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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 Proton X90 同 Honda HR-V 嚟比較。兩款車喺價位同定位上都幾近，今日我哋就由多個方面做一次詳細比較，幫你省返做功課嘅時間。
Proton X90 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,800，合共 4 個版本，包括 2026 1.5T Prime X（RM 122,800）、2026 1.5T Prime（RM 116,800）、2026 1.5T Lite（RM 106,800）等。
Honda HR-V 喺馬來西亞嘅 OTR 售價係 RM 115,900 - 143,900，合共 4 個版本，包括 2026 e:HEV 1.5L RS（RM 143,900）、2026 1.5T V（RM 137,900）、2026 1.5T E（RM 130,900）等。
由價錢睇，Proton X90 嘅起步價確實比 Honda HR-V 平咗 RM 9,100。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千蚊，可能喺配備方面有取捨，具體要睇你嘅需要。
Proton X90 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Honda HR-V 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
兩款車用同一套動力系統，日常開起嚟嘅感覺基本無分別。油耗方面亦都差不多，唔使太糾結呢一點。
Proton X90 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Honda HR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING (ACC, CMBS, LKAS, RDM)。
兩款車嘅安全評級一樣，喺呢個級別裡面安全配備都算畀好齊全。依家嘅新車安全性都好，唔使太擔心呢一點。
Proton X90 保固 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Honda HR-V 保固 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。
Proton X90 同 Honda HR-V 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，就揀配置更豐富嗰款。最後都建議兩款都去試駕，親身體驗先係最重要。
總括嚟講，Proton X90 同 Honda HR-V 都係馬來西亞市場好唔錯嘅車型。揀邊部，關鍵都要睇你嘅個人需要同預算。建議各位做足功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X70 同 Subaru Forester 做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一次詳細嘅對比，幫你縮減做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，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。
Subaru Forester 喺馬來西亞嘅 OTR 售價係 RM 174,000 - 197,000，共有 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，Proton X70 嘅起步價的確比 Subaru Forester 平咗 RM 67,200。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需要。
Proton X70 配備 1.5L Turbo，馬力 140 匹。官方油耗 7.0 L/100km。
Subaru Forester 配備 2.0L 4-cyl，馬力 170 匹。官方油耗 8.0 L/100km。
動力方面，Subaru Forester 嘅 2.0L 4-cyl 比 Proton X70 嘅 1.5L Turbo 多咗 30 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
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)。
Subaru Forester 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 EyeSight。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 Proton X70 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Subaru Forester 嘅 EyeSight 喺功能上有啲差異，如果你比較重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。
Proton X70 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Subaru Forester 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總嘅嚟講，Proton X70 同 Subaru Forester 都係馬來西亞市場好唔錯嘅車型。揀邊輛，關鍵都要睇你嘅個人需要同預算。建議大家做功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花啲時間做功課絕對無錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿寶騰 X70 同馬自達 CX-8 嚟比較。呢兩部車喺價位同定位上都幾接近嘅，今日我哋就由多個方面做一個詳細嘅比較，幫你省咗做功課嘅時間。
寶騰 X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，一共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300）等等。
馬自達 CX-8 喺馬來西亞嘅 OTR 售價係 RM 165,360 - 201,360，一共有 5 個版本，包括 2025 2.5T 4WD High Plus Petrol（RM 201,360）、2025 2.2L 2WD High Plus Diesel（RM 193,123）、2025 2.5L 2WD High Plus Petrol（RM 186,360）等等。
由價錢睇落，寶騰 X70 嘅起步價確實比馬自達 CX-8 平咗 RM 58,560。如果你預算有限，寶騰嘅入門版已經可以满足日常需要。不過都要留意，嗰幾千蚊，可能喺配備上會有取舍，具體睇下你嘅需要。
寶騰 X70 裝備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
馬自達 CX-8 裝備 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
動力方面，馬自達 CX-8 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，兩部車嘅動力都夠用，唔會覺得唔夠力。
寶騰 X70 車身長 4400 mm，后备廂 400 L。
馬自達 CX-8 車身長 4500 mm，后备廂 450 L。
空間方面，馬自達 CX-8 嘅車身比寶騰 X70 長咗 100 mm，乘坐空間更有優勢。不過寶騰 X70 喺城市入面泊車會靈活啲，各有取捨。
寶騰 X70 採用 FWD 驅動方式。
馬自達 CX-8 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感覺唔會有太大分別。
總而言之，寶騰 X70 同馬自達 CX-8 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵係要睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再諗下點算或者去試駕做最後決定。買車係件大事，花啲時間做功課絕對無錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 寶騰 X50 同 奇瑞 Tiggo 8 PHEV 來比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅對比，幫你省下做功課嘅時間。
