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7 月 15 日，2026 年澳大利亞悉尼國際客車展（2026 Australasia Bus & Coach Expo）於悉尼奧林匹克公園展館拉開帷幕。該展會由新南威爾士巴士行業協會 Bus NSW 主辦，是大洋洲規模最大、專業度最高的客車全產業鏈貿易盛會。
立足高質量發展戰略，中通客車重磅亮相本次展會，集結柴油、增程、純電三大技術路線的五款經典車型——柴油版 H12、柴油版 L7、增程版 H12、增程版 L8、純電版 N12，全面展現中國客車的全球化佈局與高端化突破。
中通客車的全球化探索，鐫刻着中國客車乃至中國製造走向世界的時代印記。自 2003 年出口至今，中通客車的海外版圖持續擴大，市場份額穩步攀升。
中國客車統計信息網最新數據，2026 年上半年，中通客車 7 米以上客車出口 4318 輛，同比增長 23.65%，市場份額達 14.35%，展現出極強的市場韌性。
而真正令中通客車在激烈競爭中站穩腳跟的，係其「全能型」嘅實力。從傳統動力到增程混動，再到純電動，中通客車已構建起覆蓋全技術路線的產品矩陣，能夠根據不同市場的政策環境、氣候條件、路況特徵與運營需求，提供精準匹配的定制方案。
從新加坡的「窄體」純電動公交車到丹麥的低溫抗腐升級，從杜拜首次闖入高端公交系統到此次攜五款車型亮相澳洲，中通客車每進入一個市場，都先讀懂當地的需求，再拿出對應的方案，唔係標準化複製，係量體裁衣。
市場突破的背後，係中通客車對技術深耕與前瞻佈局的長期堅守。作為國內最早佈局新能源研發的企業之一，中通客車多年來在核心技術、品質管控不斷精進，以過硬實力拿到通往全球高端市場的通行證。
站在大洋洲最頂級的客車展會上，面對全球行業巨頭與澳洲本地運營商，中通客車不僅要展示產品，更要向世界亮明中國智造的技術底氣與品牌格局。此次參展的五款精品車型，既係對澳洲市場多元化需求的精準回應，亦係中通以全場景方案服務全球可持續交通的務實作答。
柴油版 H12 與柴油版 L7，係中通客車適配高強度運營場景打造嘅兩款主力車型。柴油版 H12 搭載全新一代「黃金動力鏈」，百公里油耗較行業平均水平降低 5%～10%，兼顧動力性與經濟性；柴油版 L7 則適配商務、旅遊、團體、租賃等場景，最大爬坡度大於 30%，動力強勁、省油高效。
增程版 H12、L8，精準錨定低碳轉型與降本增效的雙重需求。針對純電補能設施分佈不均、長途運營續航受限、燃油車型能耗偏高等行業痛點，中通客車依托自主可控的增程混動技術，實現油電智能聯動、能量按需分配，兼具超長續航、超低能耗、高適配性三重優勢，為澳洲乃至全球客運低碳轉型提供高性價比、高實用性的產品方案。
純電版 N12，係中通客車面向全球交通綠色智能化轉型需求打造的高端產品。佢以「深度定制」為核心，能夠根據不同國家的運營場景精準適配。整車搭載新一代高效三電系統，配合輕量化車身設計，能耗更低、續航更穩，足以支撐城市公交高頻次、長時段的運營節奏。在國內，係城市公共交通的核心運力擔當；在海外，佢以「中國方案」的定位，深度參與全球交通低碳變革。
此次亮相悉尼國際客車展，係中通客車完善全球化戰略佈局的關鍵一步，亦係其從「全球佈局」走向「全球深耕」的生動實踐。
未來，中通客車將持續立足全球視野，堅守技術創新，深耕本土適配，以中國智造硬核實力，為全球公共交通綠色升級與智慧轉型貢獻更多「中國方案」。
7 月 16 日，廣州番禺嘅廣汽傳祺工廠內，一輛右舵版傳祺 M8 PHEV 緩緩駛下生產線。呢輛車冇誇張嘅塗裝，都冇鋪紅毯嘅繁複儀式，但佢嘅出現，令現場嘅空氣都帶咗某種分量。呢係廣汽集團下線嘅第 3000 萬輛車。
當廣汽集團董事長馮興亞將鑰匙交到泰國車主 Tony Jaa 手中嗰陣，鏡頭入面定住嘅唔單止係廣汽人同用戶嘅溫馨時刻。喺業界價格戰打得硝煙瀰漫、內捲從「卷價格」升級到「卷老闆」嘅 2026 年，廣汽用一個 29 年嘅數字，畀出一個唔太一樣嘅故事版本。
喺好多人都高喊「長期主義」卻做着短期博弈嘅當下，廣汽呢 3000 萬，或許就係對呢四個字最實在嘅註解。
3000 萬台下線，廣汽把主場變成了「全球秀」
呢場下線儀式冇搞成枯燥嘅領導講話馬拉松，反而有點技術流嘅硬核浪漫。現場最直接嘅感受係：廣汽唔再只係廣州嘅廣汽嘞。
活動現場，廣汽全球多座生產基地同步連線。隨住第 29999995 輛到第 29999999 輛整車依次「雲亮相」，廣汽本田 P7、廣汽豐田铂智 7、啟境 GT7、埃安 N60、昊鉑 S600 悉數登場。最後，舞台中央嗰輛右舵版傳祺 M8 PHEV 作為第 3000 萬輛整車壓軸亮相。
揀選右舵版 M8 PHEV 作為里程碑車型，本身就好強烈嘅信號，廣汽嘅野心早唔侷限於國內市場。今年上半年，廣汽自主品牌出口量達到 12.15 萬輛，同比大增 132%，幾追平去年全年水平。泰國市場 6 月銷量環比勁增 207%，歐洲市場亦喺搭建從生產到銷售嘅全鏈路運營體系。
3000 萬用戶，已經唔只係中國車主用腳投票嘅結果，更加係全球 110 個國家同地區市場對「中國智造」嘅認可。
造車唔係百米衝刺，係睇唔到頭嘅馬拉松
當然，營銷可以講故仔，但 3000 萬嘅体量，光靠營銷係撐唔起嘅。喺廣汽嘅敘事入面，支撐呢個數字最關鍵嘅底層邏輯，係品質。
活動現場，馮興亞一句說話令人印象深刻：「品質係廣汽永遠唔會讓渡嘅底線。 」呢句說話從廣汽口入面講出來，確實有說服力。喺業界追求「降本增效」嘅浪潮下，唔少車企為了壓縮成本喺睇唔到嘅地方做減法，但廣汽喺品質驗證上依然喺做加法。
每款新車上市前，廣汽要求必須經歷至少「兩冬一夏」嘅實地路試，常規穩健週期長達 21 個月；從吐魯番 60℃高溫到呼倫貝爾 -40℃極寒，從高濕、高鹽霧到山區、沙塵，「五高一山一塵」全環境考核覆蓋咗用戶可能遇到嘅各種極端場景。
