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。

Folks, today let's talk about big news on going global—not selling cars, but selling "drivers". On June 2, WeRide and Uber jointly announced a plan: to launch the country's first commercial Robotaxi pilot service in Madrid, Spain. In other words: Spanish residents will soon be able to hail a driverless taxi via Uber. This is the first time WeRide and Uber are partnering to enter the European market. Madrid also becomes the 12th city globally where WeRide's Robotaxi arrives.

According to official news, with the support of the Madrid regional government, this service will officially launch within this year. At that time, friends in Madrid can open the Uber App and call WeRide's Robotaxi with one click. It's just like calling an ordinary ride-hailing service, the difference is the arriving car has no driver—at least initially, there is still a difference. In the initial operation phase, a professionally trained safety monitor will be on board, as it's just launched, safety comes first.

This company, WeRide, you might have heard of it, or you might not. A brief introduction: Established in 2017, it has been dedicated to Robotaxi technology R&D and commercialization. Currently, its Robotaxis cover Guangzhou, Beijing, Singapore, Abu Dhabi, Dubai, Riyadh, Zurich... plus Madrid now, totaling 12 cities. Spain is also the 5th European market WeRide has entered—previously entered Switzerland, France, Belgium, Slovakia. According to the plan agreed by WeRide and Uber in May 2025, they plan to deploy Robotaxi services in 15 new international cities within five years, deploying tens of thousands of Robotaxis globally. With the Madrid launch, the deployment in 4 cities has been completed, and 11 more will be covered successively before 2030.

To be honest, it's not the first time Chinese autonomous driving companies are going global, but the combination of Chinese technology + global mobility platform + European market is quite interesting. Madrid is one of the European Robotaxi markets with the most commercial potential, with a large population, high travel demand, and friendly local policies. Being able to take root in this market is a significant milestone for WeRide. For Uber, introducing Robotaxis is also a way to reduce costs—after all, drivers don't need salaries. For Madrid residents, hailing a taxi might be cheaper in the future.

講起國產汽車品牌，相信唔少人對佢哋嘅印象，可能仲係停留喺主銷普通家用车嘅階段。不過呢已經係幾年前的老皇曆，要知道而家嘅國產汽車品牌，唔單止喺國內市場壓住合資品牌打，甚至仲喺高端化、海外出口等多個賽道上，對外國汽車品牌實現反超，好似我哋而家要講嘅吉利汽車。

增長勢頭領先行業

根據官方公佈嘅最新數據，吉利汽車喺5月嘅累計銷量為237637輛，連續3個月同環比雙增長，並以穩定增速同亮眼成績實現領跑市場大盤。然而相對於呢個表現已經非常優秀嘅總成績，好多識行的人睇完吉利汽車旗下各個品牌嘅銷量成績後，就會驚嘆佢嘅含金量亦都越來越高。

眾所周知，汽車市場最难搞嘅市場有兩個，分別係豪華高端市場同海外出口市場。

我哋就拿吉利汽車嚟講，佢旗下嘅「全球豪華科技品牌」——極氪汽車，5月交付量達到34377輛，同比增長81.8%、環比增長8.1%，連續四個月實現同環比雙增長，車均成交價亦都同比增長52.4%。更為令人震驚嘅係，售價高達四十到五十萬嘅極氪9系、8系，銷量佔比竟然高達近50%！

不止於此，吉利汽車旗下嘅「全球新能源高端品牌」——領克汽車，5月銷量亦都高達20732輛，當中新能源車型銷量佔比達70.8%，並且品牌累計銷量亦已突破180萬輛。由此可見，吉利汽車嘅高端車型，唔單止憑藉出色嘅產品力獲得咗大量消費者嘅認可，仲喺品牌層面完成咗量價齊升嘅轉變。

當然啦，作為國內無可爭議嘅龍頭車廠，吉利汽車嘅目光唔再局限喺國內市場，佢選擇走出国门去挑戰難度更高嘅海外市場。唔係咩，5月就憑藉85144輛嘅海外出口成績，創下出海銷量新高紀錄。唔該提一提，吉利汽車各品牌喺海外嘅熱銷產品，亦多為高端或新能源車型。

例如，極氪已經進入50多個國家同地區，極氪7X全球累計交付量超過16萬輛；吉利銀河星艦7 EM-i ，3-4月蟬聯哈薩克斯坦新能源插混SUV銷量冠軍；吉利銀河E5，一季度蟬聯澳洲、阿根廷、阿聯酋、摩洛哥、烏拉圭純電SUV-C市場銷量冠軍，穩居巴西、烏茲別克斯坦、印尼新能源純電SUV-C車型前三！

硬核實力鑄就輝煌

好明顯，無論係迅猛嘅銷量增長態勢，定係喺新能源、高端市場同海外市場嘅熱銷，都離唔開硬實力作為支撐。我哋就拿作為中國汽車運動第一品牌嘅領克汽車嚟講，佢甚至頂尖技術唔可以只停留喺宣傳層面，而係要去賽道上拚先至證明實力，因此佢喺唔久前就宣佈攜03+TCR賽車、03++賽車、03CUP EVO三款賽車，同步參與TCR China、CTCC中國杯同領克杯三大赛事。

擁有硬實力嘅領克汽車，自然都唔怕高難度嘅檢驗，03+ TCR賽車喺TCR China兩回合正賽中，憑藉硬核嘅性能實力斬獲4冠1亞2季嘅成績；喺CTCC中國杯中，領克縱橫車隊更加斬獲2冠2亞1季嘅成績。同時，喺2026賽季FIA TCR世界巡迴賽揭幕戰中，吉利中國星車隊（Geely Cyan Racing）嘅星瑞TCR賽車，亦喺正賽強勢奪冠並帶回歷史上頭一次勝利，這唔單只意味著星瑞TCR已具備世界級競爭力，仲標誌住吉利中國星車隊正式完成咗吉利汽車運動新時代嘅第一篇章。

同時，喺智能化同安全等技術層面，傳承吉利同沃爾沃安全底蘊嘅千里浩瀚，一年輔助駕駛里程增長215%，以增速第一實現領跑全行業。喺唔久前嘅Euro NCAP官方測試中，吉利銀河星艦7 EM-i（Geely STARRAY EM-i），更加喺法國UTAC試驗室成功完成咗超標雙側連環極限碰撞測試，這既直觀印證咗吉利領先嘅整車安全技術同成熟嘅體系化安全實力，又為中國汽車安全技術走向國際、參與全球行業標準，打下咗堅實嘅根基！

大俠車談：相信好多人睇完吉利汽車嘅銷量數據後，腦海中就會浮現「佢都太全面嘅」嘅讚賞，畢竟能夠同時喺新能源、高端化、海外出口，仲有喺賽道上皆斬獲亮眼成績嘅車企，唔好話喺自主品牌呢個圈子內，就算係全球汽車行業中，都搵唔幾間車企能夠同時做到這些！

