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喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿寶騰 X70 同斯巴魯 Forester 嚟做比較。呢兩款車喺價錢同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。
寶騰 X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，合共 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。
斯巴魯 Forester 喺馬來西亞嘅 OTR 售價係 RM 174,000 - 197,000，合共 3 個版本，包括 2024 2.0L S EyeSight GT Edition（RM 189,538）、2024 2.0L S EyeSight（RM 177,538）、2024 2.0L L EyeSight（RM 167,538） 等。
由價錢睇，寶騰 X70 嘅入門價確實比斯巴魯 Forester 平咗 RM 67,200。如果你預算唔夠，寶騰嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千塊，可能喺配備上會有取捨，具體要看你嘅需要。
寶騰 X70 裝載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
斯巴魯 Forester 裝載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
動力方面，斯巴魯 Forester 嘅 2.0L 4-cyl 比寶騰 X70 嘅 1.5L Turbo 多咗 30 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得冇力。
寶騰 X70 車身長 4400 mm，尾箱 400 L。
斯巴魯 Forester 車身長 4400 mm，尾箱 400 L。
兩款車嘅尺寸差唔多，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
寶騰 X70 同斯巴魯 Forester 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，就揀配備更豐富嗰款。最後仲建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，寶騰 X70 同斯巴魯 Forester 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仲要睇返你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，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。
"Great Wall Ora 5 is quietly completing a vertical leap in brand positioning with its versatile performance of three powertrains in one car and natural aesthetics — evolving from a choice of personality for a specific group of people to a 'new option for all people's travel' covering first-time family buyers and quality upgrade/replacement purchase crowds."
July 20-22, Great Wall Motor Global Exploration Day was held in Baoding. Investors from around the world went to Great Wall Technology Center and production base, completed a deep test drive of Great Wall Ora 5 multi-power versions at Xushui professional test track, and conducted a comprehensive field inspection from intelligent manufacturing craftsmanship to dynamic performance. With Great Wall Ora 5's global total sales breaking 10,000, especially with outstanding results in Brazil, Thailand, etc., global market attention once again focused on this new Chinese car.
The First Car for Young People, Why Is Ora 5 an Inevitable Option?
"The first car for young people" is this choice question. The standard answer used to be "just enough is good" — budget is limited, so compromises have to be made repeatedly between looks, space, power, and quality. But with the arrival of Great Wall Ora 5, product power is quietly rewriting this proposition: Who says the first car can't have it all?
From "Specific Groups" to the Elevation of "Everyone's First Choice"
Behind the hot sales of Ora 5, the most critical shift is the drastic expansion of user profiles. In the past, Ora might have been labeled as a specific circle, but now, with the popularity of versatile models like Ora 5, its user pool has expanded to the vast crowd of "Family First Purchase" and "Quality Upgrade/Replacement Purchase".
Young people who just graduated choose it as their first car in life, appreciating the sincerity of high specs at the entry level; Young families use it for commuting travel, needing a balance of space and energy consumption; Even those users who originally drove fuel cars are willing to trade up to an Ora 5 to upgrade travel quality. When a car can please these completely different needs at the same time, it has already jumped out of niche narratives and become a universal solution under the proposition "The First Car for Young People".
Natural Aesthetics, Striking Global Aesthetics at First Glance
When young people buy cars, the first impression is crucial. The entire Ora 5 series adopts the "Natural Aesthetics" design language, drawing inspiration from nature, presenting the purest beauty with minimal rounded lines — no stacking chrome, no creating pseudo-sports, not relying on exaggerated styling to attract attention.
This "subtraction" design philosophy instead achieved cross-cultural recognition — whether it's a pause and look back on the streets of Madrid, or a delivery ceremony in Bangkok business districts.
Ora 5's "stunning at first glance" clean temperament comes from precise insight into global young aesthetics, precisely hitting the aesthetic resonance of the global young generation pursuing authenticity and refusing complexity. For young people, a car is not just a tool, but self-expression, and Ora 5 happens to step on their aesthetic rhythm.
One Car Multiple Powertrains, Freedom of Choice Without Compromise
The core weapon that truly allowed Ora 5 to achieve "global breakthrough" is the product logic of "one car multiple powertrains, one car multiple categories". Whether it is the pure electric version or the hybrid version, Ora 5 shares the same design language, the same set of smart configurations, and the same set of comfort standards — without reducing quality in any aspect due to different power forms.
