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喺馬來西亞嘅 SUV 市場，好買家在揀車嘅時候都會拿 宝马 X5 同 保时捷 Macan 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對比，幫你省返做功課嘅時間。
宝马 X5 喺馬來西亞嘅 OTR 售價係 RM 470,800 - 470,800，一共有 3 個版本，包括 1.5L Standard（RM 86,300）、1.5L Executive（RM 95,300）、1.5L Premium（RM 103,300） 等等。
保时捷 Macan 喺馬來西亞嘅 OTR 售價係 RM 469,000 - 469,000，一共有 4 個版本，包括 2025 55 quattro S line（RM 467,285）、2025 50 quattro Advanced（RM 361,135）、PMT 1874, Lorong IKS BukitTengah 14000 Bukit Mertajam（RM 296,610） 等等。
從價錢來看，保时捷 Macan 嘅入門價比 宝马 X5 平咗 RM 1,800。坦白講，喺呢個價位段，幾千蚊嘅差別其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
宝马 X5 配備 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
保时捷 Macan 配備 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冇咩分別。油耗方面都差不多，唔使太糾結呢一點。
宝马 X5 採用 4WD 驅動方式。
保时捷 Macan 採用 FWD 驅動方式。
宝马嘅 4WD 同保时捷嘅 FWD 喺操控上會有唔同感覺，建議試駕對比。
宝马 X5 保養 5 年/無限里程，保養間隔 每 10,000 公里或 6 個月。
保时捷 Macan 保養 3 年/100,000 公里，保養間隔 每 10,000 公里或 6 個月。
宝马 X5 同 保时捷 Macan 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，就揀配備更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，宝马 X5 同 保时捷 Macan 都係馬來西亞市場好唔錯嘅車型。揀邊輛車，關鍵都係要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，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，好幾多買家喺揀車嘅時候都喺拿路虎 捍衛者同保時捷 卡宴 嚟做比較。呢兩部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對比，幫手節省做功課嘅時間。
路虎 捍衛者喺馬來西亞嘅 OTR 售價係 RM 688,000 - 688,000，一共有 1 個版本，包括 Standard（RM 688,000） 等。
保時捷 卡宴喺馬來西亞嘅 OTR 售價係 RM 609,000 - 1,200,000，一共有 3 個版本，包括 2025 Sportback 2.0T quattro S line（RM 442,112）、2026 卡宴 3.0T（RM 609,000）、2026 卡宴 S 4.0T（RM 1,200,000） 等。
由價錢睇落去，保時捷 卡宴嘅入門價比路虎 捍衛者平咗 RM 79,000。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。
路虎 捍衛者搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
保時捷 卡宴搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
兩部車用緊同一套動力系統，日常開起嚟嘅感覺基本上冇分別。油耗方面都差不多，唔使太糾結呢一點。
路虎 捍衛者嘅安全評級係 TBD，主動安全系統包括 Basic。
保時捷 卡宴嘅安全評級係 TBD，主動安全系統包括 Basic。
兩部車嘅安全評級一樣，喺呢個級數入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
路虎 捍衛者保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
保時捷 卡宴保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
兩部車嘅保修條件一樣，呢方面唔使糾結。實際保養成本仲要看品牌嘅服務網絡同零件價格，建議去車友群問問真實車主嘅經驗。
路虎 捍衛者同保時捷 卡宴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款；如果你更在意性價比同配備，咁就揀配置更豐富嗰款。最後仲係建議兩款都去試駕，親身體驗先至係最重要。
總體嚟講，路虎 捍衛者同保時捷 卡宴都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲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。
喺馬來西亞嘅轎車市場，好多買家喺揀車嗰陣都會拿 Toyota Camry 同 Mercedes-Benz E-Class 嚟做比較。這兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做個詳細嘅比較，幫你省咗做功課嘅時間。
Toyota Camry 喺馬來西亞嘅 OTR 售價係 RM 221,800 - 248,800，一共有 2 個版本，包括 2025 HEV 2.5L Standard（RM 248,800）、2025 2.5L Standard（RM 221,800） 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。
從價錢睇落，Toyota Camry 嘅起步價確實比 Mercedes-Benz E-Class 平咗 RM 142,088。如果你預算有限，Toyota 嘅入門版已經可以滿足日常需要。但都係要注意，平嗰幾千塊，可能喺配備上有取舍，具體就要睇你嘅需要。
Toyota Camry 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 TSS 2.5。
Mercedes-Benz E-Class 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 。
Toyota Camry 採用 FWD 驅動方式。
Mercedes-Benz E-Class 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。
Toyota Camry 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。
Toyota Camry 同 Mercedes-Benz E-Class 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更著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，親身體驗先係最緊要。
總括嚟講，Toyota Camry 同 Mercedes-Benz E-Class 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都係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。買車係件大件事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅轎車市場，好多買家喺揀車嘅時候都會拿梅賽德斯 - 賓士 E-Class 同 奧迪 A3 嚟做比較。兩部車喺價位同 定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省做功課嘅時間。
梅賽德斯 - 賓士 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。
奧迪 A3 喺馬來西亞嘅 OTR 售價係 RM 340,112 - 340,112，一共有 2 個版本，包括 1.5L SkyActiv-G（RM 135,000）、2.0L SkyActiv-G（RM 155,000） 等。
由價錢嚟睇，奧迪 A3 嘅起步價比梅賽德斯 - 賓士 E-Class 平咗 RM 23,776。實話講，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。
梅賽德斯 - 賓士 E-Class 配備 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
奧迪 A3 配備 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
兩部車用緊同一套動力系統，日常開起嚟嘅感覺基本冇咩差別。油耗方面都唔錯，唔使太糾結呢一點。
梅賽德斯 - 賓士 E-Class 嘅安全评分係 5★ (Euro NCAP)，主動安全系統包括 。
奧迪 A3 嘅安全评分係 5★ (Euro NCAP)，主動安全系統包括 Pre Sense。
兩部車嘅安全评分一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔錯，唔使太擔心呢一點。
梅賽德斯 - 賓士 E-Class 採用 FWD 驅動方式。
奧迪 A3 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。
梅賽德斯 - 賓士 E-Class 同 奧迪 A3 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。最終都係建議兩部都去試駕，親身體驗先係最重要嘅。
總體嚟講，梅賽德斯 - 賓士 E-Class 同 奧迪 A3 都係馬來西亞市場幾唔錯嘅車型。揀邊部，關鍵仲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，再去做試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅皮卡市場，好多買家喺揀車嘅時候都會拿馬自達 BT-50 同三菱 Triton 做比較。這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個詳細嘅比較，幫你節省做功課嘅時間。
馬自達 BT-50 喺馬來西亞嘅 OTR 售價係 RM 140,418 - 140,418，一共有 1 個版本，包括 2025 3.0T High Plus（RM 140,418） 等。
三菱 Triton 喺馬來西亞嘅 OTR 售價係 RM 101,930 - 169,930，一共有 7 個版本，包括 2026 Double Cab 2.4T AT Athlete Championship（RM 169,930）、2026 Double Cab 2.4T AT Premium Championship（RM 155,930）、2025 Double Cab 2.4T AT Athlete（RM 159,930） 等。
從價錢來看，三菱 Triton 嘅起步價比馬自達 BT-50 便宜咗 RM 38,488。老實講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
馬自達 BT-50 搭載 2.5L Diesel，馬力 187 hp。官方油耗 8.5 L/100km。
三菱 Triton 搭載 2.5L Diesel，馬力 187 hp。官方油耗 8.5 L/100km。
兩款車用嘅係同一套動力系統，日常開起嚟嘅感受基本冇分別。油耗方面都差唔多，唔使太糾結這一點。
馬自達 BT-50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Brand ADAS。
三菱 Triton 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過馬自達 BT-50 嘅 Brand ADAS 同三菱 Triton 嘅 Basic 喺功能上有啲差異，如果你比較看重主動安全嘅話，可以仔細比較一下兩者嘅功能列表。
馬自達 BT-50 車身長 4400 mm，尾箱 400 L。
三菱 Triton 車身長 4400 mm，尾箱 400 L。
兩款車嘅尺寸幾乎一樣，車廂空間差別唔大。呢個級別嘅車，日常使用完全夠用。
馬自達 BT-50 同三菱 Triton 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，嗰就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親自體驗先係最重要嘅。
總而言之，馬自達 BT-50 同三菱 Triton 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，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。