中國首家，上汽集團累計產銷量突破一億輛！5 月 28 日，上海北外灘世界會客廳，上汽集團以這裡為原點，開啟一場輻射全球的「第一億位用戶」交車盛典，成為中國汽車史上首家累計產銷量破億輛的汽車集團。作為全球新能源商用車領導者，上汽商用車攜大通、躍進、依維柯、紅岩、申沃五大品牌，完成第 100,000,009 輛至第 100,000,013 輛全球交付接力，共鑄中國汽車產業的里程碑，鐫刻中國商用車產業的歷史性坐標。

一億輛的背後，是上汽七十余年深耕的厚積薄發，更是中國商用車從規模領跑邁向價值引領的生動縮影。依托集團全球化資源賦能，上汽商用車構建起覆蓋重卡、客車、輕卡、輕客、皮卡、MPV、房車七大車系的行業最全商用車矩陣，以 35% 的新能源滲透率持續領跑中國商用車行業，在全球碳中和浪潮中搶佔先機。憑藉可靠品質、前沿技術與完善生態體系，產品暢銷全球 100 多個國家和地區，贏得 DHL 等全球頂尖夥伴深度信賴，成為中國商用車走出去、走進去、走上去的核心力量。

持續領跑中國品牌出海，大通以標杆實力驅動全球綠色物流升級。在新加坡，大通向國際物流巨頭 DHL 交付 eDeliver 5（國內大拿 V1），迎來集團第 100,000,009 位用戶。這是雙方 2017 年攜手以來，又一里程碑時刻。多年深耕，大通不僅斬獲 DHL 歐洲地區中國品牌最大採購訂單，更穩居其綠色轉型首選合作夥伴之列，合作足跡遍及歐、美、亞、大洋洲。如今，憑藉領先產品力與全球化戰略，大通輕客、高端皮卡出口量穩居中國第一，構建五大萬輛級核心市場；斬獲 C-NCAP、Euro NCAP、ANCAP 全球三大五星安全認證，在新加坡、歐洲、澳洲等高端市場出口持續領跑，並成功躋身聯邦快遞、DPD、京東、順豐、菜鳥物流等全球頭部企業首選合作陣營，以全球化實力，為一億用戶版圖強勢擴容。

立足國內市場，四大品牌以綠色運力深耕民生與基建兩大赛道。躍進在江蘇揚州向地上鐵交付大拿 T1，依托高承載、長續航、智能聯網優勢覆蓋綠色城配場景，2025 年躍進向地上鐵累計交付近萬台，暢通城鄉物流「毛細血管」。申沃在上海交付 10 系低地板純電動客車，以零碳出行賦能城市公共交通智慧升級。紅岩於山西太原交付 i 傑獅自卸車，憑軍工底蘊與強悍性能從容駕馭山地複雜工況，深度護航基建強國建設。依維柯在河南洛陽交付聚星 EV，100 度大容量電池破解山區運營續航難題，樹立綠色客運新典範。四大品牌接力交付，迎來集團第 100,000,010 至 100,000,013 位用戶，以硬核實力共鑄億級里程碑。

從國內核心城市到海外重點市場，從物流配送、基建工程到公共出行、旅遊客運，五大品牌的每一次交付，都是上汽商用車「攜手中國力量，驅動世界脈搏」的生動實踐。一億用戶不是終點，而是信任的新起點。面向未來，上汽商用車將持續以技術創新為內核、以用戶價值為導向，引領綠色轉型，深化全球佈局，在新征程上續寫中國商用車產業的輝煌篇章。

重慶車展這幾日，長安馬自達嘅展台好有睇頭。N8 館入面，傳奇跑車 MX-5、新能源轎車 EZ-6、SUV EZ-60，外加 4 月剛上市嘅 EZ-60 馬年版，四款車一字排開。主題好直接：「依然馬自達」。電動化咗，我都係嗰個講究操控、講究設計嘅馬自達。

全球車唔係貼標籤，係真係拿去海外賣

傾產品。EZ-6 同 EZ-60 呢兩款新能源車，長安馬自達由頭到尾都按照全球標準嚟做，唔係內地特供版。EZ-6 攞咗「2026 世界年度設計車」大獎，係第一個攞到呢個奬嘅中國新能源車型。EZ-60 更勁，全球八個頂級設計大獎全部攞晒，SUV 入面獨一無二。

安全方面，兩款車都按照中歐雙五星標準開發。EZ-6 已經攞咗 C-NCAP、E-NCAP 等五個權威認證，EZ-60 嘅電池安全提前滿足咗新國標同歐標。長安馬自達仲俾咗一個好硬淨嘅承諾：電池終身自燃包賠，唔限里程、唔限車主。呢個條款喺合資新能源入面好少見，算係俾用戶食咗顆定心丸。

操控係馬自達嘅老本行。現場請咗長安馬自達車主、亦都係冠軍車手嘅紀浩，佢開住一台原廠未改裝嘅純電 EZ-60，跑完咗中國新能源汽車拉力錦標賽。6 日 910 公里，對手大多數係增程同插混，最後 EZ-60 攞咗場地賽 SUV 組冠軍、拉力賽總成績亞軍。呢種極限工況下嘅穩定性，比任何試駕都咁有說服力。

更加值唔得關注嘅係，長安馬自達已經拿到歐盟、英國、澳洲三大市場嘅整車認證，係國內第一個同時攞到呢三個認證嘅合資新能源車企。5 月底，80 幾位來自歐洲、澳洲、泰國嘅海外經銷商專門跑咗一趟南京工廠，考察生產工藝同品控體系。目前 EZ-6 同 EZ-60 喺海外銷售同預售勢頭都唔錯，國內市場 EZ-60 連續 7 個月係合資新能源中型 SUV 嘅銷量冠軍。

長安馬自達銷售分公司執行副總經理吳旭曦喺現場講得好直接：長安馬自達已經成為馬自達全球新能源嘅研發、製造同出口中心。以往合資車企都係將海外車型引入國內，而家長安馬自達係反向輸出：中國造嘅新能源車，要賣返去馬自達嘅全球市場去。

用戶唔止係買車嘅人，仲係品牌嘅一部分

今次車展上，長安馬自達花咗好大篇幅講用戶共創，而係唔係只係談產品參數。呢個思路好啱，新能源時代產品同質化好嚴重，拼邊個同用戶行得更近。

從年初開始嘅「心願之旅」，用戶提願望、品牌幫佢哋實現，每個願望背後都係真實嘅個人故事。「車主故事薈」已經出咗 11 期，入面有連續 7 年捐助貧困小學嘅公益達人，有連續 4 年組織車友會關心特殊兒童嘅領隊，仲有因為馬自達認識、最終走到埋一齊嘅情侶。呢啲內容比廣告片真實好多。

「悅馬創作家」同「全民經紀人」計劃，鼓勵用戶自己拍片、寫分享、推介朋友買。現場嚟咗個零零後嘅 EZ-60 車主孫靖依，話自己平時工作忙，但有空就發啲用車感受，車友同工作人員都好幫手。呢種自發嘅口碑傳播，比硬廣告轉化率高太多。