呢種「笨功夫」喺數據上亦有體現：彈匣電池累計裝車 150 萬輛，安全行駛里程超 1600 億公里；星靈安全守護體系已服務近 200 萬用戶，累計預防潛在事故 628 萬次。2025 年底，廣汽仲喺行業內率先推出自主品牌「三擔責」政策，對三電系統、電池衰減同智能泊車事故主動兜底。
呢啲數據背後係一個樸素嘅道理：品質唔係講出嚟嘅，係驗出嚟嘅。
把「以用戶為中心」從口號變成閉環
喺當下，「以用戶為中心」幾乎成咗每家車企嘅標配口號，但真係能把用戶反饋轉化產品改進嘅閉環，並唔多。
廣汽嘅做法入面有啲值得關注嘅細節。「用戶全開麥」活動令研發負責人直接面對用戶，把真實用車痛點轉化產品優化重點；專屬用戶洞察部門嘅成立，從組織機制上保障用戶訴求「件件有回應」。
服務體系嘅硬投入亦喺同步推進：截至 6 月底已完成 600 家縣域网點認定，計劃年內增加到 1000 家；自營充電樁突破 2.7 萬根，核心城區實現「直線 1 公里必有站」；線上「超級管家」承諾 5 秒響應、2 小時解決問題。
呢啲動作談唔上多麼顛覆性創新，但它哋指向一個更務實嘅邏輯：用戶需要嘅唔係天花亂墜嘅概念，而係車壞咗有人修、充電唔使排長隊、出咗問題有人管。
番禺行動一年，改革唔係請客吃飯
去年 11 月，廣汽啟動咗「番禺行動」，將總部搬到番禺，開啟自主品牌一體化運營。當時外界有觀望，亦有質疑，傳統車企嘅組織變革，向來知易行難。
一年過嘅推進之後，成效正喺釋放。上半年廣汽集團累計銷量 77.31 萬輛，同比增長 2.35%；自主品牌累計銷量 34.60 萬輛，同比增長 35.69%。更加重要係，節能同新能源車佔比已達 62.82%，廣汽嘅電動化轉型唔再係口號，而係實打實嘅銷售數據。
從 1997 年喺爭議中起步，到 2010 年傳祺誕生實現自主夢，再到如今啟境 GT7 搭載華為乾崑智駕 ADS 5 衝擊高端市場，廣汽經歷咗四次跨越式發展。呢 29 年嘅軌跡說明一個道理：喺汽車行業，冇捷徑可走，所有嘅「快」背後都係「慢」嘅積累。
3000 萬係節點，唔係終點
講回呢次感恩活動本身，從 7 月 16 日到 8 月 31 日，廣汽六大品牌圍繞新購、置換、增購推出多重禮遇，覆蓋燃油、混動、純電、增程全動力類型。呢係對 3000 萬用戶支持嘅回饋，亦係喺存量競爭時代對增換購市場嘅主動佈局。
但站喺更長嘅週期睇，3000 萬嘅意義唔只係於此。喺中國汽車工業從大到強嘅轉型期，廣汽嘅路徑提供咗一個參照：唔靠短期嘅價格戰收割市場，而係靠品質積累口碑；唔依賴單一技術路線，而係全域佈局新能源動力；唔只盯住國內份額，而係主動出海參與全球競爭。
呢未必係最討巧嘅打法，但可能係走得遠嘅方式。3000 萬用戶，唔係廣汽故事嘅終點，而係下一個 29 年嘅起點。 對於正在從「製造」向「智造」、從「本土」向「全球」、從「車企」向「科技生態型企業」跨越嘅廣汽嚟講，真正嘅考驗仲剛剛開始。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Perodua Aruz 同 Chery Tiggo Cross 做比較。佢哋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詳細比較，幫你省卻做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，總共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
Chery Tiggo Cross 喺馬來西亞嘅 OTR 售價係 RM 88,750 - 99,750，總共有 2 個版本，包括 2025 HEV 1.5L CSH（RM 99,750）、2025 1.5T Standard（RM 88,750） 等。
從價錢睇，Perodua Aruz 嘅起步價確實比 Chery Tiggo Cross 平咗 RM 15,850。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但要留意，平嗰幾千塊，可能喺配備上有取舍，具體要睇你嘅需求。
Perodua Aruz 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
Chery Tiggo Cross 嘅安全評級係 TBD，主動安全系統包括 基本。
Perodua Aruz 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。
Perodua Aruz 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。如果你更看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，親身體驗先至最重要嘅。
總括嚟講，Perodua Aruz 同 Chery Tiggo Cross 都係馬來西亞市場幾唔錯嘅車型。揀邊台，關鍵始終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，花少少時間做功課絕對無錯。
In Malaysia's SUV market, many buyers compare Perodua Aruz and Mazda CX-3 when choosing a car. Both cars are quite close in price and positioning. Today, we will do a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Mazda CX-3 OTR price in Malaysia is RM 126,159 - 139,159, with a total of 2 versions, including 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159), etc.
