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7月，香港机场岛，百度无人车在右舵左行的道路上平稳穿行，这是全球首次有企业在“右舵左行”市场实现全无人驾驶。
而Waymo在旧金山的订单量，也早已悄然超过Lyft，传统网约车在主场被“无人”压过一头。
两件事，一东一西，场景不同，却都指明：无人驾驶已不再是“炫技表演”，而是扎进了真实城市的车流里，并且还在加速扩张。
市场侧，萝卜快跑与Waymo累计订单均已突破2000万单，分别筑起中美两大基本盘。资本侧，Waymo完成160亿美元融资，创下行业纪录。技术侧，海外研究机构Autnmy AI发布的全球Robotaxi排名中，萝卜快跑以81.7分位居榜首，Waymo以77.6分位列第二。
数据与事实层层叠加，最终拼出一个清晰的判断：全球无人驾驶的中美双寡头格局，已正式成形：美国看Waymo，中国看萝卜快跑。
但格局成形，不等于终局已定。当技术验证阶段结束，竞争的核心逻辑正在转移，从“谁的算法更强”，转向“谁能穿透更多核心城市”。
穿透核心城市，才能拿到无人驾驶终局的入场券。
01
双寡头已定，但真正的考题变了
格局落定之后，衡量企业竞争力的标尺随之改变。不再是谁的Demo更惊艳，而是谁能在更多、更复杂的真实城市环境中，完成从“技术验证”到“常态运营”的跨越。这种能力，决定了一家企业能从本土冠军走多远。
在这个新标尺下，两家巨头选择了不同的路径。
Waymo的选择是做深做透，先在核心市场建立不可替代的密度优势。
旧金山订单量超越Lyft是一个标志性节点，它证明无人驾驶正在成为大众出行的刚需选择。Waymo的确有外部探索，但核心资源仍集中在美国本土，对外拓展相对谨慎。这是典型的“先强后广”逻辑。
萝卜快跑的选择则更彰显出它的全球野心，率先建立先发壁垒。
萝卜快跑拿下香港首张无人驾驶测试牌照
突破口，是右舵市场。2026年7月23日，萝卜快跑拿下香港首张无人驾驶测试牌照，获批在香港机场岛开展全无人驾驶测试。7月27日，测试正式启动，这是全球首次有企业在“右舵左行”市场实现全无人驾驶，也是中国无人车率先攻克右舵市场。香港运输署署长试乘后评价：“稳定、安全、畅顺。”
全球右舵市场覆盖70余国、人口超20亿，占全球汽车市场约三分之一，涵盖英国、日本、澳大利亚、新加坡等发达经济体。商业价值毋庸置疑，但技术门槛同样极高。
右舵左行不是简单换边，它要求一套主要成长于左舵环境的无人驾驶系统，必须完成从交通语义理解、不可镜像规则处理、数据空白填补，到高成本本地化适配和高难度场景泛化的全方位跨越。这不仅是技术迁移，更是一次对系统通用性和全球化复制能力的系统性大考。
更棘手的还有制度壁垒。右舵市场的代表性国家，如英国、日本、新加坡等，普遍监管严格、准入门槛高。
双重壁垒叠加，形成了一个长期的技术无人区。
正因如此，香港的这次突破才具有超越单一市场的战略价值。它是全球交通密度最高的右舵城市之一，监管标准与国际高度接轨。在这里跑通全无人测试，意味着技术方案通过了一次最严苛的压力测试，可以直接向伦敦、新加坡、东京等核心右舵城市平移。这不是一次性的技术突破，而是一种可复制的城市穿透能力。
迪拜王储谢赫·哈姆丹为萝卜快跑点赞
香港只是萝卜快跑全球版图的一块拼图。在迪拜，它已成为当地首个提供全无人驾驶服务的商业运营平台，王储谢赫·哈姆丹亲测后公开赞叹“未来已来”；在伦敦，分别携手Uber和Lyft旗下欧洲出行平台Freenow，启动公开道路测试，成为首个在英国伦敦实地路测的中国无人车企业；在阿布扎比、瑞士、哈萨克斯坦，也正以不同模式的落地方式同步推进……
如果说Waymo在证明“无人驾驶在美国能做到多深”，萝卜快跑在证明“无人驾驶在全球能复制到多广”。一个在纵向积累密度壁垒，一个在横向拓展广度优势。
这两条路径虽方向不同，却奔向同一个终局标准：穿透更多核心城市。
02
深圳与洛杉矶，最难也最关键的“门”
既然穿透城市是决定胜负的能力，哪些城市是最难的考题？
答案是中美两座镜像之城：深圳与洛杉矶。
两座城市的基因惊人相似，同为太平洋沿岸港口都市，外向型经济辐射全球；同为移民城市，年轻人口对新技术天然包容；同有硬核科技产业集群；均为各自国家法规探索与商业化的先行者。
它们不只是企业想要落地的城市，更是定义行业标准的关键战场。谁先在这里跑通全城规模化运营，谁就掌握了定义“无人驾驶应该如何融入城市”的话语权。
洛杉矶所在的加州，是美国法规最开放、测试最活跃的地区。Waymo在此深耕多年，已构建起从技术验证到商业运营的完整生态。