5 月啟動嘅「青苗計劃」第二季，正行入全國高校，同學生傾設計、駕控、安全同智能化。同步仲搞咗 EZ-60 全國高校改裝設計大賽，優秀作品有機會做成實車，仲俾參賽學生提供咗暑期實習名額。呢一招既培養咗潛在用戶，亦順便做咗年輕人才儲備。

社會責任無落下。從 2015 年而家，長安馬自達喺雲南捐咗 12 間希望小學，總投入超過 1000 萬，惠及過萬師生。6 月又發起「每一公里都有善意」公益行動，將用戶每次出行轉化為公益基金，用來改善希望小學嘅條件。

618 優惠簡練講

車展期間到 6 月 30 日，全系有購車禮遇。廠補至高 17000 元，國補至高 20000 元，買指定車型送價值 7999 元嘅尊享套裝（包含原廠充電樁、龍膜太陽膜、TPE 腳墊同尾箱墊）。金融方案係 0 首期 5 年低息，年均費率 1.99%，仲加一個價值 7999 元嘅終身零燃權益。到場試駕新能源車嘅送金陵金箔。詳情直接問當地經銷商。

寫在最後：

睇完今次重慶車展長安馬自達嘅動作，有一個感覺好明顯：呢間合資品牌喺新能源轉型上行咗一條唔太一樣嘅路。無盲目捲配置、捲價格，而係將「全球標準」同「用戶共創」作為兩個支撐點。「依然馬自達」呢句主題，講到底，係喺電動化浪潮入面守住自己嘅魂：設計、操控、安全，呢啲老底子唔好丟。同時將用戶真正放喺度一齊玩、一齊成長。呢種打法唔一定最快，但好大機會行得更遠。

6 月 13 日到 21 日，重慶國際博覽中心 N8 館，有興趣嘅可以去看看。車好唔好，開過先至知。

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。

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 Highlight

In 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 5

Chery 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 Effort

Changan 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 Thoughts

From 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。

國際能源局勢持續波動，油價不斷走高，令歐洲人開始接受電動汽車，亦令中國新能源汽車品牌在歐洲見到新希望。據外媒報道，2026 年 4 月中國車企在歐洲市場整體銷量同比大增 114%，上汽集團、比亞迪和奇瑞成為大贏家。

產品熱銷同時，面對歐盟貿易壁壘與全球產能過剩現狀，中國頭部新老車企亦正在加速佈局海外生產基地，透過收購、改造歐美傳統車企閒置產能落地本地化生產。

從出口到銷售再到生產，中國新能源汽車品牌出海正在加速進階，有望進入改寫歐洲汽車產業格局的全新階段。

上汽穩、奇瑞猛，中國汽車在歐洲大賣

2026 年 5 月 22 日，歐洲汽車媒體援引當地市場研究機構 Dataforce 最新數據，4 月歐洲新車整體銷量持續復甦，同比增長 6.4%，區域車市整體保持穩步復甦態勢。

由於中東地區持續衝突，歐洲油價自 2026 年以來已上漲約 20%，因此，新能源車型成為拉動歐洲車市 4 月份增長的核心驅動力。其中，純電動汽車表現最為突出，4 月銷量同比增長 38%，創下 2026 年以來最高單月增速；插電式混動車型銷量增長 21%，油電混動車型銷量增幅亦達到 15%。

歐洲汽車用戶加速轉向新能源汽車，同樣為中國汽車品牌加速擴大歐洲市場銷量創造了絕佳增長契機。

數據顯示，2026 年 4 月中國車企在歐洲市場整體銷量翻番，同比大增 114%。其中，上汽集團 4 月份銷量為 30074 輛，穩居中國車企銷量榜首，比亞迪單月銷量為 28186 輛排名第二，奇瑞 4 月份銷量為 25656 輛，位列第三。從單月表現看，三家中國車企在歐洲市場的銷量差距亦在持續縮小。

在銷量增速方面，4 月歐洲車市增速榜單幾乎被中國品牌霸榜，零跑汽車增速高達 423%，奇瑞、比亞迪分別以 344%、125% 的同比增速緊隨其後，整體增長勢頭強勁。

其中，奇瑞則成為 4 月歐洲市場增長爆發力最猛的中國車企，相比 2025 年 4 月，奇瑞銷量增加接近 2 萬輛。Dataforce 數據顯示，奇瑞品牌 2025 年 4 月在歐洲銷量僅有 4 輛，今年 4 月已達到 5446 輛；此外，奇瑞旗下 Omoda、Jaecoo 兩個子品牌均同步發力，悉數躋身歐洲市場銷量增幅前列，其中 Omoda 增速位列歐洲第三，Jaecoo 位居第六。終端市場的表現說明，奇瑞在歐洲的佈局已進入全面發力階段。

因為與中國品牌的高速增長形成鮮明反差的是，部分歐洲本土車企及傳統汽車巨頭在 4 月遭遇銷量下滑。比如，豐田同比微跌 1%，雷諾下滑 3%，福特下跌 11%，現代降幅達 12%，高端品牌保時捷竟然也同比下滑達到 17%，三菱跌幅最為突出，達到 51%。

與中國車企零跑、東風保持密切關係的歐洲本土巨頭 Stellantis，4 月銷量雖實現 4.3% 的同比增長，但增速低於歐洲車市整體表現。該集團內部品牌表現分化顯著，零跑、菲亞特、歐寶 / 沃克斯豪爾、雪鐵龍保持銷量正增長，而寶獅、阿爾法·羅密歐則出現明顯銷量回落。

如果中國新能源汽車新老品牌能夠延續這股上升勢頭，將有望重塑歐洲市場競爭格局。

中國車企瘋狂「買買買」，但仍要過工會關

一方面，油價上漲、新能源汽車市場轉型等多重因素疊加，導致傳統汽車巨頭在歐洲市場銷量疲軟。另一方面燃油車時代遺留的製造體系亦正逐步陷入閒置或產能過剩的困境。

有諮詢機構預判，歐美大量低利用率汽車工廠未來將面臨關停或轉讓，而歐盟針對中國電動車加徵進口關稅的舉措，則進一步推動中國車企加速佈局歐洲本地化生產。

在這樣的背景下，承接、改造傳統車企工廠，已成為不少中國車企佈局海外本地化生產的核心方式。這一現象亦引發外媒關注，近日有歐洲汽車媒體就爆料稱，比亞迪正與 Stellantis 及其他歐洲車企洽談接管該地區閒置工廠。實際上，比亞迪早在 2023 年底就已宣布在匈牙利建廠，成為首個在歐盟自建乘用車工廠的中國車企。

比亞迪匈牙利工廠規劃年產能 30 萬輛，2025 年比亞迪在歐洲市場的銷量已超過 18.7 萬輛，比 2024 年同比增長超 260%。按照增速來預測，比亞迪僅靠一座匈牙利工廠將難以滿足在歐洲的汽車銷售需求，因此傳出與本土車企洽談購廠合情合理。

