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In the Malaysian SUV market, many buyers often compare Proton X70 and Hyundai Tucson when choosing a car. These two cars are quite close in price and positioning. Today we will make a detailed comparison from multiple aspects to help you save time on research.
The OTR price of Proton X70 in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
The OTR price of Hyundai Tucson in Malaysia is RM 143,888 - 197,888, with a total of 5 versions, including 2025 HEV 1.6T AT 2WD Prestige (RM 197,888), 2025 1.6T DCT 4WD Prestige (RM 186,888), 2025 1.6T DCT 2WD Prime (RM 164,888), etc.
From a pricing perspective, the starting price of Proton X70 is indeed RM 37,088 cheaper than Hyundai Tucson. If you are on a budget, Proton's entry-level version can already meet daily needs. But keep in mind, the savings of a few thousand RM might involve trade-offs in features, depending on your needs.
Proton X70 body length 4400 mm, trunk 400 L.
Hyundai Tucson body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, with little difference in interior space. For cars of this class, it is completely sufficient for daily use.
Proton X70 warranty 5 years/150,000km, service interval every 10,000km or 6 months.
Hyundai Tucson warranty 5 years/300,000km, service interval every 10,000km or 6 months.
Both Proton X70 and Hyundai Tucson are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, consider the one with better reputation first; if you care more about value for money and features, choose the one with richer configurations. In the end, we suggest test-driving both, as personal experience is the most important.
Overall, both Proton X70 and Hyundai Tucson are quite good models in the Malaysian market. Which one to choose mainly depends on your personal needs and budget. We suggest doing your homework, comparing quotes from several dealerships, and then test-driving to make the final decision. Buying a car is a big matter, spending some time doing research will definitely not be wrong.
In the Malaysian SUV market, many buyers compare Proton X70 and Chery Tiggo 7 PHEV 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 the time spent on research.
The OTR price of Proton X70 in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300) etc.
The OTR price of Chery Tiggo 7 PHEV in Malaysia is RM 129,750 - 129,750, with a total of 2 versions, including 2025 1.5T 90km CSH (RM 129,750), What charging methods does the Tiggo 7 PHEV support? Can it be charged using a home power socket? (RM 117,478) etc.
From the price perspective, the starting price of Proton X70 is indeed RM 22,950 cheaper than Chery Tiggo 7 PHEV. If your budget is limited, Proton's entry-level version can already meet daily needs. But also note, the few thousand cheaper might have trade-offs in equipment, depending on your specific needs.
Proton X70 is equipped with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
Chery Tiggo 7 PHEV is equipped with Hybrid, 170 hp. Official fuel consumption 4.5 L/100km.
Regarding power, Chery Tiggo 7 PHEV's Hybrid has 30 more horsepower than Proton X70's 1.5L Turbo. However, for daily driving in the city, both cars have sufficient power, you won't feel it's underpowered.
Proton X70 warranty 5 years/150,000km, service interval every 10,000km or 6 months.
Chery Tiggo 7 PHEV warranty 3 years/100,000km, service interval every 10,000km or 6 months.
Proton X70 and Chery Tiggo 7 PHEV are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and second-hand price more, you can prioritize the one with better reputation; if you care more about cost-performance ratio and equipment, choose the one with richer configurations. Ultimately, it is recommended to test drive both, personal experience is the most important.
Overall, Proton X70 and Chery Tiggo 7 PHEV are both very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. It is recommended to do your research, compare quotes from several dealerships, and then test drive to make a final decision. Buying a car is a major event, spending some time on research will never be wrong.
Another historic moment in the Chinese automotive industry was frozen in Shanghai! — But the real highlight of this ceremony was not the numbers themselves, but how SAIC handed the "stage" over to users.
On May 28, 2026, at the World Living Room, Shanghai North Bund. When the IM LS9 Hyper drove onto the stage as the 100 millionth vehicle produced by SAIC Motor, this constantly running Chinese automotive group achieved an unprecedented accomplishment in the history of the Chinese automotive industry: cumulative production and sales officially exceeded 100 million units.
Undoubtedly, this is a number worth recording in industry history. But what deserves more attention from the outside world is the presentation method of this delivery ceremony.As the "pioneer" among Chinese car companies to first achieve this accomplishment, SAIC left a sample for all subsequent car companies that have not yet "crossed the line" with a creative delivery ceremony.
Ten-plus complete vehicle brands, nineteen car models, fifteen delivery nodes, relayed live across Asia and Europe, constitute a phenomenon-level roadshow centered around the "full value chain". In the current situation where the Chinese automotive industry is generally trapped in anxiety over single product blockbusters, SAIC instead turned this ceremony into the best expression of systemic capabilities.
And the ultimate direction of systemic capabilities has never been about how strong the enterprise itself is, but what the user feels. The true innovation of this delivery ceremony lies precisely in transforming "systemic confidence" into a narrative experiment led by the user.