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拎 Toyota Yaris Cross 同 GWM Haval H6 嚟比較。我哋今日由多個角度做詳細比較，幫你省返做功課嘅時間。
Toyota Yaris Cross 喺馬來西亞嘅 OTR 售價係 RM 99,900 - 109,900，合共 2 個版本，包括 2026 1.5L Standard（RM 99,900）、2026 HEV 1.5L Standard（RM 109,900） 等。
GWM Haval H6 喺馬來西亞嘅 OTR 售價係 RM 139,750 - 139,750，合共 2 個版本，包括 1.5L Turbo Standard（RM 140,000）、1.5L Turbo Premium（RM 155,000） 等。
由價錢睇嚟，Toyota Yaris Cross 嘅起價真係比 GWM Haval H6 平咗 RM 39,850。如果你預算有限，Toyota 嘅入門版已經可以滿足日常需要。但都要注意，平啲嗰幾千蚊，可能喺配備上會有取捨，具體睇返你嘅需要。
Toyota Yaris Cross 裝嵌 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
GWM Haval H6 裝嵌 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。
動力方面，GWM Haval H6 嘅 Hybrid 比 Toyota Yaris Cross 嘅 1.5L 4-cyl 多出 65 匹馬力。不過日常喺市區行嘅話，兩部車嘅動力都足夠，唔會覺得唔夠力。
Toyota Yaris Cross 車身長 4400 mm，後備箱 400 L。
GWM Haval H6 車身長 4400 mm，後備箱 400 L。
兩部車嘅尺寸幾乎一樣，車內空間分別唔大。呢個級別嘅車，日常使用完全足夠。
Toyota Yaris Cross 保養 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
GWM Haval H6 保養 7 年/150,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，Toyota Yaris Cross 同 GWM Haval H6 都係馬來西亞市場幾唔錯嘅車款。揀邊一輛，關鍵始終都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，先至去試駕做最後決定。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 同馬自達 CX-3 嚟做比較。今日我哋從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。
豐田 Corolla Cross 喺馬來西亞嘅 OTR 售價係 RM 133,800 - 148,800，一共有 3 個版本，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）等等。
馬自達 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）等等。
從價錢嚟看，馬自達 CX-3 嘅起步價比豐田 Corolla Cross 平咗 RM 7,641。老實講，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 載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
馬自達 CX-3 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，所以日常開起嚟嘅感受基本冇分別。油耗方面都差唔多，唔使太糾結這一點。
豐田 Corolla Cross 嘅安全評級係 5 星 (ASEAN NCAP)，主動安全系統包括 TSS (PCS, LDA, ACC, LTA)。
馬自達 CX-3 嘅安全評級係 5 星 (ASEAN NCAP)，主動安全系統包括 i-Activsense。
兩款車嘅安全評級一樣，喺呢個級數入面安全配備都算好齊全。依家嘅新車安全性都唔差，唔使太擔心這一點。
豐田 Corolla Cross 保養 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
馬自達 CX-3 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，豐田 Corolla Cross 同馬自達 CX-3 都係馬來西亞市場好唔錯嘅車款。揀邊一輛，關鍵仲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 Chery Tiggo 7 Pro 同 GWM Haval H6 嚟做比較。今日我哋從多個方面做一次詳細比較，幫你省下做功課嘅時間。
Chery Tiggo 7 Pro 喺馬來西亞嘅 OTR 售價係 RM 123,750 - 123,750，一共有 2 個版本，包括 1.6L Turbo Standard（RM 125,000）、1.6L Turbo Premium（RM 140,000） 等等。
GWM Haval H6 喺馬來西亞嘅 OTR 售價係 RM 139,750 - 139,750，一共有 2 個版本，包括 1.5L Turbo Standard（RM 140,000）、1.5L Turbo Premium（RM 155,000） 等等。
由價錢睇，Chery Tiggo 7 Pro 嘅起價確實比 GWM Haval H6 平咗 RM 16,000。如果你預算有限，Chery 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舍，具體就要睇你需要咋。
Chery Tiggo 7 Pro 嘅安全評級係 TBD，主動安全系統包括 Basic。
GWM Haval H6 嘅安全評級係 TBD，主動安全系統包括 Basic。
兩款車嘅安全評級一樣，喺呢個級距入面安全配備都算好齊全。依家嘅新車安全性都唔差，唔使太擔心這一點。
Chery Tiggo 7 Pro 保養包 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
GWM Haval H6 保養包 7 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 7 Pro 同 GWM Haval H6 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更重視品牌口碑同二手價，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。最後都係建議兩款都要去試駕，親身體驗先至最重要。
總體嚟講，Chery Tiggo 7 Pro 同 GWM Haval H6 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都係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，再試駕做最終決定。買車係件大事，費啲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 Volvo XC90 同 Audi Q7 嚟做比較。而家我哋由多個方面做一个詳細嘅比較，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 - 418,888，一共有 1 個版本，包括 2025 2.0T Ultra（RM 418,888）嗰啲。
Audi Q7 喺馬來西亞嘅 OTR 售價係 RM 462,222 - 462,222，一共有 1 個版本，包括 Standard（RM 462,222）嗰啲。
由價錢睇落去，Volvo XC90 嘅起價確實比 Audi Q7 平咗 RM 43,334。如果你預算有限，Volvo 嘅入門版已經可以满足日常需求。但都係要注意，平嗰幾千蚊，可能喺配備上會有取捨，具體睇返你嘅需求咋。
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。
兩款車用緊同一套動力系統，所以日常開起嚟嘅感覺基本冇分別。油耗方面都差唔多，唔使太糾結這一點。
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。
Volvo XC90 同 Audi Q7 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，親身體驗先係最重要嘅。
總體嚟講，Volvo XC90 同 Audi Q7 都係馬來西亞市場幾不錯嘅車型。揀邊一輛，關鍵都要睇返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。
車型概覽
榮威i5 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講保險、輪胎、保養同能源開支，幫你用買家角度篩走唔適合嘅選擇。
售價仍待確認，買家可以先把佢放入候選名單，等價格落實後再同同級車逐項比較。
購車價格指南
榮威i5 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。
如果有幾個版本可揀，可以先將 2026 1.5L 手動版（價格待確認）、2026 1.5L CVT版（價格待確認）、2024 1.5L CVT版（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 榮威i5 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。
自然進氣、4 個 汽缸、1495 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。 129 Ps / 95 kW、158 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 4676 mm、車闊 1838 mm、車高 1498/1491 mm、軸距 2680 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 手動(MT) / 無級變速(CVT)、前置前駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
榮威i5 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：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、售價未清晰前唔應該太早用性價比落結論。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 榮威i5 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「榮威 i5 (Roewe i5) 係咩車？」簡單講，榮威 i5 (Roewe i5) 係一部高性價比嘅燃油家用轎車。 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 榮威i5 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先等售價落實，再決定佢應該同邊個級距比較、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 榮威i5 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。
For the past few decades, Japanese cars, relying on reliability, fuel economy, and global manufacturing systems, have long occupied an important position in the global automotive industry. The endurance and resilience of the Japanese car manufacturing system are also key reasons for their global popularity. Toyota surpassed Volkswagen Group to become the world's largest carmaker in 2020 and still firmly holds the top spot.
However, against the backdrop of the Middle East situation causing international oil prices to surge, Chinese new energy vehicles seem to be quietly impacting the established global automotive market structure.