寶騰 X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等等。
奇瑞 Tiggo 8 PHEV 喺馬來西亞嘅 OTR 售價係 RM 159,750 - 159,750，一共有 2 個版本，包括 1.6L Turbo Standard（RM 130,000）、1.6L Turbo Premium（RM 145,000） 等等。
從價錢嚟睇，寶騰 X50 嘅起步價確實比 奇瑞 Tiggo 8 PHEV 平咗 RM 69,950。如果你預算有限，寶騰嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千蚊，可能喺配備上會會有取舍，具體要看你嘅需求。
寶騰 X50 裝載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
奇瑞 Tiggo 8 PHEV 裝載 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。
動力方面，奇瑞 Tiggo 8 PHEV 嘅 Hybrid 比 寶騰 X50 嘅 1.5L 4-cyl 多咗 65 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
寶騰 X50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
奇瑞 Tiggo 8 PHEV 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 寶騰 X50 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 奇瑞 Tiggo 8 PHEV 嘅 Basic 喺功能上有啲差異，如果你比較睇重主動安全嘅話，可以仔細對比一下兩者嘅功能列表。
寶騰 X50 採用 4WD 驅動方式。
奇瑞 Tiggo 8 PHEV 採用 FWD 驅動方式。
寶騰嘅 4WD 同 奇瑞嘅 FWD 喺操控上會有唔同感受，建議試駕對比。
寶騰 X50 同 奇瑞 Tiggo 8 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，那就選配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先至最重要。
總體嚟講，寶騰 X50 同 奇瑞 Tiggo 8 PHEV 都係馬來西亞市場好唔錯嘅車型。揀邊架，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較間間車行嘅報價，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。
巴西 24 小時售罄 2000 台，泰國訂單破 5000 台，國內 6 月銷量同比暴漲 229%，奧拉品牌累計銷量突破 584,133 輛。呢個係長城奧拉 5 過去一個月交出嘅成績單。
其實呢種熱度，並唔係憑空嚟嘅。幾日前，河北保定嘅探索日或啲提供一些答案。幾日前，一批特別嘅客人飛到咗保定。長城汽車全球探索日喺度舉行，來自全球各地嘅投資人走進徐水試車場，親手上手試駕長城奧拉 5 嘅不同動力版本。
一款中國品牌 SUV，憑乜嘢能夠喺多個市場同時走熱？我哋將答案拆成三層。
適配，而唔係複製。長城奧拉 5 最核心嘅產品邏輯，係「一車多動力」——混動、純電、燃油三種動力形式同平台開發，覆蓋唔同市場嘅唔同需求。
聽落簡單，但執行落去係兩套完全唔同嘅思路。
傳統做法係「一款動力打全球」。問題係，泰國曼谷同巴西聖保羅嘅用車環境唔一樣，歐洲奧斯陸同印尼雅加達嘅補能條件都唔一樣。強行用一個動力版本覆蓋所有市場，要麼喺某個市場水土唔服，要麼喺另一些市場有勁使唔出。
長城奧拉 5 換咗個打法。喺泰國，HEV 混動版本，用兩檔 DHT 混動架構兼顧城市通勤節能與長途出行；喺巴西，首批上市嘅係混動版，喺歐洲，針對當地道路條件專門調校底盤設定，強調駕控樂趣。燃油版本則作為「保底選項」，為補能不便嘅地區提供可靠選擇。
同一款車，唔同市場拿到嘅可能係唔同嘅動力版本，但每個版本都係針對當地場景量身匹配。全球品質、全球適配，從研發階段就嵌喺基因入面。
落到具體數據上：混動版搭載 Hi2 智能混動系統，系統綜合功率 166kW，峰值扭矩 476N·m，WLTC 綜合油耗 4.5L/100km，續航超 1100 公里。純電版百公里耗電約 11.6kWh。
喺泰國市場，混動版直接對位嘅係日系混動車型，累計訂單已突破 5000 台。喺巴西，純電版 24 小時售罄 2000 台。同一個平台、同一條生產線，做出唔同動力版本，賣到唔同市場，每個市場都跑通咗各自嘅邏輯。
信任，係試出嚟嘅。產品力係一回事，讓人相信係另一回事。
呢次峰會嘅價值，就係讓投資人親自驗證。徐水試車場設置咗表顯清零、里程實測，仲有喺試駕賽道上保持咖啡唔撒嘅挑戰——讓海外投資人親自上手，用數據說話。
純電版過一遍自動泊車，睇智能駕駛輔助嘅實際表現；混動版實測油耗同換擋順平性，睇「靜、快、省、順」有無能落實落去。呢啲海外投資人，好多本身就係經銷商網絡嘅決策者，佢哋試完話好，比任何廣告投放都管用。
長城奧拉 5 全系車型搭載嘅智能系統係相同嘅——無論你買嘅係純電、混動定係燃油，Coffee OS 3 智能座艙同 Coffee GPT 大模型語音系統都係標配。投資人喺試駕中感受到嘅智能化體驗，喺唔同動力版本上係統一嘅，從混動版換到純電版，唔需要重新適應一套交互邏輯。
呢種「全系標配」嘅思路，喺海外市場有一個好容易俾人忽略嘅好處：當地用戶唔會因為買咗混動版就覺得智能配置被減配咗，經銷商都唔用在唔同配置之間做複雜嘅解釋工作。產品線越清晰，信任門檻越低。
勢能，係會疊加嘅。長城奧拉 5 嘅全球化節奏，唔係「遍地撒網」，而係「定點突破、滾動複製」。
第一站係泰國。2026 年 3 月 12 日，長城奧拉 5 喺曼谷全球首次發表。長城喺泰國羅勇府有全工藝整車生產基地，首批長城奧拉 5 車型已經喺度落線，供應泰國同周邊市場。長城計劃 2026 年喺泰國實現 40% 嘅銷量增長，並追加 100 億泰銖投資，長城奧拉 5 正係關鍵車型。
泰國站驗證咗兩件事：「一車多動力」喺右舵市場是否可行，混動版喺日系車佔主導地位嘅東南亞市場有無能打。結果證明，可行。
第二站係巴西。6 月 24 日開啟首批 2000 台發售，24 小時售罄。巴西站驗證嘅係純電版喺拉美市場嘅接受度，以及品牌嘅定價策略同渠道能力。結果同樣證明，可行。
第三站係歐洲。西班牙馬德里正式上市，同時同西班牙職業籃球甲級聯賽（ACB）達成爲期三年嘅官方贊助合作。義大利則透過一場媒體同創作者嘅專屬活動，讓歐洲意見領袖近距離感受長城奧拉 5。
接下來係澳洲、南非、印尼及中南美等地區。泰國驗證產品邏輯，巴西驗證市場節奏，歐洲驗證品牌調性。一個市場嘅成功，為下一個市場嘅信任背書；全球勢能疊加，形成正向循環。
2026 年上半年，中國汽車累計出口 509.6 萬輛，同比增長 65.3%，6 月單月出口首次突破 100 萬輛。中國汽車出海正喺由「產品輸出」轉向「體系扎根」。長城奧拉 5 嘅全球化路徑，恰好踩咗喺呢個轉折點上。
寫喺最後
長城奧拉 5 喺海外市場嘅迴響，拆開睇就係呢三件事：「一車多動力」讓每個市場拿到最適合當地嘅產品版本；全球投資人親自驗證，比任何營銷話術都有說服力；泰國、巴西、歐洲，每一步都喺為下一步積累勢能。
呢三層邏輯環環相扣。冇好產品，試駕體驗再好都冇用；冇真實驗證，全球化佈局就係空中閣樓；冇全球化複製，單點市場嘅成功就只係孤例。
長城奧拉 5 正喺做嘅嘢，係讓全球用戶像接受日系混動一樣，接受一台中國品牌嘅多動力 SUV。巴西 24 小時售罄 2000 台、泰國 5000 台訂單、國內 6 月同比暴漲 229%、累計突破 58.4 萬輛——呢啲數字喺講同一件事：中國新能源車出海，可以唔使價格換市場，而係用產品力打開市場。
徐水試車場入面，海外投資人踩落油門嗰一刻，感受到嘅唔僅係一台車嘅動力響應，仲有一台中國車正喺被重新評估。
In the first half of 2026, it's not just automotive stocks that kept falling. Data from the China Passenger Car Association shows that cumulative retail sales of passenger cars declined over 20% year-on-year, and industry profit margins have dropped to a historic low of 3.4%. The new energy vehicle penetration rate surged from 39% at the beginning of the year to 63% in June. Every number needs digesting, but there isn't much time left for participants.