In terms of price, the starting price of Perodua Aruz is indeed RM 53,259 cheaper than Mazda CX-3. If your budget is limited, Perodua's entry-level version can already meet daily needs. But also note, the few thousand difference might involve trade-offs in features, specifically depending on your needs.
Perodua Aruz is equipped with a 1.5L 4-cylinder engine, 105 hp. Official fuel consumption 6.0 L/100km.
Mazda CX-3 is equipped with a 1.5L Turbo engine, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, Mazda CX-3's 1.5L Turbo has 35 more horsepower than Perodua Aruz's 1.5L 4-cylinder. However, for daily city driving, both cars have sufficient power and won't feel underpowered.
Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include .
Mazda CX-3 safety rating is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
Both cars have the same safety rating. In this segment, safety features are considered quite comprehensive. New cars nowadays generally have good safety, so no need to worry too much about this.
Perodua Aruz adopts FWD drive mode.
Mazda CX-3 adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, daily driving experience will not have much difference.
In general, both Perodua Aruz and Mazda CX-3 are very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. We recommend doing your homework well, compare quotes from several dealerships, and then go for a test drive to make the final decision. Buying a car is a big matter, spending time on research will definitely not be a mistake.
In Malaysia's SUV market, many buyers often compare Perodua Aruz and Proton X70 when choosing a car. These two cars are quite close in price and positioning, so today we will do a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Proton X70 OTR price in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 33,900 cheaper than Proton X70. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, also note that the few thousand difference might mean trade-offs in equipment, depending on your specific needs.
Perodua Aruz is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption is 6.0 L/100km.
Proton X70 is equipped with 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
In terms of power, Proton X70's 1.5L Turbo has 35 hp more than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient, you won't feel a lack of power.
Perodua Aruz warranty is 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Proton X70 warranty is 5 years/150,000km, maintenance interval every 10,000km or 6 months.
The warranty conditions for both cars are the same, no need to worry about this aspect. Actual maintenance costs still depend on the brand's service network and parts prices, suggest asking car owner groups for real owner experiences.
Perodua Aruz and Proton X70 are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about value for money and equipment, choose the one with richer configuration. Ultimately, it is still recommended to test drive both, personal experience is the most important.
Overall, Perodua Aruz and Proton X70 are both quite good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest everyone do their homework, compare quotes from multiple dealerships, and then test drive to make the final decision. Buying a car is a big matter, spending some time doing homework will definitely not be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Perodua Ativa 同 Chery Tiggo Cross 嚟做比較。呢兩款車喺價錢同定位上都幾接近，今日我哋就從多個方面做一次詳細比較，幫你把做功課嘅時間省返。
Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，一共有 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）等等。
由價錢睇，Perodua Ativa 嘅起步價確實比 Chery Tiggo Cross 平咗 RM 26,250。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都要注意，平嘅嗰幾千蚊，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 Cross 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
兩款車用嘅係同一套動力系統，日常開落嚟嘅感受基本無分別。油耗方面都差唔多，唔使太糾結這一點。
Perodua Ativa 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。
Perodua Ativa 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。如果你更加重視品牌口碑同二手價，可以优先考虑口碑更好嗰一款；如果你更加在意性價比同配備，就揀配置更豐富嗰款。最終始終建議兩款都去試駕，親身體驗先係最重要。
總括嚟講，Perodua Ativa 同 Chery Tiggo Cross 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終係要看你嘅個人需求同預算。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。
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 Honda HR-V 嚟做比較。這兩款車喺價錢同定位上都幾接近，今日我哋就由多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，合共 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。
Honda HR-V 喺馬來西亞嘅 OTR 售價係 RM 115,900 - 143,900，合共 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。
從價錢睇落，Perodua Ativa 嘅起跳價確實比 Honda HR-V 便宜咗 RM 53,400。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，便宜嗰幾千蚊，可能喺配備上會有取捨，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。
Honda HR-V 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Honda HR-V 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 採用 FWD 驅動方式。
Honda HR-V 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 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Honda HR-V 保修 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。
Perodua Ativa 同 Honda 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，可以優先考慮口碑更好嗰一款；如果你更介意性價比同配備，就揀配置更豐富嗰款。最後始終建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，Perodua Ativa 同 Honda HR-V 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，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。
In the Malaysian SUV market, many buyers often compare Perodua Ativa and Proton X70 when choosing a car. Both cars are quite close in terms of price and positioning. Today, we will make a detailed comparison from multiple aspects to help save you time on research.
The OTR price for Perodua Ativa in Malaysia is RM 62,500 - 73,400, with a total of 3 versions, including 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400), etc.
The OTR price for Proton X70 in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
From a price perspective, Perodua Ativa's starting price is indeed RM 44,300 cheaper than Proton X70. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, note that those few thousand savings might involve trade-offs in features, depending on your specific needs.
Perodua Ativa comes with a 1.5L 4-cyl, 105 hp. Official fuel consumption is 6.0 L/100km.
Proton X70 comes with a 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
In terms of power, Proton X70's 1.5L Turbo has 35 more horsepower than Perodua Ativa's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power, and you won't feel underpowered.
Perodua Ativa has a vehicle length of 4400 mm and a trunk capacity of 400 L.
Proton X70 has a vehicle length of 4400 mm and a trunk capacity of 400 L.
The dimensions of both cars are almost the same, and the difference in interior space is not significant. For cars in this class, daily usage is fully sufficient.
Perodua Ativa adopts an FWD drive system.
Proton X70 adopts an FWD drive system.
Both cars have the same drive system, both being FWD, so the daily driving experience won't differ much.