This means young people can choose completely according to their actual life scenarios: For urban users with dense charging piles in China, the pure electric version is sufficient and worry-free for commuting; While in Europe, many urban public charging facilities are still not perfect, old city streets are narrow, private parking spaces are scarce, the threshold for home charging pile installation is extremely high, and the inconvenience of pure electric replenishment becomes a pain point for daily travel, at this time the hybrid version with the calm attitude of no need to rely on charging piles, using three-engine six-mode full-speed intelligent power switching, achieves both fuel saving and smoothness without conflict.
Not only Europe, starting from July, Great Wall Ora 5 will land in Australia, South Africa, Indonesia and Central/South America in batches, the infrastructure level and travel needs of these markets are different, but all need a product that can flexibly adapt to local conditions — and this is exactly the foresight of the "one car multiple powertrains" strategy. Ora 5, with the same quality standards and different power choices, adapts calmly to the differentiated needs of different regions around the world, allowing every young consumer to have a rational decision that truly fits personal life, no need to compromise due to regional or infrastructure differences.
From "Chinese Boutique" to "Global Trend", Ora 5's Journey Has No Adaptation Issues, Only Local Adaptation.
When a car can sell out in 24 hours in Brazil, can rival Japanese giants in Thailand, and can travel calmly through narrow streets in European old cities, it is no longer just a name card of China Manufacturing, but a vivid footnote of born globally. Ora 5 repeatedly verified one thing in different markets around the world: The first car for young people can already have high looks, high quality and high freedom at the same time.
When "just enough is good" becomes "priority based on needs", Ora 5 is redefining the car buying standards for this generation of young people, it does not require young people to adapt to the car, but let the car adapt to every kind of life and every piece of land. From densely charging pile domestic cities to South America and South Africa where infrastructure is not yet perfect, Ora 5, with the same set of aesthetics, the same intelligence, and the same quality, broke the boundaries of region and infrastructure, adapting to local conditions, making "choose according to needs, travel freely" a right within reach of young people around the world.
Great Wall Ora 5 wrote the same answer for this generation of young people with one real global scenario after another: You deserve to vote with love, not compromise with budget.
In July, the Chu Energy Automotive ET test vehicle rolled off the line in Wuhan, behind which is the owner of China's second-largest 4S group — Hengxin Automotive Group, Dai Deming, holding 10 billion in self-owned funds, gripping three cards: batteries, channels, and qualifications, looking to move up from the downstream channel to manufacture complete vehicles.
This matter hasn't made much of a splash in the automotive industry yet, but in the more 'grassroots' tire industry, the strategy of 'dealers entering the product business' has actually been in play for 20-30 years.
Currently, the replacement market for tires accounts for over 70%, dealers hold a complete grassroots network ranging from county-level repair shops to roadside tire stores, more fragmented than 4S channels and closer to real demand.
But currently, the capacity utilization rate for the entire industry is less than 70%, price wars have driven prices down to the cost line, dealers entering tire manufacturing, are they copying Chu Energy's playbook, or jumping into another fire pit?
Several Real Examples of 'Dealers Making Tires' in the Tire Industry
Let's list a few representative examples first. Qin Long, Chairman of Qingdao SenQilin, founded Sendatai in 1999. Earlier, he was an agent for Huanghai, Shuangqian, and Linglong, later also represented Michelin and Continental. Started fresh in 2007 to make SenQilin, targeting high-end passenger car tires, built a factory in Thailand, positioned in Spain. Now is an A-share listed company, revenue exceeded 4 billion in the first half of 2024, one of the representatives of domestic high-end tires.
Father and son Zhao Jianbin and Zhao Ruilong originally worked with Qingdao Ruilong Tire Technology, mainly engaging in tire import and export, owned brands 'Maibote' and 'Jingnai' under them. In 2019, Zhucheng Guopeng Rubber went bankrupt, they purchased the entire assets for 117 million, renamed Yousheng Tires to enter manufacturing; in 2024, invested another 5.16 billion to launch a new Shandong Youyue Rubber project.
