This year's car market presents a dichotomy between domestic and overseas conditions.

CPCA data shows: January to September domestic passenger car retail 13.334 million units, year-on-year decline 21.7%, full year likely 18.5 million units, more than 5 million units less than the 2025 peak. On the other side, exports are surging. New energy vehicle exports reached 4.006 million units during the same period, year-on-year growth of 1.3 times, indicating China cars have no intention of slowing down their offensive pace in the overseas market.

One side is intense competition in the stock market, the other is unstoppable momentum in overseas incremental growth. Tencent Smart Mobility session placed these two curves together, proposing a very "hard-core" theme: AI Activates Productivity Across All Mobility Scenarios. The subtext is clear: incremental growth is no longer in the original place, and the ability to catch the growth is not in the original toolbox.

After smart cockpits became a standard feature of new cars, Tencent did not package AI as a new selling point, but split it into two lines: one line inside the vehicle, changing the product itself; another line inside the automaker, changing the people and processes of car manufacturing.

On the product side, Agent goes on board, vehicles evolve from "vehicles" to agents capable of perception, execution, and decision-making; on the organization side, AI enters automakers' internal environments, redefining who makes decisions and what tools are used for decision-making. In short: "Product evolution drives organizational change; organizational change supports product evolution".

AI does not create demand out of thin air, it changes cost curves, process lengths, and collaboration methods. Where exactly is the incremental growth? Domestically, compete on differentiated experience and organizational efficiency; overseas, compete on compliance foundation and localization capability; new scenarios compete on the reuse speed of homologous technology.

Tencent's positioning in the automotive industry is clearer: it does not touch vehicle definition, does not make product decisions for automakers, nor does it do its own Robotaxi. According to Tencent Group Vice President and President of Tencent Smart Mobility Zhong Xiangping: "Automakers are responsible for building good cars; Tencent is responsible for making AI usable and effective".

01

The Deciding Factor of Cockpit AI, From 'Chatting Well' to 'Getting Things Done'

In the past year, cockpit AI competition focused on three things: large models going on board, voice upgrades, and ecosystem access. But an awkward fact is that almost all automakers can demonstrate 'ordering coffee with one sentence', yet users' daily high-frequency calls remain navigation and music.

Gasgoo Auto Research Institute provided a set of eye-catching data: In August 2026, domestic passenger car smart cockpit penetration rate was 87.5%, central control screens and voice interaction have 'approached saturation' on new cars.

However, J.D. Power's intelligence experience research in the same year gave the other half of the picture: In all user complaints about advanced configurations, 'work instability, inaccuracy' accounted for 48%, ranking first; 56.5% of users actively reduced AI car control usage due to reliability and safety concerns.

Configuration is stacking up, trust is dropping. Seat cockpit AI is experiencing a specific crack — not that there aren't enough features, but users dare not use it. The problem isn't that the model isn't smart enough, but that between understanding intent and completing a transaction, there are a pile of 'hand and foot' actions like payment, booking, ticketing, and parking fees.

Tencent's upgraded TAI Mobility Service Agent happens to address the 'user does it themselves' path along this crack, the core change is shifting from Q&A chat to task closure.

Among them, Tencent Maps is responsible for finding, WeChat Mini Program ecosystem is responsible for ordering, WeChat Pay is responsible for payment success, content entertainment agent is responsible for what to listen to or watch on the road. User says one sentence, the rest runs in the cockpit.

Sounds like a smarter voice assistant. But placed in the car scenario, the meaning is not quite the same. Driver's attention is scarce; any service requiring 'take out phone and operate again' is essentially a disconnect in experience. Stitching up the crack is worth more than ten more chat skills.

Tencent Car-Map Agent's five roles are split even finer: Travel planning, Ecosystem content, Smart navigation, Map rendering, Parking strategy, covering the complete chain from before departure to after destination. Cooperation method also maintains Tencent's usual flexibility — can be independently onboarded, or integrated into automakers' own MaaS Agent.