Perodua Ativa and Proton X70 are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale price more, you can prioritize the one with better reputation. If you care more about value and features, then choose the one with richer configuration. Ultimately, it is recommended to test drive both, as personal experience is the most important.
Overall, Perodua Ativa and Proton X70 are both very good car models in the Malaysian market. Which one to choose depends on your personal needs and budget. We recommend you do your research, compare quotes from several dealerships, and then test drive to make a final decision. Buying a car is a big deal, and spending time on research will never be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Aruz 同 Chery Tiggo 8 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，幫你省下做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，一併共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
Chery Tiggo 8 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一併共有 1 個版本，包括 2026 1.6T Standard（RM 129,750） 等。
從價錢嚟睇，Perodua Aruz 嘅起步價確實比 Chery Tiggo 8 平咗 RM 56,850。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，平嗰幾千塊，可能喺配備上會有取捨，具體要睇你嘅需求。
Perodua Aruz 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Chery Tiggo 8 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Chery Tiggo 8 嘅 1.5L Turbo 比 Perodua Aruz 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 Aruz 車身長 4400 mm，車尾箱 400 L。
Chery Tiggo 8 車身長 4400 mm，車尾箱 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
Perodua Aruz 採用 FWD 驅動方式。
Chery Tiggo 8 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Perodua Aruz 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 8 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，Perodua Aruz 同 Chery Tiggo 8 都係馬來西亞市場好唔錯嘅車型。揀邊一部，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 Mazda CX-9 同 Hyundai Palisade 嚟做比較。兩款車喺價位同定位上都幾相近，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-9 喺馬來西亞嘅 OTR 售價係 RM 328,810 - 345,810，一共有 2 個版本，包括 2023 2.5T 4WD（RM 345,810）、2023 2.5T 2WD（RM 328,810）等。
Hyundai Palisade 喺馬來西亞嘅 OTR 售價係 RM 368,838 - 399,838，一共有 4 個版本，包括 2023 3.8L 2WD Luxe 7 Seats Petrol（RM 399,838）、2023 2.2T 4WD Executive 7 Seats Diesel（RM 389,838）、2023 3.8L 2WD Luxe 8 Seats Petrol（RM 378,838）等。
從價錢嚟看，Mazda CX-9 嘅起步價確實比 Hyundai Palisade 平咗 RM 40,028。如果你預算有限，Mazda 嘅入門版已經可以滿足日常需要。但都需要注意，平嗰幾千塊，可能在配備上會有取舍，具體要睇你嘅需要。
Mazda CX-9 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
Hyundai Palisade 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
兩款車用咗同一套動力系統，日常開落去嘅感覺基本無咩分別。油耗方面都差唔多，唔使太糾結這一點。
Mazda CX-9 車身長 4500 mm，尾箱 450 L。
Hyundai Palisade 車身長 4400 mm，尾箱 400 L。
空間方面，Mazda CX-9 嘅車身比 Hyundai Palisade 長咗 100 mm，車內坐位空間會稍微闊落啲，尤其係後座腳位空間。如果你經常載家人或者需要放嬰兒手推車，大一點嘅車身確實更實用。
Mazda CX-9 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Hyundai Palisade 保養 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Mazda CX-9 同 Hyundai Palisade 都係馬來西亞市場幾唔錯嘅車款。揀邊一輛，關鍵都係要睇你嘅個人需要同預算。建議大家做足功課，多比對幾間車行嘅報價，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，好多買家揀車嘅時候會將 Hyundai Santa Fe 同 Mercedes-Benz GLC 作比較。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個詳細嘅比較，幫你節省做功課嘅時間。
Hyundai Santa Fe 喺馬來西亞嘅 OTR 售價係 RM 225,000 - 270,000，一共有 3 個版本，包括 2025 2.5T DCT 4WD Calligraphy 6 座位（RM 270,000）、2025 HEV 1.6T AT 2WD Prestige 7 座位（RM 245,000）、2025 HEV 1.6T AT 2WD Prime 7 座位（RM 225,000） 等。
Mercedes-Benz GLC 喺馬來西亞嘅 OTR 售價係 RM 336,888 - 336,888，一共有 2 個版本，包括 GLC 200（RM 290,000）、GLC 300（RM 340,000） 等。
由價錢睇，Hyundai Santa Fe 嘅入門價確實比 Mercedes-Benz GLC 平咗 RM 111,888。如果你預算有限，Hyundai 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，具體睇你嘅需求。
Hyundai Santa Fe 配備 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
