣汽全球多座生產基地同步連線，廣汽本田 P7、廣汽豐田 铂智 7、啟境 GT7、廣汽埃安 N60、廣汽昊鉑 S60 分別作為廣汽第 29999995 到第 29999999 輛車依次下線。最後，右舵版廣汽傳祺 M8 PHEV 作為第 3000 萬輛整車在現場舞台閃亮登場。全線新能源下線車型矩陣的集體亮相，成為廣汽全速推進電動化、智能化轉型的直觀印證。
【廣汽第 3000 萬輛整車——右舵版廣汽傳祺 M8 PHEV 駛下生產線】
【廣汽智能新能源矩陣閃亮登場】
隨後，馮興亞將第 3000 萬輛車車鑰匙交到泰國車主 Tony Jaa 先生手中，這一刻定格的不只是一個數字，更是廣汽與全球用戶“雙向奔赴”的溫馨見證。
【馮興亞（左）為泰國車主 Tony Jaa（右）交付新車鑰匙】
【閤先慶（左一）為廣汽集團全品牌榮譽車主頒獎】
這份跨越山海的信任，正是廣汽在行業變局中突圍的底氣。今年上半年，廣汽集團銷量 77.31 萬輛，同比增長 2.35%，其中新能源汽車銷量同比增長 68.8%；海外出口突破 12 萬輛，同比大增 132%，在行業深度重塑期跑出了穩健的節奏。
品質為基 築牢千萬用戶出行底氣
“品質是廣汽永遠不會讓渡的底线。”馮興亞在總結致辭中表示。在廣汽的發展中，規模增長始终以品質為底色。多年來，廣汽集團始終秉持“質量第一”理念，融合本田全面質量管理（TQM）、豐田精益生產方式（TPS）與嶺南文化，構建了以“融合創新”為中心質量管理模式。一切的落腳點，都是造出讓用戶開得放心、用得省心、坐得舒心的好車。
【廣汽發展歷程重要節點見證者講述廣汽與品質同行的故事】
【“國家卓越工程師團隊”廣汽動力總成自主研發團隊講述研發創新歷程】
【廣汽造型設計團隊講述設計創新歷程】
【廣汽埃安智能生態工廠】
從研發端到製造端，廣汽建立了全鏈條嚴苛品質管控體系：每款新車上市前均需經過高寒、高溫、高原、高濕、高腐、山區、沙塵等“五高一山一塵”極端環境測試，完成“兩冬一夏”實地路試；借助試驗場、實驗室覆蓋整車 12 個大項、1500 餘項驗證子項，實現體系化品質校驗；廣汽埃安智能生態工廠作為“全球首個新能源汽車燈塔工廠”，以數位化智能製造體系保障量產品質穩定。
【廣汽星靈安全守護體系】
在核心安全技術層面，星靈安全守護體系構建四大防護維度，八大關鍵系統採用雙冗余設計，已守護近 200 萬用戶，規避 628 萬次潛在出行風險；彈匣電池累計裝車 150 萬輛，安全行駛里程超 1600 億公里；服務端同步加碼保障，廣汽在行業內率先推出自主品牌“三擔責”政策，針對用戶關注的電池與智能駕駛輔助問題主動兜底，打消用戶用車顧慮。正是這一道道安全防線與一項項服務承諾，撐起了廣汽 3000 萬銷量背後的品牌底氣。
用戶導向 構建全週期暖心服務體系
“用戶在意的，我們放在心上；用戶期盼的，我們全力以赴。”馮興亞表示，這份以用戶為中心的理念，早已深深融入廣汽集團的發展基因。多年來，廣汽集團始終秉持“人為本、信為道、創為先”的企業理念，其中“人為本”的核心要義，正是以用戶為本。
【廣汽“用戶全開麥”活動現場】
一方面，為直面問題、傾聽用戶心聲，廣汽常態化舉辦用戶全開麥活動，把用戶請到“家裡”，面對面交流。同時，建立全流程閉環管理機制，確保每一條建議都能得到妥善處理，共性問題第一時間面向全量用戶優化。
此外，廣汽還成立專屬用戶洞察部門、推進問題從發現到解決的全流程變革，從組織機制上保障用戶訴求件件有回應、事事有着落。
另一方面，服務網絡同步加速滲透。在渠道端，推進服務網絡下沉縣域，年內計劃新增建設 1000 家縣域授權門店；在響應端，上線“超級管家”服務，實現 5 秒響應、2 小時訴求辦結，保障用戶訴求直達快辦。在補能端，建設"9 縱 10 橫”補能網絡，已覆蓋全國 31 個省份 213 座城市，核心城區實現“直線 1 公里必有站”，自營充電樁數量超 2.7 萬根，其中超充樁突破 2 萬根，為新能源車主提供便捷的補能服務。
【廣汽能源"9 縱 10 橫”補能網絡】
本次感恩活動的核心主旨正是向 3000 萬用戶的長期支持致以誠摯回饋與感謝。活動現場，馮興亞宣布，即日起，廣汽正式啟動“廣汽集團 3000 萬輛下線·煥新感恩季”，廣汽本田、廣汽豐田、廣汽傳祺、廣汽埃安、廣汽昊鉑和啟境汽車六大乘用車品牌，將圍繞新購、置換到增購等分別推出特色政策，回饋每一份的陪伴與支持。
【廣汽集團 3000 萬輛下線·煥新感恩季正式啟動】
科技向心 讓前沿技術賦能真實出行
以 3000 萬為新的起點，廣汽將以創新驅動，邁向電動化與智能化的新征程，讓前沿科技真正轉化為用戶可感知的安心與便捷。
在動力領域，由“國家卓越工程師團隊”研發的星源動力，覆蓋星源增程、星源插混和星源超級雙擎三大技術，將搭載更多車型量產。每一款產品都需經過 10 萬小時臺架和整車驗證，等效里程超過 1000 萬公里，確保在全場景、全地域下，性能始終穩如磐石。
【廣汽星源動力讓用戶選擇“不再將就”】
在“三電”領域，廣汽持續攻堅電池超快充、低溫續航等行業痛點，已建成全固態電池中試產線，推出極致能耗技術，量產的夸克電驅電機最高效率突破 99%，為行業最高水平。
在智能網聯領域，超級大腦星靈架構持續進化，打通智能駕駛輔助、智能座艙、動力、底盤、車身、車聯網六大系統，實現“一個大腦統一指揮”，綜合性能提升 40%；星河智艙實現端雲一體，讓車成為真正“會思考、懂人心”的夥伴。廣汽還將和華為、寧德時代、滴滴、騰訊、阿里等頂尖夥伴並肩作戰，共建更強大的 AI 智能生態。
截至目前，廣汽集團累計研發投入超 620 億元，全球研發團隊超 6800 人。持續的技術投入，正推動廣汽的產品從代步工具向智能出行夥伴、移動智慧空間、綠色能源生態進化。
面向未來，廣汽將持續以用戶需求為錨點，以品質為根基，以創新科技為核心驅動，以全球化佈局為發展路徑，加速向生態型科技廣汽進階，與更多用戶並肩同行、彼此成就，共同奔赴更智能、更綠色、更廣闊的未來。
In the Malaysian SUV market, many buyers compare Perodua Aruz and Chery Tiggo 8 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.