對歐洲市場充滿進取心的中國車企不止比亞迪。僅 2026 年 5 月一個月，就已傳出多個中國車企洽談歐洲產能合作項目的消息。比如，5 月 20 日，Stellantis 集團官宣與東風集團展開合作洽談，計劃依托法國雷恩工廠實現東風新能源車型的本地化生產。此外，零跑汽車亦透露，與 Stellantis 合資成立的零跑國際，有望收購 Stellantis 位於西班牙馬德里的工廠，快速搭建歐洲本土生產基地。

還有消息稱，吉利亦正積極推進收購福特西班牙瓦倫西亞工廠部分裝配產線；小鵬亦被曝出與大眾集團洽談，尋求收購其歐洲閒置產能。還有奇瑞與西班牙 Ebro 集團合作盤活前日產舊工廠，目前已恢復生產，奇瑞車型即將導入落地。

接手改造歐洲車企閒置產能，好處係能夠避免行業重複建設，增加歐洲當地就業機會，符合產業政策導向，同時亦能夠比完全自建工廠更節省時間提升效率。

然而，需要給中國車企提個醒係，買買買並不代表一勞永逸，背後同樣暗藏極大風險。

同樣在近日，在傳出大眾汽車集團與小鵬汽車洽談閒置產能出售消息後，大眾汽車集團工會負責人丹妮拉·卡瓦洛卡瓦洛（Daniela Cavallo）當著數萬名工人的面，炮轟集團管理層，並且強烈反對管理層與中國車企等第三方磋商讓出閒置產能。

在此壓力下，大眾汽車集團的 CEO 奧博穆（Oliver Blume）則公開表示，目前，大眾沒有與中國製造商進行任何關於使用歐洲工廠產能的談判，未來也完全沒有相關的合作計劃。

相比東南亞、中東、非洲等新興市場對中國車企的高包容度，成熟的歐洲汽車市場法規、工會、環保、就業承諾等約束條件更為嚴苛，中國車企透過收購工廠的方式落地本土化，除了要改造產線、適配供應鏈之外，更需適配當地規則、適配當地文化才能更好地生存。

當然，自建工廠可完全貼合車企自身製造標準、供應鏈體系與生產理念，自主可控性更強，但亦這更適合資金充裕、佈局節奏可控的車企去長期佈局。從這個層面來說，目前比亞迪在歐洲的產能佈局更符合長期 + 短期的配合，全球範圍內，比亞迪除了在各大主要市場洽談符合條件的舊工廠加以改造之外，已在泰國、匈牙利、土耳其等地落地至少 4 座自建整車工廠。

歐洲新能源汽車銷量大幅提升，給渴望出海的中國車企帶來發展契機，然而歐洲對中國車企收購工廠的複雜情緒，又令中國車企的歐洲之路困難重重。實際上，中國車企主導的本輪全球汽車產能重組，反映出新能源汽車時代行業話語權的結構性轉移。

燃油車時代，歐美日韓車企主導著全球汽車技術路線、產能配置與產業規則，在智能電動化浪潮下，憑藉完整的新能源供應鏈、成熟的三電與智能化技術、高效的產能體系，中國車企正在從產品出口升級為產能、技術、標準的全方位出海，有望重塑歐洲乃至全球的汽車產業格局。

（消息來源：autonews.com，reuters.com，bloomberg.com）

Have you ever seen the roads in India?

I've seen them online.

The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".

However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.

According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.

Some netizens commented: Did the three Japanese car companies have too much money?

In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.

Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.

So, it wasn't that Japanese car companies chose India, but because they had no choice.

The Pain of Japanese Car Companies

Past Japanese cars were truly the envy of others.

Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...

Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.

With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".

Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.

According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.

You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.

Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.

Apart from China, Japanese cars are also not doing well in the US.

On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.

This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.

Looking at Japan itself, it is actually not easy either.

Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.

Executives looking at the reports, their backs went cold, only to find a new growth curve.

So, Japanese car companies didn't fall in love with India, there was nowhere else to go.

Deep Thought on Choosing India

So, what magic does India have, to make Japanese car companies invest heavily?

The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.

The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.

The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.

So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.

The Nikkei also believes that India is expected to become its global car supply center.

The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.

But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.

Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.

So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.

But, is the Indian market really that easy to mix?

The Hard-to-Bite Indian Market

Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.

First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?

India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.

Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?

Isn't this a version of the Thai market?

Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.

If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.

Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.

This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.

So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.

Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.

Epilogue

Japanese cars this trip to India, not go for tourism, is go to make a living.

Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.

Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.

As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.

But no matter how, this play just started, we slowly watch is okay.

Anyway India's story, never bored.

中國汽車品牌喺馬來西亞市場點樣表現？

數據嚟啦，2026 年 4 月馬來西亞新車市場總銷量達到 78100 輛，同比增長 20.9%，年度累計銷量則為 269800 輛，同比增長 3.1%。

而家中國汽車品牌喺馬來西亞已經從「打醬油」變咗「主力部隊」，唔單止站稳腳跟，仲開始對日系品牌形成實質壓力。

下面我畀大家盤點一下上個月（2026 年 4 月）嘅亮點，再睇睇中國車嘅具體表現。

馬來西亞車市而家係本土雙雄霸佔：Perodua（北鹿大/第二國產車）同 Proton（寶騰）呢兩個老友拿走咗唔少過三分之二（64.1%）嘅生意。

特別係 Proton（寶騰），背後站住吉利，銷量暴升 47.9%，快翻咗一半。

以前去馬來西亞旅遊嘅中國人喺佢哋街頭巷尾經常見到豐田（Toyota）、本田（Honda）、鈴木等，而家佢哋銷量都跌咗。

其中豐田上個月銷量跌咗 9.7%，本田跌咗 8.3%。呢就係好說明問題：大家唔迷信日系啦，開始轉向本地同我哋中國品牌。

確實如此，而家中國車喺馬來西亞已經唔係單打獨鬥，而成咗一個能打嘅「集群」。

從今年 4 月份呢個排名可以睇出而家嘅勢頭。奇瑞旗下嘅子品牌 Omoda Jaecoo（歐萌達/傑酷）首次殺入咗前五名，直接將老牌嘅日系車擠落去。

總體嚟講，今年前四個月中國汽車品牌入面奇瑞 Omoda 同 Jaecoo 已經躍居第五名，銷量 5215，基本已經喺第一梯隊坐穩咗。比亞迪 (BYD) 以 3674 輛累計成績排喺第八位。中國品牌喺馬來西亞已經從「小打小鬧」進入咗「規模化突破」嘅新階段。

以前馬來西亞市場係 Perodua、Proton 兩個本土品牌食肉，豐田、本田飲湯。而家中國品牌（尤其係 Omoda Jaecoo 同比亞迪）擠進前五、前八，直接令本田都跌咗 8%，說明我哋嘅車真係搶到咗日系車嘅蛋糕。