Statistics from the International Energy Agency (IEA) show that Chinese enterprises account for 60% of global EV sales in 2025. Relying on power battery, intelligent driving, smart cockpits, and supply chain advantages, they achieved a transition from "catchers" to "rule makers" in the EV era. Companies like BYD, Geely, Wuling, Chery, XPeng, Li Auto, and Leapmotor are accelerating their march into global markets, including mature automotive markets like Europe and Japan.
Unlike the large-scale entry into Europe, Chinese car brands choosing to directly enter the Japanese automotive market mainly focus on BYD, Zeekr, Chery, etc., and generally choose to directly enter the local mass-market passenger vehicle sector, competing head-on with Toyota, Honda, and Nissan.
Chinese electric vehicles, equally affordable yet more intelligent, have already brought some impact to the Japanese automotive industry. "In the past, cheap meant bad quality, but now (Chinese cars) product quality has significantly improved. Prices are so cheap, it's hard for Japanese cars to compete." A senior executive of a Toyota primary supplier told Nikkei News.
Nikkei News also commented that Chinese Chery Automobile and BYD plan to launch light EVs in Japan. If competing on the same stage, the situation will inevitably become increasingly severe for Japanese cars.
If the spike in international oil prices caused by the Middle East crisis is the main reason new energy vehicles have been welcomed by European and Japanese consumers in recent months, then a forecast from the IEA still gives an optimistic expectation for new energy vehicle development. IEA predicts that global EV stock will increase to more than 6 times that of 2025 by 2035, accounting for 50% of global car sales.
In this way, a problem also surfaces: Will Chinese new energy vehicles replace Japanese cars first?
Both Japanese Fuel Cars and EVs Are Trapped
Market sales are the most intuitive manifestation of industrial competition.
According to Japanese media statistics, Toyota and Honda's new car sales in China in May decreased by 32% and 49% year-on-year, respectively. In terms of cumulative new car sales in China from January to May, Toyota reached 579,400 units, a 10% decline year-on-year, while Honda reached 173,344 units, a 30% decline year-on-year.
Toyota explained: "After March, affected by the Middle East situation, crude oil and gasoline prices rose, exacerbating the stagnation of the gasoline car market."
In fact, even before the Middle East situation, the Chinese car market had already formed a clear differentiation. The incremental new energy market is completely dominated by local Chinese brands, while Japanese and German car companies can only continuously retreat to the shrinking fuel vehicle stock market. Compared to Japanese cars' cautious attitude in the Chinese new energy vehicle market, German car companies have a more aggressive layout in intelligent electric vehicles.
Even under the pressure of international situations, Toyota, the world's largest carmaker, remains cautious about electrification layout. On May 29, 2026, Japanese media reported that Toyota Motor will suspend the development of new generation pure electric vehicles (EV).
Lexus LF-ZC Concept Car
Specifically, Toyota suspended the mass production model of Lexus pure electric sedan "LF-ZC". This car was originally scheduled to be launched in 2027. It is a flagship model tasked with Lexus' electrification transformation mission. In addition to carrying new high-performance batteries, it also utilizes "Integrated Die Casting" technology to achieve one-piece molding of parts using aluminum casting. As a new generation EV gathering the latest Toyota technological essentials, it received high attention from the market. Announcing the suspension of R&D after two delays further shocked the outside world.
Japanese media analysis pointed out two reasons behind Toyota suspending the development of the LF-ZC model: First, the United States revoked tax credits for EV purchases and other policies, and Europe also cancelled the policy prohibiting the sale of internal combustion engines in principle by 2035. Second, the rise of Chinese cars, especially the competitive barriers established by Chinese car companies relying on domestic suppliers, autonomous driving, and internet-of-vehicles technologies.
Once the core moat technology of Japanese cars, fuel-electric hybrid technology is now being chased by domestic DM-i and Thor DHT plug-in hybrid technologies, continuously siphoning off Japanese hybrid stock users with lower fuel consumption on low battery and stronger power performance.
At the same time, what brought the biggest impact to Japanese cars is that Chinese new energy vehicle exports have become a new growth curve. In 2025, the export volume of domestic new energy vehicles doubled significantly, selling far to global markets such as Europe, Southeast Asia, and the Middle East, having shaken off the low-end cheap label, with brand power and product power upgrading synchronously.
Adding insult to injury for Japanese cars, due to the continued blockade of the Strait of Hormuz, Toyota Motor announced in late May 2026 plans to cut overseas production by about 83,000 units before November, mainly reducing the production of fuel vehicles facing the Middle East and Asian markets.
If looking only at the Chinese market, a tacitly understood reality is that, in the short term, Japanese cars still have stable fuel vehicle stock space. However, with the improvement of domestic charging infrastructure and the popularization of consumer electrification awareness in the medium and long term, the stock of fuel vehicles will also continue to shrink, and the decline in Japanese car sales will become the norm.
Intelligence Generation Gap, Chinese Cars' Killer App in Japan
Recently, Japanese research company MM Institute (Minato-ku, Tokyo) released the results of a survey on Japan's autonomous bus practical testing project. The results show that among the vehicles used in the 2025 annual practical testing, Chinese BYD ranked first with 36.4%. The combined share of Chinese manufacturers reached 50.3%.
It is understood that the survey object for this time was L2-level and above autonomous driving buses, and the project mainly focused on road driving practical testing for ordinary passengers. In 2025, there were a total of 143 vehicles used in practical testing projects nationwide in Japan, an increase of 18 vehicles over the previous year.
Looking at the share of each company, BYD ranked first, France's Navya second, and the third place was Estonia's Auve Tech accounting for 12.6%, China's intelligent solution supplier WeRide accounting for 2.8%.
If electrification is the choice of different technology routes between Chinese and Japanese car companies, then intelligence is the core track that completely widens the generation gap between the two sides. Japanese media reports write: Multiple Japanese car company executives publicly admitted that Japanese car companies are at least five years behind Chinese car companies in smart cockpits and high-level autonomous driving.
If calculated based on the traditional car iteration rhythm more familiar to Toyota and other car companies, a 5-year gap is a whole generation of cars.
Japanese media believes the reason for this difference in car building is the different underlying car building logic of the two sides.
The person in charge of MM Institute's survey said: "Most autonomous practical testing projects in Japan are led by startup companies. Such projects are more inclined to adopt vehicles from overseas manufacturers." While he has high hopes for domestic Japanese manufacturers, he also pointed out: "Considering safety aspects, some manufacturers are cautious about practical testing, and there are also concerns about price".
In fact, mainstream domestic autonomous new cars are all equipped with native intelligent electric architectures, standard full vehicle OTA upgrades, and the vehicle can update the in-vehicle system, voice interaction, energy consumption control, assisted driving functions, etc., online throughout its life cycle, achieving "getting newer with use".
At the same time, 8155/8295 flagship chips, continuous voice interaction, multi-screen interconnection, and localized ecosystem adaptation have become standard equipment for 200,000-level family cars. The intelligent experience fits domestic user needs and has long become an "cannot go back after use" travel mode for Chinese car owners. This strategy of "dimensionality reduction attack" using intelligence against non-smart cars might also be feasible in the Japanese market. After all, Japanese car companies still follow fuel car development logic, hardware is fixed so functions are locked, most models do not support full vehicle OTA, and chip performance is "lagging behind since departure".
Not to mention, starting from the end of 2025, more than ten domestic brands have begun testing L3-level autonomous driving commercial operations, and more new force car company heads believe that from a technical level they can "go straight to L4". XPeng recently launched XPeng GX which has already pre-installed Robotaxi capabilities. This intelligent leadership tag will also help improve the image of Chinese cars in overseas markets.
Global Market, Chinese Cars and Japanese Cars Must Fight
The replacement of Japanese cars by Chinese electric vehicles is not limited to the domestic market. In the future, on a global scale, it will continue to impact Japanese cars' overseas advantage markets cultivated for half a century, completely rewriting the global automotive competition pattern.