Against this background, Changan Automobile released its semi-annual report: overseas sales reached 454,700 units, a 51.87% year-on-year increase; but net profit attributable to shareholders is expected to decline by 57% to 67% year-on-year. 7 July 16, Tan Benhong, Deputy Secretary of the Party Committee and Director of China Changan Automobile Group, used an analogy that ran through the whole session to respond to all doubts at the mid-year media communication meeting.
"The strategy for pacing in the first 5 kilometers versus the last 5 kilometers must be completely different. At this stage, Changan is in a critical cycle of the second phase, gathering strength and adjusting structure." In his words, Changan is in a critical period of fighting a marathon.
Cutting 70,000 Units of Sales, What is Changan Swapping For?
When an automaker with 3 million annual sales chooses to actively discontinue a product with about 200,000 annual sales, what is it thinking?
In the first half of 2026, Changan decisively cut off the micro EV Lumin priced below 50,000 yuan. This single decision directly resulted in a sales gap of about 70,000 units. But this was not all.
In the "1445" global strategy released in April, Changan streamlined its product line from 63 models down to 36 models, a compression of 43%, while clearly aiming to build "one global blockbuster with annual sales of 500,000 units, and five with 300,000 units annually."
This courage to do subtraction is rare in the current Chinese automotive market. Many brands practice crazy product line expansion, stacking sales volume with SKU quantity, while Changan chose to operate in the opposite direction.A noteworthy detail is that, excluding the reduction impact of Lumin, Changan's new energy vehicle sales actually grew by 11.2% year-on-year in the first half of the year.
Changan Qiyuan's new Q05 cumulative deliveries broke 80,000 units in the first half of the year, with 21,137 vehicles delivered in June alone, winning the compact pure electric SUV sales champion for 3 consecutive months; Deepal S05 global cumulative sales broke 240,000 units, up 78.86% year-on-year. These numbers indicate that Changan's new energy business is actively choosing "what to sell".
In addition, Changan has established an internal "operational co-investment" mechanism. If a product does not make money, even if it sells enough volume, the people who invested in the project must bear the loss.
In the frenzied expansion of China's automotive industry over the past three years, "raising more children for better fighting" was almost the consensus among all players.
Now Changan is the first to call a halt, which is not only due to the SOE gene of "quality first, stability first", but also a clear judgment on the competition logic of the second half of the industry.When the industry profit margin has been compressed to the limit of 3.4%, the game of exchanging losses for scale will eventually see someone exit first. Tan Benhong obviously does not want that person to be Changan.
Start the "Second Half", Changan Digs Deep into Three Moats
If "doing subtraction" is Changan's move on the defensive end, then on the offensive end, Changan's three moats are also very clear: technical self-research, globalization, and refined operations, none of which can be missing.
Among them, the most unexpected is Changan's firm attitude towards autonomous driving self-research. There are plenty of mature autonomous driving supplier solutions available on the market. External procurement and integration is the lowest cost and fastest path, but Tan Benhong gave a judgment that left almost no room: "If automakers abandon autonomous driving self-research and rely solely on external supply, essentially they are just retaining assembly factories with car shells, without core technology barriers."