而深圳则具备三重独特的底层优势。
深圳2022年通过《深圳经济特区智能网联汽车管理条例》
一是制度突破。
深圳拥有全国首部智能网联汽车特区专项立法。该法规在国内率先对无人车的测试准入、商业化收费运营及事故责任划分作出系统性规定，并授权政府在确保安全的前提下，有序探索全域开放道路测试、示范应用及商业化运营试点。对于需要长期、稳定投入的产业而言，这种确定性很具价值。
二是场景厚度。
深圳常住人口超1800万，机动车保有量庞大，电动自行车穿梭如织，路网密度和交通复杂度在超大城市中名列前茅。对无人驾驶而言，复杂不是障碍，而是最宝贵的资源，能够更好的融入与服务。
三是战略跳板。
深圳作为粤港澳大湾区核心引擎，毗邻港澳、链接国际。萝卜快跑在香港的右舵突破，正是这套城市体系向外辐射的产物。从深圳到香港，从香港到全球市场：这条“深圳研发、香港出海、全球复制”的路径，构成了洛杉矶所不具备的战略纵深。
Waymo核心资源集中在美国
如果将两城并置比较，会看到一个清晰的差异：Waymo在洛杉矶验证的是“无人驾驶在美国能否跑通”，萝卜快跑在深圳则试图验证“无人驾驶能否成为一种可向全球输出的城市基础设施方案”。前者定义美国标准，后者试图定义全球标准。
穿透洛杉矶，拿到的是美国市场的入场券。穿透深圳，拿到的是一张可以通往全球更多城市的泛用门票。
03
深圳考卷，萝卜快跑正在作答
城市的考题出好了。萝卜快跑是那个最重要的答卷人。
它与深圳的关系，不是“企业找城市落地”的单向依赖，而是一种深度共生。深圳提供法规土壤、场景机遇和出海跳板，萝卜快跑则以运营规模、技术声誉和市民信任，持续拉升深圳在全球无人驾驶版图中的权重。
运营规模是最直观的穿透力证明，
当全球行业讨论“无人驾驶第一城”时，人们看的不只是一座城市发了多少张测试牌照，而是它孵化出了什么样的运营实体。
斯洛伐克总统试乘萝卜快跑
萝卜快跑全球27城覆盖、2200万+订单、3.3亿公里路测里程，其中全无人里程超2.2亿公里，这些数字本身就是深圳产业生态向外输出能力的最佳注脚。一座城市在无人驾驶领域的全球话语权，最终取决于它孕育的企业能打多远。
技术领先则持续转化为城市名片。
海外研究机构Autnmy AI于今年6月发布全球Robotaxi企业排名，从运营能力、车队规模、商业合作生态、量产制造能力等六大维度进行加权计算，萝卜快跑以81.7分位居榜首，Waymo以77.6分位列第二。两家企业拉开与第三名的差距，形成断层式领先。
技术的高度，会沉淀为城市品牌的厚度。就像硅谷与科技创新、底特律与汽车工业，深圳正在与“全球无人驾驶的中国主场”这个标签深度绑定。
但最关键的穿透，发生在市民层面。
在深圳，萝卜快跑已融入日常出行：深夜归途、短途接驳、商圈连接。品牌知名度居国内Robotaxi首位，用户最认可三个标签：科技安全感、智能座舱体验、干净舒适。
这些看似平淡的文字指向的是最难跨越的那道坎：普通人的信任。而这正是百度布局无人驾驶的初心：用AI技术让出行更安全、更简单。
萝卜快跑行驶在大街小巷
当无人驾驶从技术叙事进入城市叙事，竞争规则被重写了。赢家不再是技术最强的公司，而是最懂如何与城市共生、最能把核心城市变成全球化据点的企业。
深圳与洛杉矶的隔空竞速，萝卜快跑与Waymo的时代对垒，最终会回答一个比“谁赢了”更重要的问题：无人驾驶，究竟应该以怎样的方式进入人类生活？
洛杉矶的答案是技术驱动：创新引擎不断突破能力边界，由企业主导商业模式的探索。深圳的答案则是生态驱动：城市制度先行打开空间，复杂场景提供经验积累，企业以全球化运营反哺本地生态，最终让无人驾驶像水电一样融入城市基础设施。
两条路径没有对错。但深圳模式更具优势在于，可用场景厚度加速技术迭代，用全球化布局摊薄单一市场风险。
城市的门已经打开。下一步，看谁先走遍世界。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X70 同 Toyota Yaris Cross 嚟做比較。呢兩款車喺價位同定位上都好接近，而家我哋就由多個方面做一个詳細嘅對比，幫你節省咗做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，總共有 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） 等等。
Toyota Yaris Cross 喺馬來西亞嘅 OTR 售價係 RM 99,900 - 109,900，總共有 2 個版本，包括 2026 1.5L Standard（RM 99,900）、2026 HEV 1.5L Standard（RM 109,900） 等等。