The OTR price of the Perodua Aruz in Malaysia is RM 72,900 - 77,900, with a total of 2 variants, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
The OTR price of the Chery Tiggo 8 in Malaysia is RM 129,750 - 129,750, with a total of 1 variant, including 2026 1.6T Standard (RM 129,750), etc.
From a price perspective, the starting price of the Perodua Aruz is indeed RM 56,850 cheaper than the Chery Tiggo 8. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, be aware that saving a few thousand might involve trade-offs in features, depending on your specific needs.
The Perodua Aruz is equipped with a 1.5L 4-cyl, 105 hp. Official fuel consumption is 6.0 L/100km.
The Chery Tiggo 8 is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
In terms of power, the Chery Tiggo 8's 1.5L Turbo has 35 more hp than the Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient, and you won't feel underpowered.
The Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include.
The Chery Tiggo 8 safety rating is TBD, active safety systems include Basic.
Perodua Aruz body length 4400 mm, trunk 400 L.
Chery Tiggo 8 body length 4400 mm, trunk 400 L.
Both cars have almost the same dimensions, and the interior space is not much different. For cars in this class, it is completely sufficient for daily use.
The Perodua Aruz adopts FWD drive mode.
The Chery Tiggo 8 adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, and there won't be much difference in daily driving feel.
Overall, the Perodua Aruz and Chery Tiggo 8 are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your research, comparing quotes from several dealers, and test driving before making a final decision. Buying a car is a big matter, spending some time on research will never be wrong.
喺馬來西亞嘅 SUV 市場，好多買家在揀車嗰陣都會拿 Mazda CX-3 同 Chery Tiggo 7 PHEV 嚟做比較。呢兩部車喺價碼同定位上都好接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，一共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159）等。
Chery Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 2 個版本，包括 2025 1.5T 90km CSH（RM 129,750）、Tiggo 7 PHEV 支援邊種充電方法？可以用家用電源插座充電嗎？（RM 117,478）等。
從價錢嚟睇，Mazda CX-3 嘅起步價確實比 Chery Tiggo 7 PHEV 平咗 RM 3,591。如果你預算唔多，Mazda 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，可能喺配備上有所取捨，具體睇你嘅需要。
Mazda CX-3 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
Chery Tiggo 7 PHEV 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩部車都拿到唔錯嘅評級。不過 Mazda CX-3 嘅 i-Activsense 同 Chery Tiggo 7 PHEV 嘅 Basic 喺功能上有些差異，如果你比較睇重主動安全嘅話，可以詳細對比下兩者嘅功能列表。
Mazda CX-3 採用 FWD 驅動方式。
Chery Tiggo 7 PHEV 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Mazda CX-3 同 Chery Tiggo 7 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更加睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更加在意性價比同配備，那就揀配備更豐富嗰款。最終都建議兩部都去試駕，親身體驗先係最重要嘅。
總體嚟講，Mazda CX-3 同 Chery Tiggo 7 PHEV 都係馬來西亞市場好正嘅車型。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，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會用 現代 Tucson 同 梅賽德斯 - 奔馳 GLA 嚟比較。呢兩台車喺價位同定位上都幾接近，今日我哋就從多個角度做一個詳細嘅比較，幫你省卻做功課嘅時間。
現代 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。
梅賽德斯 - 奔馳 GLA 喺馬來西亞嘅 OTR 售價係 RM 258,888 - 295,888，一共有 1 個版本，包括 Standard（RM 258,888） 等。
由價錢睇，現代 Tucson 嘅起步價確實比 梅賽德斯 - 奔馳 GLA 平咗 RM 115,000。如果你預算有限，現代嘅入門版已經可以滿足日常需要。但都要留意，平嘅嗰幾千蚊，可能喺配備上會有取捨，具體要睇你嘅需要。
現代 Tucson 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
梅賽德斯 - 奔馳 GLA 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，梅賽德斯 - 奔馳 GLA 嘅 2.0L Turbo 比 現代 Tucson 嘅 1.5L Turbo 多咗 80 匹馬力。不過日常喺市區開，呢兩台車嘅動力都夠用，唔會覺得唔夠力。