Currently, Changan's intelligent R&D team has exceeded 7,500 people, with cumulative investment exceeding 10 billion yuan in the past five years. Its self-developed "Tian Shu Pilot" system was officially unveiled at the Chongqing Auto Show in June and will be mass-produced on Changan Qiyuan Q06 in September.
Tan Benhong calls himself a "heavy autonomous driving user". When driving Avatr daily, autonomous driving is enabled in 90% of scenarios. His core positioning for his own products is safety rather than aggression: "Not following the aggressive involution route, focusing core energy on raising the safety ceiling and polishing the user experience."
This choice may not bring too much value at the market level in the short term, but Tan Benhong's ambition clearly extends beyond automobiles himself. He revealed that Changan is extending AI capabilities to more intelligent terminal fields such as intelligent robots: "In the next one to two years, everyone will see Changan's new products and landed experiences in the fields of artificial intelligence and intelligent robots."
Globalization is then the most eye-catching growth pole of Changan at present.In the first half of the year, overseas sales accounted for about 33.6% of total deliveries, equivalent to one out of every three cars sold went overseas. Four deputy general managers of the group are leading overseas business lines at the same time, and the Thailand base has achieved large-scale production.
Tan Benhong made it clear: "In the future, achieving a 50/50 ratio of domestic and overseas market sales." For Changan, it has already achieved full-chain overseas expansion covering product planning, regulation adaptation, supply chain procurement, and local operations.
When the domestic market falls into a zero-sum game, the incremental space overseas is almost an "oxygen tank" for every Chinese automaker, and Changan is clearly already ahead.
As for the strategic integration of Avatr and Deepal, Tan Benhong gave a framework of "Three Unchanged, Three Shared": the front-end brand and channel remain independent, while mid-to-back-end technology, supply chain, and ecosystem resources are fully shared. The synergy in platform architecture and supply chain procurement between the two is expected to bring a cost reduction effect of 20% to 30%.
This multi-brand operation model of "front-end in full bloom, back-end intensive and efficient" is also an embodiment of the scale management capability unique to Changan as a large group. In the future, what Changan needs to do is further bring it to the extreme.
Written at the end:
At this media communication meeting, Tan Benhong said a sentence worth thinking about: "In favorable industry conditions, enterprises still harbor hidden risks; it is easier to see their own shortcomings during industry stress periods."
This sentence can almost be considered the footnote to all of Changan's current strategic actions. Cutting products, adjusting structure, investing long-term, controlling rhythm, these decisions are hard to "prove correct" in a semi-annual report, and may even be interpreted as "stalled speed".
But if the perspective is extended to three or even five years, an enterprise choosing not to follow the herd when the industry is at its craziest, choosing not to lie flat when profits are under pressure, and choosing to adjust pacing when everyone is sprinting, this strategic stability can be seen as a scarce capability.
Of course, all strategic narratives must eventually accept the test of market results.In the second half of the year, mass production of the Tian Shu Pilot autonomous driving system, centralized launch of multiple new products, and continuous increase in overseas business volume, whether these can be converted into real market data is the key evidence for whether Changan's "marathon pacing theory" can hold water.
Tan Benhong also admitted himself: "All strategic adjustments and resource tilt will eventually fall to business performance and market results, this is the assessment goal we always do not change."
Although marathons are never won by sprinting, the audience's patience is always limited. Changan needs to prove in the following race that it not only runs steadily but also runs far.
GAC's 30-millionth vehicle has rolled off the line.
The ceremony was held at the Panyu factory. After the opening video, production bases in multiple cities around the world connected synchronously, and GAC Honda P7, GAC Toyota BZ7, Qijing GT7, GAC Aion N60, and GAC Hyper S600 rolled off the line sequentially. The last one, the RHD Trumpchi M8 PHEV, drove onto the stage as the 30-millionth complete vehicle. GAC Group Chairman Feng Xingya handed the keys to Thai movie star Tony Jaa, and the room rang with the sound of camera shutters.
This is one of the most important moments for GAC Group in its 29 years. The fifth domestic automaker to cross the 30 million vehicle threshold, the two strategic directions formed by New Energy and Going Global are clearly visible on the stage.
But in the past year, what drove substantive changes in this company was another less noticed thread. In November 2024, GAC moved its headquarters from Guangzhou's Zhujiang New Town CBD to Panyu Automotive City. The distance between the decision-making layer and R&D, manufacturing was shortened from dozens of kilometers to a few hundred meters. Subsequently, a 200-person user insight department was established, product development processes were reorganized, IPD and IPMS systems were introduced, and the vehicle development cycle was compressed from 26 months to 18 months.
These adjustments share a common direction: let those closer to users make decisions, and let user voices enter products faster.
I. From Zhujiang New Town to Panyu
In November 2024, GAC launched the 'Panyu Action'. The outside world saw the headquarters move from Zhujiang New Town CBD to Panyu Automotive City, but the essence of this relocation was not geographical displacement, but a physical shortening of the decision chain.
Before this, the decision-making layer of GAC and R&D, manufacturing, marketing were separated by dozens of kilometers. With each layer of information transmission, there was a loss. After the headquarters landed in Panyu, decision-makers, engineers, and production lines were in the same place, 'Those who can hear the gunfire make decisions' changed from a slogan to daily routine.
