1997, north of Wuhu city, a barren stretch of land.

No factories, no equipment, no technical drawings, hardly anyone believed anything could grow here. Chery drove its first stake into such a place. Back then, the Chinese auto market was dominated by joint-venture brands. Santana, Jetta, Fukang "the old three" ruled supreme. Domestic brands? In many people's concepts, that was just a joke.

Two years later, the first Fengyun came off the line. Two more years passed, and Fengyun became the first Chinese brand sedan to cross the border. No one could have imagined that this car, which raced out of the barren land, would weave a story of 20 million vehicles 29 years later.

But what is truly worth discussing about the number 20 million is never how big it is, but how "heavy" it is.

One in every three owners is not in China

20 million, placed in today's Chinese auto market, just looking at the numbers, it's not earth-shattering. But if you calculate this arithmetic problem differently, the result is completely different.

Among Chery's 20 million users, nearly 7 million are from overseas. Accounting for 35%. What does this mean? For every 3 Chery vehicles sold, 1 is sold outside China. This proportion is unique among all Chinese automakers.

This first half of the year, Chery exported 943,800 vehicles, up 71.5% year-on-year. On average, one Chery vehicle heads to an overseas wharf every 17 seconds. June was even more exaggerated, with overseas sales hitting 191,000 in a single month, with an export ratio as high as 69.5%. In other words, nearly seven out of ten Chery vehicles sold that month were bought by foreigners.

If we look at the timeline, in 2007 Chery completed its first 1 million in the first decade—that was the first time a Chinese domestic brand knocked on the door of the "million club". From 1 million to 20 million, 19 years, compound growth rate 17%. The growth curve of the last two years is steep and frightening; just the export volume of the first half of this year already exceeded the total global sales of certain brands for the entire year.

But what is worth pondering more behind the numbers is: Chery didn't just recently think about going overseas, it has walked this road of globalization for over twenty years. Starting from the first Fengyun exported to Syria in 2001, Chery has always been moving outwards. The first 20 years were a slow simmer, only in the last two years has it come to a quick boil.

More valuable than any report is the vote of one family, two generations

At the delivery site of the 20 millionth vehicle on July 25, 2026, there was an interesting detail.

The owner is named An Xinran, Australian nationality, pursuing a PhD at Zhejiang University. Why did she buy a Chinese brand EV? The story starts with her mom. An Xinran's mom was already a Chery owner in Australia. Back then she chose Chery because Chery received a five-star rating in the Australia and New Zealand high-spec safety test. The old lady felt this Chinese car was reliable, safe, and trustworthy.

Influenced by her mother, after coming to China to study, An Xinran has been paying attention to Chery. Later she saw the Fengyun A9, was moved by its appearance and intelligent cockpit, became the recipient of the 20 millionth vehicle, and received the car key from Yin Tongyue and spokesperson Yang Zi.

Where is the gold content of this story? In "intergenerational transmission" and "trans-oceanic trust".

Mom drives a Chery in Australia for safety; daughter drives a Chery in China for intelligence. Two generations, two countries, two completely different usage scenarios and consumption needs, caught by the same brand. This is not something ad copy can fabricate; this is real word-of-mouth rolling into a snowball.

Think about it, how harsh the Australian market is on car safety requirements, anyone who knows cars slightly knows. Getting a five-star rating there is equivalent to getting an "entry ticket" for the entire mature Western market. And an Australian family, mom drove it and thought it was good, daughter continues to buy — this trust chain is more convincing than any "Global Sales #1" slogan.

What is truly difficult is not selling the car, but taking root

Many people think "globalization" is just shipping cars to ports, loading ships, and sending them off. That is trade, not globalization.

Chery's understanding of globalization is three stages: product going overseas, capacity going overseas, ecosystem going overseas. As Yin Tongyue said, it is from "going out" to "going in" and then to "blending in".

How to blend in?