現代 Tucson 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 SmartSense。
梅賽德斯 - 奔馳 GLA 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
安全配備方面，呢兩台車都拿到唔錯嘅評級。不過 現代 Tucson 嘅 SmartSense 同 梅賽德斯 - 奔馳 GLA 嘅 Premium ADAS 喺功能上有啲差異，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。
現代 Tucson 車身長 4400 mm，行李廂 400 L。
梅賽德斯 - 奔馳 GLA 車身長 4400 mm，行李廂 400 L。
呢兩台車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
現代 Tucson 採用 FWD 驅動方式。
梅賽德斯 - 奔馳 GLA 採用 FWD 驅動方式。
呢兩台車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
總體嚟講，現代 Tucson 同 梅賽德斯 - 奔馳 GLA 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵始終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，先至去試車做最終決定。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 Volvo XC90 同 Audi Q7 做比較。呢兩款車喺價位同定位上都好接近，今日我哋就由多個方面做一個詳細嘅對比，幫你省返做功課嘅時間。
Volvo XC90 喺馬來西亞嘅 OTR 售價係 RM 418,888 - 418,888，合共 1 個版本，包括 2025 2.0T Ultra（RM 418,888） 等。
Audi Q7 喺馬來西亞嘅 OTR 售價係 RM 462,222 - 462,222，合共 1 個版本，包括 Standard（RM 462,222） 等。
由價錢嚟睇，Volvo XC90 嘅起步價確實比 Audi Q7 便宜咗 RM 43,334。如果你預算有限，Volvo 嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千蚊，可能會喺配備上有取舍，具體就要睇你嘅需求。
Volvo XC90 搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
Audi Q7 搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
兩款車用咗同一套動力系統，日常開起嚟嘅感覺基本無乜分別。油耗方面都差不多，唔使太糾結呢一點。
Volvo XC90 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
Audi Q7 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
兩款車嘅安全評級一樣，喺呢個級數入面安全配備都算畀得好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Volvo XC90 車身長 4400 mm，後備箱 400 L。
Audi Q7 車身長 4400 mm，後備箱 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級數嘅車，日常使用完全夠用。
Volvo XC90 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Audi Q7 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Volvo XC90 同 Audi Q7 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 MPV 市場，好多買家喺揀車嗰陣都會拎 Toyota Innova Zenix 同 Kia Carnival 做比較。呢兩部車喺價錢同定位上都幾接近，今日我哋就從多個方面做一個詳細比較，幫你省返做功課嘅時間。
Toyota Innova Zenix 喺馬來西亞嘅 OTR 售價係 RM 165,000 - 202,000，一共有 2 個版本，包括 2023 HEV 2.0L Standard（RM 202,000）、2023 2.0L V（RM 165,000） 等。
Kia Carnival 喺馬來西亞嘅 OTR 售價係 RM 189,849 - 249,849，一共有 6 個版本，包括 2025 2.2T Standard 7 Seats（RM 249,849）、2025 2.2T Standard 8 Seats（RM 239,849）、2025 2.2T Standard 11 Seats（RM 189,849） 等。
由價錢睇，Toyota Innova Zenix 嘅起步價真係比 Kia Carnival 平咗 RM 24,849。如果你預算有限，Toyota 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上會有取捨，具體要睇你嘅需要。
Toyota Innova Zenix 車身長 4400 mm，後尾箱 400 L。
Kia Carnival 車身長 4400 mm，後尾箱 400 L。
兩部車嘅尺寸幾近一樣，車內空間差別唔算大。呢級別嘅車，日常使用完全夠用。
Toyota Innova Zenix 採用手前驅驅動方式。
Kia Carnival 採用手前驅驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感覺唔會有太大分別。
Toyota Innova Zenix 同 Kia Carnival 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款；如果你更在意性價比同配備，就揀配備更豐富嗰款。最後都建議兩部都去試駕，親身體驗先係最重要。
總括嚟講，Toyota Innova Zenix 同 Kia Carnival 都係馬來西亞市場幾唔錯嘅車型。揀邊輛，關鍵仲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唔會錯。
車型概覽
平治GLC系列 轎跑車 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。 呢篇會集中講版本取捨，幫你用買家角度篩走唔適合嘅選擇。
HK$ 365,581 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
平治GLC系列 轎跑車 嘅購車預算可以先由 HK$ 365,581 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 2024 GLC 300 4MATIC Avantgarde Coupé（HK$ 365,581）、2025 GLC 300 4MATIC AMG Line Coupé（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 平治GLC系列 轎跑車 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