Mercedes-Benz GLC 配備 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，Mercedes-Benz GLC 嘅 2.0L Turbo 比 Hyundai Santa Fe 嘅 2.0L 4-cyl 多咗 50 匹馬力。不過日常喺市區行，兩部車嘅動力都夠用，唔會覺得唔夠力。
Hyundai Santa Fe 嘅安全評級係 TBD，主動安全系統包括 Basic。
Mercedes-Benz GLC 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，兩部車都拿到唔錯嘅評級。不過 Hyundai Santa Fe 嘅 Basic 同 Mercedes-Benz GLC 嘅 Premium ADAS 喺功能上有少少差異，如果你比較重視主動安全嘅話，可以仔細比較一下兩者嘅功能列表。
Hyundai Santa Fe 車身長 4400 mm，行李箱 400 L。
Mercedes-Benz GLC 車身長 4400 mm，行李箱 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。
Hyundai Santa Fe 保養保修 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。
Mercedes-Benz GLC 保養保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，Hyundai Santa Fe 同 Mercedes-Benz GLC 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵都係睇你嘅個人需求同預算。建議大家做足功課，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，花啲時間做功課絕對唔會錯。
【CNMO科技消息】7月6日，易车榜发布了2026年6月中国台湾地区品牌/车型销量TOP10和上半年品牌销量TOP10。根据u-car数据显示：
丰田RAV4荣放
6月品牌销量前3名分别为：丰田、特斯拉、雷克萨斯；销量分别为：12615辆、4369辆、2646辆；
6月车型销量前3名分别为：卡罗拉Cross、丰田RAV4、Model Y；销量分别为：4551辆、2943辆、2201辆；
上半年品牌销量前3名分别为：丰田、雷克萨斯、本田；销量分别为：62312辆、14216辆、11709辆。
据CNMO科技了解，2026年5月，丰田全球销量为83.43万辆，同比下降7.2%，已连续四个月下滑；1-5月累计销售414.04万辆，同比下降3.5%。
丰田5月在中国内地、中国香港和中国澳门市场销量为10.23万辆，同比下降31.7%；1-5月在中国内地、中国香港和中国澳门市场累计销量57.94万辆，同比下降14.8%。
新能源方面，丰田5月新能源车型销量同比增长10%至46.76万辆。其中，纯电动车型5月销量3.73万辆，同比增长170.9%；1至5月累计15.51万辆，同比增长138.3%。
喺馬來西亞嘅轎車市場，好多買家喺揀車嗰陣都會拿 BMW 3 Series 同 Mercedes-Benz E-Class 來作比較。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一次詳細嘅比較，幫你省咗做功課嘅時間。
BMW 3 Series 喺馬來西亞嘅 OTR 售價係 RM 267,800 - 392,800，一共有 2 個版本，包括 320i Sport（RM 248,000）、330i M Sport（RM 298,000） 等。
Mercedes-Benz E-Class 喺馬來西亞嘅 OTR 售價係 RM 363,888 - 363,888，一共有 2 個版本，包括 E 200 Avantgarde（RM 350,000）、E 300 AMG Line（RM 400,000） 等。
從價錢來看，BMW 3 Series 嘅入門價確實比 Mercedes-Benz E-Class 平咗 RM 96,088。如果你預算有限，BMW 嘅入門版已經可以满足日常需要。但亦要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體睇你嘅需求。
BMW 3 Series 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
Mercedes-Benz E-Class 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
兩部車用咗同一套動力系統，日常駕駛嘅感覺基本冇分別。油耗方面都差唔多，唔使太糾結呢一點。
BMW 3 Series 車身長 4400 mm，尾箱 400 L。
Mercedes-Benz E-Class 車身長 4400 mm，尾箱 400 L。
兩部車嘅尺寸幾乎一樣，車廂空間分別唔大。呢個級別嘅車，日常使用完全夠用。
BMW 3 Series 採用 FWD 驅動方式。
Mercedes-Benz E-Class 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感覺唔會有太大分別。
BMW 3 Series 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Mercedes-Benz E-Class 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，BMW 3 Series 同 Mercedes-Benz E-Class 都係馬來西亞市場幾好嘅車型。揀邊一部，關鍵始終都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。
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿豐田 Corolla Cross 同三菱 Xforce 嚟做比較。今日我哋從多個方面做個詳細比較，幫你省卻做足資料嘅時間。
豐田 Corolla Cross 喺馬來西亞嘅 OTR 售價係 RM 133,800 - 148,800，合共 3 個型號，包括 2026 HEV 1.8L GR Sport（RM 148,800）、2026 HEV 1.8L Standard（RM 140,800）、2026 1.8L Standard（RM 133,800） 等。
三菱 Xforce 喺馬來西亞嘅 OTR 售價係 RM 109,930 - 119,930，合共 2 個型號，包括 2026 1.5L Ultimate（RM 119,930）、2026 1.5L Urban（RM 109,930） 等。
由價錢睇，三菱 Xforce 嘅起步價比豐田 Corolla Cross 平咗 RM 23,870。講真，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
豐田 Corolla Cross 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
三菱 Xforce 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩款車用咗同一套動力系統，所以日常開嚟嘅感覺基本無分別。油耗方面都幾接近，唔使太糾結這一點。
豐田 Corolla Cross 保用 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
三菱 Xforce 保用 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
豐田 Corolla Cross 同三菱 Xforce 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看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。
總體嚟講，豐田 Corolla Cross 同三菱 Xforce 都係馬來西亞市場幾唔錯嘅車型。揀邊架，關鍵仲係要睇你嘅個人需求同預算。建議大家做足功課，多比幾間車行嘅報價，再去試駕先做最終決定。買車係件大事，花啲時間做足功課絕對無錯。
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.