Another easily overlooked move is cross-device. Things on the in-vehicle system continue in Yuanbao or WeChat on the mobile phone after getting off the car; route planned on mobile phone before going out syncs to in-vehicle system with one click in the car. Same assistant, same set of memories, pre-travel, mid-travel, post-travel continuously connected. This isn't what炫酷 technology, but it solves a very daily problem: Service shouldn't restart just because a person changed a physical space.

In media interviews, Tencent Cloud Vice President and Smart Mobility Head Zhong Xuedan said clearly: In-vehicle system and mobile phone are in a coexistence relationship for a considerable period, core experience is in the car, but service continuity cannot stop at the moment of getting off the car.

On edge-cloud division of labor, Zhong Xuedan introduced, edge model is responsible for local perception, simple intent and data not convenient to exit domain, cloud large model takes on complex task orchestration, weak network edge side ensures basic experience, this is the triangular balance of cost, latency and privacy.

Of course, cockpit Agent competition won't分出胜负 with one release. Doubao cockpit assistant installation exceeds 7 million units, coverage is there. Tencent's hand is another set of things: WeChat ecosystem, payment, mini program, Yuanbao search source accumulation, plus 20 million unit cockpit installation stock.

Cards are different, tactics naturally different. When asked 'Will there be a name facing C-end' in group visit, Zhong Xuedan answered very straightforwardly: Product vitality is not in promotion, but in whether users truly continue to use it. This sounds like avoidance, but placed in this cockpit scenario, it is actually right. Users don't care whose Agent is installed in the car, but 'did I say one sentence, did the thing get done'.

02

AI in Automaker Organizations

If the cockpit line faces users, the organization line faces the automakers themselves.

Tencent Cloud Vice President Sun Yan gave a straightforward diagnosis: Between local efficiency and overall benefits, there is a clear gap. Same model, same compute power, gap not in who deployed more agents, but who can let agents truly enter business processes.

Leapmotor is a sample filling this crack. In September, WorkBuddy formally entered Leapmotor, covering over 40 business scenarios including whole vehicle R&D, smart driving, procurement and supply chain, audit, etc. According to traditional development mode cumulative 1,700+ person-days workload, under AI assistance compressed to 177 person-days, average efficiency up 90%.

Disassembled looks more intuitive: Stamping mold management system involves 12 management modules, according to traditional IT project approval process about 100 person-days, business personnel used WorkBuddy with 'AI generated code + manual review joint debugging' method, 10 person-days, 2 weeks to run completion launch; Test vehicle delivery follow-up dropped from 45 person-days to 5 person-days.

But these numbers only explain 'fast'. What is truly worth pondering is what Leapmotor whole vehicle team deposited in 40+ scenarios: Mold full lifecycle management, test vehicle scheduling, supply chain risk warning — these past experiences assembled in senior engineers' brains, were encapsulated into reusable Skills, open to all company.

Changan Automobile is also a typical sample. In August this year, Changan and Tencent gathered a 34-person joint FDE team, Changan selected 24 business and technology backbone personnel from internal to take off work for two months, Tencent sent 10 product, R&D and delivery experts on-site.

This project is called "AI Rocket Class" internally in Changan, from raising concept to formal class start less than one month. Around software R&D, product planning, contract smart review, smart customer service, production-sales synergy seven core scenarios, every scenario must walk through solution design, joint development, gray launch, operation promotion full process, which Agent not useful change on site, which process not run through together dismantle.

There is a detail worth noting in this: Changan taking off work are business backbone, not IT backbone. Sun Yan said very straight in group visit, many AI projects move not is technical not okay, is from start choose wrong scene. Choosing scene this thing, technical personnel cannot replace business people. FDE model's core, simply put, is pressing 'those who understand business' and 'those who understand AI' at same table, not speaking across requirement documents and schedule.

Currently nearly 90% domestic automakers using Tencent's WorkBuddy, CodeBuddy etc agent products, WorkBuddy enterprise version landed over 50 industries.