From Single Product Explosion to System Stability: SAIC's "Long Road of Struggle"
In the past few years, the most familiar successful model in the Chinese automotive industry has been "blockbuster driven": a certain car selling over 10,000 units, a certain technology debuting first, a certain press conference dominating the feeds, almost constituting the KPI for all car companies' communication work. Admittedly, this narrative logic was extremely effective during the window period of new forces rising; it amplified the dramatic nature of single-point breakthroughs and allowed consumers to quickly establish cognitive recognition of new brands.
However, entering 2026, the industry rules have quietly changed. The new force dividend period is nearing its end, the marginal effect of single-point breakthroughs is diminishing, and more and more car companies are finding that having blockbusters alone cannot save the overall downward slide of the sales curve, and talking only about technical parameters is hard to move increasingly calm consumers anymore.
SAIC's delivery ceremony at this juncture happened to land exactly at this node. It did not focus the spotlight on a certain new car, nor did it explode topics by relying on a single celebrity endorser, but used a "family portrait" of nineteen car models, ten-plus brands, covering price tiers from 50,000 to 500,000, covering passenger and commercial, covering domestic and overseas, presenting a complete industrial cross-section to the outside world.
When the IM LS9 Hyper appeared at the main venue, Huajing S was delivered in Liuzhou, MG4 EV Urban was delivered in London, Maxus eDeliver 5 was delivered in Singapore, Hongyan i Jieshi was delivered in Taiyuan, Yuejin Danna T1 was delivered in Yangzhou. The strong signal SAIC wanted to convey to the outside world — delivering 100 million units based on strength was already very clear.
A car company capable of mobilizing so many brands, so many categories, and so many overseas nodes to complete relay delivery today, and able to let the industry see actual results landing, there is only one in China — SAIC Motor.
Behind this, in addition to the rising independent brands, SAIC's joint venture brands that were painstakingly cultivated also played a key role in this ceremony.
Volkswagen ID.ERA 9X, AUDI E7X, Cadillac Kaiwei De, Buick Zhijing E7, Buick Zhijing Shijia appeared collectively. When joint venture models and independent models shared discourse power on the same delivery stage, the outside world saw a more diverse SAIC.It is both the initiator of joint venture cooperation in the fuel vehicle era, the output provider of new energy intelligence technology at present, and the integrator of global technical platforms.
For all Chinese joint venture car companies undergoing the transition of "Electrification + Intelligence" and currently seeking solutions, this is undoubtedly a timely and persuasive answer.
In fact, behind the breakthrough of 100 million new car deliveries of SAIC Motor, besides the main track of passenger vehicles, commercial vehicles are also a key "paving stone". This silent cornerstone filled the last piece of the puzzle in SAIC's layout of complete vehicles. Names of bulk users such as DHL, Jiading Bus, Henglong Sheng Industry and Trade, Di Shang Tie appearing at the main venue means SAIC is willing to leave a position for commercial business in the highest specification communication event, telling everyone that SAIC Group's comprehensive layout and system narrative focus on balance without bias.
Handing the stage back to users: What did this ceremony get right?
If defined in one sentence, this one hundred million vehicle delivery ceremony should be: it is not a press conference, but a "flowing history public class" with users as the protagonist and global relay as the form.
Traditional automotive industry milestone activities are often "enterprise shows" of leader speeches, product presentations, and data displays. But SAIC this time completely subverted this inherent mode. Starting from the main venue at the World Living Room, Shanghai North Bund, connected to domestic multi-cities and overseas delivery sites such as the UK, Indonesia, Singapore via Oriental TV global live broadcast, crossing the Asia-Eurasia continent, spanning multiple time zones, completing a truly meaningful "decentralized" relay delivery.
The core innovation of this ceremony lies in three "Firsts":
First, let users become the absolute protagonist. The 100 millionth user was Momenta CEO Cao Xudong — the setting of "Partner turns into Car Owner" expanded the concept of "User" from consumers to ecosystem partners; the "Ten-Year Trust Agreement" of two generations of Roewe owners, London intern doctor Natalia inheriting her grandfather's MG sentiment, post-85s Village Secretary Pang Fuqiang delivering food for left-behind elderly people using Wuling Rongguang... Behind every delivery action was a true life story. SAIC did not arrange any leader's long speech; all time was handed over to the "delivery" core action and user narrative behind the delivery.
Secondly, replace "centralized stage" with "global relay delivery". From 99,999,996th to 100,000,013th "relay delivery" created real-time suspense and participation; users of different skin colors, different languages, different models appearing successively under the same theme constituted a brand communication event with great impact. This "decentralized" ceremony design has no precedent in Chinese car brands.
Third, define the delivery ceremony itself as "content". Ceremony is news, is communication. SAIC did not rely on traditional press releases, but let the images of global relay, users' true emotional resonance, and the visual spectacle of full category stage presence become the most communicative content themselves. This pioneered a new narrative method of integration between Chinese car brands and media — from "What enterprise says, media writes", to "What media and users jointly witness, what moves them".