你睇過印度嘅馬路嗎？
我喺網上見過。
畫面通常係咁，一輛轎車俾牛尾擋住，旁邊仲有亂竄嘅摩托，甚至周圍仲有賣奶茶嘅小夥，嗰叫一個“乾淨又衛生”。
然而，喺呢啲睇完好多人覺得生理不適嘅地方，豐田、鈴木、本田等日本車廠，卻決定將籌碼押落印度。
據印度“品牌質量基金會”網站顯示，三家車廠將喺印度投資近110 億美元建廠、提產能、搞出口。
對此有网友表示，三家日本車廠係咪錢多到無處花？
事實上，佢哋唔係錢多到花唔完，亦唔係被印度嘅咖哩蒙蔽咗心竅，呢啲日本車廠高層遠比我哋清醒。
而家嘅日系車，營業額、市場份額都喺下滑，原材料成本仲係升得飛起，打開世界地圖，搵一個能夠容納產能、拓充份額、競爭溫和嘅市場，唔係咁容易嘅事。
所以，唔係日本車廠選擇咗印度，而係因為冇得揀。
日本車廠之痛
曾經嘅日系車，嗰時妥妥係人哋個仔。
你問下十幾年前開過日系車嘅老司機，一提起日系車，幾乎就冇唔豎大拇指嘅，價錢平、省油、耐用又抵撞……
甚至好多日系車，仲要加價購買，但邊個諗到，呢個鐵打嘅江山，短短幾年時間就俾佢哋打得找唔著北。
隨著新能源汽車浪潮嚟到，電動化、智能化變成好多自主車廠“彎道超車”嘅目標，依托於中國強大嘅新能源汽車產業鏈優勢同車廠自身對研發、技術嘅堅持，中國自主品牌迅速實現咗“彎道超車”。
曾經被人吐槽嘅國產車，而家喺馬路越來越多人，甚至份額超越咗合資。
根據乘聯會嘅數據，喺2026 年4 月，自主品牌嘅份額已經高達62.5%，遠超日系嘅13.1%。
要知道，中國汽車市場係全球最大嘅汽車市場，喺中國市場失速，就相當於丟咗一塊巨大嘅蛋糕。
同時，中國市場近年嚟嘅主旋律依舊係價格戰，捲配置、捲價格、捲服務已經成為一種常態，亦對日系車嘅利潤產生咗巨大嘅影響。
除咗中國，日系車喺美國過得亦唔太好。
2025 年 1 月 20 日，特朗普宣誓就職第 47 任美國總統，自此開啟咗一連串搞搞震，其中就包括以國家安全為理由徵收額外嘅汽車關稅，導致進口日本汽車嘅關稅稅率一度高達 27.5%，雖然後嚟有所降低，但亦遠高於最初嘅稅率。
呢個操作，直接導致七大日本車廠喺2025 財政年度嘅關稅損失超2 萬億日元。
再睇日本本土，其實亦唔容易。
中東地緣衝突導致霍爾木茲海峽航運受阻，運輸成本、原材料成本暴漲，日本車廠都有苦難言。
高管們看著報表，背後發涼，只能尋找全新嘅增長曲線。
所以，日本車廠唔係愛上印度，係冇地方去。
揀選印度嘅深思熟慮
咁，印度點解咁有魔力，先至令日本車廠重資投入呢？
第一個優勢就係大。喺2025 年，印度汽車市場取得咗551.7 萬輛嘅新車銷量，同比增長 6%，刷新咗歷史紀錄，位居全球第三大汽車市場，已经连续四年超越日本，僅次於中國同美國。
呢個含金量唔使多講啦，而印度取得呢一成績，主要係因為印度一直喺推動減稅政策，促進消費，這導致國內消費意願出現咗明顯增強。
第二個優點係近，就係離日系車賣得動嘅地方近，如非洲等其他地區。
所以，印度對於日本車廠，更似一個建喺十字路口中央嘅便利店，你唔使將車分別運去八個國家，只需要喺印度呢站造好，然後一船一船甩去，就能削減唔少成本。
《日本經濟新聞》亦認為，印度有望轉變為佢哋全球嘅汽車供應中心。
第三個優點係穩。要知道，日系車嘅優勢就係燃油車，畢竟引擎、變速箱、底盤三大件，佢哋已經玩咗好多年，技術積累喺全球都係數一數二。
但係中國汽車市場已經全力推動電動化、智能化發展，導致日系車嘅優勢越來越弱，根本無法發揮出嚟，但印度唔一樣，佢擁有充電樁少、電動化進程緩慢嘅特點，印度老百姓買車，都仲係盯住平、省油、易修，而呢三點正係日系車嘅老本行。
尤其係鈴木，一直係印度汽車市場嘅常青樹，幾乎年年穩坐暢銷車型寶座，口碑好，勝過任何廣告。
所以，日本車廠大力佈局印度市場，顯然是經過深思熟慮嘅。
但，印度市場真係咁好混咩？
難啃嘅印度市場
當然，印度亦唔係完美得似個香口格，佢嘅缺點同佢嘅優點一樣明顯，而且每一個都夠日本車廠喝一壺。
先講電動化，冇錯，眼睇下印度充電樁少、電動車賣唔動，確實係日系燃油車嘅避風港。但你得諗諗，呢個“避風港”能避幾耐？
印度此前可係喊出咗 2030 年電動車佔新車 30% 嘅口號，雖然聽落似吹水，但抵唔住人哋真補錢、真建充電站。
試諗下，萬一有日印度突然開竅，開始大力推動電動化、搞基建，充電樁似雨後春筍咁冒出來，嗰日系車唔就傻眼？
呢唔係泰國市場嘅翻版咩？
當年日系車喺泰國都係躺贏，整個東南亞市場，都被稱為日系車嘅後花園，結果泰國率先推動電動化，中國電動車一嚟，直接就成咗香口格，再睇日系車，喺泰國嘅市場份額嘩嘩嚟咗落。
如果印度係電動化一加速，歷史大概率會重演，而而家呢次，日系車連逃嘅地方都快冇咗，點樣預防，將成為日本車廠嘅首要問題。
再講政策，印度嘅政策就似一鍋咖哩，你永遠唔知下一口食到係雞肉定係馬鈴薯。
呢個魔幻嘅國家，今日係低關稅鼓勵建廠，明日就可能罰你一筆巨款，更令人頭痛嘅係強制合資，外國車廠想喺印度賣車，要搵本地夥伴搭檔，等你工廠建好咗、供應鏈搭完咗，印度直接背刺你，到嗰陣無論係加錢定撤資，換嚟嘅都係心痛。
所以你看，印度呢個市場，就好似一個睇落好甜嘅芒果，咬落去第一口仲行，再啃幾口就摸著硬核。
日系車而家嘅算盤係，趁住核都未硌牙，趕緊多啃幾口，但核遲早會硌到，只係唔知係邊一日。
尾聲
日系車呢趟印度之旅，唔係去旅遊，係去搵食。
中國同東南亞嘅飯桌更擁擠，生產、運輸嘅成本又提高咗，放眼全球，就印度呢口鍋仲冒住熱氣，哪怕入面煮嘅係咖哩味嘅石頭，都要硬著頭皮啃落去。
日本車廠想擴大市場，印度想嘅係拉動經濟、解決就業，雙方都有各自嘅心思。
至於結局係日系車喺印度重新封神，定係好似當年嘅部分友商一樣灰溜溜走人，那就唔知啦。
但無論點樣，呢場戲先至開始，我哋慢慢睇就得啦。
反正印度嘅故事，從來唔會悶。
May 20, Stellantis and Dongfeng signed a non-binding memorandum of understanding, planning to establish a joint venture in Europe. Among them, Stellantis holds 51% equity, while Dongfeng holds 49%.