More substantial changes occurred at the organizational level. GAC integrated the independent brand sector into Product HQ, Procurement HQ, Finance HQ, and three Brand Marketing HQs, then established Trumpchi BU, upgrading the brand from a business unit to a market entity with complete operational rights and responsibilities. A User Insight Department was newly established under the Product HQ, with a planning team of 200 people. At the same time, professional managers were recruited globally to promote project-based reform.
These adjustments point to the same goal: breaking down 'departmental walls'. In the past, R&D built cars, Marketing sold cars, After-sales repaired cars, each managed their own area, and user voices were diluted between departments. After the reform, GAC introduced IPD (Integrated Product Development) and IPMS (Integrated Product Marketing and Sales) processes, building an end-to-end management system from 'user insight, needs analysis to product development, delivery experience'.
The results appeared in numbers: business efficiency and decision efficiency increased by about 50%, vehicle standard development cycle shortened from 26 months to 18 months, and R&D costs reduced by more than 10%. Market response speed increased 6 times—in the automotive industry, this means a product decision changed from 'can afford to wait' to 'cannot afford to wait'.
But behind these numbers is: GAC began to operate like a startup. A 200-person user insight department is almost unimaginable in traditional automaker organizational structures—it means someone is specifically responsible for 'listening', not just 'doing'.
II. 'Full Mic On' Without Limits
If organizational change does not land on specific user touchpoints, it is just a pile of PPTs.
Since 2025, GAC has regularly held the 'Full Mic On' user event. Led by Feng Xingya, top executives from R&D, Marketing, Quality, After-sales, etc., appeared collectively, face-to-face with users from all over the country.
At the 2024 Beijing Auto Show, a Trumpchi E8 user raised three questions: the external camera on the fender was easily blocked by mud and water, limiting the 360 panoramic view; daytime running light identification needs improvement. GAC claimed tasks one by one on site, forming a cross-departmental special team within 24 hours. Two months later, the camera improvement solution was installed on the car, and the optimized daytime running lights were applied to the new car models.
The value of this case is not in 'speed', but in revealing the hardest part of transformation: giving frontline user feedback an institutionalized channel directly to the decision-making layer, and forming a closed loop.
For this, GAC established a full-process closed-loop management mechanism—numbered filing, weekly follow-up, monthly review, common issues synchronized to all users immediately, and individual follow-up after rectification completion. 161 user suggestions collected in three sessions of 'Full Mic On' were directly converted into product optimization plans.
From a business logic perspective, the cost of this 'hard work' is not low—each event involves several hours of time for executives from multiple departments, manpower costs for cross-departmental collaboration, and R&D investment for subsequent rectification. But the change happening in the automotive industry is: when the gap in the product itself gradually narrows, service reliability and response speed are increasingly becoming key variables for user selection.
III. Writing the Most Sensitive Issues into Commitments
On December 28, 2025, GAC announced that its three major independent brands jointly launched the 'Three Responsibilities' policy—battery, motor, and controller system spontaneous combustion, manufacturer compensates with new car; battery degradation exceeds limit, manufacturer replaces battery for free; smart parking accidents, manufacturer bears repair and third-party losses.
This is the first domestic independent brand to systematically propose 'Three Responsibilities' commitments. Battery degradation standards were refined into quantitative indicators: 2 years or 50,000 km degradation not exceeding 10%, 3 years or 60,000 km not exceeding 15%, 6 years or 100,000 km not exceeding 20%.
The economic meaning of this policy is not hard to understand. In the new energy vehicle industry, battery degradation, spontaneous combustion risk, and intelligent driving accident liability are the three issues users care about most, and also the three areas automakers are least willing to commit to—because commitment means cost. If battery degradation exceeds standard requiring free replacement, if spontaneous combustion requires new car compensation, these costs will eventually be counted in the corporate financial statements.
GAC dares to do this based on two premises: one is enough confidence in its own product quality—the Magazine Battery cumulative installation of 1.5 million units, safe driving over 160 billion kilometers; two is that when price war marginal benefits are diminishing, shifting competition from 'spec wars' to 'responsibility wars'.
From market feedback, this strategy is showing results. In January 2026, GAC Trumpchi terminal sales were 26,937 units, up 25.07% month-on-month; Trumpchi global sales in the first quarter broke 92,000 units, up 33.06% year-on-year. 'Three Responsibilities' was interpreted by the market as 'a signal that the manufacturer has confidence in the product'.
IV. GAC in County Towns
If 'Full Mic On' solves the problem of 'being heard', and 'Three Responsibilities' solves the problem of 'trust', then channel penetration solves the problem of 'accessibility'.
China's county-level markets contributed nearly 60% of new car growth, but most brands' service networks remain concentrated in tier-1 and tier-2 cities. GAC's plan is: add 1000 county-level authorized stores within the year, as of the end of June, 600 outlet recognitions were completed.
These 600 stores are not downsized versions of traditional 4S stores. GAC launched the 'Multi-brand Authorization + Lightweight Agency' model—the same store can display Trumpchi's fuel/hybrid cars and Aion's pure electric cars. Investors only need about 1 million yuan to start, 200-300 square meters is enough to open, capital threshold dropped by more than 90% compared to traditional 4S stores. Dealers support zero-inventory operations, customers place orders online via APP, adopting order-based marketing.
The business logic behind this model is not complex: the single store output in county markets is insufficient to support 4S stores with tens of millions of yuan investment, but the combination of 'million-level investment + multi-brand collection + zero inventory' makes the single store economic model feasible. GAC investment promotion information shows, after launch, more than 1000 investors signed up.