According to statistics, in 2025, the market share of Chinese brands in Southeast Asian new energy markets broke through 22.2%, BYD single brand market share in Thailand's pure electric market exceeded 70%. In the entry-level family car markets of Indonesia and Vietnam, Chinese electric vehicles have begun to shake the monopoly of Japanese fuel cars in local markets.
Great Wall Motor in Thailand, image source: Great Wall Motor
In the European market, even facing tariff barriers and strict localization requirements, domestic new energy and plug-in hybrid models still maintain positive growth. They rank high in the new energy sales list in countries such as the UK, Norway, and Spain. Especially in recent months, affected by rising international oil prices, the sales of Chinese new energy vehicles in Europe continue to rise.
In Japanese traditional advantage markets such as Mexico and South America, Chinese electric vehicles continue to increase their market share with high cost-performance and reliable three-electric technology, continuously replacing traditional Japanese fuel models. With Canada opening the new energy vehicle market to Chinese car companies, the volume of Chinese new energy vehicles in North America will also steadily increase in the future.
BYD enters the Japanese K-car market, image source: BYD Fan Home
Especially worthy of mention is in the Japanese market. In the past two years, BYD, Wuling and other brands have completed right-hand drive modifications and local certifications, officially landing in the Japanese market. BYD ATTO3 remains stable in the Japanese small electric vehicle sales list, and the market share of Chinese brands in Japanese new energy segments continues to break through.
Reporter's Note
Returning to the question at the very beginning of the text: Will Chinese new energy vehicles replace Japanese cars first?
It is unavoidable that Japanese cars have half a century of accumulation in advantage markets and still cannot be shaken by Chinese car companies in the short term. However, if focusing on the long-term 5-10 year dimension, global fuel ban policies continue to land, electrification and intelligence become the main industry tracks, and the technical barriers of Japanese cars in the fuel era will begin to collapse.
If Japanese cars cannot quickly solve short boards, then the problems of intelligence capability, supply chain system, and slow transformation will also continue to amplify in the future 10 years. During this period, Chinese electric vehicles might greatly squeeze Japanese car shares, thereby rewriting the global automotive map.
車型概覽
奧迪TTS 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。 呢篇會集中講下訂前最容易忽略嘅問題，幫你用買家角度篩走唔適合嘅選擇。
可用資訊集中喺車型定位、圖片同版本名稱，現階段更適合先做候選名單，再等價格同詳細規格落實。
購車價格指南
奧迪TTS 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。
未有清楚版本資訊時，唔建議單靠外形下決定；先諗清楚你需要代步、家庭出行、長途巡航，定係想要更有個性嘅座駕。
核心規格重點
睇 奧迪TTS 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。
奧迪TTS 現階段最值得留意係車型定位同版本方向，詳細取捨應該等價格同規格更清楚再作決定。
優缺點分析
奧迪TTS 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：車型定位清楚，適合作為同級比較起點。
要留意嘅係，售價未清晰前唔應該太早用性價比落結論。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 奧迪TTS 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「奧迪 Audi TTS 香港仲買到新車嗎？」簡單講，同樣地，奧迪 Audi TTS 已停產，目前香港市場以二手盤源為主。 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 奧迪TTS 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：先由用途、品牌售後、車身大小同版本定位開始比較。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 奧迪TTS 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。
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。
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。
BYD officially released the May 2026 production and sales flash report, with new energy vehicles from all brands reaching a monthly sales volume of 383,453 vehicles, a slight increase of 0.26% year-on-year, achieving year-on-year positive growth in monthly sales after ten months; among them, passenger car deliveries reached 376,990 units, surging 19.4% month-on-month, wiping out the pain of previous model iterations, presenting a new pattern where the domestic base is stable, overseas sales are soaring, and high-end brands are scaling up across the board. Amidst the market environment of intensified competition in the domestic new energy sector, Tesla FSD entering China, and an intense launch of independent new products, it has forged a unique structural growth path.
The Dynasty and Ocean main brands combined sold 330,215 vehicles in May, accounting for over 80% of the group's total sales, remaining the stabilizer for BYD's sales volume. The full series had 8 models exceeding 20,000 units in monthly sales, covering products from 50,000 entry-level commuter to 200,000 home SUV.
Inside the Dynasty Network, the Yuan family sold 56,691 units, and the Song family 51,370 units. Both crossed the 50,000 threshold, becoming two major sales pillars for the brand, catering to home commuter and urban-rural travel needs; the Qin family followed closely with a stable performance of 28,360 units. The Han and Tang series maintained a volume in the six-thousand range, deeply cultivating the mid-to-large home sedan and SUV niche markets; the brand new model Xia is in the market cultivation phase, delivering 1,810 units monthly, with potential for steady volume growth as channels expand.
The Ocean Network's growth momentum is even more rapid, with 5 models entering the 20,000 club across the series: Sealion 42,615 units, Seal 34,117 units, Seagull 39,919 units, Dolphin 22,260 units, and Song PLUS 27,755 units. Among them, Seagull remains the best-selling entry-level commuter model thanks to its affordable pricing of 60,000-80,000. Sealion, as a new volume model, stands firm at the 40,000 level upon launch, filling the mid-size SUV product gap in the Ocean Network and perfecting the Ocean product tier layout. From commuter small cars to compact SUVs, the two main brands rely on DM-i hybrid and pure electric dual-line technologies to牢牢锁住 the mainstream home market share within 150,000 domestically.
Fang Cheng Bao Year-on-Year Surges 139.7%, Brand Upward Positioning Takes EffectThe high-end matrix of Denza, Fang Cheng Bao, and Yangwang sold a combined 46,489 vehicles in May, officially breaking away from the niche positioning to become a new pivot for BYD's brand premium and profit growth, breaking the industry curse of difficulty in high-end breakthrough for domestic brands.
The off-road brand Fang Cheng Bao sold 30,186 units monthly, surging 139.7% year-on-year, creating a new high in monthly sales since the brand launched. Its Titanium 7 model sold 18,280 units monthly, while Leopard 5 and Leopard 8 output remained stable, continuously squeezing the survival space for joint venture and imported models in the 250,000-400,000 hardcore off-road niche market.
Denza delivered 16,303 units in May, with the MPV benchmark D9 selling 6,721 units, and the Z9 series close to 6,000 units. MPV and mid-to-large sedan dual-line efforts helped them stand firm in the luxury new energy track; the million-level ultra-luxury brand Yangwang continued its steady climb, delivering 286 units that month, a year-on-year increase of 105.8%, completing market verification of the domestic brand ceiling product and forming a full price range product layout from 100,000+ home, 300,000-400,000 off-road, 500,000 luxury MPV to million-level flagship.
In May, BYD's overseas sales of passenger cars and pickup trucks reached 160,177 units, surging 80.7% year-on-year. Exports accounted for over 42% of the full series total sales, setting a new historical high for brand export and becoming the core driving force to stabilize May overall sales and achieve year-on-year positive growth.
Southeast Asia, Europe, and Latin America became the main incremental markets. Seagull, Song PLUS, and Yuan series continued to top new energy best-seller lists in multiple countries; the SHARK pickup truck exceeded 4,000 units in monthly exports for two consecutive months. Relying on the completion of localization production in Thailand, Brazil, Hungary, and Uzbekistan with four overseas vehicle factories, localized production continues to land, avoiding tariffs while rapidly penetrating terminal channels. Against the background of stock market competition in the domestic auto industry and normalized price wars, the rapidly expanding overseas market effectively counteracts sales volatility brought by domestic model iterations, officially upgrading from a supplementary market to BYD's core growth engine. As of now, BYD's global cumulative new energy vehicle sales have exceeded 16.5 million units, with the globalization map continuously broadening.