你發現冇？光係前十名入面，就有 Omoda Jaecoo、比亞迪、捷途呢啲中國品牌。如果算上奇瑞、長城，中國品牌喺榜單上已經好搶眼。呢種兵團作戰嘅效應，會令消費者覺得「中國車係一個可靠嘅選擇」。

特別係吉利入股嘅本土品牌 Proton（寶騰），佢家嘅電動車 e.MAS 系列賣得好唔錯。雖然寶騰算馬來西亞本土品牌，但佢嘅新能源技術係從中國嚟。呢個相當於中國汽車技術透過「借雞生蛋」，喺馬來西亞實現咗彎道超車。

所以依我睇啊，我哋中國嘅車設計新、配置高、智能化體驗好，加上奇瑞、比亞迪、吉利呢啲大廠已經喺馬來西亞建廠扎根，成本降落嚟，價格都有競爭力。

不過日系車幾十年攞落嚟嘅口碑（耐用抵打、保值率高）好難一下子推翻。而且馬來西亞嘅充電樁仲唔算特別多，純電車要徹底普及仲要等一等。

總嚟講，中國品牌喺馬來西亞已經唔再係「小眾選擇」，而成咗主流選項之一。 只要保持而家嘅產品力同性價比，未來取代日系成為「老三」只係時間問題。

你諗點？

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。

The tide surges in Pujiang, witnessing the dream-chasing journey of China's automotive industry. May 28, Shanghai North Bund World Living Room, when SAIC Motor Chairman Wang Xiaoqiu handed the keys of the IM LS9 Hyper to Momenta CEO Cao Xudong, a historical number froze at this moment - 100,000,000.SAIC Group has become the first automotive group in the history of China's automotive industry to cumulatively exceed 100 million units in production and sales, casting a new milestone for China's automotive industry.

This was a breakthrough press conference from tradition. When overseas users exceeded 6 million,with Shanghai as the origin, live signals crossed mountains and seas, connecting five continents. 15 brands and 18 models under SAIC Group became a "Global Relay" spanning the Eurasian continent, weaving delivery sites for users scattered around the world into a flowing historical scroll. In the lens of Oriental TV, time zones switched, languages changed, but the warmth in the palm when staff handed over the car keys to each user was identical.

The tide speaks not, flowing to the sea. These 100 million units measured not only SAIC's over 70-year car-building journey, but also reflected the era leap of China's automotive industry from "Chasers" to "Leaders". These 100 million units are historical opportunities given by the era to SAIC, and are trust monuments cast by 100 million choices from global users.

From 1958, the staggering start of the first Phoenix sedan, to 2026, SAIC's 100 millionth car - IM LS9 Hyper full specification launch, today, when China's annual car production and sales have ranked first in the world for consecutive years, and Chinese brand products drive into the streets and alleys of global markets, people see not only an industry becoming from large to strong, but also the silhouette of a manufacturing power marching forth strongly in the process of modernization.

Grateful to the Era

On the Drumbeat of "Technology Empowerment"

Build Good Cars Belonging to This Era

The climax of the delivery ceremony froze on the 100,000,000th car - IM LS9 Hyper. Full drive-by-wire steering, Lingxi Digital Chassis 3.0, Star Super Extended Range, these terms once stuck on technical blueprints are now reality within reach for 300,000 RMB-level users. It is the accumulation of all achievements of 70 years of SAIC's technical accumulation, and is the answer sheet SAIC delivered in this smart electric era.

In 1958, the hammering in the alley small factory struck out the first Phoenix sedan,answering the question "Can Chinese people build their own sedans?"; In 1983, the first domestic Santana drove off the production line, the iron rule "Never accept inferior substitutes",answered the question "Can China build a modern automotive industrial system?"; In 2000, Buick Sail shouted "100,000 Yuan Family Sedan",answered the question "When can sedans enter Chinese families?"; In 2016, Roewe RX5 opened the door to "Internet Car",answered the question "How can cars become smart terminals?".

And today, when "Technology Empowerment" becomes a new era proposition, comprehensive transformation to smart electric, being the first to mass-produce semi-solid-state batteries, drive-by-wire chassis and these technologies, make SAIC's answer more vast.

150,000 RMB-level Hualing S turns Huawei Qiankun Smart Driving Full Bundle into "National Standard"; 200,000 RMB-level Shangjie Z7 is equipped with 896-line LiDAR and Huawei ADS 4.1, pre-orders exceeded 12,000 units 27 minutes after launch; SAIC Volkswagen ID.ERA 9X, Audi E7X and other joint venture flagship models use Momenta R7 world model and SAIC deep co-creation smart chassis - "Joint Venture 2.0" is no longer technology introduction, but a two-way rush of "In China, For China, Defined by China" between Chinese and foreign parties. From 50,000 RMB-level commuting cars to 500,000 RMB-level luxury flagship, from Pure Electric, Extended Range to Plug-in Hybrid, HEV, SAIC uses a product matrix covering full scenarios, full price range,allowing people of different eras, different needs, to find their own "Car of the Era".

Cao Xudong, owner of number 100,000,000, is Momenta CEO, and also a "Founding Lighthouse Partner" who fought side by side with SAIC IM from its very beginning. When he took the keys, he said Momenta Level 3 Autonomous Driving Capability will be launched on SAIC first. He himself will not only personally drive this car, but will also use it first for verification testing in the process of developing L3 autonomous driving, ensuring that mature, reliable systems are delivered to users.

The Era is the Question Setter, SAIC is the Answer Sheet Provider. Twelve years ago, the directive "Developing new energy vehicles is the only way for our country to move from a car nation to a car power" pointed the direction for SAIC; twelve years later, SAIC proved with a 100 million units milestone: every opportunity given by the era was steadily caught.

Grateful to Users

Know Cars, Understand You Better

It is Responsibility, and also the Greatest Motivation

If "100 million units" is SAIC's answer sheet to the era, then these 100 million choices are the medals users returned to SAIC.

The essence of 100 million units delivery is 100 million vibrant trusts, 100 million warm lives. These 100 million choices are distributed in over 170 countries and regions worldwide, scattered in countless specific life scenes.

In London,Intern Doctor Natalia inherited her love for MG from her grandfather. The classic MGB in her childhood was a dazzling existence for her, she often sat inside the car, longing to drive it herself someday. Today, she becomes an owner of MG4 EV Urban.Two generations, two cars, one brand, completing a brand inheritance spanning space and time.

In Jakarta,Indonesia National Footballer Egi Maulana Vikri chose Wuling Eksion because "It understands the needs of a family trip".In Singapore,DHL Senior Vice President Herbert took the keys of SAIC Maxus eDeliver 5. SAIC Maxus has become the preferred partner for DHL Global Green Logistics, a green certificate for China Intelligent Manufacturing to help the global logistics giant achieve carbon neutrality goals. Wherever the car tracks go, languages differ, but that confirmation of "This car understands me" is identical.

In China, thousands of SAIC users open thousands of lives with car keys.