The significance of channel penetration goes beyond selling cars. The core pain point for county users is 'repair far, response slow'. GAC's 'Experience + Service + Recharging' integrated outlets, accompanied by '9 Vertical, 10 Horizontal' recharging network—covering 213 cities nationwide, self-operated charging piles over 27,000, core urban areas achieve '1 km straight line must have a station'—attempt to copy the service density of tier-1 and tier-2 cities to county towns.
This is a layout that requires patience. County market purchasing power and brand awareness have a gap compared to tier-1 and tier-2 cities, and the after-sales capability of the lightweight agency model also faces tests. But if successful, GAC will establish first-mover advantage in markets where most competitors have not yet deeply cultivated.
V. After 30 Million Vehicles
Back to this number of 30 million vehicles. For GAC, the true value of this milestone is not about having another zero, but that it provides a window to review user operations.
GAC's investment in user operations is visible: the manpower cost of the 200-person user insight department, the multi-department collaboration cost of each 'Full Mic On' session, the channel construction cost of 1000 county stores, the CAPEX of 27,000 charging piles, the potential compensation cost of the 'Three Responsibilities' policy. These investments appear as expenses on the financial statement, not generating direct revenue in the short term.
But the business logic of the automotive industry is changing. When the gross profit of new car sales is continuously compressed by price wars, when the profit from selling cars itself becomes thinner and thinner, user lifetime value—after-sales, trade-ins, ecosystem services—becomes a more reliable profit source. And the premise of all this is that users are willing to stay within your system.
GAC's H1 independent brand sales were 346,000 units, up 35.69% year-on-year. Behind this number are people within the 30 million existing users willing to continue choosing GAC, and new users attracted by 'Three Responsibilities', channel coverage, and user communication.
After the ceremony dispersed, the real test began. The moment the 30-millionth vehicle was delivered into Tony Jaa's hands, the relationship between GAC and users was being redefined, formally stepping into a brand new stage.
In the SUV market in Malaysia, many buyers compare the Perodua Ativa and Chery Tiggo 7 Pro when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Ativa OTR price in Malaysia is RM 62,500 - 73,400, there are 3 versions in total, including 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400), etc.
Chery Tiggo 7 Pro OTR price in Malaysia is RM 123,750 - 123,750, there are 2 versions in total, including 1.6L Turbo Standard (RM 125,000), 1.6L Turbo Premium (RM 140,000), etc.
Looking at the price, Perodua Ativa's starting price is indeed RM 61,250 cheaper than Chery Tiggo 7 Pro. If your budget is limited, Perodua's entry-level version can already meet daily needs. But you should also note that the few thousand cheaper might have trade-offs in equipment, depending on your specific needs.
Perodua Ativa safety rating is 5★ (ASEAN NCAP), active safety systems include ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Chery Tiggo 7 Pro safety rating is TBD, active safety systems include Basic.
In terms of safety equipment, both cars received good ratings. However, Perodua Ativa's ASA 3.0 + ACC + LDA + LKA + BSM + RCTA and Chery Tiggo 7 Pro's Basic have some differences in functionality. If you value active safety, you can compare the feature lists of both in detail.
Perodua Ativa body length 4400 mm, trunk 400 L.
Chery Tiggo 7 Pro body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost identical, interior space difference is not significant. Cars of this level are completely sufficient for daily use.
Perodua Ativa uses FWD drive method.
Chery Tiggo 7 Pro uses FWD drive method.
The drive methods of both cars are the same, both are FWD, daily driving experience will not have much difference.
Overall, Perodua Ativa and Chery Tiggo 7 Pro are both very good models in the Malaysian market. Which one to choose, it depends mainly on your personal needs and budget. It is recommended to do your homework, compare quotes from several car dealers, and then test drive to make a final decision. Buying a car is a big matter, spending some time doing research will never be wrong.
In Malaysia's SUV market, many buyers compare Perodua Ativa and Honda WR-V when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Ativa's OTR price in Malaysia is RM 62,500 - 73,400, with a total of 3 versions, including 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400), etc.
Honda WR-V's OTR price in Malaysia is RM 89,900 - 107,900, with a total of 4 versions, including 2023 1.5L V (RM 99,900), 2023 1.5L E (RM 95,900), 2023 1.5L S (RM 89,900), etc.
From a price perspective, Perodua Ativa's starting price is indeed RM 27,400 cheaper than Honda WR-V. If your budget is limited, Perodua's entry-level version is already enough to meet daily needs. But you should also note that the few thousand ringgit cheaper may involve trade-offs in features, it depends on your needs.
Perodua Ativa is equipped with a 1.5L 4-cyl engine, 105 hp. Official fuel consumption 6.0 L/100km.
Honda WR-V is equipped with a 1.5L 4-cyl engine, 105 hp. Official fuel consumption 6.0 L/100km.
Both cars use the same powertrain, so the driving feel is basically no different. Fuel consumption is also similar, so don't worry too much about this.
Perodua Ativa's safety rating is 5★ (ASEAN NCAP), active safety systems include ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Honda WR-V's safety rating is 5★ (ASEAN NCAP), active safety system includes Honda SENSING.
Both cars have the same safety rating, safety features are quite comprehensive in this class. New cars nowadays have good safety, no need to worry too much about this.
Perodua Ativa body length 4400 mm, trunk 400 L.
Honda WR-V body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, interior space difference is not big. Cars in this class are fully sufficient for daily use.
Both Perodua Ativa and Honda WR-V are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about cost-performance and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both models, personal experience is the most important.