This joint venture will do four things: sell VOYAH brand new energy vehicles, localize production at Stellantis' Rennes factory in France, joint procurement, joint R&D.
After establishing the "Leapmotor International" joint venture with Leapmotor in Europe, Stellantis extended an olive branch to its old partner Dongfeng again this time, adding a layer of consideration for "localization production".
Does this mean Chinese automakers have completely changed their strategy for going global?
First, Clarify the Global Expansion Models
Before analyzing this, let's first clarify the several strategies Chinese automakers use for going global.
The first is whole vehicle export. Cars are built domestically, shipped on boats, and sold by dealers locally. This model is the simplest with the lowest investment, but it lacks market control; once tariffs rise, the price advantage disappears. Chery's early export to Russia followed this path; once tariffs were added, the rhythm was completely disrupted.
The second is KD assembly. Parts are shipped locally and assembled in local factories. This model is a step up from whole vehicle export, able to evade some tariffs and carry a "Locally Made" label. But honestly, many KD factories are just large screw-nailing plants; core parts are still shipped from China, with limited localization. Many Geely and Chery factories in Southeast Asia and the Middle East use this model. It solves some problems but not the root ones.
The third is building factories alone. Bringing money overseas to buy land, build factories, hire people, and build channels. This is the most "hardcore" way and the path taken by top independent automakers. Great Wall Motors and BYD have adopted this model. BYD's Thailand factory is already in production, the Brazil factory is under construction, and the Hungary factory is in planning. The benefit is becoming a true "local brand", evading import tariffs, and securing local government industrial subsidies. But the investment is high, the cycle is long, and management complexity increases by an order of magnitude.
The fourth is acquiring local brands. Geely acquired Volvo, later invested in Daimler, and acquired Lotus. This is the path Geely walked earliest and most systematically. Partial equity or binding with a local giant equals directly inheriting the other party's brand assets, channel networks, and local compliance capabilities. But integration difficulty is huge, with high risks of cultural conflict and management chaos.
And this cooperation between Stellantis and Dongfeng does not fit well into any of the above.
Strictly speaking, it is a combination of the third and fourth types.
Using Stellantis' existing French factories for production is borrowing the other party's manufacturing assets, not building independently; selling VOYAH using Stellantis' existing European sales channels is borrowing the other party's commercial assets. Moreover, the capital structure is shared equity, not Party A hiring Party B to help, but a true interest binding.
This model, I will temporarily call it "Grafting Global Expansion" — not planting a tree yourself, but grafting branches onto an existing big tree.
Why is this path worth attention? Because it solves several core pain points of going global.
Where Does Localized Production Really Matter?
Many people talking about localized production first think "evading tariffs". That's right, EU anti-subsidy taxes plus tariffs mean a Chinese EV pays dozens of percentage points more tax entering Europe, basically wiping out the price advantage. But tariffs are just one dimension.
More critical is the carbon footprint. The EU Carbon Border Adjustment Mechanism (CBAM) has started trial operation, and future import vehicle carbon emissions will also need to be considered. If cars are produced in Europe using European green electricity, the carbon footprint will be much better. In the next 5 years, the cost pressure in this area will increase.
Another point to consider is the supply chain.
Dongfeng is producing in European factories, but what about the supply chain? The memorandum wrote "joint procurement", which means some parts are still sourced from China, leveraging Dongfeng's procurement capabilities in China's new energy ecosystem to reduce costs. But the local supply chain must keep up gradually, otherwise, if geopolitical risks arise, production lines will stop.
Next, the brand. European consumers have high loyalty to car brands; Germans buy Volkswagen, French buy Peugeot. This is a habit of decades. Chinese new brands want to break this habit; product strength alone is not enough, there must be "trust endorsement". Stellantis' participation is this endorsement.
Of course, the cost is that the joint venture is led by Stellantis, and the voice in the European market is mainly in Stellantis' hands. This is a price that has to be paid.
Who Will Be Mainstream in the Next Three to Five Years?
My judgment is that in Europe, "binding with local giants" will become the mainstream.
The reason is simple, the European market is too hard to fight. Tariff barriers are highest, regulations most complex, consumers most picky, competition most intense. The whole vehicle export model will become increasingly difficult in the European market, forcing Chinese automakers to find a way out of localized production.
On the other hand, Stellantis needs to make up for the electrification shortcoming. Other Western automakers, such as Ford, General Motors, Renault and other traditional automakers, are struggling in transformation dilemmas. They have channels, factories, and brands, but lack new energy capabilities. This is exactly what Chinese automakers can provide.
Both sides have needs, so cooperation will increase.
The method may not necessarily be a joint venture form like Stellantis and Dongfeng, it could also be more flexible forms such as technology licensing, channel sharing, joint development, but the core logic is the same: not fighting alone, leveraging momentum to land. While in markets like Southeast Asia, Middle East, South America, building factories alone and KD assembly remain mainstream because barriers are relatively low and price advantages still work.
However, "binding with giants" is not without risk. Being tied up with a giant means destiny is partly in others' hands. What if Stellantis cooperates with Dongfeng today but finds a better partner tomorrow? What if joint venture performance fails to meet expectations? What if there are disagreements on product positioning and pricing strategies? Dongfeng Peugeot Citroën's history has already proved that the relationship between joint venture partners is not always smooth.
From Dongfeng Peugeot Citroën to European joint venture, over thirty years, the relationship between Dongfeng and Stellantis has completed a "two-way rush". Behind the role reversal is the accumulation and transformation of the Chinese automotive industry over decades. Chinese automakers are no longer satisfied with "selling cars"; they want "rooting". The prerequisite for rooting is learning to cooperate with locals.