Intelligent Driving Empowers Product Iteration, H2 New Products Prepare to Surge VolumeMay marked a key node in BYD's intelligent driving landing, with the God's Eye intelligent driving system becoming a core bonus point for models: the number of vehicles with advanced intelligent driving across all brands exceeded 3.15 million, with daily road test data exceeding 200 million kilometers; that month, BYD implemented City Pilot and Smart Parking dual safety backup services, becoming the world's first auto manufacturer to achieve dual intelligent driving backups. Three days after policy implementation, the activation rate of models equipped with the God's Eye system in cities surged 50%. Intelligent driving experience upgrades directly drove in-store order conversion, solidifying product competitiveness for subsequent models to continue volume sales, and facing the intelligent driving market shock brought by FSD entering China.
From data details, BYD's cumulative sales from January to May 2026 were 1,405,039 units, down 20.32% year-on-year. The core reason is that the full series of main models were concentratedly iterated, and the capacity ramp-up of the 2nd Gen Fast Charge Blade Battery was restricted. The new Flash Charge Battery upgraded fast charging and low-temperature performance. Full series iteration models prioritized installing new batteries, but production line retrofitting dragged down capacity release. Order backlogs on popular models and delayed deliveries compressed the May delivery volume to a certain extent.
As the end of the second quarter approaches and the 2nd Gen Blade Battery capacity continues to release, coupled with new models such as Denza N8L, Fang Cheng Bao Titanium 7 Pure Electric Version, Sealion 05, and Xia L landing the market, the industry generally predicts that BYD's full brand sales in June are expected to exceed 400,000 vehicles. Relying on the four-dimension development logic of low-end volume locking share, high-end raising profit, overseas pushing volume, and intelligence improving product power, amidst the intensified new energy elimination round in the domestic market, BYD's full category layout advantage continues to amplify, securing its status as the domestic new energy leader, accelerating steadily towards global top auto manufacturers.
比亞迪正式發布 2026 年 5 月產銷快報，全品牌新能源汽車單月銷量 383453 輛，同比微增 0.26%，時隔十個月實現單月銷量同比轉正；其中乘用車交付 376990 輛，環比大漲 19.4%，一掃前期車型換代陣痛，呈現國內基本盤穩固、海外銷量狂飆、高端品牌全線放量的全新格局，在國內新能源內捲加劇、特斯拉 FSD 入華、自主新品密集上市的市場環境中，走出獨有的結構性增長路線。
王朝 + 海洋兩大主力品牌 5 月合計售出 330215 輛，佔據集團總銷量超八成，仍是比亞迪銷量壓艙石，全系列共 8 款車型單月銷量突破 2 萬台，產品從 5 萬入門代步到 20 萬家用 SUV 實現全覆蓋。
王朝網內部，元家族 56691 輛、宋家族 51370 輛。雙雙跨過五萬門檻，成為品牌兩大銷量支柱，兼顧家用代步與城鄉出行需求；秦家族緊隨其後交出 28360 台穩定表現，漢、唐系列月銷維持六千級體量，深耕中大型家用轎車、SUV 細分市場；全新車型夏處於市場培育期，單月交付 1810 台，後續隨渠道鋪開有望穩步上量。
海洋網增長勢頭更為迅猛，全系五款車型跨入兩萬俱樂部：海獅 42615 台、海豹 34117 台、海鷗 39919 台、海豚 22260 台、宋 PLUS 27755 台。其中海鷗憑藉 6-8 萬親民定價穩居入門代步銷冠，海獅作為全新走量車型上市即站穩四萬量級，補齊海洋網中型 SUV 產品空白，完善海洋產品梯隊佈局。從代步小車到緊湊 SUV，兩大主品牌依托 DM-i 混動與純電雙線技術，牢牢鎖住 15 萬以內國內主流家用市場份額。
方程豹同比暴漲 139.7% 品牌向上落地見效騰勢、方程豹、仰望組成的高端矩陣 5 月合計銷售 46489 輛，正式擺脫小眾定位，成為比亞迪品牌溢價與利潤增長新支點，打破自主品牌高端化難破局的行業魔咒。
越野品牌方程豹單月 30186 輛，同比暴漲 139.7%，創下品牌上市以來月度銷量新高，旗下鎦 7 單月 18280 台，豹 5、豹 8 穩定輸出，在 25-40 萬硬派越野細分市場持續擠壓合資、進口車型生存空間。
騰勢 5 月交付 16303 台，MPV 標桿 D9 售出 6721 台，Z9 系列近 6000 台，MPV、中大型轎車雙線發力，站穩豪華新能源賽道；百萬元級超豪華品牌仰望穩步爬坡，當月交付 286 台，同比增幅 105.8%，完成自主品牌天花板產品的市場驗證，形成從十幾萬家用、三四十萬越野、五十萬豪華 MPV 到百萬元級旗艦的全價格帶產品佈局。
5 月比亞迪乘用車和皮卡海外銷量 160177 輛，同比大漲 80.7%，出口佔全系總銷量突破 42%，創下品牌出海歷史新高，成為穩住 5 月整體銷量、實現同比轉正的核心驅動力。
東南亞、歐洲、拉美成為主力增量市場，海鷗、宋 PLUS、元系列持續登頂多國新能源熱銷榜單，SHARK 皮卡連續兩月單月出口突破 4000 台；依托泰國、巴西、匈牙利、烏茲別克斯坦四大海外整車工廠落地投產，本地化生產持續落地，規避關稅同時快速下沉終端渠道。在國內車市存量競爭、價格戰常態化背景下，高速擴容的海外市場有效對沖國內車型換代帶來的銷量波動，正式從補充市場升級為比亞迪核心增長引擎。截至當前，比亞迪新能源汽車全球累計銷量已經突破 1650 萬輛，全球化版圖持續拓寬。