渦輪增壓、4 個 汽缸、1999 mL 排量 嘅動力底子，重點係市區跟車夠唔夠順、高速巡航會唔會吃力。 258 Ps / 190 kW、400 N·m 嘅輸出，對滿載、上斜同超車都比單睇馬力數字更有意思。 車長 4764 mm、車闊 2075 mm、車高 1605 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 手自一體(AT)、前置四駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
平治GLC系列 轎跑車 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：預算位置清楚，方便同同級車直接比較、動力輸出對高速同上斜更有底氣、空間同車身尺寸方便家庭買家預判實用性。
要留意嘅係，香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 平治GLC系列 轎跑車 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「Mercedes-Benz GLC Series Coupe 嘅外型設計同 SUV 版本有咩最大分別？」簡單講，Mercedes-Benz GLC Series Coupe 最明顯嘅特徵係採用咗流線型嘅車頂輪廓，由 B 柱開始向後傾斜，營造出跑車化嘅動感造型。相比起傳統 SUV 版本，Mercedes-Benz GLC Series Coupe 結合咗轎跑車嘅優雅線條同 SUV 嘅高車身設計，更加強調個性化同運動感。 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 平治GLC系列 轎跑車 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 HK$ 365,581 鎖定預算圈、再睇動力係咪足夠應付高速併線同滿載、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 平治GLC系列 轎跑車 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
騰勢B5 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。 近期市場討論到「騰勢成最大黑馬！D9席捲高端MPV市場 ｜ 2026年5月香港新車登記數走勢分析」，代表呢類車型仍然有一定關注度。
零售價 HK$ 327,907 - 360,465、完稅價 HK$ 558,000 - 628,000 令預算位置更清楚，買家可以先估算月供、保險、泊車同日常開支。
購車價格指南
騰勢B5 嘅購車預算可以先由 零售價 HK$ 327,907 - 360,465、完稅價 HK$ 558,000 - 628,000 開始計。香港買車唔只係睇車價，月供、保險、牌費、泊車同能源成本都會影響每月壓力。
如果有幾個版本可揀，可以先將 2025 1.5T 100km 運動版（HK$ 558,000）、2025 1.5T 100km 高級版（HK$ 628,000） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 騰勢B5 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。
31.8 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。 車長 4888/4921 mm、車闊 1970 mm、車高 1920/1880 mm、軸距 2800 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 電子無級變速(E-CVT)、前置四駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
騰勢B5 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、空間同車身尺寸方便家庭買家預判實用性。
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 騰勢B5 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「Denza B5 具備哪些越野性能參數？」簡單講，Denza B5 專為硬派越野設計，擁有高達 270 mm 的最大離地間隙，涉水深度可達 790 mm。車輛具備 38 度的接近角、32 度的離去角以及 45 度的最大攀爬角度，配合非承載式車身結構及前後電子差速鎖，能輕鬆應對香港郊野或崎嶇路段的挑戰。 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 騰勢B5 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$ 327,907 - 360,465、完稅價 HK$ 558,000 - 628,000 鎖定預算圈、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 騰勢B5 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。
汽勢 Auto-First｜撒瑪爾
凌晨四點半，上海江橋批發市場，老周嘅五菱榮光準時發動。這係佢做蔬菜批發嘅第十二年，亦係呢架車陪佢嘅第七個年頭。
同一時刻，青藏高原嘅牧民發動咗皮卡去牧場，粵港澳大湾区嘅工程師坐進智己去公司，胡同口嘅家長開住大眾 ID.3 送孩子上學，中緬邊境嘅年輕商人開住 MG 踏上跨境公路。
佢哋互不相識，卻共享一個載入史冊嘅身份。5 月 28 日，上汽集團喺上海北外灘世界會客廳舉行「全球第一億位用戶」交車盛典，正式成為中國汽車工業史上首家累計產銷量突破 1 億輛嘅汽車集團。
上汽全球第一億台車嘅交付車主，係 Momenta CEO 曹旭東——呢位中國智能駕駛領域嘅領軍人物，以智己 LS9 Hyper 001 號車主嘅身份，與上汽完成咗一次雙向奔赴。佢選擇嘅上汽旗艦大六座——智己 LS9 Hyper，曹旭東將佢稱為呢個時代「中國汽車工業嘅璀璨明珠」，係上汽 70 年造車底蘊與前沿技術嘅集大成者。
呢場前所未有嘅「全球接力交付」儀式，正將呢份榮耀灑向世界各個角落。
喺汽勢 Auto-First 睇嚟，真正嘅託付，來自一億人嘅信任。真正嘅偉大，從嚟都唔係獨自閃耀，而係讓萬物生長。上汽畀出自己嘅四個答案。
喺呢個情緒價值被奉為圭臬嘅喧嘩時代，上汽沉靜地守護住一種更稀缺嘅東西：精神價值。
當下嘅汽車輿論場，情緒價值被捧上咗神壇。一個配色、一句文案、一場直播，都能引發狂歡。但情緒解決小事，精神決定生死。戰略抉擇、百年傳承、行業突破，全靠精神價值掌舵。沒有精神內核嘅大企業，規模再大都只係一盤散沙。
這些年，上汽有自己嘅發展節奏，有過高光，亦經歷過蟄伏承壓嘅爬坡期。但用戶看到嘅係一個有格局嘅大哥姿態：像一棵大樹咁，把根往深處扎，把養分往高處送。
上汽回饋畀用戶嘅，係一種"共生安全感"。喺呢個充滿不確定性嘅時代，人們比任何時候都需要確定性。上汽以紮實嘅技術保障、全生命週期嘅安心服務同始終在線嘅安全守護，把確定性變成用戶每一天嘅出行底氣。呢種承諾，恰恰係當下最珍貴嘅情緒。不，係精神價值。
正係呢份精神定力，讓上汽與用戶之間形成咗一場跨越七十年嘅雙向奔赴。
把上汽看作一個完整嘅生命系統，先至真正明白佢嘅格局。
喺生態學中，熱帶雨林係地球上生物種類最豐富嘅生態系統。參天大樹根深葉茂，牽引住整條生態鏈向上生長；而灌木、藤蔓、苔蘚、小草，雖然唔耀眼，但係涵養土壤、固持水土嘅主力，同時喺孕育新綠。
上汽所構建嘅，正係呢樣一片產業雨林，允許參差，接納共生。
五菱宏光 MINI EV 讓無數奮鬥者擁有咗第一輛車，榮威 i 系列守護住工薪家庭嘅日常通勤，MG 讓年輕人以可負擔嘅價格觸摸駕駛樂趣。呢啲產品，恰恰係上汽社會責任最生動嘅注腳，涵養咗整個汽車生態最深厚嘅水土。
從入門到豪華，從國內到海外，上汽嘅產品佈局形成咗一個梯度結構。用戶可以喺同一個生態內完成從「第一輛車」到「升級換代」嘅全生命週期遷移，呢種縱向貫通嘅體系能力，喺行業中絕無僅有。