Numbers themselves don't explain everything. More worth asking: After personal efficiency improves, those 'personal methods' verified effective have they stayed?

Sun Yan gave a very specific answer: An after-sales engineer using AI for quality issue troubleshooting method, platform wants to do not just let him personally faster, but organize his judgment logic, tools called, referenced data into reusable skill, change a person, change a project, no need to start from scratch.

Changan Automobile Reform Efficiency Department Chief Engineer Qi Yue frankly admitted technology not hard, but 'business actually wants what, from start say unclear': Business can speak out 'pain', but how deep pain, status where wrong, implicit experience in whose brain, these not clarified, AI cannot accept.

FAW-Volkswagen System Digitalization Department Director Bai Ta said more directly, he stepped on biggest pit is 'let brothers do', Leader self not go down field, this lead to AI cognition stay at second-hand judgment.

Overall view, AI efficiency improvement bottleneck not in model, but in engineering governance and agile organization guarantee; running scenes often not model capability strongest scenarios, but context most complete scenarios.

Currently Changan, SAIC, GAC, Leapmotor etc nearly 90% domestic automakers, use Tencent WorkBuddy, CodeBuddy etc AI agent products and model services.

03

Going Global, Not Just Translating Domestic Solutions

Tencent Cloud Vice President Li Bo said in interview: Overseas many markets smart driving and cockpit levels, still stay at domestic one two years prior state. This means Chinese automakers going out, intelligence capability itself is a positional gap.

Domestically already verified mature capabilities, arrived locally未必 can directly translate, middle crosses compliance, cloud infrastructure, map, ecosystem adaptation pile of things.

Compliance is first wall, every country data cross-border rules different, Vietnam requires data cannot cross border, must separately build system; Europe's GDPR and about to land Data Act is another set more systematic constraints. Second wall is cloud infrastructure price-performance and response speed, used to domestic cloud vendor service rhythm smart driving team, hard accept traditional overseas cloud vendor ticket mode.

Tencent solution is two layers. Among them underlying is 'One Global Cloud': Overseas active customer count doubled, covering 150+ countries and regions, Frankfurt, Osaka, Thailand etc new and expand data centers, simultaneously with top automakers build cloud-native cross-border compliance gateway, make smart driving R&D most tricky cross-border data flow problem into reusable engineering capability.

Upper layer is product and ecosystem adaptation: Smart driving map overseas version puts cockpit map and smart driving map unified in one set engine and interface system, cockpit map supports online offline collaboration, smart driving map uses lightweight engine supports map-less scenario perception positioning planning control, first version online end of year.

Li Bo in group visit supplemented a very down-to-earth detail: Overseas many markets map merchants are charge per car per year, hundreds to thousands per car, to overseas automakers car single cost is real pressure; Tencent copied domestic 'Cloud-Map Integration' practice export, logic is helping automakers solve 'whether have' problem and 'whether expensive' problem together.

SAIC case puts this cooperation to ground. SAIC big passenger car in Europe carries intelligence capability with MG brand, overseas smart cockpit activation volume over 1.4 million, underlying is Tencent Cloud provided five-layer architecture — from vehicle terminal, device access to business middle platform, data storage, to cloud infrastructure, use multi-tenant mode support MG, Roewe, Maxus, Wuling multiple brands overseas strategy.

SLA achieve 99.95% or more, latency less than 100 milliseconds, multi-AZ disaster recovery, these indicators sound not sexy, but million level user quantity internet car service, stability itself is part of product power.

04

Embodied AI and Robotaxi, Homologous Capability Spillover

Robotaxi and Embodied AI are further cards. Goldman Sachs raised China Robotaxi fleet 2026 prediction to 14,000 units, 2030 705,000 units, account for 12% of shared mobility fleet.

Tencent clear statement itself not do Robotaxi, do is ' every fleet behind that cloud', plus mobility platform C-end entry.

Li Bo gave a very down-to-earth anchor point: Robotaxi essence is 'intelligent driving capability + mobility operation capability' combination, and Tencent exactly simultaneously serve two ends: both serve autonomous driving companies, also serve mobility platforms, both sides understand, middle missing piece exactly what it has.