智駕賦能產品迭代 下半年新品蓄力衝量5 月比亞迪智能化落地迎來關鍵節點，天神之眼智駕系統成為車型核心加分項：全品牌搭載高級智駕車型保有量突破 315 萬輛，日均路測數據超 2 億公里；當月比亞迪落地城市領航、智能泊車雙安全兜底服務，成為全球首家實現兩項智駕兜底的車企，政策落地三天後，搭載天神之眼系統車型的城市 NOA 激活率暴漲 50%，智能化體驗升級直接拉動終端到店訂單轉化，為後續車型持續走量築牢產品競爭力，直面 FSD 入華帶來的智駕市場衝擊。
從數據細節來看，2026 年 1-5 月比亞迪累計銷量 1405039 輛，同比下滑 20.32%，核心誘因是全系主力車型集中換代、第二代閃充刀片電池產能爬坡受限。新款閃充電池升級快充與低溫性能，全系換代車型優先換裝新電池，但產線改造拖累產能釋放，熱門車型訂單積壓、交付延後，一定程度壓縮 5 月交付體量。
隨著二季度末二代刀片電池產能持續釋放，疊加騰勢 N8L、方程豹鎦 7 純電版、海獅 05、夏 L 等多款新車陸續登陸市場，業內普遍預判比亞迪 6 月全品牌銷量有望突破 40 萬輛。依托低端走量鎖份額、高端提利潤、海外衝增量、智能化提產品力的四維發展邏輯，在國內新能源淘汰賽加劇的當下，比亞迪全品類佈局優勢持續放大，坐穩國內新能源龍頭，加速向著全球頭部車企穩步邁進。
1405 年，大明永樂三年六月十五日。
明成祖命令四品內官監鄭和率領二百四十多艘大船，兩萬七千四百名船員組成嘅船隊出航，訪問 30 餘個喺西太平洋同印度洋嘅國家。
鄭和嘅船隊上裝滿咗青花瓷、絲綢、金銀器、香料等貿易出口商品，仲有明朝皇帝賞賜畀各國節度使嘅禮儀服飾、禮器、以及精美嘅絲織品。
鄭和指揮嘅呢支世界上當時最大嘅船隊七下西洋，其航線被後來歷史學家稱為海上絲綢之路。
600 多年後嘅今天，另一艘比這大得多嘅船再次鳴笛啟航。
只不過呢一次，船上冇精緻嘅絲綢同瓷器，而係裝滿咗汽車，新能源汽車。
中國車企嘅出海之路，從即刻開始。
01. 戰線唔會講慌
一個事實係，過去嘅 5 年入面，好多傳統品牌喺全球嘅戰略都係兩個字，收縮。
奔馳關停咗巴西乘用車工廠，福特甚至唔喺巴西生產整車，通用退出咗泰國製造，日產關閉咗西班牙巴塞羅那工廠……仲有好多歐洲工廠嘅產能利用率，甚至唔夠 10%。
接手嘅，正係從 2023 年開始，喺海外瘋狂擴張嘅中國車企們。
比亞迪喺巴西 Bahia 佈局工業基地，奇瑞透過 Ebro 重啟西班牙原日產巴塞羅那工廠，長城收購巴西原奔馳工廠同泰國 Rayong 原通用工廠，零跑、東風等品牌則透過 Stellantis 嘅現有體系，探索歐洲本土化生產。
有啲人將呢個現象，稱為出海 2.0 時代：
相比 1.0 時代嘅整車出口，中國車企唔單止敲開咗世界嘅大門，仲開始喺全球建設新嘅基地。
放眼全球，泰國已經成為比亞迪、長安、廣汽埃安、長城等品牌嘅重要生產基地，亦係東南亞同澳大利亞嘅出海「橋頭堡」；
巴西，則憑藉住比亞迪、長城、廣汽、吉利/雷諾等合作項目，輻射南美汽車市場；
土耳其依然發揮住歐亞大陸橋嘅作用，幫中國車企撬開歐洲市場同西亞地區嘅大門……
2025 年，中國新能源車出口 343 萬輛，同比暴漲 70%；純電車型出口 260 萬輛，市值約 700 億美元，同比增長 43%。
其中，有 66 個國家嘅進口額超過 1 億美元，前三位嘅比利時、英國、阿聯酋進口額分別係 66 億、59 億、35 億美元——
進口商品嘅購物車入面，每湊夠 300 萬美元，就要配上一台中國電動車。
如此瘋狂嘅出口增長，顯然動咗太多人嘅奶酪。
歐盟嘅反補貼調查同加徵關稅，就係前車之鑑。
因此，本地建廠就成為咗中國車企出海嘅唯一解。既能規避關稅風險、降低物流成本，仲能進一步接近終端用戶，亦能滿足當地對於就業同稅收嘅政策要求，一石三鳥。
據不完全統計，呢份中國車企收購同新建工廠嘅表格，真係好長。
從數據嚟講，2022 至 2024 年呢 3 年時間入面，中國企業喺新能源車價值鏈嘅海外直接投資年均達 304 億美元，首次超過國內投資。
戰報會講慌，戰線唔會。敏銳嘅資本，一定會將錢投入到利潤更高嘅地方去。
但正如嗰句話所講，命運贈送嘅禮物，早已喺暗地標註好咗價格。
02. 外國人嘅錢，好賺㗎？
據乘聯會數據顯示，2026 年第一季，汽車行業整體利潤率下探到咗 3.2%，遠低於下游工業 6% 嘅水平，相比前幾年更加係直接腰斬。
卷到麻木嘅車企，或主動或被動地，將眼光投去咗競爭唔飽和嘅海外。
但對於中國車企嚟講，海外建廠、收購舊工廠、接手閒置產能，並唔係簡單地將國內成熟模式複製出去，而係進入咗一個法律、工會、供應鏈、政策同品牌輿論都完全唔同嘅體系。
呢度亦同樣暗藏殺機。
前幾日，國際能源署 IEA 推出咗《Global EV Outlook 2026》研究報告。其中有一項數據，格外令人深思：
截至 2025 年，中國車企嘅海外年產能達 170 萬輛，其中泰國佔比超 30%，印尼超 20%，佈局嘅重點都係喺東南亞。
但問題係，呢兩地嘅產能利用率只有 20% 同 15%！
呢點即係話，中國車企海外擴產，面對嘅第一個風險就係：一旦銷量撐唔住，就係產能過剩。要么工廠閒置，要么減價促銷。
第二個風險點係，低價接盤來嘅舊工廠可能並唔係撿漏，而係歷史包袱。
好多工廠被車企無情拋棄，並唔一定係因為銷量唔振，仲有生产效率低下、設備老化、車型平台唔啱、生产成本居高不下等等。
以俄羅斯為例，日產同大眾撤出之後，其舊工廠被俄羅斯本土企業 Vaz（亦即係我哋知道嘅伏爾加）汽車廠所管理。
該廠生產嘅拉達汽車技術老化，甚至欠缺生產新能源車所需嘅高壓操作環境。連員工都係做咗一世燃油車嘅技術工人，根本搞唔明新能源平台同快節奏生產。
如果要重新搭建生產新能源車所需嘅三電系統、軟件標定、電子電氣架構、熱管理同高壓安全體系，改造成本同建一座全新工廠一樣，產線、質素體系、供應鏈、人員培訓……都要重新調整。
第三個就係工會同合規風險，會俾好多企業嚴重低估。
大家喺國內習慣咗嘅高強度、高回應速度同集中式管理，並唔可以喺海外簡單複製。習以為常嘅宿舍上下鋪，甚至都會引發勞工合約、住宿同用工條件嘅調查。
由於好多國家嘅工會權力極大，一旦組織罷工，對生產嘅衝擊將無法再大，甚至會影響未來嘅工廠審批、政府補貼、公眾輿論、投資者關係同品牌形象。
第四個風險，來自供應鏈：整車本地化容易，核心零部件本地化好難。
一輛新能源車嘅競爭力，核心唔喺總裝工廠，而係一整套從三電到熱管理、從電子電氣架構到軟件、從輪胎到車窗嘅成本控制能力。
中國車企，可以喺海外快速建立總裝廠。
但關鍵零部件仲係要由中國進口，問題就嚟咗——
物流週期長，庫存成本高；匯率波動影響成本；關稅比例可能隨時調整；當地售後備件供應壓力大；如果政策十分緊張，電池、晶片呢啲關鍵零部件，仲要接受審查。
冇錯，同歐洲車企喺电气化轉型時，遭遇嘅「被中國電池卡頸」嘅情況一樣。
最後一個風險，就係產能利用率同市場導向嘅風險。
就好似前面提到嘅，東南亞市場規模細、消費能力差。喺當地廉價嘅建廠方案，什麼時候先至可以跑滿產能？
而有消費能力嘅歐洲，已經緊急撤回咗「2035 禁售燃油車」嘅法案，歐洲車企即將回歸燃油車、甚至係大排氣燃油車嘅生產。
到嗰陣，回歸傳統燃油車嘅歐洲市場，仲有冇中國車企嘅一席之地？
呢啲，都係準備出海嘅中國車企們，所必須考慮嘅。
03. 一切過往，皆係序幕
對任何一家全球企業嚟講，出海呢件事，都一定係挑戰同機遇並存。
40 年前入華嘅大眾，10 年前入華嘅特斯拉，近幾年喺全球「開枝散葉」嘅 BYD、GEELY、GWM……無一例外。
幸運嘅係，拋開技術優勢、成本控制能力同完備嘅零部件供應鏈唔論，中國車企仲有最得天獨厚嘅一個優勢：用戶。
剛剛過去嘅 4 月，比亞迪喺英國賣出咗 12754 輛純電車，超越特斯拉榮膺純電銷冠；奇瑞則係憑藉三品牌戰略，成為唔加修飾語嘅全品類銷量第二名，僅次於大眾。
喺呢類冇關稅設限、車企可以公平競爭嘅國家同地區，物美價廉嘅中國車，就係用戶「踏實過日子」嘅不二之選。
600 多年前，鄭和率領船隊七下西洋，以東方文明嘅氣度連接海洋、貿易同遠方；
600 多年後嘅今天，中國車企亦正式開啟咗屬於自己嘅「大航海時代」。
由歐洲到東南亞，由南美到中東，由整車出口到海外建廠，由收購舊廠到重啟閒置產能，中國汽車正沿住新嘅全球航線，駛向世界產業體系嘅深處。
呢場遠航，標誌住中國汽車工業從追趕者走向參與者，從參與者走向塑造者嘅歷史性轉身。
誠然，中國車企要面對更複雜嘅全球市場、法律法規、勞工關係、供應鏈體系，亦需要喺產品之上，由零搭建品牌信任。
但屬於中國車企嘅 One Piece，先至剛剛啟航：
嗰啲被重新點亮嘅海外工廠，嗰啲重新轟鳴嘅產線，嗰啲跨越國界嘅投資同合作，既係中國製造實力嘅證明，亦係中國車企融入世界、承擔責任、共建產業生態嘅里程碑。
未來，仲可唔可以真正成為全球汽車工業嘅重要建設者，取決於中國車企可唔可以喺唔同嘅文化背景之下扎根，喺唔同嘅市場贏到信任，喺大陸同大陸之間建立合作。
一切過往，皆係序幕。
新嘅航路已經展開，真正嘅遠航先至剛剛開始。
In Autumn 1958, SAIC's automotive history began in a "lane-side workshop".