價格後面嘅"0"，係砥礪前行嘅壓力，一億用戶數字後面嘅"0"，係沉甸甸嘅信任。
七十年嘅製造積澱，係呢片雨林最深厚嘅根系。從零部件配套到質量驗證體系，上汽把工業製造嘅每一個環節沉淀為可復用嘅技術基座。呢個基座向整個生態開放，讓創新者唔必從零開始，讓後來者能夠站喺巨人嘅肩膀上生長。
更重要嘅係，呢片雨林向外敞開枝葉，與整個外部環境交換能量。從與奧迪共建創新技術中心、與華為乾崑牽手，到與 Momenta、OPPO、地平線等深度共創，上汽從嚟唔做「生態孤島」。
從 MG 全球首款量產半固態電池、智己 LS8 嘅線控轉向 + 後輪轉向底盤技術，到榮威"家越"序列開放嘅 2000+SOA 原子級接口，上汽喺動力電池、智能底盤同電子電氣架構等底層核心技術上均實現咗從實驗室到量產車嘅關鍵跨越。
沒有呢棵大樹嘅負重前行同產業托底，好多新物種唔可能長得咁快。從供應鏈到製造標準，從人才流動到技術外溢，上汽七十年嘅積澱，已成為滋養整個行業嘅公共財富。
根系越深，林冠越盛；循環越暢，生機越旺。上汽雨林生態嘅終極目標，唔係成為最大嘅嗰棵樹，而係讓呢片土壤上長出嘅每一株生命，都能找到自己嘅陽光。
一億用戶與上汽之間，係一場持續七十年嘅雙向奔赴。七十多年前，上汽嘅第一輛車駛出廠房嗰時，沒人能夠預料到呢個數字。
1955 年，上海市內燃機配件製造公司揭牌成立；1958 年，第一輛鳳凰牌轎車試製成功；1983 年，乘住改革開放東風，上汽開創行業合資合作先河，第一輛國產桑塔納組裝成功；2016 年，上汽率先打造全球第一輛互聯網汽車。
七十余年來，上汽與眾多中國車企一道，見證並推動咗中國汽車工業從無到有、從弱到強，從"跟隨學習"走向"創新引領"。與此同時，支撐起這一億輛嘅，係 1500 億研發投入、26000 項有效專利，係固態電池從實驗室走向量產，係數字底盤重新定義駕駛體驗。
當中國汽車年產銷站喺 3000 萬輛嘅台階上，我哋需要嘅唔僅係銷量嘅爆款，更係一片能生生不息嘅土壤。上汽用一億次託付告訴我哋：一家偉大企業嘅終極格局，唔係讓自己高聳入雲，而係讓自己成為萬物生長嘅根基。
喺汽勢 Auto-First 睇嚟，呢場交付儀式本身，就係上汽畀出嘅第四個答案：一次從「企業主導」到「用戶與生態共演」嘅範式轉移。
佢徹底顛覆咗傳統汽車行業「里程碑發佈會」嘅固有模式。沒有領導長篇講話，沒有產品枯燥宣講，取而代之嘅係一場以真實用戶為主角、以全球接力為形式、以技術實力為底色、以情感共鳴為內核嘅「流動敘事史詩」。從上海北外灘到倫敦、雅加達、新加坡，15 個品牌、19 款車型、跨越亞歐大陸嘅實時接續交付，本身就係最具衝擊力嘅品牌傳播——佢讓「一億」呢個冰冷嘅工業數字，變得可感、可觸、可共情。
更值得稱道嘅係，儀式將用戶真正置於舞臺中央：得到創始人羅振宇作為華境 S 第 001 號體驗官見證下線，前留德國腳楊晨與 ID.ERA 9X 嘅長期主義共鳴，85 後村支書龐富強用五菱榮光純電為留守老人送餐，公益博主劉佳與別克至境 E7"滿分座艙"嘅微光守護者同頻……呢啲真實故事，讓「懂車更懂你」唔再係一句口號，而係一億份信賴嘅生動注腳。
呢場「全球接力交付」，係中國品牌傳播史上從嚟未有過嘅嘗試。佢用儀式創新吸引咗注意力，用用戶故事引發咗情感共鳴，用體系展示建立咗技術信任，用開放合作描繪咗生態願景。佢成功咗將一個品牌發布，轉化成一場屬於中國汽車工業、屬於所有用戶、屬於智能電動時代嘅公共敘事事件。呢，先係真正嘅大廠格局。
站喺一億用戶嘅節點回望，上汽嘅故事從來都唔係孤勇者嘅傳奇，而係一群人嘅史詩。從第一輛鳳凰牌轎車到第一億輛智能電動車，從黃浦江畔嘅作坊到橫跨 170 多個國家嘅全球版圖，上汽用七十年證明咗一個樸素嘅道理：大企業之大，唔在規模，而在格局；唔在聲量，而在擔當；唔在一時嘅風頭，而在永續嘅生態。
當輿論場仲喺沉淪嗰陣，佢早經穿越咗沼澤，身後留下嘅係一片鬱鬱蔥蔥嘅雨林。啲曾經嘅質疑者唔會明白：真正嘅大廠，從唔畏懼週期，因為佢本身就係週期嘅一部分；從唔懼怕起伏，因為佢嘅根系早已深扎時代嘅土壤。
一億用戶，一億次選擇，一億份託付。喺呢個習慣遺忘嘅時代，上汽選擇被記住嘅方式，唔係製造喧囂，而係成為依靠。
May 28, 2026, on this day, SAIC Group officially became the first enterprise in the history of China's automobile industry to exceed 100 million cumulative production and sales. No speeches from leaders, no product presentations, and no data bombardment on slides. In their place was a "Global Relay Delivery" spanning the Eurasian continent, connecting more than ten brands and nineteen car models. Every delivery moment opened a chapter of someone's life. 100 million vehicles are a number, but more importantly, a mirror. It reflects the ups and downs of an enterprise's seventy-plus years and the microcosm of China's automobile industry knocking out the first "Phoenix" brand from alleyways to standing on the global stage in the Smart Electric Era.
A "Delivery Ceremony" Only SAIC Could Pull Off
If one word were used to define this delivery ceremony, it would be "unreproducible".
It did not take place in a closed convention center but unfolded synchronously in multiple cities worldwide. Beyond the main venue in Shanghai, Nanjing, Liuzhou, Taiyuan, London, Jakarta, Singapore... delivery scenes continued to light up. The countdown went from the 99,999,996th unit to the 100,000,013th unit. Every vehicle delivery opened a real user story.
This "decentralized" ceremony design is not a brand show but an open presentation of system capabilities. Mobilizing a full matrix of 15 brands, from commercial to passenger vehicles, from the 60,000 range to the 500,000 range, from independent to joint venture, from domestic to overseas, and completing delivery under the same time and theme, requires behind-the-scenes whole industry chain collaborative capability.