Overall, Perodua Ativa and Honda WR-V are both very good models in the Malaysian market. Which one to choose mainly depends on your personal needs and budget. It is recommended that you do your research, compare quotes from multiple dealerships, and then test drive to make a final decision. Buying a car is a big matter, spending some time on research will never be wrong.
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿 Toyota Corolla Cross 同 Chery Tiggo 8 嚟做比較。今日我哋從多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
Toyota Corolla Cross 喺馬來西亞嘅 OTR 售價係 RM 133,800 - 148,800，總共有 3 個版本，包括 2026 HEV 1.8L GR Sport（RM 148,800）、2026 HEV 1.8L Standard（RM 140,800）、2026 1.8L Standard（RM 133,800）等。
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。
由價錢睇落，Chery Tiggo 8 嘅起步價比 Toyota Corolla Cross 平咗 RM 4,050。坦白講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵始終係睇整體嘅性價比同長期使用成本。
Toyota Corolla Cross 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 TSS (PCS, LDA, ACC, LTA)。
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 Toyota Corolla Cross 嘅 TSS (PCS, LDA, ACC, LTA) 同 Chery Tiggo 8 嘅 Basic 喺功能上有啲分別，如果你好重視主動安全嘅話，可以仔細對比下兩者嘅功能列表。
Toyota Corolla Cross 車身長 4400 mm，後備箱 400 L。
Chery Tiggo 8 車身長 4400 mm，後備箱 400 L。
兩款車嘅尺寸幾近一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全足夠。
Toyota Corolla Cross 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。如果你好重視品牌口碑同二手價，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，就揀配置更豐富嗰款。最後始終建議兩款都去試駕，親身體驗先至最重要。
總括嚟講，Toyota Corolla Cross 同 Chery Tiggo 8 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終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，先至去試駕做最後決定。買車係件大事，花啲時間做功課絕對唔會錯。
車型概覽
吉利繽越 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。 呢篇會集中講家庭乘坐、行李同舒適度，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
吉利繽越 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 1.5L 手動版（價格待確認）、2025 1.5L CVT版（價格待確認）、2025 1.5T 雙離合版（價格待確認） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 吉利繽越 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
自然進氣 / 渦輪增壓、4 個 汽缸、1499 mL 排量 嘅動力底子，重點係市區跟車夠唔夠順、高速巡航會唔會吃力。 126 Ps / 93 kW / 180 Ps / 133 kW、152/290 N·m 嘅輸出，對滿載、上斜同超車都比單睇馬力數字更有意思。 車長 4330/4380 mm、車闊 1800 mm、車高 1609 mm、軸距 2600 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 手動(MT) / 無級變速(CVT) / 濕式雙離合(DCT)、前置前駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
吉利繽越 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：動力輸出對高速同上斜更有底氣、空間同車身尺寸方便家庭買家預判實用性。