Whether this time can succeed, we will wait and see.
唔知有幾多朋友最近期關注 10 萬內純電 SUV 市場？近段時間睇嚟，呢個細分市場好熱鬧。就講長安啟源全新 Q05 同零跑 A10，上個月銷量分別達 15814 輛同 14372 輛，全部挺進 2026 年 4 月銷量排行全品類前 10，長安啟源全新 Q05 甚至奪得緊緊湊型純電 SUV 市場嘅銷冠。
（長安啟源全新 Q05）
值得留意係，兩款大熱門產品亮點亦唔少，9 萬級可以得到 500km+嘅續航，零跑 A10 甚至配備激光雷達，有高級智駕輔助需求嘅朋友嚟講，呢架車吸引力的確唔低。但係喺價格上，同為高配嘅長安啟源全新 Q05 506Max+ 同零跑 A10 505 激光雷達版，終端價格分別係 9.59 萬同 8.68 萬，手握 9 萬左右預算嘅朋友都可以考慮。明顯係，又去到決賽圈二揀一環節。
（零跑 A10）
如果對預算比較敏感，咁喺長安啟源全新 Q05 同零跑 A10 之間，後者可能更受歡迎，畢竟終端價格實打實平咗幾千元。而且，高配 A10 配有激光雷達，市區/高速情況均能啟動領航輔助駕駛，呢個就係佢嘅優勢所在。當然，如果預算允許，揀長安啟源全新 Q05 高配，都有帶激光雷達嘅高級輔助駕駛。
（長安啟源全新 Q05）
但既然係買車前嘅橫評，唔少全方位對比。首先從尺寸睇，作為緊湊型 SUV，長安啟源全新 Q05 長寬高分別係 4435*1855*1595mm，軸距為 2735mm。而零跑 A10 車型級別就係小型 SUV，長寬高分別係 4270*1810*1635mm，軸距為 2605mm。
（零跑 A10）
如果只係考慮代步、通勤，零跑 A10 嘅細個嘅略有優勢，方便行街串巷。但實際上，好多人買車都要兼顧家用，10 萬內預算也多以剛需用車群體為主。既然係剛需，且有家用需求，嗰空間自然唔好掉鏈子。
（長安啟源全新 Q05）
（零跑 A10）
講返日常家庭出行嚟講，兩車之間 130mm 軸距差異，直接反映喺後排體驗。坐入長安啟源全新 Q05 後排，腿部空間平整兼寬敞，一齊坐 3 位成年人都唔會太擠；但係坐入零跑 A10 後排，無論坐寬定係腿部空間都會細少少。媽咪喺後排照顧孩子，長安啟源全新 Q05 後排更加寬敞嘅空間會更加方便佢操作，孩子都能有更大嘅活動空間。
（長安啟源全新 Q05）
（零跑 A10）
除咗空間，通勤黨同家庭用戶對舒適配置都比較關注。睇嚟對比，兩車都有配電動尾門、無匙進入、自適應遠近光等外部配置。但係從車廂內睇，零跑 A10 副駕無法電動調節，後排靠背都唔支援角度調節，同埋缺少後排空調出風口、車內 PM2.5 過濾裝置等。
（長安啟源全新 Q05）
（零跑 A10）
反觀長安啟源全新 Q05，除咗副駕支持電動調節，前排仲集成咗加熱/通風/按摩/副駕腿托功能，對比零跑 A10 只提供前排座椅加熱，佢嘅品質無疑更上一層樓。包括後排乘員都有少少照顧，例如靠背角度可調、配有後排空調出風口、後排中央扶手/杯架等，更加適合家人同行呢類場景。
（長安啟源全新 Q05）
（零跑 A10）
除咗舒享體驗，行駛系統嘅對比我哋都唔好忽略。首先從大家關注嘅續航睇，長安啟源全新 Q05 同零跑 A10 分別搭載 51.9kWh、53kWh 電池，CLTC 純電續航做到 506km、505km，差異大可忽略。但從電芯供應鏈睇，前者出自寧德時代，後者就係國軒高科/江蘇正力，若論品牌含金量，“寧王”順位自然靠前，更值得信賴。另外，兩車都有全球品質，按照全球嚴苛嘅標準打造，零跑 A10 符合國內、歐盟雙標準，長安啟源全新 Q05 已經喺泰國上市，未來仲會相繼落地多個國家地區，最終開拓歐洲區域，此外仲有央企背書，質量品質都好可靠。
因為本文討論嘅係 A10 嘅 505 版本，採用電池液冷技術，溫控較好，而如果係 403 版本，採用成本低嘅風冷技術，散熱效果較差。呢點上，全新 Q05 做得更好，入門就採用電池直冷技術，高配用嘅係液冷技術，能更好地實現熱管理，保證電池安全。
（長安啟源全新 Q05）
（零跑 A10）
動力方面，長安啟源全新 Q05 同零跑 A10 都係前置單電機佈局，電機最大動力輸出分別係 120kW/190N·m、90kW/150N·m，0-100km/h 加速時間分別做到 8.9 秒同 10.6 秒。坦率嚟講，兩款車喺純電陣營加速性能都中規中矩；但係相對嚟講，長安啟源全新 Q05 嘅 8 秒級零百加速，喺山路行駛、高速超車等情況下會比零跑 A10 更加分。
（長安啟源全新 Q05）
（零跑 A10）
總結嚟講，零跑 A10 505 激光雷達版優勢突出：價格更低、智駕輔助覆蓋範圍更廣，適合預算優先 + 科技嘗鮮嘅消費者。而長安啟源全新 Q05 更強調“全面”二字：加少少預算同樣可以獲得高級輔助駕駛，而且尺寸更大、舒適配置更高、採用頭部電芯供應鏈，動力亦更強，綜合表現更全能。總括嚟講，預算 9 萬級追求面面俱到嘅家用體驗，長安啟源全新 Q05 506Max+ 更加值得考慮。
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.