100% mainstream ride-hailing platforms run on Tencent Cloud, mobility mini program monthly visits over 100 million, Pony.ai, WeRide, Apollo Go already接入 Tencent Mobility Platform. When Robotaxi fleet scale crosses thousand unit threshold after, next step is operation efficiency and customer acquisition cost, and this exactly is what Tencent accumulated in ride-hailing era stock capability.

Embodied AI follows same 'capability reuse' logic. Smart driving accumulated perception, planning, data loop and simulation capability, underlying and Embodied AI share Physical AI and World Model skeleton, difference is complexity — car movement space is plane 'three-direction', dexterous hand degrees of freedom, tactile feedback and control complexity is geometric level rise.

Tencent entry way is do platform not do body: AI Infra provides diverse compute power combination and Xingmai high-performance network, Tairos Open Platform undertake model and toolchain, Embodied data closed loop kit covers connection interaction, data generation and verification link. Already public data is, this set data platform can shorten data discovery time 90%, storage cost reduce 50%.

Tencent not do Embodied body, not do Robotaxi fleet, only do platform — this boundary draw clear after, cooperation nature becomes better, because no one needs worry platform side get involved oneself fight business.

" Technology will continue to iterate, but measuring scale is always if problem solved, if user truly benefit." Zhong Xiangping in opening this sentence covers Tencent empowering automotive industry background.

Domestic car market shrinking, overseas market rising, AI cost and expectation both going up. At this node, saying AI is sky-high is easy, hard is answer a plain question: A person driving, did press phone less once; A person on production line scheduling, did stay up one night less; A person overseas buy China car user, did get a car with domestic experience not disjointed car.

Between ice and fire, these specific things, than any grand narrative more can explain AI finally 'grew' what.

What can 55 seconds do? In daily life, 55 seconds might be enough to scroll through two short videos, yet not enough time to even brew a bowl of noodles properly. However, on the production line of the Geely Xiangtan Manufacturing Base, on average, every 55 seconds, a Geely Xingyuan complete vehicle officially rolls off the line. Day after day, efficient and stable operation; from the first mass-produced vehicle rolling off the line to the one millionth complete vehicle, Geely Xingyuan only took 24 months, creating the fastest global record for a single model to reach one million units rolled off the line.

Achieving such production speed is backed by solid sales figures. In 2025, Xingyuan took the sales champion title across all categories in the China automotive market; cumulative sales in the first half of 2026 reached 249,000 units, a 21% year-on-year increase, firmly holding the top spot for the first half of the model sales; momentum in the second half was even stronger, with August and September seeing single-month deliveries break 60,000 for two consecutive months, making it the only model on the current market to break 60,000 units in single-month deliveries for two consecutive months. Not only visible everywhere in domestic communities, shopping malls, and on roads picking up and dropping off kids, Xingyuan also sells in over 30 countries globally, winning the EV sales champion in Thailand and the number one spot in Jordan's pure electric market, landing in Australia this August and topping the local pure electric sales list in the first month. The title of "National Favorite Vehicle" was voted for by one million consumers with real orders.

Why has the Geely Xingyuan sold so well? The answer is simple: it doesn't rely on flashy gimmicks piling up specs; every configuration targets daily high-frequency vehicle usage needs.

Although the Geely Xingyuan's length is only 4135mm, its space reaches the standard of a near B-class vehicle. Rear row longitudinal space reaches 1452mm; for a tall person of 1.8 meters sitting inside, there is still surplus space between the knee and the front row; with a pure flat rear floor, people sitting in the middle don't have to curl their legs to make do, moving sideways is easy.

70L extra-large front trunk plus 375L base capacity trunk, front and rear dual compartments perfectly matched, carry bags, fresh food bags, short-term suitcases each have their places; the whole car has 36 storage spaces, documents, keys, children's toys can all find exclusive positions. Geely Xingyuan proves: the upper limit of small cars is not "enough is fine", but making every inch of space fully utilized.