As of now, Chery has 16 overseas factories globally, distributed in Brazil, Spain, Thailand, South Africa, etc. In 2024, Chery cooperated with Spanish EV MOTORS, revived the Spanish national brand EBRO, directly creating over 1,000 jobs, called a "model of China-Spain cooperation" by both governments. This July, Chery launched the upgrade and renovation of the South African Rosslyn plant — this plant was built in 1963, after Chery took over it promised to retain all 692 employees, and also drove nearly 3,000 jobs upstream and downstream.

Among Chery's 150,000 global employees, overseas employees exceed 20,000.

Yin Tongyue has a sentence that impressed me deeply. He said Chery cannot be a "tumbleweed chasing profit", rolling wherever the wind blows, cannot take root; it must be a "tree planter rooted locally", wherever it is, for wherever it is, becoming a part of the locals.

This sounds simple, but weighs heavily. The "tumbleweed" style of going out is the logic of making fast money — rush in when the market is good, run away when the market is bad. But the logic of the "tree planter" is — I came, and I won't leave, I grow together with this land.

In 2026, Chery joined the IATF International Automotive Task Force Board, obtained the voting right for global auto standard formulation. From "abiding by rules" to "participating in setting standards", this leap is much harder and more valuable than selling hundreds of thousands more cars.

After 20 million, why dare to say "no involution"?

At the Fengyun A9 launch event on July 25, 2026, Yin Tongyue said: "After 20 million vehicles, we will no longer participate in involution, we will no longer only pursue sales, but pursue upward brand growth, pursue greater value creation."

Spoken by others, this might be face-saving talk. But spoken by Chery, it is backed by solid actions.

This first half of the year, Chery actively "squeezed out excess" domestically, significantly reducing dealer inventory, shipping 150,000 fewer cars domestically. The sales figures indeed looked bad, but dealer inventory pressure eased, channels became healthier. What was the cost? Decline in short-term sales. What was exchanged? Beneficial operation of the entire system.

In the latest Fortune China 500 list, Chery ranked 87th on its debut, with a return on net assets of 36.5%, number one in the auto industry. Not competing on price is because it found things more valuable than competing on price.

Fengyun A9 is that "upward" spear. Full series standard equipped with 70kWh battery, 655 km range, 8 airbags, front double wishbone rear five-link suspension, pre-sale price 109,900 to 129,900. Pulling this spec sheet to the European market, the level of competitiveness is clear to those in the know. 72-hour pre-sale orders 18,173 units, 15 days broke 31,729 units. The market votes with its feet, more real than any self-praise. From the first Fengyun going off the line in 1999, to today Fengyun A9 becoming the carrier of the 20 millionth; from "making cars ordinary people can afford" to "defining global high-quality mobility standards" — the name Fengyun has been used for 27 years, the logic behind it has climbed several steps.

What did that stake hammered on the barren land pierce out?

Back to 1997. When Chery drove the first stake into the barren land, no one believed this zero-start domestic brand could survive, let alone believed it could go out.

That year, the landscape of Chinese cars was still decided by joint-venture brands. "Market for Technology" was exchanged for 20 years, how much technology was actually exchanged, everyone has a number in their heart. Chery took a different road from the beginning — no joint ventures, no relying on foreign parties, gnawing technology by itself, expanding market by itself.

Was this road difficult? Too difficult. The first 1 million in 2007 took ten years; from 1 million to 2 million took three years; from 2 million to 5 million took five years; from 5 million to 10 million took six years; from 10 million to 15 million took three years; from 15 million to 20 million took only two years. The slope gets steeper and steeper, but every step is stepped solidly.

This number 20 million, the real weight is not in "20 million" itself, but in its composition — 35% overseas users, first Chinese brand exports for 23 consecutive years, three-digit growth in European market, one seat on the IATF board, An Xinran and her mom crossing two generations and two countries brand trust.

These are the assets that cannot be taken away. Yin Tongyue said, 2027 is Chery's 30th anniversary, by then Chery will not only be an auto company, but also a tech ecosystem company. From barren land to 20 million vehicles, from Wuhu to over 100 countries and regions globally, Chery has walked this road for 29 years.