More critically, it transformed the cold industrial number "100 million vehicles" into personal memories with warmth. For example, a couple returning to their homeland brought MG memories from their stay in the UK back home; a post-85s village party secretary used a Wuling Rongguang Pure Electric to deliver meals to left-behind elderly people; philanthropist blogger Liu Jia cut hair for left-behind children in Guangxi mountains for five consecutive years, and Buick provided immediate aid; he was moved by the "Full-score cabin" of Zhijing E7.
This shift in narrative style is essentially a public test of a "user-centric enterprise". In the past, automotive industry milestone releases were often enterprise-centric—leader speeches, technology presentations, sales data. This time, SAIC handed the stage completely to users, even the 100 millionth user, who was Cao Xudong, CEO of Momenta, a core partner in its smart driving strategy. "Partner becomes owner" is both a coincidence and a metaphor: in the intelligent electric vehicle era, the boundaries between users and enterprises are blurring, and the depth of ecosystem relationships is becoming a new competitive barrier.
The Hidden Card Behind 100 Million Vehicles: System, Globalization, and "Joint Venture 2.0"
If the delivery ceremony is the "face", the "backbone" behind the 100 million vehicles is the whole value chain system built by SAIC over seventy-plus years.
Many people see the data of SAIC ranking first in Chinese automaker sales for the first four months of 2026: cumulative sales of 1.302 million vehicles, independent brands accounting for nearly 70%, new energy vehicle sales of 412,000, and overseas markets surging by 50.2% year-on-year. But more worthy of attention are the structural changes behind these numbers.
Independent brands are no longer the "runner-up" role but the absolute main force. Roewe, MG, IM, Shangjie, Wuling, Maxus... Passenger and commercial lines advance together, covering almost all imaginable scenarios from personal travel to logistics. Joint venture brands have not stayed in the old script of "trading market for technology". Buick Zhijing E7 is based on the "Xiaoyao" Super Fusion Architecture, delivering over 10,000 units within a month of launch; Audi E7X plans to become Audi's first L3 level landing vehicle globally.
As the 99,999,999th delivery vehicle model of SAIC Group, ID. ERA 9X is a sample worthy of separate analysis. This car is not only the flagship for SAIC Volkswagen to counterattack in new energy but also a highly persuasive footnote of the Joint Venture 2.0 era. 11,079 orders locked within 1 hour of launch, 2,326 retail units delivered in 5 days, directly entering the top three of 300,000+ RMB extended-range large high-end SUVs. One month after launch, cumulative deliveries broke 7,000 units. In the high-end extended-range market where joint venture brands have long been suppressed by new forces, this speed breaks the stereotype that "joint ventures can't do new energy well".
Among the first batch of ID. ERA 9X owners, 60% live in first and second-tier cities, over 80% are management elites, over 40% are bosses and company partners, 58% hold a bachelor's degree or above, and average annual family income is 430,000 RMB. Female percentage exceeds 20%, over 85% are married with children, and those aged 25-39 account for more than half. About 40% come from old Volkswagen owners, 20% from traditional luxury brand replacement users. More than half directly chose the high-spec Ultra version. The 6,999th owner is Yang Chen, the first Chinese player in the German Bundesliga. These data point to a clear conclusion: ID. ERA 9X did not trade the market with low prices but truly entered a user group with high education, high income, and complete judgment on products.
From extended-range systems to smart driving algorithms, from chassis tuning to cabin interaction, a large amount of core capabilities come from SAIC and its ecosystem partners' local innovation. This is the most essential change of "Joint Venture 2.0": it is no longer foreign parties giving technology and Chinese parties doing the market, but both sides jointly defining products on the same platform, or even led by Chinese teams on technology routes. Behind these products is SAIC's role transition from "local adaptation" to "technology definition". In the past, joint venture R&D centers were more about executing global headquarters' technology localization, whereas now, SAIC's technical capabilities have started to be output in reverse, participating in the definition of global products. This is what is truly worth paying attention to in "Joint Venture 2.0"—it is not a slogan, but a capability.
Globalization is another hidden card. SAIC is currently the representative with the earliest and largest scale of "going out" among Chinese automobile enterprises. Overseas cumulative sales have exceeded 7 million vehicles. MG has consecutively ranked first in Chinese brand sales in Europe for 11 years, European annual sales in 2025 exceeded 300,000 vehicles, becoming the first Chinese automobile brand to break one million cumulative sales in Europe and the UK. More importantly, SAIC is shifting from "product going overseas" to "value chain going overseas". It possesses over 100 parts production bases, over 3,000 dealer networks overseas, has built three R&D innovation centers including London, and four production manufacturing centers in Thailand, Indonesia, India, and Pakistan. Anji Logistics owns 42 roll-on/roll-off ships, with 8 international routes covering Southeast Asia, Europe, and the Americas.
The depth of this global layout means SAIC is no longer a purely Chinese local automobile enterprise but a true industrial player with global operation capabilities. When many Chinese brands are still discussing how to "go out", SAIC is already thinking about how to "go up".
Technology is Not Just an "Exhibit"
Another key support for 100 million vehicles is the technology landing capability.
SAIC's 100 millionth delivery model—IM LS9 Hyper, is a good observation sample. It is equipped with full steer-by-wire four-wheel steering, 520-line ultra-vision LiDAR, NVIDIA Thor chip, whole domain 800V high-voltage platform, Stellar Super Extended Range, and even jointly premiered the "Endogenous Security" technology with Purple Mountain Laboratories globally, expanding automotive security from the physical level to information and system security. These technical indicators would not be inferior on any international brand's high-end models.