從價錢嚟睇，Toyota Yaris Cross 嘅起步價比 Proton X70 平咗 RM 6,900。實情講，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持有成本。
Proton X70 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Toyota Yaris Cross 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 TSS。
兩款車嘅安全評級一樣，喺呢個級別裡面安全配備都算給得好好添。而家嘅新车安全性都唔差，唔使太擔心呢一點。
Proton X70 車身長 4400 mm，行李廂 400 L。
Toyota Yaris Cross 車身長 4400 mm，行李廂 400 L。
兩款車嘅尺寸幾乎一樣，車內空間分別唔大。呢個級別嘅車，日常使用完全夠用。
Proton X70 同 Toyota Yaris 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，那就揀配備更豐富嗰款。始終都係建議兩款都去試駕，親身體驗先係最重要。
總括嚟講，Proton X70 同 Toyota Yaris Cross 都係馬來西亞市場幾唔錯嘅車型。揀邊架車，關鍵仲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，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。
In Malaysia's SUV market, many buyers compare Proton X50 and Chery Tiggo 9 when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
The OTR price of Proton X50 in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
The OTR price of Chery Tiggo 9 in Malaysia is RM 166,800 - 179,800, with a total of 1 version, including 2026 2.0T Standard (RM 179,750), etc.
In terms of price, the starting price of Proton X50 is indeed RM 77,000 cheaper than Chery Tiggo 9. If your budget is limited, Proton's entry-level version can already meet daily needs. However, be aware that the few thousand dollars saved might involve trade-offs in features, depending on your needs.
Proton X50 is equipped with a 1.5L 4-cyl engine, 105 hp. Official fuel consumption is 6.0 L/100km.
Chery Tiggo 9 is equipped with a 2.0L 4-cyl engine, 170 hp. Official fuel consumption is 8.0 L/100km.
In terms of power, Chery Tiggo 9's 2.0L 4-cyl has 65 more horsepower than Proton X50's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power and won't feel underpowered.
Proton X50's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Chery Tiggo 9's safety rating is TBD, active safety systems include Basic.