Shenyang Ruihua Group Jin Penghui started in the 1990s, doing motor oil, batteries, tires, was a core agent for Toyo Tires in China, absolute channel advantage in the three northeastern provinces. In August 2025, Liaoning Hengdasheng (controlled by Ruihua) acquired with 91.59 million USD 86% equity of Tongyio Zhangjiagang, a subsidiary of Japan Toyo, renamed 'Hengdasheng Toyo Tires' — dealing for thirty years, turned around and swallowed the original manufacturer.
In 2024, Qingdao Sunset Tire Co., Ltd. planned to build a new factory in Brazil. When the news broke, the industry was shocked, this unknown dealer not only changed industries to build a factory, but also went straight overseas, likely to become the first domestic company to build a factory in Brazil.
Of course, there have been many failed attempts in recent years. In 2017, a provincial Michelin agent in East China launched a private label, commissioned a small factory in Shandong, focusing on e-commerce and partner repair shops, resulting in 2019, because the factory substituted materials, a batch of tires showed bulging and falling pieces, compensated over 2 million, the brand went bust immediately.
A large dealer in Nanjing started a private label in 2018, for 3 years, sold only 100,000 tires a year, not even as much as a big brand agent sold in a quarter, finally gave up...
Advantages of Dealers Making Tires
First is ready channels, dominating the replacement end. Over 70% of tire sales are in the replacement market, dealers already deal with hundreds of thousands of repair shops and tire stores nationwide, even sinking to county and township outlets, distributing their own brand is almost zero cost, no need to throw money at investment promotion and promotion like new brands.
Even 4S cannot match this point — 4S shops only cover new cars and warranties, tire dealers' terminals are more scattered and closer to replacement scenarios, promoting their own tires just requires giving repair shops a few percent rebate, and can expand quickly.
Second is understanding terminal pain points, products stay on track. Dealers receive feedback from repair shops every day, knowing which patterns are wear-resistant, which specs sell well in the Northeast, whether new energy vehicle owners care more about low rolling resistance or quietness, product positioning is more accurate than marketing departments of pure manufacturers.
Third is controllable capital and risk. Top dealers have stable cash flow, no need to seek financing like new forces and watch faces, first try OEM/ODM, expand if selling well, stop if not, loss is not big.
Disadvantages are equally prominent, failures far outnumber successes
First is technical and production shortcomings. Tires look simple, but formula, structure, process thresholds are not low, especially now with EV tires, silent foam, self-healing, etc., dealers lack technical accumulation, either find OEM or build factory themselves, need to hire R&D, buy equipment, high investment, long cycle, currently full industry capacity utilization is less than 70%, building a factory is like throwing money into a red ocean.
Second is conflict with agency brands. Dealers originally represent big brands like Linglong, Sailun, Michelin, starting own brand is like stealing big brands' business, big brands will definitely squeeze rebates, or even cancel agency rights, left hand fighting right hand.
Third is difficult to break brand recognition. Tires are safety parts, car owners replace tires by recognizing big brands or repair shop recommendations, own brand has no endorsement, can only take mid-to-low end cost-performance route, cannot sell at high prices, no one recognizes top end, thin profits, poor risk resistance.
Fourth is the dividend period is over. The bosses before caught the 2000-2010 window of capacity shortage and demand explosion, now capacity is overstocked, price wars driven to cost line, if you do mid-low end again, you can't make money, cannot do high end, stuck.
Now tire industry dealer profits are getting thinner and thinner, rebates for agency big brands are lower every year, some really want to integrate upwards to make their own brands, but don't blindly copy Chu Energy's 'full-chain closed loop' for car manufacturing.
The logic of tires is simpler: first OEM, avoid direct competition, use channel advantages to earn stable money, much more reliable than throwing money to build a factory and be a manufacturer. After all, even the top players in the tire industry are competing fiercely now, dealers have no technology or capacity reserves, forcing in means likely being a cannon fodder.