Visible spaces are thoughtfully designed everywhere, the core three-electric technology hidden under the chassis is the core confidence that allows Xingyuan to win over one million users.

Geely Xingyuan series adopts CATL battery cells, ShenGun Battery Safety Protection System, liquid cooling technology. The three form a collaborative technical system, building a full-link safety guarantee from cell quality, structural protection to temperature control, and even with long-term high-frequency use, the battery status remains undiminished. Precisely because of sufficient confidence in this set of technology, Geely did not just show parameters with new cars, but instead found a real car driven by an ordinary user for 200,000 kilometers, collaborated with CATARC to conduct real road condition tests: 60% urban roads plus 40% highway elevated daily travel scenarios, started with full charge and ran until SOC zero, finally tested range 309km, range achievement rate 99.7%, range performance almost no difference from new car. Driven for two years, ran 200,000 kilometers, battery status still online, this solid road test result is more convincing than any paper parameters.

Not only the durability of the three-electric system withstands the long-distance test, Geely Xingyuan's chassis handling quality also didn't suffer under high mileage. Geely Xingyuan series standard independent suspension, flexible rear-drive system, matched with Lotus tuning support, at the new car stage, the moose test can achieve 80.7km/h. Still the user car that ran 200,000 kilometers for re-test, moose test result still reaches 78.1km/h, chassis stability has basically no obvious attenuation. Plus 4.95m minimum turning radius, meeting cars on narrow roads is particularly stress-free, bringing the small car's "easy to drive and park" core advantage to full play.

In-car smart experience and safety configurations also didn't suffer. 14.6-inch HD large screen paired with Flyme Auto 2 smart cockpit, navigation and song switching operation is smooth, voice control, phone screen casting these daily functions are all there. Qianli Haohan assisted driving H3 solution, Highway NOA can help reduce long-distance burden, multi-scenario parking specializes in treating various difficult narrow parking spaces, also Sentry Mode 24-hour car watching, DMS active fatigue detection reminder anytime, encountering emergency situations also have emergency steering avoidance assistance to help out. Whole car 6 airbags protect the passenger compartment, plus ShenGun Battery Safety System and aluminum alloy battery protection cabin dual protection, from body structure to battery core, every layer of protection is solid and reliable.

24 months, 1 million units, represents the choice of one million families and a million trusts. For users, it is a reliable and easy-to-use partner; for the industry, it proves small cars can also have high texture and high standards. This small car that runs through domestic streets and alleys, and drives towards the global, is both our daily life, and a vivid business card of Chinese Intelligent Manufacturing with a lively atmosphere. In the future, Geely Xingyuan will bring out more surprises.

Revenue broke 10 billion but profit fell 17%, CIMC Vehicles led by Ding Zhengxiang is trapped in a gross margin dilemma.

After market hours on September 4, CIMC Vehicles (301039.SZ) announced the appointment of Senior Vice President Ding Zhengxiang as Company President, filling the vacancy left by former President Wang Zhujian's resignation due to personal health reasons.

Ding Zhengxiang joined CIMC Group in 1991 and entered the CIMC Vehicles system in 2004. He rose from production scheduling to President, dedicating 35 years to the CIMC system.

Behind the personnel changes lies a half-year report with increased revenue but no profit growth.

In the first half of 2026, CIMC Vehicles realized revenue of 10.737 billion yuan, up 10.09% year-on-year, but net profit attributable to shareholders was only 334 million yuan, down 17.04% year-on-year. Excluding non-recurring gains and losses, net profit decreased 13.13% year-on-year.

To truly improve the gross margin, one must rely on product structure upgrades, increasing the proportion of high-value-added products, and shifting from price competition to value competition.

The Counterattack of a 35-Year Production Veteran

From Workshop Scheduling to President of the Semi-Trailer Leader

Revenue exceeded 10 billion, yet profit is shrinking.