Regarding safety features, both cars have received good ratings. However, Proton X50's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and Chery Tiggo 9's Basic have some functional differences. If you value active safety, you can compare the feature lists of both carefully.
Proton X50 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 9 warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Both Proton X50 and Chery Tiggo 9 are 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-effectiveness and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both, as personal experience is the most important.
In general, both Proton X50 and Chery Tiggo 9 are quite good car models in the Malaysian market. Choosing which one depends mainly on your personal needs and budget. It is recommended that everyone do their homework, compare quotes from several dealerships, and then test drive to make a final decision. Buying a car is a big matter, spending time on research will never go wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺選車嗰陣都會拿 奇瑞 Tiggo 7 Pro 同 三菱 Xforce 嚟做比較。這兩部車喺價位同定位上都好接近，今日我哋就從多個方面做個詳細嘅對比，幫你省返做功課嘅時間。
奇瑞 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 標準（RM 125,000）、1.6L Turbo 高級（RM 140,000）等。
三菱 Xforce 喺馬來西亞嘅 OTR 售價係 RM 109,930 - 119,930，一共有 2 個版本，包括 2026 1.5L 終極（RM 119,930）、2026 1.5L 都會（RM 109,930）等。
從價錢嚟睇，三菱 Xforce 嘅起步價比 奇瑞 Tiggo 7 Pro 便宜咗 RM 13,820。老實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲要睇整體嘅性價比同長期使用成本。
奇瑞 Tiggo 7 Pro 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。
兩部車用嘅係同一套動力系統，日常開起嚟嘅感受基本無差別。油耗方面都差唔多，唔使太糾結這一點。
奇瑞 Tiggo 7 Pro 車身長 4400 mm，尾箱 400 L。
三菱 Xforce 車身長 4400 mm，尾箱 400 L。
兩部車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全足夠。
奇瑞 Tiggo 7 Pro 採用 FWD 驅動方式。
三菱 Xforce 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大區別。
奇瑞 Tiggo 7 Pro 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
三菱 Xforce 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。實際保養成本仲要睇品牌嘅服務網絡同零件價格，建議去車友群問下真實車主嘅經驗。
總體嚟講，奇瑞 Tiggo 7 Pro 同 三菱 Xforce 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲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拎 Hyundai Santa Fe 同 BMW X1 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，幫你省去做功課嘅時間。
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 Seats（RM 270,000）、2025 HEV 1.6T AT 2WD Prestige 7 Seats（RM 245,000）、2025 HEV 1.6T AT 2WD Prime 7 Seats（RM 225,000）等。
BMW X1 喺馬來西亞嘅 OTR 售價係 RM 252,800 - 252,800，一共有 2 個版本，包括 sDrive18i（RM 220,000）、sDrive20i（RM 250,000）等。
從價錢來看，Hyundai Santa Fe 嘅起步價確實比 BMW X1 平咗 RM 27,800。如果你預算有限，Hyundai 嘅入門版已經可以满足日常需要。但都要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。
Hyundai Santa Fe 配備 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
BMW X1 配備 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，BMW X1 嘅 2.0L Turbo 比 Hyundai Santa Fe 嘅 2.0L 4-cyl 多咗 50 匹馬力。不過平日喺市區開，兩款車嘅動力都夠用，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。
BMW X1 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，兩款車都拿到唔錯嘅評級。不過 Hyundai Santa Fe 嘅 Basic 同 BMW X1 嘅 Premium ADAS 喺功能上有些差異，如果你比較看重主動安全嘅話，可以仔細對比下兩者嘅功能列表。
Hyundai Santa Fe 車身長 4400 mm，行李廂 400 L。
BMW X1 車身長 4400 mm，行李廂 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。
Hyundai Santa Fe 保用 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。
BMW X1 保用 5 年/無限里數，保養間隔 每 10,000km 或 6 個月。
總嚟講，Hyundai Santa Fe 同 BMW X1 都係馬來西亞市場好唔錯嘅車型。選擇邊一輛，關鍵仲係要睇返你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
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。
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.