Without large machine tools or manufacturing bases, the first generation of car builders relied solely on disassembling overseas sample vehicles. With just hammers in hand, they hammered out car bodies and sheet metal. Prior to "National Day" that year, Shanghai's first "Phoenix" sedan officially rolled off the line and went to Beijing for the parade. This car, forged in the most primitive handmade style, completed SAIC's leap from 0 to 1.
Everything at SAIC Group started with this "Phoenix" sedan.
But what truly moved me was not those old business stories of "golden phoenixes hatching from grass nests", nor the countless industry records created in the past; but rather why, 71 years later today, facing unprecedented technological changes, SAIC can still lead the way into the "100-million club" and demonstrate strong vitality and calling power in the game of static market stock.
In China's and even global business history, manufacturing enterprises that can span decades and reach a 100-million volume level are rare. Previously, only Toyota, Volkswagen, General Motors, Ford, Honda, Nissan, and Hyundai had crossed this threshold.
SAIC is the eighth and also the first Chinese brand. Under the wheels of the times, countless once-glorious companies fell like meteors. SAIC Group with 71 years of automotive foundations is absolutely a corporate sample worth deep study.
How did one enterprise "fight" for 71 years?
Today's business world is obsessed with "speed". Brands are keen on creating concepts, grabbing windfalls, and betting on short-term hit products. Under the drive of capital discount rates, countless enterprises are struggling to run in the shroud of algorithms.
But in the eyes of SAIC Group that has traversed long cycles, the business world has another set of heavier logic: not looking at windfalls, but only at the era's "topic/questions".
SAIC's ability to cross a 71-year long cycle lies in the fact that it has always been in sync with the pulse of the times. It never acts as a speculator of windfalls, but rather as the writer of every era's topic. When we trace back each breakout by SAIC at key nodes, we can understand why it became the first automotive group in China to cross the "100-million" threshold—those openings written in history are essentially the most accurate responses of SAIC to the anxieties of that time.
Starting from a lane-side workshop in the 1950s, to taking the road of reform and opening up first in the 1980s, after 6 years of difficult negotiations to establish China's first passenger car joint venture SAIC Volkswagen, to creating the "Shanghai Speed" of 23 months from factory construction to vehicle delivery in the 1990s via SAIC GM deepening joint venture cooperation, to strongly attacking the independent brand in the early 2000s, to actively implementing national instructions in the last decade and leading the comprehensive transformation to new energy... In nearly a century, SAIC experienced the transformation of the planned economy, the baptism of the market economy, the impact of the globalization wave, and the ruthless involution in the deep blue waters of intelligence and electricity today. Every technological iteration and industry reshuffle was a "life-or-death" moment, but SAIC stood steadily on the wave of the times every time.
SAIC inherited in the wave of the times is anchored on the "understand cars better understand you" causal chain with low variables and high reuse. Because no matter how drastic the external environment changes, human desire for beautiful mobility, certainty pursuit of high quality and safety, will not change due to dynastic changes or technological revolutions. People in the past needed a reliable fuel car to shelter from wind and rain, people today also need a smart cockpit with communication understanding and high safety.
When such precise response to user needs is repeatedly verified, classics are formed.
In 1983, the first Shanghai Santana sedan was successfully assembled, not only allowing Chinese families to use world-class quality cars, but also driving the domestication enlightenment of the entire Chinese auto parts system; In 2016, SAIC and Alibaba cross-boundary cooperation launched the world's first mass-produced Internet car Roewe RX5, letting cars evolve from cold mechanical tools to intelligent terminals with temperature; Until today, whether it is the Roewe i6 with 60,000 yuan level standard Qualcomm 8155 chip and Doubao Large Model, or the Shangjie Z7 with whole series standard Huawei Qiankun Smart Driving ADS 4.1 and 896-line LiDAR, or the Huajing S bringing high-level smart driving into the 150,000 yuan level family market, SAIC is always responding to consumer expectations with practical actions of "equity-driven advancement".
For every car delivered, there is one more point of trust. When this utility is verified 100 million times, trust becomes the most solid competitive barrier.
We can see the closed loop of this causal chain in countless users' real lives.
At the SAIC Volkswagen Anting base, the 99,999,999th new car delivered—Volkswagen ID.ERA9X—its owner is former German men's football national team player Yang Chen. As the first Chinese player to land in the Bundesliga, Yang Chen's life has always carried a resilience of "dare to move forward, also need to be steady". He witnessed instantaneous changes on the field, firmly believing that true strength is never a flash in the pan, but long-term trust and solidity. His choice of the flagship SUV of SAIC Volkswagen's new new energy sequence is exactly this long-termism life background and German exquisite car-making craftsmanship deep resonance.
Similarly spanning time and space is also Natalia, an intern doctor in London, UK. That classic MGB sports car of her grandfather was her childhood's most shining memory, this emotional bond prompted her to become the owner of MG4EV Urban. Two generations, two cars, one brand, this is the perfect fusion of classic inheritance and contemporary lifestyle.
Whether in the East or West, time has verified quality, quality precipitated trust.
Opposing "Organizational Entropy Increase", Reshaping Industrial Base with System "Negative Entropy Flow"
Grand delivery numbers are just the result on the water surface, what truly supports the 100-million building underneath is the extremely rigorous industrial moat of the enterprise for decades.
In physics, there is a hopeless "Law of Entropy Increase": Any closed system will spontaneously move from order to disorder, eventually returning to chaos.
The automotive industry is exactly a huge quagmire easy to fall into "Entropy Increase"—when tens of thousands of parts, millions of industrial workers, and long time lines intertwine, human nature's fatigue, compromise, and "good enough" farming thinking, will let the huge production line go out of control like a virus.
All multinational auto companies in the world, always doing one thing is maintaining the high order of the system and product consistency.
In 1987, when SAIC was fully attacking Santana domestication, the supporting parts enterprises were still full of crude workshop habits. SAIC did not first preach grand quality strategies, but unexpectedly launched a "hygiene reform" across the entire group—forcingly installing toilet paper rolls and dryers in restrooms.
In the "Broken Windows Theory" of criminology, an unpatched broken window will condone more destruction. SAIC sharply noticed that employees using newspaper to defecate causing pipelines to clog repeatedly, was the most dangerous "broken window" in the large industrial system. If the enterprise condones this most basic disorderly behavior, then on the micron-level precision assembly line, compromise on errors will inevitably breed.
This detail "Toilet Reform" was the first "Negative Entropy Flow" injected by SAIC into old farming habits, it reshaped the behavior bottom line of modern industrial workers in an almost fanatical way.
And when facing the temptation of huge commercial interests, SAIC showed the extreme "Instrumental Rationality" advocated by Max Weber—to pursue absolute standards, dare to cut off all emotional ties and sunk costs.