Some choose SAIC for "Self-joy".Post-95 Tech Blogger Han Junxi is already an owner of three AITO cars, because believing in the synergy value of "Mature Enterprise + Frontier Tech", he drove Shangjie Z7 home immediately; `ELLEMEN Rishi` Assistant Publisher Shen Jimin chose Audi E7X because "True luxury never follows the trend of copying"; Car Culture Blogger Tang Xinzhuo, with thirty years time, fully collected the evolution history of Cadillac from DeVille to Kaiweide, under the plane trees of Sinan Mansions, he blended American Luxury and Shanghai Style into one.They choose a car, that is choosing a compromise-free lifestyle attitude.

Some choose SAIC for "Family Joy".Dedao App Founder Luo Zhenyu, as a father of twin daughters, was struck by the design that "Even parked in the garage looks eye-catching" and the sense of security of Huawei Qiankun Smart Driving when witnessing Hualing S come off the line in Liuzhou Factory; Former German National Team Men's Footballer Yang Chen found resonance in ID.ERA 9X - "True strength is never a flash in the pan, but long-term trust and solid".For them, cars are moving homes, containers of love.

Countless others choose SAIC for "Wealth Creation" and "Responsibility".Post-85 Village Party Secretary Pang Fuqiang drives Wuling Rongguang Pure Electric Version 8-9 kilometers every day, sending hot meals of 2 Yuan per meal to 74 left-behind elderly, CCTV Camera Lens recorded his persistence in the cockpit; Taiyuan, Shanxi Hongyan Heavy Truck Fleet, "Endures the hardships of engineers, understands the toughness of Shanxi people" on complex mountain slopes; Luoyang, Henan Iveco Juxing EV, shuttles between High-speed Railway Station and Laojun Mountain, becomes a capable assistant for Culture and Tourism Green Transition; Shanghai Jiading Public Transport Sunwin Pure Electric Bus, carries the daily urban public transport; Yuejin Danaka T1 fleet, starts in the dawn of Urban Distribution Logistics, provides green capacity for Express Delivery and Fresh Produce circulation.Their cars may not have gorgeous configurations, but every kilometer is paving the road for a better life.

The tide is level, the banks are wide; the wind is favorable, the sail hangs straight. Today, SAIC welcomes the historical moment of delivering the global 100 millionth user.This is not only a milestone of enterprise development, but also a brand new starting point for SAIC's second entrepreneurship.Standing at the critical gateway of industry change, the significance of second entrepreneurship is extraordinary: it is a necessary choice to break the stock competition and reshape core advantages, a key path to solve transformation difficulties and activate internal dynamism, and more importantly a responsibility and commitment to carry out the mission of national automotive industry and lead Chinese cars to global leadership. Facing the future, SAIC will always keep the sharpness and enterprising spirit of second entrepreneurship, with technology innovation as the core, with user first as the foundation, advance bravely on the Smart Electric New Track, and constantly write new answer sheets for high-quality development on the New Journey of the 15th Five-Year Plan.

100 million units delivery is not the end of the story, but the overture of service upgrade. SAIC specially delivered the 100 millionth and 100th car to Liu Jia. This ordinary Hairstylist persisted for five years to regularly drive through Guangxi mountains just to give left-behind children a free haircut. This April, his car broke down on a rugged mountain road, Buick stretched out help at the first time, providing roadside rescue in time. Liu Jia was also moved by Zhijing E7's "Full Score Cockpit".

The 100 millionth car is a milestone, and the 100 millionth and 100th car is daily life.The glory of 100 million units belongs not only to SAIC, but also to every owner who creates extraordinary in ordinary.

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 Highlight

In 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 5

Chery 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 Effort

Changan 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 Thoughts

From 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.

On June 1, Great Wall Motor released sales data for May 2026. New car sales for the month were 100,399 units, a slight decrease of 1.79% compared to the same period last year. However, looking at the cumulative performance from January to May, total sales reached 475,815 units, a 3.64% year-over-year increase. The cumulative growth rate has turned positive, and the core business remains solid.

The domestic passenger car market overall faced pressure in May, with only a few top domestic brands achieving month-over-month growth. In this environment, Great Wall maintaining the monthly sales threshold of 100,000 units was not easy in itself. More noteworthy is that behind this report card lie two entirely different growth curves—the rapid progress of the overseas market and the uneven performance among its sub-brands.

01 Overseas "Half Sky": Export Sales Surpass Domestic for the First Time

The most milestone change in May sales comes from the overseas business. Data shows Great Wall Motor's export volume reached 50,688 units that month, a sharp 46.75% year-over-year increase. The proportion in total sales broke through 50% at 50.49%. In other words, for every two cars sold by Great Wall, one is driven away by overseas consumers. This marks the first time Great Wall Motor's export share exceeds domestic sales, signifying its globalization strategy has officially upgraded from an "added bonus" to "half the market".

Looking at the entire domestic brand camp, exports are becoming the common growth pole for all top automakers. In May, Chery's export share was as high as 73.39%, while BYD reached 41.89%. Great Wall entered the first tier of exports with a share exceeding 50%. According to the 2026 overseas sales target of 600,000 units set at the beginning of the year, 231,300 units were completed in the first five months, the progress bar pulled to about 38.6%. Considering the second half of the year is usually the peak season for overseas delivery, the pressure to complete the annual target is not great, and there might even be a possibility to increase it.

From the perspective of regional layout, Great Wall's overseas strongholds are concentrated in Eastern Europe, Central Asia, the Middle East, and Southeast Asia. The Thailand factory has achieved localized production and radiates to surrounding areas. The recognition of models such as Tank and Pickup in the Middle East market continues to rise. From "Product Going Global" to "Ecosystem Going Global", Great Wall's globalization story is moving from quantitative change to qualitative change.

02 Brand Differentiation: WEY and ORA Surge, Haval and Tank Under Pressure

Beneath the total volume of 100,000 units in May, the performance divergence among the five major brands is significant.

WEY sold 8,119 units that month, a 31.78% year-over-year increase. As the high-end representative of Great Wall, WEY gradually opened the high-end market with configuration upgrades on models such as Gaoshan and Lanshan (such as Coffee AI Sound audio, new smart cockpit). ORA even welcomed a highlight moment. May sales were 6,018 units, skyrocketing 206.88% year-over-year. Although the base last year was low, such double-digit growth still indicates that ORA's brand recognition in the pure electric compact car market is accelerating its return.

GWM Pickup continues to play the role of a "stabilizer", selling 13,628 units in May. The Great Wall Cannon series continues to lead the sub-market.

At the other end of the growth spectrum, the two pillar brands Haval and Tank are both under pressure. Haval sold 55,478 units in May, a 3.84% decline year-over-year. Although the volume is still the largest, this downward signal is worth being alert - the compact and mid-size SUV market is experiencing a fierce impact from new energy competitors. Tank brand sold 17,067 units in May, a significant 18.34% drop year-over-year. The demand for the hard-core off-road market has obvious cyclical characteristics. After the explosive growth in the early stage, it has entered a rational correction interval, which belongs to normal fluctuations, but it also reminds Tank to accelerate product iteration and new energy steps.