But more worthy of attention is that these technologies do not only exist on IM's flagship models. The Roewe i6 in the 60,000 range comes standard with 8155 chip and Doubao Large Model; the Buick Zhijing E7 in the 150,000 range is the first to equip Doubao Deep Thinking Large Model; the Shangjie Z7 in the 200,000 range carries Huawei ADS 4.1+896-line LiDAR, with 12,000 large orders in 27 minutes of launch. This landing capability of "technological democratization" is the real gold content of SAIC technology breakthrough. It shows that SAIC's technology logic is not "stacking specs" but precise matching around user real scenarios. Whether it is the "Smart Brain" end-to-end smart driving large model, or the "Robust Body" Digital Chassis 2.0, or the "Powerful Heart" thermal efficiency 46.3% DMH hybrid system, they all have to answer the same question: What can users perceive?
SAIC's answer is: From understanding cars to understanding you. Understanding cars is the extreme pursuit of core technology, and understanding you is precisely landing every cutting-edge technology into user-perceivable and enjoyable travel experiences. This sentence sounds like a concept, but from the delivery list of 100 million vehicles, it has been broken down into countless specific product decisions.
From "Leading the Horse Pack" to "Thousands of Galloping Horses"
In 2014, SAIC pioneered a comprehensive transition to new energy. At that time, many in the industry were still watching and waiting. Twelve years later, SAIC gave its own answer with 100 million vehicles. These twelve years happen to be a complete zodiac cycle. From the then "Leading the Horse Pack"—pioneering transformation, pioneering investment, pioneering going overseas, to the current situation of independent, joint venture, commercial, passenger, domestic, overseas "Thousands of Galloping Horses", the road SAIC has walked is almost a microcosm of China's new energy vehicle industry.
Behind 100 million vehicles is nearly 150 billion RMB in R&D investment over the past decade, nearly 26,000 effective patents, and two National Science and Technology Progress Awards. But its more important value lies in answering an industry-level question: When scale expansion meets a ceiling, how should Chinese automobile brands proceed next? SAIC's answer is "Second Entrepreneurship". This word sounds a bit old-fashioned, but placed in today's context, it points to the transition from scale leadership to quality leadership. 100 million vehicles is not the end but a new starting line. Next, what needs to be competed for is not who sells more, but who can define standards in the global market, establish irreplaceable brand assets in users' hearts, and continue to invest in technology no-man's land and achieve a commercialization loop.
From workers using hammers to knock out the first Phoenix brand sedan in 1958 to the IM LS9 Hyper with endogenous security technology driving off the production line in 2026, SAIC completed the leap from zero to 100 million in nearly seventy years. And the true revelation of this leap may not lie in the number itself, but in the fact that it proves one thing: China's automobile industry has the ability to walk a road from following to parallel running, and then to leading in local areas.
The Next 100 Million Vehicles, SAIC's Journey Has Just Begun.
China's First 100 Million-Level Automaker Emerges
Journey of 100 Million Together: SAIC Motor Welcomes Global 100 Millionth User
May 28, 2026, SAIC Motor's "Global 100 Millionth User Handover Ceremony" was held at Shanghai North Bund World Living Room. More than 10 vehicle brands and 19 models under SAIC, via "Global Relay Delivery", traversed mountains and seas, crossed continents, and connected globally. SAIC Motor thus became the first Chinese automotive group to exceed 100 million in cumulative production and sales, setting a new milestone for China's automotive industry.
From "Phoenix" to "IM": 100 Million Vehicles Witness the Striving and Original Aspiration of China's Automotive Industry
In 1955, Shanghai Internal Combustion Engine Parts Manufacturing Company was established, marking the start of Shanghai's automotive industry. In 1958, workers hammered out the first "Phoenix" brand sedan, achieving the breakthrough of "zero" in Shanghai sedan manufacturing.
Over 70 years, SAIC has personally experienced and promoted the entire process of China's automotive industry from nothing to something, from weak to strong: Santana went off the line in 1983, opening joint venture cooperation; Shanghai GM was established in 1997, creating the "Shanghai Speed" of building a factory and producing vehicles in 23 months; the independent brand Roewe was born in 2006; in 2016, the world's first Internet car Roewe RX5 was launched; in 2020, the high-end smart electric brand IM Motors was established.
Running through this journey is SAIC's consistent user philosophy of "Knows Cars, Knows You Better". Knowing cars is the extreme pursuit of core technologies; knowing you is precisely implementing every cutting-edge technology into a perceptible and enjoyable mobility experience for users. From Santana localization consortium to Joint Venture 2.0 technology co-creation, from Internet cars to full electronic chassis, solid/semi-solid batteries, and large AI models on cars — every leap is an upgrade in the capability of "knowing cars", and a inheritance of the original aspiration of "knowing you". 100 million vehicles is also a concentrated redemption of 100 million users' trust.
The 100 Millionth Vehicle: IM LS9 Hyper, Condensing 70+ Years of SAIC Technology
The first 100 millionth vehicle delivery model, IM LS9 Hyper, is a masterpiece condensing SAIC's 70+ years of technical accumulation, opening a new era of "New Three Major Components" for new energy vehicles. It is equipped with next-generation chassis technology, the world's first full electronic four-wheel steering in its class; next-generation intelligent driving hardware, 520-line ultra-view LiDAR + NVIDIA Thor chip; next-generation powertrain — global 800V high-voltage platform and Stellar Super Range Extension. It fully pre-embedded redundancy capabilities for continuous evolution towards L3 and above advanced intelligent driving. At the same time, IM LS9 Hyper is the first to搭载 SAIC Gold Badge Hurricane Three-Motor, effortlessly joining the Performance 3-second Club; combined with Zijinshan Laboratory, it globally debuted the "Endogenous Security" technology, expanding the automotive safety boundary from "Physical Safety" to "Information and System Safety", a necessary safety cornerstone of the AI era.
The 100 Millionth User, Momenta CEO Cao Xudong, is SAIC's core strategic partner in the intelligent driving field. The intelligent driving technology co-created in-depth has empowered multiple brands of independent and joint ventures. "Partners Become Owners" is not only a satisfactory delivery between manufacturer and user, but also a deep resonance between intelligent automotive ecosystem partners.