In 1998, as the main force of SAIC core parts autonomous upward, Yanfeng Company, to attack Buick supporting project, specifically invested 600 million to build new factories. When the first batch of completed bumpers were sent to quality inspection, it actually reached the conventional international standard of no more than ten dust fall points per square centimeter.
However, when the joint venture foreign party proposed the harsh requirement of "fall points cannot exceed five", under the heavy pressure of huge sunk cost and delivery cycle, human nature's instinct is usually to find excuses for compromise. But the General Manager of Yanfeng Company at that time, in front of everyone's eyes, brought out a saw, and cut the huge cost bumper into two halves on the spot. "Things customers don't want, must be sawed off!"
This saw, not only sawed off unqualified products, but also Chinese local manufacturing's accumulated "human society" and "get by" path dependence over the past few decades.
This violent demonstration of destroying high-value assets to defend absolute standards, instantly cleared the system internal gambling mentality, letting "craftsmanship spirit" instrumental rationality completely overcame human nature's weaknesses.
This gene of iron-fisted opposition to entropy increase, has been strictly continued to today's smart electric track.
SAIC self-developed "Zero Combustion Magic Cube Battery", its core key technology is why able to win the Second Prize of State Science and Technology Progress Award, is exactly built on redundancy safety rules 6 times higher than national standard limit tests.
When modern capital is obsessed with short-sighted high turnover, SAIC uses defenses built for decades to stubbornly guard this seemingly "clumsy" principle.
100 million car deliveries, far from accidental time compound interest, is this giant enterprise success over 70+ years, successfully fought off 100 million times system entropy increase necessary result.
This system resilience opposing entropy increase, also reflects in SAIC current market performance. Just passed May, SAIC Group whole vehicle sales 349,000 vehicles, Jan-May cumulative 1.651 million vehicles, continuing to lead Chinese auto industry. Independent brand proportion first time broke 70%, new energy vehicles surged 46.5%, overseas market surged 45.9%. 100-million historical marker and current sales leading, jointly verify SAIC full-link competitiveness from system to market.
Seeing All Beings, Eco-Winning Era Foresight
In the movie "The Grandmaster" there is a very transparent line, martial artists have three realms: "See Self, See Heaven and Earth, See All Beings".
Today SAIC stands at the era gateway of 100 years unprecedented great changes in automotive industry. It cannot only be self-satisfied in the long river of history and glorious merit roll, it must stand up to "See All Beings". Its opponents are no longer any specific peers, but technology leap gaps, and those static self-sealing, closed-doors-to-build-cars island effects.
This is the most ruthless elimination era, also the best co-creation era.
At the Delivery Ceremony on May 28, 2026, appeared an extremely deep meaning, can even be recorded in Chinese auto history scene: SAIC handed that representing group 70 years car-making foundation and forefront technology collection complete the world 100 millionth car—IM LS9 Hyper, solemnly handed to deep strategic partner Momenta CEO Cao Xudong.
Partner become owner, is SAIC "See All Beings" most vivid, most earth-shaking footnote.
Cao Xudong stated on site, Momenta L3 Level autonomous driving ability will launch on SAIC first, he not only will personally drive this car, more plans in development process first use it to verify test.
To thoroughly break technical walls, SAIC resolutely gave up traditional host plant attempt to take full responsibility "soul obsession", firmly chose "open to the world, beauty shared together" open ecosystem.
With Huawei Qiankun comprehensive deepening strategic coordination, not only launched new brand "Shangjie", but also let Huajing series become 150,000 yuan level full series standard Huawei Smart Driving breakthrougher; With Audi signed cooperation agreement, based on next generation intelligent digital platform jointly develop 4 AUDI new high-end intelligent electric new cars, opened Chinese technology reverse empowering foreign brand "Joint Venture 2.0" era; With Momenta deep co-create smart driving large model, and let this set industry first tier scheme horizontal empower to IM, Volkswagen, Audi, Buick, Cadillac multiple brand matrix.
And joint venture new energy also welcomed strong return. May SAIC GM new energy vehicles sales 13,000 vehicles, year-on-year surge 75%, Zhijing E7 launch first month delivery broke 10,000. May SAIC Volkswagen new energy vehicles sales nearly 10,000 vehicles, year-on-year growth 34.3%; New launched ID.ERA 9X cumulative delivery exceeded 7,000 vehicles; At end of May Greater Bay Area Auto Show, equipped with new generation "Golden Super Mix" technology Tiguan L ePro, Passat ePro, and Audi Smart Performance Flagship SUV AUDI E7X sequentially launched.
SAIC knows, true "Understand You", needs gather global top wisdom, no technical walls, no do ecological island.
Not only in domestic, in vast overseas market, SAIC also in practicing "See All Beings" grand narrative.
2025 released "Glocal (Global + Local) 3.0 Strategy", marks SAIC from single product export thoroughly to systematic globalization leap. In Europe, MG use Frankfurt European Engineering Center for deep localization customization R&D; In Southeast Asia, SAIC Maxus let Deliver 5 pure electric logistics vehicle batch delivery to DHL Senior VP, help this global logistics giant Singapore realize green upgrade; In commercial vehicle going abroad strategy, SAIC not only set sales growth over 50% grand target, but also overseas dealer historical positioning upgraded to "co-existing win-win wealth creation partner", and in Europe heavy asset weave global parts warehousing network. SAIC globalization, no longer simply selling cars, but with global industry chain and ecosystem deep integration.
"See All Beings" background color, more lies in to each ordinary individual warm protection.
At Delivery Ceremony, the 100 million 100th owner identity especially attracted attention—he is public welfare life class self-media "Western Heroes" blogger Liu Jia. This ordinary barber, 5 consecutive years rain or shine driving deep into Guangxi mountains, only to give left-behind children haircut, send company. When his old car broke down on mountain road, Buick first time reached out help, and invited him experience having South German TÜV Eye Protection Smart Roof Light and Zero Formaldehyde Certified Buick Zhijing E7 "Full Marks Cockpit". SAIC give this "100%" respect to Micro-light Guardian, let this 100th car became to "Guard" value most warm echo.
Same story also happened in Shaanxi Lantian 85 born village secretary Pang Fuqiang. To give 74 left-behind elderly meal delivery, he everyday persist running 8-9 kilometers, SAIC-GM-Wuling through "Striver Special Plan" for him delivered a Rongguang Electric Version Micro Van, with practical action salute grassroots strivers.
Enterprises that can cross cycles, are all stick to original intention, and actively embrace ecosystem, care society enterprises. When an enterprise can extract the essence of breakthrough and quality in history sorting, and let go of the greed of technological exclusivity in the torrent of the times, spreading the dividends of technology to the broadest audience, this is the enterprise's most substantial strength.
In 1958, a broken old hammer, hammered out the historical legend of major power auto industry in an alley workshop. In 2026, a relay delivery spanning Asia-Europe continent, connecting Shanghai, London, Jakarta, Singapore, witnessed 100 million trusts magnificent convergence.
Time will ruthlessly eliminate all capital bubbles and technology gimmicks that cannot withstand testing, then cast what remains into an unshakable base.
An enterprise able to complete 100-million vehicle era feat, rely on not only production line crazy stacking, rely on a industrial civilization resilience—that dare to publicly saw off unqualified bumper extreme reverence, that no set technical walls, with whole industry open co-creation broad mind, that from alley workshop all along struggle, finally 21 times entered Fortune Global 500 self-evolution.
TCM often says "Righteousness exists within, evil cannot invade", enterprise development is also so. Those enterprises that fell down in the time torrent, often not by external opponents defeated, but by internal urgent benefit "evil fire" swallowed.
100 million vehicles never was SAIC high song rapid progress end point, but from "scale leading" toward "ecological leading" new starting line. When system "Righteousness exists within", time no longer be step-by-step pressing enemy, but most loyal "Partner".
We have absolute reasons to believe, in smart electric new era magnificent second half, this "100-million vehicle auto maker" still possess generations passed down, endlessly magnificent reserve power.