喺馬來西亞嘅 SUV 市場，好多買家喺揾車嘅時候都會拿 Proton X70 同 Chery Tiggo 8 嚟做比較。呢兩款車喺價位同定位上都好接近，今日我哋就從多個方面做一個詳細嘅對比，幫你節省做功課嘅時間。
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。
Chery Tiggo 8 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，總共有 1 個版本，包括 2026 1.6T Standard（RM 129,750） 等。
由價錢睇，Proton X70 嘅起步價真係比 Chery Tiggo 8 平咗 RM 22,950。如果你預算有限，Proton 嘅入門版已經足夠應付日常需求。但都要留意，平咗嘅幾千蚊，喺配備上可能会有取捨，具體要看你嘅需求。
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)。
Chery Tiggo 8 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都攞到唔錯嘅評級。不過 Proton X70 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Chery Tiggo 8 嘅 Basic 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。
Proton X70 採用 FWD 驅動方式。
Chery Tiggo 8 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感覺唔會有太大分別。
Proton X70 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 8 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Proton X70 同 Chery Tiggo 8 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配備更豐富嗰款。最終都建議兩款都去試駕，親身體驗先係最重要。
總體嚟講，Proton X70 同 Chery Tiggo 8 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕先做最後決定。買車係件大事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 BMW X5 同 Audi Q7 嚟做比較。這兩款車喺價位同定位上都好接近，而家我哋就從多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
BMW X5 喺馬來西亞嘅 OTR 售價係 RM 470,800 - 470,800，一共有 3 個版本，包括 1.5L Standard（RM 86,300）、1.5L Executive（RM 95,300）、1.5L Premium（RM 103,300） 等。
Audi Q7 喺馬來西亞嘅 OTR 售價係 RM 462,222 - 462,222，一共有 1 個版本，包括 Standard（RM 462,222） 等。
從價錢睇，Audi Q7 嘅起價比 BMW X5 平咗 RM 8,578。老實講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵始終係睇整體嘅性價比同長期使用成本。
BMW X5 搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
Audi Q7 搭載 3.0L Turbo，馬力 350 hp。官方油耗 12.0 L/100km。
兩款車用緊同一套動力系統，日常開落嚟嘅感覺基本上冇乜分別。油耗方面都差唔多，唔使太計較呢一點。
BMW X5 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Audi Q7 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 BMW X5 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Audi Q7 嘅 Premium ADAS 喺功能上有啲差異，如果你比較重視主動安全嘅話，可以仔細比較吓兩者嘅功能列表。
BMW X5 保用 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Audi Q7 保用 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
BMW X5 同 Audi Q7 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更加重視品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更加在意性價比同配備，就揀配置更豐富嗰款。最後始終建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，BMW X5 同 Audi Q7 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕先至做最終決定。買車係件大事，花少少時間做功課絕對無錯。
車型概覽
吉普Grand Cherokee 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講同級車比較，幫你用買家角度篩走唔適合嘅選擇。
售價仍待確認，買家可以先把佢放入候選名單，等價格落實後再同同級車逐項比較。
購車價格指南
吉普Grand Cherokee 目前售價仍未清晰，較理性嘅做法係先睇版本、車身大小同動力形式，等價格落實後再決定值唔值得落訂。
如果有幾個版本可揀，可以先將 2025 3.6L 4WD Summit（價格待確認）、2025 3.6L 2WD Summit（價格待確認）、2025 3.6L 4WD Trailhawk（價格待確認）、2025 3.6L 4WD Limited（價格待確認） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 吉普Grand Cherokee 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
吉普Grand Cherokee 現階段最值得留意係車型定位同版本方向，詳細取捨應該等價格同規格更清楚再作決定。
優缺點分析
吉普Grand Cherokee 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：車型定位清楚，適合作為同級比較起點。
要留意嘅係，售價未清晰前唔應該太早用性價比落結論。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 吉普Grand Cherokee 之前，真正要問嘅唔係單一規格，而係佢可唔可以融入你每日嘅生活節奏。
常見疑問係「Jeep Grand Cherokee 適合長途駕駛嗎？」簡單講，Jeep Grand Cherokee 提供極佳嘅豪華感同隔音，非常適合長途公路旅行。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 吉普Grand Cherokee 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先等售價落實，再決定佢應該同邊個級距比較。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 吉普Grand Cherokee 唔係買車一刻就完結，之後仲有保險、輪胎、保養、泊車同日常能源成本要處理。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
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。
May 28, 2026, the World Living Room of the North Bund in Shanghai. In the live broadcast lens of Dragon TV, there were no lengthy speeches by leaders, but rather a "Global Relay Delivery" spanning across Asia and Europe, connecting multiple cities globally.
SAIC Group welcomed its first 100 millionth global user, officially becoming the first automotive group in the history of China's automotive industry to accumulate production and sales exceeding 100 million vehicles.