In addition, Great Wall Motor has previously clearly stated that in 2026 it will focus on terminal channel upgrades, product matrix enrichment, and brand awareness enhancement. From the brand performance in May, the implementation of this strategy has become imperative.

03 New Energy and New Car Rhythm: Accumulating Power for Launch

On the new energy track, Great Wall Motor sold 30,447 new energy vehicles in May. Horizontal comparison with peers—BYD's single-month new energy has exceeded 350,000 units, Geely broke through 130,000 units, and Chery also passed the 100,000 unit threshold—Great Wall still has considerable catching-up space in the new energy segment. ORA's high growth is gratifying, but the absolute volume is relatively small, and its structural contribution to the entire group is limited.

On the product front, May was exactly the intensive landing period for multiple heavy new cars from Great Wall. WEY flagship six-seat SUV "V9X" went on sale on May 18. Relying on the positioning of the first mass-produced model of the Guiyuan S platform, dual VLA large model AI agents, and hard-core configurations such as standard rear-wheel steering + dual-chamber air suspension for the entire series, it bears the task of breaking through the brand upward. Haval Mongoose PLUS went on sale on May 15. With "5-seater + 7-seater" dual layout, Hi4 electric four-wheel drive, and up to 255km CLTC pure electric range, it focuses on the 160,000-200,000 yuan boxy SUV market. These new cars take time from listing to batch delivery. May data has not fully reflected their contribution. True volume increase may have to wait until the second half of the year.

04 Financials and Strategy: Short-term Pain, Long-term Layout

Beyond sales, Great Wall Motor's Q1 2026 financial data also reflects the pain of the transformation period. Q1 revenue grew year-over-year, but net profit attributable to the parent company was only 945 million yuan, a significant 46.01% drop year-over-year. The company explained that the decline in net profit was mainly affected by exchange rate fluctuations brought by last year's same period exchange gains, which is a non-recurring factor.

More importantly, the long-term layout at the strategic level. In January this year, Great Wall officially released the Guiyuan Vehicle Platform. This platform is compatible with five power forms: fuel, hybrid, plug-in hybrid, pure electric, and hydrogen fuel cell. The parts universality rate is as high as 80%. The unification of this underlying capability will provide systematic advantages for subsequent model cost control and product iteration, which is the core chip for Great Wall to cope with competition in the next five years.

From an industry perspective, the Chinese auto market in May 2026 has clearly presented a structural characteristic of "weak domestic demand, strong exports". Great Wall Motor proved itself occupying a favorable position in this wave of going global with an export share exceeding 50%. In the second half of the year, with the continuous volume increase of overseas markets, the delivery ramp-up of domestic new cars, and the further effort of new energy products, whether Great Wall can achieve a double breakthrough in total volume and structure is worth continued attention.

May's 100,000 unit sales volume is a passing paper, but also a differentiated test paper. Overseas market surpassed domestic for the first time, writing new coordinates in Great Wall's globalization process; WEY and ORA's high growth provided imaginative space for brand upward; Haval and Tank's decline sent a clear signal that competition upgrades must be accelerated.

"If you don't go global, you're out" is becoming a true portrayal of the 2026 Chinese auto market. Great Wall gave its own answer with an export share exceeding half. The highlights to watch next are clear: Whether overseas volume can maintain high growth, whether new energy products can break the "low base" label, and whether the new cars launched intensively in May can rapidly ramp up volume at the terminal. The 2026 elimination round continues, and Great Wall has already prepared an extra moat for itself.

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.

Eight Models Break 20,000 Monthly Sales, Song and Yuan Brands Stabilize at 50,000

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 Effect

The 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.

Overseas Explosion: 160,600 Units in Single Month, Accounting for Over 40% of Total Sales, Becomes Second Growth Curve

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 Volume

May 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.

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.

Eight Models Break 20,000 Monthly Sales, Song and Yuan Brands Stabilize at 50,000

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 Effect

The 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.

Overseas Explosion: 160,600 Units in Single Month, Accounting for Over 40% of Total Sales, Becomes Second Growth Curve

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 Volume

May 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.

[First Commercial Vehicle Network Original]

Since the beginning of this year, Foton Motor's overseas business has continued the strong growth trend of last year, and the "Comprehensive Internationalization" strategy has entered a new phase.

In May 2026, Foton Motor's total sales exceeded 58,000 units, up 17.3% year-on-year; among them, overseas sales broke through again, with a single-month sales volume of 18,000 units, up 64.3% year-on-year. Cumulative sales from January to May reached 89,000 units, up 38% year-on-year, continuing to lead China's commercial vehicle exports. This report card is not only a rise in numbers but also the inevitable result of its years of adhering to strategic stability and deepening localized operations, marking that Foton's globalization process has steadily entered the harvest period of high-quality development.

For details, please refer to the latest report brought by First Commercial Vehicle Network.

Structural Growth Drives May Sales to New Highs

In May, Foton Motor's overseas single-month sales exceeded 18,000 units, up 64.3% year-on-year, continuing to lead the Chinese commercial vehicle overseas export industry. Cumulatively, from January to May 2026, Foton's total overseas exports exceeded 89,000 units, up 38% year-on-year, maintaining strong growth momentum on the basis of last year's high base, showing the resilience and vitality of its global market layout. This series of positive signals has laid a solid foundation for achieving its annual overseas goals.

Behind the high growth is the continuous optimization of the export structure and the full-scale effort of high-value-added models. The May data continued the strong momentum of the previous high-end transformation, among which the high-end product line represented by Auman heavy trucks grew particularly outstanding. In May, driven by large order deliveries in strategic markets such as Africa and Central Asia, the Auman heavy truck product line's growth also reached a new high. In addition, Foton Cavan CAVAN C1 recently appeared at the German IFAT Exhibition, receiving high attention from the European market, and also added support for the export of high-end new energy products.

From the perspective of regional markets, Foton's global map presents a gratifying situation of "blooming in multiple points and comprehensive breakthroughs". The high-end strategy in the European market has shown initial results. With the brand effect brought by the TUNLAND V9 pickup winning international awards, as well as the batch delivery of electric light trucks in Spain, European orders continued to maintain high growth from January to May. In Africa, with the successive delivery of the Dangote Group's order of more than a thousand trucks in Nigeria, and the capacity release of the local factory in South Africa, Foton has become a key participant in infrastructure construction and logistics transportation in that region. This full-spectrum breakthrough from points to surfaces, from traditional power to new energy, makes the foundation of Foton's overseas market growth more solid.