The problem lies in the gross margin. Global semi-trailer business revenue grew, but market competition intensified, product gross margins declined, causing profit levels to drop year-on-year. Ding Zhengxiang, a veteran from the production frontline, takes over not an easy legacy, but a battle for gross margins.

Ding Zhengxiang's resume is a typical history of CIMC's growth.

Born in 1967, he joined China International Marine Containers (Group) Ltd. in 1991, starting from the most basic production scheduling.

In the 1990s, CIMC was in the golden period of global expansion of container business. Ding Zhengxiang struggled and worked hard on the production frontline, accumulating solid manufacturing management skills.

2004 was the turning point in Ding Zhengxiang's career.

That year, he officially joined the CIMC Vehicles system, entering Shenzhen CIMC Special Purpose Vehicle Co., Ltd., successively serving as Deputy Manager of Production Department and Deputy Manager of Quality Control Department. From containers to special vehicles, Ding Zhengxiang completed a leap in business areas, but what remained unchanged was his deep investment in production and manufacturing.

From 2007 to 2010, Ding Zhengxiang was assigned to CIMC Vehicles Thailand Co., Ltd. as General Manager Assistant, then returned to Shenzhen CIMC Special Purpose Vehicle Co., Ltd., successively serving as General Manager Assistant and Vice General Manager.

Thereafter, he successively led CIMC Vehicles Jiangmen Company, Shenzhen CIMC Special Purpose Vehicle Company, Shandong Wanshida Special Automotive Company. His footsteps covered the core capacity bases of CIMC Vehicles in South China, East China, and North China.

In February 2023, Ding Zhengxiang served as Assistant President of the company, officially entering the group's core management. In December of the same year, he concurrently served as CEO of Starlink LTP Group, responsible for the operations of this innovative business segment.

After stepping down as CEO of Starlink LTP Group in June 2026, Ding Zhengxiang became Senior Vice President of the company and concurrently served as the Coordinating Leader of the Star LTP segment. From the production frontline to Group President, the 35-year resume has no weak links.

This type of President emerging from the workshop is not common among A-share listed companies. Most listed company Presidents are either from finance, marketing, or are returnee elites.

Ding Zhengxiang is different. Every step of his promotion was grounded in production and manufacturing. This background is exactly what CIMC Vehicles currently needs most.

The Real Challenge for Ding Zhengxiang

The interim report data has already explained the problem. In the first half of 2026, CIMC Vehicles realized revenue of 10.737 billion yuan, up 10.09% year-on-year, but net profit attributable to shareholders was only 334 million yuan, down 17.04% year-on-year.

Net profit excluding non-recurring gains and losses was 334 million yuan, down 13.13% year-on-year. Net cash flow from operating activities was 778 million yuan, down 16.14% year-on-year. Revenue was rising, while profit and cash flow were both falling.

The explanation given by the company itself was very straightforward. Global semi-trailer business revenue achieved growth, but market competition intensified, product gross margins declined slightly, causing profit levels to drop year-on-year.

In a word, sold more, but earned less. This is not a problem unique to CIMC Vehicles, but a common dilemma faced by the entire semi-trailer industry.

Gross margin decline is not a short-term fluctuation, but a deep change in the industry competition landscape. The semi-trailer industry has relatively low technical barriers, and the problem of overcapacity exists for a long time.

When demand growth slows, price wars become the most direct means of competition. As a global semi-trailer leader, CIMC Vehicles has obvious scale advantages, but it is also difficult to stay out of the trouble. Volume increase, price reduction, is a curse even the leader cannot avoid.

Ding Zhengxiang's production background is exactly the key to cracking the gross margin dilemma. People who come from the production frontline understand cost control and efficiency improvement best.

Thirty-five years of manufacturing management experience made him know the costs of every production link like the back of his hand. Against the background of raw material price fluctuations and rising labor costs, refined production management is the most direct means to improve gross margin.

But the gross margin dilemma is not just a problem at the production end, but also at the market and product ends. Cost reduction and efficiency improvement at the production end can solve internal efficiency problems. But if external market prices continue to decline, the space for internal cost reduction is ultimately limited.