要留意嘅係，香港停車場同窄路使用要留意車身闊度、售價未清晰前唔應該太早用性價比落結論。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 吉利繽越 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「吉利 Geely 繽越 內飾設計風格係點？」簡單講，吉利 Geely 繽越 採用紅白配色運動座椅同埋電子波棍，非常有科技感。 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 吉利繽越 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先等售價落實，再決定佢應該同邊個級距比較、再睇動力係咪足夠應付高速併線同滿載、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 吉利繽越 唔係買車一刻就完結，之後仲有保險、輪胎、保養、泊車同日常能源成本要處理。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
你睇過印度嘅馬路嗎？
我喺網上見過。
畫面通常係咁，一輛轎車俾牛尾擋住，旁邊仲有亂竄嘅摩托，甚至周圍仲有賣奶茶嘅小夥，嗰叫一個“乾淨又衛生”。
然而，喺呢啲睇完好多人覺得生理不適嘅地方，豐田、鈴木、本田等日本車廠，卻決定將籌碼押落印度。
據印度“品牌質量基金會”網站顯示，三家車廠將喺印度投資近110 億美元建廠、提產能、搞出口。
對此有网友表示，三家日本車廠係咪錢多到無處花？
事實上，佢哋唔係錢多到花唔完，亦唔係被印度嘅咖哩蒙蔽咗心竅，呢啲日本車廠高層遠比我哋清醒。
而家嘅日系車，營業額、市場份額都喺下滑，原材料成本仲係升得飛起，打開世界地圖，搵一個能夠容納產能、拓充份額、競爭溫和嘅市場，唔係咁容易嘅事。
所以，唔係日本車廠選擇咗印度，而係因為冇得揀。
日本車廠之痛
曾經嘅日系車，嗰時妥妥係人哋個仔。
你問下十幾年前開過日系車嘅老司機，一提起日系車，幾乎就冇唔豎大拇指嘅，價錢平、省油、耐用又抵撞……
甚至好多日系車，仲要加價購買，但邊個諗到，呢個鐵打嘅江山，短短幾年時間就俾佢哋打得找唔著北。
隨著新能源汽車浪潮嚟到，電動化、智能化變成好多自主車廠“彎道超車”嘅目標，依托於中國強大嘅新能源汽車產業鏈優勢同車廠自身對研發、技術嘅堅持，中國自主品牌迅速實現咗“彎道超車”。
曾經被人吐槽嘅國產車，而家喺馬路越來越多人，甚至份額超越咗合資。
根據乘聯會嘅數據，喺2026 年4 月，自主品牌嘅份額已經高達62.5%，遠超日系嘅13.1%。
要知道，中國汽車市場係全球最大嘅汽車市場，喺中國市場失速，就相當於丟咗一塊巨大嘅蛋糕。
同時，中國市場近年嚟嘅主旋律依舊係價格戰，捲配置、捲價格、捲服務已經成為一種常態，亦對日系車嘅利潤產生咗巨大嘅影響。
除咗中國，日系車喺美國過得亦唔太好。
2025 年 1 月 20 日，特朗普宣誓就職第 47 任美國總統，自此開啟咗一連串搞搞震，其中就包括以國家安全為理由徵收額外嘅汽車關稅，導致進口日本汽車嘅關稅稅率一度高達 27.5%，雖然後嚟有所降低，但亦遠高於最初嘅稅率。
呢個操作，直接導致七大日本車廠喺2025 財政年度嘅關稅損失超2 萬億日元。
再睇日本本土，其實亦唔容易。
中東地緣衝突導致霍爾木茲海峽航運受阻，運輸成本、原材料成本暴漲，日本車廠都有苦難言。
高管們看著報表，背後發涼，只能尋找全新嘅增長曲線。
所以，日本車廠唔係愛上印度，係冇地方去。
揀選印度嘅深思熟慮
咁，印度點解咁有魔力，先至令日本車廠重資投入呢？
第一個優勢就係大。喺2025 年，印度汽車市場取得咗551.7 萬輛嘅新車銷量，同比增長 6%，刷新咗歷史紀錄，位居全球第三大汽車市場，已经连续四年超越日本，僅次於中國同美國。
呢個含金量唔使多講啦，而印度取得呢一成績，主要係因為印度一直喺推動減稅政策，促進消費，這導致國內消費意願出現咗明顯增強。
第二個優點係近，就係離日系車賣得動嘅地方近，如非洲等其他地區。
所以，印度對於日本車廠，更似一個建喺十字路口中央嘅便利店，你唔使將車分別運去八個國家，只需要喺印度呢站造好，然後一船一船甩去，就能削減唔少成本。
《日本經濟新聞》亦認為，印度有望轉變為佢哋全球嘅汽車供應中心。
第三個優點係穩。要知道，日系車嘅優勢就係燃油車，畢竟引擎、變速箱、底盤三大件，佢哋已經玩咗好多年，技術積累喺全球都係數一數二。
但係中國汽車市場已經全力推動電動化、智能化發展，導致日系車嘅優勢越來越弱，根本無法發揮出嚟，但印度唔一樣，佢擁有充電樁少、電動化進程緩慢嘅特點，印度老百姓買車，都仲係盯住平、省油、易修，而呢三點正係日系車嘅老本行。
尤其係鈴木，一直係印度汽車市場嘅常青樹，幾乎年年穩坐暢銷車型寶座，口碑好，勝過任何廣告。
所以，日本車廠大力佈局印度市場，顯然是經過深思熟慮嘅。
但，印度市場真係咁好混咩？
難啃嘅印度市場
當然，印度亦唔係完美得似個香口格，佢嘅缺點同佢嘅優點一樣明顯，而且每一個都夠日本車廠喝一壺。
先講電動化，冇錯，眼睇下印度充電樁少、電動車賣唔動，確實係日系燃油車嘅避風港。但你得諗諗，呢個“避風港”能避幾耐？
印度此前可係喊出咗 2030 年電動車佔新車 30% 嘅口號，雖然聽落似吹水，但抵唔住人哋真補錢、真建充電站。
試諗下，萬一有日印度突然開竅，開始大力推動電動化、搞基建，充電樁似雨後春筍咁冒出來，嗰日系車唔就傻眼？
呢唔係泰國市場嘅翻版咩？
當年日系車喺泰國都係躺贏，整個東南亞市場，都被稱為日系車嘅後花園，結果泰國率先推動電動化，中國電動車一嚟，直接就成咗香口格，再睇日系車，喺泰國嘅市場份額嘩嘩嚟咗落。
如果印度係電動化一加速，歷史大概率會重演，而而家呢次，日系車連逃嘅地方都快冇咗，點樣預防，將成為日本車廠嘅首要問題。
再講政策，印度嘅政策就似一鍋咖哩，你永遠唔知下一口食到係雞肉定係馬鈴薯。
呢個魔幻嘅國家，今日係低關稅鼓勵建廠，明日就可能罰你一筆巨款，更令人頭痛嘅係強制合資，外國車廠想喺印度賣車，要搵本地夥伴搭檔，等你工廠建好咗、供應鏈搭完咗，印度直接背刺你，到嗰陣無論係加錢定撤資，換嚟嘅都係心痛。
所以你看，印度呢個市場，就好似一個睇落好甜嘅芒果，咬落去第一口仲行，再啃幾口就摸著硬核。
日系車而家嘅算盤係，趁住核都未硌牙，趕緊多啃幾口，但核遲早會硌到，只係唔知係邊一日。
尾聲
日系車呢趟印度之旅，唔係去旅遊，係去搵食。
中國同東南亞嘅飯桌更擁擠，生產、運輸嘅成本又提高咗，放眼全球，就印度呢口鍋仲冒住熱氣，哪怕入面煮嘅係咖哩味嘅石頭，都要硬著頭皮啃落去。
日本車廠想擴大市場，印度想嘅係拉動經濟、解決就業，雙方都有各自嘅心思。
至於結局係日系車喺印度重新封神，定係好似當年嘅部分友商一樣灰溜溜走人，那就唔知啦。
但無論點樣，呢場戲先至開始，我哋慢慢睇就得啦。
反正印度嘅故事，從來唔會悶。