Localization Operations Build Competitive Barriers

The secret to sales continuously leading lies in Foton's deep insight into overseas market laws and the solid cultivation of "long-termism". Unlike simple trade models, Foton takes "putting global scenarios into the database" as the origin of product competitiveness. Relying on overseas technology centers spread across the globe, Foton has established a "Global Adaptability Compendium" covering 59 countries and 140 high-frequency markets, transforming 16 typical scenarios such as high temperature, high cold, and dusty into technical standards of 49 key modules and 91 quantitative performance elements, thereby ensuring that every product launched overseas can accurately adapt to local complex working conditions and user habits.

This R&D model based on big data and scenario-driven makes Foton thoroughly say goodbye to "passive fire-fighting" style after-sales rectification. For example, for the heavy load and long downhill operating conditions in the African market, Foton started from selection and verification requirements and provided a complete solution for heavy truck models; and in the high-temperature desert environment in Saudi Arabia, by optimizing the air conditioning system and thermal management scheme, the cooling effect of the bus was significantly improved. It is this extreme pursuit of details that made Foton products win the trust of global top customers such as Dangote Group and Central Asian port operators, continuously winning thousand-level large orders, and converting technical standards into real market share.

More critically, Foton's localization operations have been upgraded from "product adaptability improvement" to "whole industry chain rooting". Whether in manufacturing bases in Brazil and Thailand, or KD factories in South Africa and Saudi Arabia, Foton has not only achieved localized production but also driven the full localization of supply chains, services, and talent. In South Africa, relying on the Port Elizabeth factory, Foton provided customized heavy truck and pickup products for the local area; in Thailand, the launch of the 2000th heavy truck marked that it had deeply integrated into the local logistics system. In March this year, Foton and COSCO SHIPPING Special Carriers established a joint company to build a self-controllable sea transport supply chain system, further consolidating the logistics base for global development. This deeply bound industrial ecosystem effectively avoids trade barriers and builds a "moat" that competitors find difficult to replicate in the short term.

"Comprehensive Internationalization" Strategy Leads to Accelerate towards World-Class Commercial Vehicle Enterprises

From "Product Going Global" to "Brand Going Global", and then to "Ecosystem Going Global", Foton Motor's clear strategic path is the key to its continuous leadership in the industry. Facing global industrial changes, Foton firmly promotes the "Comprehensive Internationalization" strategy, positioning overseas business as the core growth pole and giving resource allocation. Since 2026, Foton has steadily promoted strategic execution, achieving rapid response to global market demands by strengthening the collaborative efficiency of market, product, service, and technology platforms.

Looking to the future, Foton's global layout is still pushing towards depth—in the industrial end, the local factories in key markets such as Indonesia and Saudi Arabia will accelerate production, and the local matching ratio of key components will also be further improved. This not only helps reduce production costs and risks but also deeply integrates into the local industrial chain, transforming from a purely vehicle enterprise to a provider of regional traffic solutions. At the same time, Foton is actively collaborating with excellent domestic supply chain partners to "go out together" and jointly build a more resilient global industrial system.

In terms of technology and products, Foton's "Comprehensive New Energy" and "Comprehensive Intelligentization" strategies are accelerating to extend overseas. Relying on independent three-electric core technologies, Foton is accelerating the promotion of electric, hybrid, and fuel cell commercial vehicle products' overseas coverage, and deeply integrating intelligent technologies with local needs. From the pure electric light truck eMiler listed in Singapore and the new generation medium truck Auman D series, to the TUNLAND V series hybrid pickups landing in Europe, Foton's high-end and new energy product matrix has been implemented in multiple overseas regions. Recently, the Foton brand officially landed in Suriname, further improving its strategic layout in Central America and the Caribbean. It can be foreseen that with the continuous promotion of the strategy, Foton will not only lead in sales volume but also occupy a more core position in the global commercial vehicle value chain.

Concluding Remarks

Looking back from the bright performance in May, Foton Motor's globalization journey has entered the fast lane. It has proved by practice that Chinese commercial vehicle enterprises are fully capable of competing with international giants on the global stage with technological innovation and systemized operations. Time has passed half of 2026, and Foton's overseas business is going towards the annual goal with an irresistible momentum.

On June 2, Amap and the Singapore Tourism Board signed a strategic cooperation memorandum in Beijing. Both parties will jointly create the first overseas national tourism board co-created cultural and tourism list — "Singapore Street Ranking List", while Amap's self-developed Flight Street View technology will also launch overseas for the first time. This cooperation aims to respond to the new trend of China's outbound travel market transforming from "check-in style" to "immersive style", providing more authentic and localized destination information for independent travelers.

According to Singapore Tourism Board data, China-bound visitors to Singapore reached 3.1 million in 2025, and Amap users visiting Singapore-related locations also exceeded 3 million during the same period. After the China-Singapore visa-free policy took effect in 2024, multiple airlines added routes to Singapore in second and third-tier cities, and the outbound willingness of residents in emerging cities rose significantly. At the same time, tourists' travel preferences are also changing: During this year's May Day holiday, among the top 10 attractions in Singapore, natural ecology accounted for 5 spots. The popularity of immersive experiences such as Night Safari and Gardens by the Bay has surpassed traditional landmarks. Tourists tend to delve deeper into communities and explore stories at street corners, rather than just chasing internet-famous check-in spots.

Facing this structural change, authentic word-of-mouth recommendations from peers have become crucial. Ms. Ou Yan Mei, Director of the Singapore Tourism Board, stated that the cooperation between the two parties is not only to let more Chinese tourists discover the charm of Singapore, but also hopes to guide them to experience the stories, tastes, and culture hidden in street corners, implementing the "Singapore, It's Just Fun" marketing theme.

The core product of this cooperation, the "Singapore Street Ranking List", is based on Amap users' real on-site visit data. Currently, it includes eight sub-lists such as Must-Visit Attractions, Must-Stay Hotels, Must-Eat Restaurants, and Must-Shop Shopping, etc. The new version of the list co-built by both parties will be more vertical and segmented, covering seven travel preferences such as Photo-worthy Spots, Outdoor Healing, and Local Life, etc. The list is entirely based on real user choices for recommendations, aiming to provide trustworthy and practical content, helping tourists discover a more three-dimensional Singapore.

Amap Flight Street View technology landed in Singapore simultaneously. Based on self-developed spatial intelligence, this technology presents scenic spots, hotels, districts, and restaurants in 360-degree panoramic view, allowing tourists to intuitively judge whether the destination meets expectations before departure. Before signing, this technology has started pilot programs at major landmarks and scenic spots in Singapore. Merlion Park, Sentosa Island, Universal Studios, Gardens by the Bay, Singapore Zoo, Jewel Changi, and other spots, as well as some listed restaurants and hotels, have been covered. This is the first time this technology is applied overseas.

Amap CEO Guo Ning stated: "Authenticity is the best recommendation — this point is universal worldwide." This cooperation represents deep collaboration between a domestic travel service platform and an overseas national tourism board in terms of data sharing, content co-creation, and technology output. As China's outbound travel market accelerates its shift from group tours to independent travel, how to provide trustworthy and personalized local information has become the key for destinations to compete for tourists. The trial of the Singapore Street Ranking List provides a referenceable sample for other overseas destinations.