兄弟姐妹們，今日講一個出海嘅大新聞——唔係賣車，係賣「司機」。6 月 2 號，文遠知行同 Uber 聯合宣佈咗一件事：計劃喺西班牙馬德里推出該國首個商業化 Robotaxi 試點服務。意思就係：西班牙人好快就可以用 Uber 叫到一台冇司機嘅出租車。呢次係文遠知行同 Uber 第一次一齊進入歐洲市場。馬德里亦成為文遠知行 Robotaxi 駛入嘅全球第十二個城市。
官方消息話，喺馬德里自治區政府嘅支持下，呢項服務今年內就會正式啟動。到嗰陣，馬德里嘅朋友哋打開 Uber App，就有一鍵呼叫文遠知行嘅 Robotaxi。同叫普通網約車一樣，分別係嚟嘅車冇駕駛員——至少喺初期，仲係有分別嘅。運營初期，車入面會配備經過專業培訓嘅安全員，終究係剛上線，穩妥第一。
文遠知行呢間公司，你可能聽過，也可能冇聽過。簡單介紹下：2017 年成立，一直埋頭搞 Robotaxi 技術研發同商業化。而家佢嘅 Robotaxi 已經覆蓋咗廣州、北京、新加坡、阿布達比、迪拜、利雅得、蘇黎世……加埋而家嘅馬德里，一共 12 個城市。西班牙亦係文遠知行進入嘅第五個歐洲市場——之前已經入咗瑞士、法國、比利時、斯洛伐克。按照文遠知行同 Uber 喺 2025 年 5 月達成嘅規劃，佢哋要喺五年內新增 15 個國際城市部署 Robotaxi 服務，全球部署數萬輛 Robotaxi。隨著馬德里落地，目前已經完成咗 4 個城市嘅佈局，仲有 11 個會喺 2030 年前陸續覆蓋。
講真嘅，中國自動駕駛公司出海唔係頭一回，但中國技術 + 全球出行平台 + 歐洲市場呢個組合，定係好有意思。馬德里係歐洲最具商業潛力嘅 Robotaxi 市場之一，人口多、出行需求大，當地政策都好友善。喺呢個市場站穩腳根，對文遠知行嚟講係個唔小嘅里程碑。對 Uber 嚟講，引進 Robotaxi 都係為咗降低成本——終究司機唔使發人工。對馬德里市民嚟講，以後打車可能更平。
As the overseas expansion of automobiles accelerates from products "going out" to brands "going in" and industries "taking root", the globalization competition of Chinese automakers has reached a new historical development stage.
On the eve of the highly anticipated World Cup opening, a cross-border cooperation between cars and sports was officially announced. On May 22, Changan Automobile and the Portuguese Football Association signed a global strategic cooperation agreement with the theme "Stay in the game (Always In the Game)", officially becoming the global official partner of the Portugal National Team.
At the signing ceremony, the two parties not only released the co-branded film "Voice of Changan" but also completed the overseas delivery of the first Deepal S05 plug-in hybrid model (PHEV) in Europe. Immediately after, Changan Automobile's thousand-kilometer long-term test in Europe commenced.
Of note, Changan Automobile is the first Chinese car brand to reach an official cooperation with a top European football national team. This means the cooperation between the two parties will by no means stay at the superficial level of "sports marketing", but rather break overseas barriers further by leveraging "football" as a universal global cultural language, accelerate value going overseas, and convey the strength of Chinese automotive intelligent manufacturing. For Changan Automobile itself, this is also a key step to comprehensively promote the "All-Inclusive" Plan 2.0 and assist in the implementation of the "1445 Global Strategy".
Why the Portugal National Team? What Does Changan Automobile's Linkage with the World Cup Aim For?
In the eyes of laymen, this cooperation is inevitably understood as "leveraging World Cup traffic for marketing", but that would underestimate Changan Automobile's strategic considerations too much.
Automotive manufacturers partnering with sports IP have never been about chasing temporary traffic, nor for short-term exposure, but rather to leverage the natural emotional connection of "football" to fully open the cognitive entry for global consumers.