The Starlink LTP business that Ding Zhengxiang previously led may well be one of the directions to break the deadlock. LTP is an innovative model of logistics transport equipment. Through digital and platform methods, it reconstructs the production, sales, and operation ecosystem of semi-trailers.

If this innovative business can succeed, it will open up new growth space for CIMC Vehicles and can fundamentally improve the gross margin structure. Ding Zhengxiang's familiarity with this business is his unique advantage.

The 35-year production veteran takes over a family business with revenue exceeding 10 billion but declining profit.

Whether Ding Zhengxiang can convert 35 years of production experience into a gross margin rebound, whether he can convert the innovative model of Starlink LTP into a new growth engine, is the real standard to test the success or failure of this leadership change.

Whether the President who walked out of the workshop can sit steadily in the boardroom, the market will give the answer.

[Car Insight Industry] Let's review the major events that happened in the auto world on September 8, 2026.

Car Event 1: XPeng Robot Production Line Officially Launched 

On September 8, the XPeng robot production line was officially launched, the world's first advanced general-purpose humanoid robot completed automated assembly and walked off the line independently. XPeng Robot has completed a key leap.

XPeng Group Chairman He Xiaopeng stated: Today, we created an important moment that could be recorded in the history of robot development — the world's first automated production line for advanced general-purpose humanoid robots was officially launched, using "robots" to automatically produce "robots".

Car Event 2: Huawei Qiankun Smart Driving/HarmonyOS Cockpit Installation Hits 2 Million Milestone Moment

On September 8, Huawei Qiankun intelligent automotive solutions announced: ADS installation count, HarmonyOS Cockpit installation count, and Huawei Qiankun APP user count simultaneously reached the 2 million milestone across three major dimensions!

Huawei Qiankun adheres to safety first, taking over every user's trust with technology. 2 million is not the end, but a brand new starting point. Huawei Qiankun will continue to give back to more users with real technology, real experience, and real ecosystem.

Car Event 3: Zeekr 7X Global 200,000th Mass-Produced Vehicle Rolls Off the Line

On September 8, Zeekr Cars announced: The Zeekr 7X global 200,000th mass-produced vehicle rolled off the line. This marks that in nearly two years since the model's launch, it has achieved phased results in the global market.

As the flagship model for Zeekr targeting the luxury pure electric SUV market, Zeekr 7X has maintained a relatively fast market growth rhythm since its launch. Just 25 days after the model launch, delivery volume exceeded 10,000 units, setting a record for luxury pure electric model delivery speed; after officially launching the European export process in May 2025, it entered more than 50 countries and regions globally within just 15 months, covering major regions such as Europe, Oceania, Southeast Asia, Middle East, and North Africa. In July-August 2026, Zeekr 7X global monthly sales continuously maintained a scale of 10,000 units, and market demand remained strong.

 Car Event 4: Yueda Kia August Sales Reach 19,588 Units

On September 8, Yueda Kia announced August 2026 sales reached 19,588 units, with January-August cumulative sales reaching 162,734 units; August total vehicle production was 20,600 units, January-August cumulative production was 167,600 units. This is mainly due to Yueda Kia adhering to the "user-centric" business philosophy and continuously iterating products around the travel needs of Chinese users.

Yueda Kia steadily promoted overseas export business, further consolidating the development trend where domestic and export sales progress together. Since starting export business in November 2018, Yueda Kia has cumulatively exported over 650,600 vehicles, with export sales revenue exceeding 7.22 billion USD, building an export matrix composed of 6 vehicle models including EV5, Sportage, Seltos, K5, Sonet, Soul, covering 92 countries and regions globally such as Australia, Mexico, Saudi Arabia; cumulatively exported 544,110 engines to countries such as South Korea, Russia, Czechia, Slovakia, Vietnam, Malaysia, India, Kazakhstan, Turkey, Uzbekistan.

"Daily Car News", here are the latest car news of the day, please continue to follow "Car Insight".