15 brands, counting down from the 99,999,996th vehicle to the 100,000,012th vehicle, 18 models were delivered synchronously in Shanghai, Liuzhou, Anting, London, Jakarta, and Singapore.
This is not only a milestone for an enterprise, but also a vivid footnote to China's automotive industry developing from scratch and from weak to strong.
In May 2014, SAIC actively implemented the instruction that "developing new energy vehicles is the only path for China to move from a large automotive country to a strong automotive country" and fully transitioned to new energy.
Twelve years later, SAIC completed the transition from "leading the way" with early transformation to "thousands of horses galloping" with brands, technology, ecosystem, and global reach blossoming, all through this 100 million delivery.
If you tear off all those hollow PR words and focus on the diverse owner profiles at the car delivery ceremony, some even spanning extreme geographical regions, you will find that the true smart-electric mass production capability and systemic power of a big factory lie precisely in these votes by different circles using their feet.
True International Natives
True internationalization has never been about holding a temporary press conference overseas or inviting a few Chinese media outlets, but about your product truly integrating into the lives of ordinary overseas people. Among the military merit medals of SAIC's 100 million deliveries, cumulative overseas deliveries have exceeded 7 million units.
At the delivery site in London, intern doctor Natalia picked up an MG4 EV. For her, this is not just an urban commuter pure electric small car. Her growth path has always had MG company, and her grandfather drove a classic British convertible MGB back then.
MG represents a new chapter in the global expansion of Chinese automakers. This brand, once born in the UK and possessing a century of history, after being wholly owned by SAIC Group, has multiple years consecutively topped European sales among Chinese brands.
At the same time, in Jakarta, the core winger of the Indonesian National Men's Football Team, the "genius boy" Eg who studied in Europe for five years, chose Wuling's 7-seater SUV Eksion produced locally in Indonesia, perfectly adapting to Indonesian local spatial and comfort needs, as the travel partner for himself and his family.
Behind this global multi-time-zone, multi-city relay delivery is SAIC's deployment of over 100 parts bases, 3 R&D centers, and 4 overseas manufacturing centers overseas. Even to avoid being strangled by international logistics capacity, SAIC also formed a self-operated RoRo fleet with a scale of 41 ships covering routes globally.
This "Age of Discovery" throughput of "Glocal" local globalization allows overseas car buyers, when purchasing, not to buy a distant imported symbol, but a reliable product supported by a local R&D layout and a local systemic ecosystem.
Efficiency Tool for Wealth Creators.
Those focusing on new forces of car making in middle-class private cars will find it hard to understand why SAIC's delivery list would simultaneously include a large number of commercial light trucks, logistics vehicles, and buses.
In Singapore, DHL (Dunhuang) Senior Vice President Herbert picked up a batch of MAXUS eDeliver 5 pure electric light trucks to cope with high-density, high-frequency urban last-mile delivery and cross-border parcel transfer;
In Taiyuan, Shanxi, Henglongsheng Industrial and Trade General Manager Zhang Yanbin purchased 56 Hongyan new energy heavy trucks again, working frequently in the most severe and labor-demanding mixing stations and urban infrastructure projects;
In Yangzhou, Jiangsu, Top Land Senior Vice President Yuan Guo batch-delivered nearly 10,000 Feifeng Dana T1 pure electric light trucks;
In Henan, Zhonglian Tourist Automobile General Manager Wang Xiaobing purchased Iveco Joy Star EV in one breath, used to run the high-density mountain road custom shuttle route from Luoyang to Laojun Mountain.
When the car circle is flocking to compete in TVs, refrigerators, and big sofas, these strivers walking on the front lines of infrastructure, culture, tourism, and logistics care most about availability rate, quality bottom line, and energy consumption cost. MAXUS light trucks can reduce cost per kilometer to as low as 5 cents under the city distribution model; Hongyan new energy can withstand extreme working conditions in mountainous slope operation environments.
This is the counter-cyclical structural advantage possessed only by big factories with "Full Scenario, Full Category Coverage". The essence of systemic power is that it can not only build the IM LS9 Hyper to fly close to the ground for the elite class at the 300,000 yuan level luxury electric car, but also build the smart electric tool car running in the urban logistics backbone network to help ordinary people efficiently create wealth.