In the past few years, the sales growth of Chinese automakers overseas was indeed very fast, but they all face a realistic issue that consumers still stay at the product cognition stage regarding Chinese automobiles. In other words, they know Chinese cars are cheap and highly equipped, but lack long-term brand recognition. If this continues, Chinese brands will find it difficult to achieve mindshare among global users in a short time.
Football, as a borderless universal cultural symbol, possesses extremely strong global communication power and mass foundation. At the same time, the Portugal National Team is one of the most influential national teams in the world football circle. From the Figo era to the Ronaldo era, it has maintained global attention for a long time.
Therefore, after binding with the Portugal National Team, overseas users will naturally pay attention to Changan Automobile through top European sports IPs. This not only helps Changan Automobile quickly break through brand cognition barriers in the European market but also achieves the upgrade of its own global brand image.
It should be known that the competition faced by Chinese automakers overseas today is not only from traditional multinational automotive companies but also includes Tesla, Hyundai, Kia, and an increasing number of new energy brands. For Chinese automobiles, quickly building brand awareness is the urgent task.
In addition, to truly enter the European mainstream market, relying solely on cost-performance ratio is far from enough. It also requires certain technical strength and brand accumulation to win the long-term trust of local users.
Changan Automobile well understands this complete methodology of going overseas. Therefore, after the official announcement of cooperation, it quickly launched the European long-term test, verified hardcore product strength, and with concrete actions closely followed the fundamental principle of "Systematic Going Overseas" in the "All-Inclusive" Plan 2.0, achieving a dual breakthrough from brand to product, making this partnership with the Portugal National Team even more "resounding".
Spirit with the Same Origin, Ideas at the Same Frequency, Two "National Teams" Joining Hands to Go to World Class Together
In this cooperation, there is another key word worth paying attention to, which is "Stay in the game (Always In the Game)". On the surface, this is an expression in the sports context, but in fact, it is also an attitude of Changan Automobile towards the globalization strategy.
Nowadays, the competition in the Chinese automobile market has entered the "long-distance race" from "short-term explosion". Especially in terms of globalization, Chinese automakers' overseas acceleration has significantly sped up, but there are not many companies that can truly build systemic capabilities overseas.
Changan Automobile never acts as a "short-terminist". It always emphasizes one point: "No overseas, no Changan; no base, no overseas". The meaning is very simple, Changan Automobile's export is not just selling cars out, but must take local rooting as the ultimate goal.
Currently, Changan Automobile has divided the global market into eight major regions and constructed a "152" global layout. The overseas sales network has expanded from 63 countries in 2020 to 118 countries and regions, with a cumulative total of 1124 overseas sales outlets. At the same time, Changan Automobile is continuing to promote the construction of overseas manufacturing systems, including Thailand Rayong factory, Brazil factory, and other localized production bases, which have entered the "Industrial Going Overseas" stage.
According to the "All-Inclusive" Plan 2.0, by 2030, Changan Automobile's overseas sales target will reach 1.5 million - 1.8 million vehicles, and aim for the global automobile brand TOP 10. Especially with the export of Deepal S05 to Europe, the process of Changan Automobile building a global brand narrative has been fully accelerated, making it more confident in achieving higher overseas goals. In this process, the cooperation between Changan Automobile and the Portugal National Team will undoubtedly become an extremely important bonus point.
After the cooperation was announced, many people feel that this cooperation is highly fitting and has triggered deep resonance in the automotive circle and sports circle. On the one hand, the Portugal National Team represents long-term accumulation, continuous struggle, and breakthrough against the trend. On the other hand, the development of Changan Automobile in the past few decades has also experienced the whole process of the Chinese automobile industry from weak to strong. Especially in the new energy transformation cycle, Changan Automobile is also one of the few traditional large automotive manufacturers to complete the reconstruction of the new energy system. Therefore, the two parties can be said to be unprecedentedly consistent in their spiritual core.
In fact, whether it is football or the automotive industry, it requires day-by-day persistence and the confidence to rush towards the future to "Always In the Game", always laughing till the end. This is also the most important enlightenment that Changan Automobile and the Portugal National Team bring to us.