System Strength: SAIC's Full Brand Matrix Global Relay Delivery
Behind the 100 million vehicles is SAIC's full value chain closed loop covering six sectors: vehicles, parts, mobility and service, finance, international operations, and innovative technology. From January to April 2026, SAIC cumulatively sold 1.302 million units, ranking first in China's automotive sales for four consecutive months. Among them, independent brand sales were 910,000 units, accounting for nearly 70%; new energy vehicle sales were 412,000 units; overseas market sales were 459,000 units, a year-on-year surge of 50.2%.
At the delivery ceremony site, SAIC's full brand and full product matrix worked together. Independent brands went all out: Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-Solid Battery Version, Wuling Starlight 560, Maxus eDeliver5, Hongyan Heavy Truck, Yuejin Danan T1, Sunwin Pure Electric Bus, IVECO Juxing EV, etc., were delivered successively, covering diversified scenarios such as personal travel, family life, commercial operations, and logistics transport. Joint venture brands concentratedly revealed "Joint Venture 2.0" results: Volkswagen ID. ERA 9X will globally debut equipped with Momenta R7 Reinforcement Learning World Model, delivering more than 7,000 units one month after launch; AUDI E7X plans to become AUDI's first global model to realize L3-level autonomous driving landing; Buick Zhijing E7 is built based on the "Xiaoyao" Super Fusion Architecture, delivering over 10,000 units one month after launch.
Departing from Shanghai's main venue, delivery scenes were lit up in succession in multiple domestic cities such as Nanjing, Liuzhou, Taiyuan, and countries such as the UK, Indonesia, and Singapore, pioneering a new narrative method for Chinese automotive brands. Behind this lies SAIC's deep foundation in global layout. SAIC is a pioneer of Chinese automotive enterprises "going out": it has over 100 parts production bases and over 3,000 distributor networks overseas, built 3 major R&D innovation centers including London, and 4 production and manufacturing centers in Thailand, Indonesia, India, and Pakistan; Anji Logistics owns 42 RoRo ships, with 8 international routes covering Southeast Asia, Europe, and the Americas. Nowadays, SAIC's products and services are distributed in over 170 countries and regions, with overseas cumulative sales exceeding 7 million units. SAIC MG has been ranked first in Chinese brand Europe sales for 11 consecutive years; in 2025, Europe annual sales exceeded 300,000 units, becoming the first Chinese automotive brand to exceed 1 million cumulative sales in Europe and the UK. In March this year, MG held a Technology Day in Frankfurt, Germany, globally debuting semi-solid batteries and Hybrid+ hybrid technology, with the Hybrid+ family's overseas monthly sales exceeding 20,000 units. In 2025, SAIC released the overseas "Glocal Strategy" (Global + Local), accelerating the shift from "Product Going Overseas" to "Value Chain Going Overseas", letting "Made in China Intelligence" move further into the world.
From "Know Cars" to "Know You": A Delivery Ceremony Where Users Take Center Stage
The final foothold of "Knows Cars, Knows You Better" is the mobility life of every real user. Luo Zhenyu, founder of Dedao APP, as the No. 001 Experience Officer of Huajing S, praised Huawei Qiankun Intelligent Driving in the New Year's Eve speech to visiting the factory to witness roll-off; former German national team player Yang Chen chose ID. ERA 9X, as its golden range extension and long-termism coincided; after Cao Kailiang's family ordered a car, idol Jay Chou happened to become the Buick MPV family spokesperson; charity blogger Liu Jia cut hair and gave companionship to left-behind children in Guangxi mountains for five consecutive years, Buick provided aid immediately, he was moved by Zhijing E7's "Full Score Cabin". From self-media bloggers to village secretaries, from charity guardians to logistics enterprises — every user is a microcosm of real life, this is the most vivid interpretation of "Knows Cars, Knows You Better".
100 million vehicles is a phased answer sheet of SAIC's 70+ years of development, and even more so a new starting line for SAIC's "Second Entrepreneurship" towards the smart electric future. In 2014, SAIC actively implemented the important instruction "Developing new energy vehicles is the inevitable path for China to become a great auto power from an auto power", taking the lead in comprehensive transformation. Twelve years later, from "Leading the Pack" in smart electric transformation to "Thousands of Horses Galloping" in independent and joint venture, passenger and commercial, domestic and overseas, SAIC will continuously use "Knows Cars, Knows You Better" as the user philosophy, letting technological innovation truly benefit every user.
From 1955 to 2026, from the first user to the 100 Millionth user, from startup exploration to industry leadership — SAIC will continue to travel together with global users and global partners on a Journey of 100 Million, co-creating a new future of beautiful mobility.
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.
5 月 22 日，深藍汽車在葡萄牙首都里斯本宣佈，正式成為葡萄牙國家隊全球官方合作夥伴。現場，深藍汽車向球隊交付了旗下緊湊型純電 SUV 深藍 S05，並同步啟動該車型的 1000 公里歐洲長途測試。
根據官方信息，深藍 S05 近期在國內市場獲得 4 月緊湊型 SUV 銷量冠軍，並在西班牙連續兩個月位居緊湊型純電 SUV 註冊量榜首。該車還獲得了 J.D. Power 2026 中國新能源汽車新車質量研究緊湊型純電動 SUV 第一名和德國 iF 設計獎。
深藍汽車表示，其累計全球交付已突破 80 萬輛。技術方面，公司擁有原力超集電驅、金鐘罩電池等專利，並宣稱實現“百萬級電驅零過熱”和“電池零自燃”記錄。此外，深藍汽車獲得了國內首張 L3 級自動駕駛測試專用號牌。
作為長安汽車“海納百川”出海計劃的組成部分，深藍汽車目前已進入五大區域、約 100 個國家和地區。深藍 S05 已在泰國工廠投產，深藍 S07 則獲得了歐洲和澳洲的雙五星安全評級。
此次與葡萄牙國家隊的合作，被深藍汽車視為加速歐洲市場佈局的關鍵步驟。未來，品牌將繼續推進從產品出口向品牌與產業鏈輸出的轉型。