Without a doubt, such a three-dimensional product matrix cannot be bought for even a lot of money by single-track lane players.
Reject High-Price Monopoly
Frontier smart-electric technology should not just be exclusive high-price toys for the rich.
In this delivery, the most touching story comes from Pang Fuqiang, a post-80s village party secretary in Lantian, Shaanxi. He personally pays every day to provide door-to-door meal delivery service costing 2 yuan per meal for 74 left-behind elderly people in the mountains. Because the delivery routes are scattered and road conditions are dispersed, the tricycle he drove before had small loading capacity and no safety guarantee.
In this activity, he was gifted a Wuling Rongguang Pure Electric Version. The 4.3 cubic meter large space, Shenyan Battery Commercial Version, and collision zero spontaneous combustion safety record became his helper to protect mountain elderly more quickly and safely.
And in Dahua Yao Autonomous County, Hechi, Guangxi, charity blogger Liu Jia drove back and forth through towering mountains for five consecutive years rain or shine to give haircuts and companionship to left-behind children. The Buick ZhiJing E7 he picked up, equipped with eye-protection ceiling lights and zero formaldehyde cabins, became the "full score cabin" for the children in the mountains.
Why can ordinary people and grassroots strivers enjoy the most cutting-edge and reliable technology?
The answer is still the scale effect and technology mass production brought by the system.
Because SAIC owns a full technology route, full price range product layout, it can use the integration capability of the supply chain to smash the Qualcomm 8155 chip and Doubao Deep Thinking Large Model into the 60,000 yuan national family sedan Roewe i6;
Turn Huawei Qiankun Intelligent Driving Pro and HarmonyOS Cockpit into standard configuration across the line for the 150,000 yuan Wuling Huajing S, directly breaking the strong binding between high-level intelligence and high price.
Quickly realize mass production of top technology in the laboratory, downgrade, turn into a delivery car in the mountains, turn into a smart vehicle not lagging in a tens-of-thousands yuan fuel car, let technology empowerment, this is the unique, cutting-edge underlying hard power of car company big factories.
99,999,999th Car Owner
The 99,999,999th vehicle delivered by SAIC Group globally is the SAIC Volkswagen ID. ERA 9X.
This delivery also welcomed the 6,999th car owner of ID. ERA 9X. As the World Cup is about to start, the first Chinese player to fight in the Bundesliga, Yang Chen, became the 6,999th owner of ID. ERA 9X, jointly witnessing SAIC Group's cumulative production and sales entering the "100 Million Level Era".
Deeply integrating "German heritage + Chinese wisdom", ID. ERA 9X broke 10,000 locked orders within 1 hour of launch, and retail delivery reached 2,326 units just 5 days after launch, and in April it forcefully ranked in the top 3 of extended-range large high-end SUVs.
Now, just one month after launch, cumulative delivery exceeded 7,000 vehicles, further confirming its user recognition and product competitiveness in the high-end extended-range market. This achievement stems from SAIC Volkswagen's 42 years of deep cultivation in the Chinese market, and is more the fusion empowerment of the "In China, For China" strategy and "Global Wisdom + Chinese Speed".
This milestone delivery is both an important node for SAIC Group to move towards 100 million global cumulative production and sales, and a solid mark of SAIC Volkswagen's deep cultivation in the new energy track.
"100 Million Units" Is Not a Solo Act
"100 Million Units" has never been a solo act for SAIC alone, but the result of these 100 million car owners with vastly different identities, located in different time zones, voting with their feet on their respective life tracks.
Cao Xudong, CEO of a top intelligent driving enterprise, picking up the IM LS9 Hyper in Shanghai, stepping on the gas pedal in London streets by British intern doctor Natalia, the passenger car driver picking up waves of tourists at Luoyang scenic spots, and village party secretary Pang Fuqiang driving an electric car in the mountains of Lantian, Shaanxi to deliver meals for left-behind elderly...
They have different professions, skin colors, and budgets, but what they experience in intelligence, quality, and peace of mind at the moment they buy the car keys, shares at the bottom level, is the same huge, cutting-edge, and omnipresent smart electric big factory mass production system.
100 million vehicles is not the end point, but the starting line for this big factory smart electric mass production beast to accelerate transformation into a user-centric high-tech company. The system story of Chinese intelligence, in this global relay delivery season, has just turned a new chapter.