No short cuts, all hard work. But on the road of globalization, it is precisely hard work that is most valuable.

In Malaysia's SUV market, many buyers compare the Proton X70 and Subaru Forester when choosing a car. These two vehicles are quite close in price and positioning. Today, we will conduct a detailed comparison from multiple aspects to help you save time on research.

Price and Versions

The 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.

The Subaru Forester OTR price in Malaysia is RM 174,000 - 197,000, with a total of 3 versions, including 2024 2.0L S EyeSight GT Edition (RM 189,538), 2024 2.0L S EyeSight (RM 177,538), 2024 2.0L L EyeSight (RM 167,538), etc.

From a price perspective, the starting price of the Proton X70 is indeed RM 67,200 cheaper than the Subaru Forester. If your budget is limited, Proton's entry-level version can already meet daily needs. However, note that the few thousand difference might involve trade-offs in features, depending on your specific needs.

Power and Fuel Consumption

The Proton X70 is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.

The Subaru Forester is equipped with a 2.0L 4-cyl, 170 hp. Official fuel consumption 8.0 L/100km.

Regarding power, the Subaru Forester's 2.0L 4-cyl has 30 more horsepower than the Proton X70's 1.5L Turbo. However, for daily city driving, both cars have sufficient power, you won't feel it's underpowered.

Safety Features

The Proton X70's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).

The Subaru Forester's safety rating is 5★ (Euro NCAP), active safety system includes EyeSight.

Regarding safety features, both cars have received good ratings. However, the Proton X70's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and Subaru Forester's EyeSight differ slightly in functionality. If you value active safety highly, you can compare the feature lists of both in detail.

Space and Comfort

Proton X70 body length 4400 mm, trunk 400 L.

Subaru Forester body length 4400 mm, trunk 400 L.

The dimensions of the two cars are almost identical, with little difference in interior space. For this class of cars, it is completely sufficient for daily use.

Who is it suitable for?

Proton X70 and Subaru Forester 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 cost-performance ratio and features, choose the one with richer configurations. Ultimately, it is recommended to test drive both, personal experience is the most important.

Conclusion

Overall, Proton X70 and Subaru Forester are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do your research, compare quotes from several dealers, and then test drive to make the final decision. Buying a car is a big matter, spending some time doing research will never go wrong.

近日，广汽领程再次换帅。天眼查显示，2026年7月8日，广汽领程新能源商用车有限公司发生重要工商变更，黄永强卸任法定代表人、董事长，由高锐接替。这已是广汽领程自2025年9月以来，不足十个月内第三次更换董事长。

2025年9月18日，时任广汽集团副总经理、广汽领程董事长严壮立因“个人原因”辞去所有职务，原定任期至2025年12月31日。随后，同为广汽集团副总经理的郑衡接任广汽领程法定代表人、董事长。然而仅过去约两个月，2025年12月23日，郑衡以“个人身体原因”辞职，提前两年多离任。

此后，广汽集团副总经理黄永强于2026年1月28日接任广汽领程法定代表人、董事长。但黄永强履职仅四个多月，便于2026年5月14日因“组织上工作安排”辞去广汽集团副总经理职务。7月8日，高锐正式接替黄永强出任广汽领程董事长。

公开资料显示，高锐出生于1979年12月，今年47岁，拥有工商管理硕士学位，历任广汽集团资产管理部部长、中隆投资董事长、骏威汽车总经理、广汽集团（香港）董事长等职，2019年12月起担任广汽集团副总经理至今。此外，高锐还兼任广汽本田、五羊本田等多家广汽集团旗下子公司董事长。

值得关注的是，在频繁的人事变动中，广汽领程的销量却实现了高速增长。广汽集团产销快报显示，2026年6月，广汽领程销量933辆，同比增长248.13%；1-6月累计销量2815辆，同比增长176.79%，增幅位居广汽集团各品牌首位。

喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 寶騰 X70 同 馬自達 CX-60 做比較。呢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。

價錢同版本

寶騰 X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，一共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300） 等。

馬自達 CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，一共有 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510） 等。

從價錢來看，寶騰 X70 嘅起步價確實比 馬自達 CX-60 便宜咗 RM 93,710。如果你預算有限，寶騰嘅入門版已經可以滿足日常需求。但要記住，便宜嘅幾千塊，可能喺配備上會有取舍，具體要看你嘅需求。

配置同科技

寶騰 X70 採用 FWD 驅動方式。

馬自達 CX-60 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區別。

保養同維護

寶騰 X70 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

馬自達 CX-60 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。

兩款車嘅保修條件一樣，呢方面唔使困擾。實際保養成本仲要睇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。

適合邊種人

寶騰 X70 同 馬自達 CX-60 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，嗰度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。

總結

總體嚟講，寶騰 X70 同 馬自達 CX-60 都係馬來西亞市場好唔錯嘅車型。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。

Domestic car market competition intensifies, automaker profit margins remain under pressure, expanding into overseas markets has shifted from an optional layout to the only path for survival and development. Latest industry data shows, in the first half of 2026, China's car exports saw explosive growth, both export volume and total export value hit new highs, but overseas trade barriers continue to increase, localized production has become the core solution for automakers to break through.

Export data continues to climb, overseas markets drive growth

According to relevant statistics from the China Association of Automobile Manufacturers, in June 2026, domestic car exports reached 1.04 million units, up 75% year-on-year, achieving single-month exports exceeding 1 million for the first time. Car cumulative exports for the first half reached 5.1 million units, up 65% year-on-year, half-year export volume broke through 5 million units for the first time; total value of vehicle exports exceeded 600 billion yuan. Now car exports account for 35% of total domestic sales. Compared to the thin domestic profits, overseas markets offer higher gross profit margins, many automakers rely on overseas profits to support domestic business to counteract profit pressures caused by intense domestic price competition.

Leading automakers race overseas, layout strategies diverge

In the first half of the year, the overseas sales tiers of major automakers were clear. Chery led with exports of 939,000 units, overseas sales accounted for 74% of total sales; BYD followed with 792,000 units, localized production in overseas factories can effectively increase profit per vehicle; SAIC and Geely ranked third and fourth respectively. Among them, Geely's new energy vehicle exports grew rapidly, new energy vehicles accounted for 60% of its total exports. Changan and Great Wall also maintained stable overseas output. Major automakers continue to ramp up overseas capacity construction, consolidating market share by building factories overseas to cope with the continuously changing overseas policy environment.

Overseas barriers continue to increase, scope of trade restrictions expands

Behind the outstanding export performance, external challenges follow in succession. The EU imposes anti-subsidy duties on Chinese electric vehicles, and plans to extend restrictions to plug-in hybrid models, while introducing relevant bills to raise investment thresholds for foreign capital. Brazil raised tariffs on imported electric vehicles, Thailand implements production capacity commitment policies, multiple rules significantly increase the cost of direct vehicle exports. The model relying solely on vehicle exports carries increasingly high risks.

Accelerating local factory construction, automakers seek paths to break through

Facing trade barriers, domestic automakers chose to accelerate overseas localized production, forming two development paths. Chery adopts a reverse joint venture model, leveraging local brands to obtain production qualifications and reduce market resistance; BYD chose to fully self-construct factories, fully controlling the supply chain and production links. Many enterprises rushed to acquire European factories during the window period to avoid policy restrictions.

China's car exports have entered a high-growth cycle, but long-term challenges remain ahead. The overseas market is both an incremental blue ocean and a competitive battleground. Major automakers continue to improve their overseas industrial layout, resolving trade barriers by relying on localized production. In the future, whoever can better root themselves in overseas markets and balance policy with operations is expected to seize more seats in the global car competition.