The underlying logic of this ceremony is the concentrated fulfillment of SAIC's "Knows Cars and Knows You Better" user concept: not the enterprise standing in the center of the stage telling users "how strong I am", but inviting users onto the stage, letting the world see "how far we have walked together".100 million vehicles is not a cold industrial number, but the total temperature of 100 million trusts. This activity creativity centered on users, with emotional resonance as the core, and global relay as the form, left a "SAIC Sample" with great reference value for how Chinese car brands should do milestone communication.
More Difficult than Delivering 100 Million Vehicles is the "Sustainability" of System Growth
Behind this grand new car delivery ceremony, the author believes that the truly scarce place in SAIC's "100 million milestone" lies in the "sustainability" of system growth.
In fact, SAIC's legendary car making story began with the breakthrough from zero to whole, and was formed through strategic maneuvering and open cooperation.
From the establishment of Shanghai Internal Combustion Engine Parts Manufacturing Company in 1955, to the successful trial production of Phoenix sedan in 1958, to the manual assembly and delivery of the first Santana in 1983, 23 months factory construction and vehicle production by Shanghai General Motors in 1997, 2006 Roewe birth, 2016 Roewe RX5 opened the internet car era, 2020 IM Motors establishment. Every node on SAIC's timeline corresponds to an industrial upgrade of the Chinese automotive industry.
Nowadays, this continuous "startup" already belongs to "rare assets" in the current Chinese automotive industry.
Most car companies either start from joint ventures, or start from new forces, or start from a certain major transformation. But there are few leading enterprises that can tell the complete development story of "from nothing to something, from weak to strong" in the independent and joint venture dual lines with technology, brand, products, and even more subdivided behind them.SAIC's 70-plus years of development history, condensed, is almost a development history of the Chinese automotive industry, and it is precisely this point that constitutes the heaviest historical footnote of the 100 million new vehicle delivery milestone.
Among them, the historical node that determined SAIC's big stride towards the "Electrification + Intelligence" transformation was the crucial year 2014. That year, when senior leaders investigated SAIC's development, they clearly proposed the general policy of "Developing new energy vehicles is the only way for China to move from an automotive giant to an automotive power". This general policy was deeply understood and put into action by SAIC senior leadership, and SAIC immediately launched a comprehensive new energy transformation. This thus opened the prelude to SAIC Group and even the national automotive industry "changing lanes to overtake".
12 years later in 2026, SAIC officially welcomed the user delivery of the 100 millionth new car globally. Behind this, the efforts SAIC made and the results achieved in the new energy sector can be said to be world-renowned.
Looking back 12 years ago, new energy transformation had not yet formed a consensus in the domestic industry circle. Disputes over technology routes, changes in subsidy policies, and shallow market acceptance made many companies hesitate on the transformation rhythm.SAIC decisively chose this path of early transformation. Its R&D investment, capacity layout, and the establishment of innovation systems have always been at the forefront of the industry.
Sprinting in the new energy track has achieved SAIC Group leading today in the intelligence and electrification new era.
Latest data shows that from January to May 2026, SAIC Motor achieved cumulative complete vehicle sales of 1.651 million, continuing to firmly stay at the industry head. Among them, independent brands January-May cumulative sales 1.173 million, year-on-year growth 8.6%, the proportion of group total sales broke 70% for the first time, reaching 71.1%; new energy vehicles January-May cumulative sales 595,000, year-on-year growth 13.2%; overseas market January-May cumulative sales 589,000, year-on-year surge 45.9%. Independent, new energy, and overseas working together simultaneously, pushing SAIC to continue upward during cycle crossing, and also writing a powerful footnote for the new journey after the 1st hundred million delivery. These numbers answer the question of whether long-termism can still run faster in the Chinese automotive industry.
In addition, another supporting point of SAIC's strategic determination comes from its deeply internalized global layout. Over 100 parts production bases overseas, over 3,000 dealer networks, 4 overseas production centers, and Anji Logistics with 42 own roll-on roll-off ships. Most of these assets were not formed suddenly in the past two or three years, but the result of continuous investment over the past ten years or even twenty years.
And from the brand side, MG won the Chinese brand sales champion in Europe continuously for 11 years. In 2025, annual sales in Europe broke 300,000 units. In March 2026, MG released SolidCore semi-solid-state battery and Hybrid+ hybrid technology at Frankfurt, marking that SAIC's globalization logic switched from "product going global" to "technology and value chain output". Without over ten years of local operation accumulation, this switch cannot be accomplished.
In addition, the 100 millionth user SAIC chose is just its current most dazzling supply chain partner Momenta CEO Cao Xudong. Giving the milestone user role to the founder of a intelligence driving technology company, the signal SAIC wants to convey is very clear, that is, SAIC does not understand "User" narrowly as consumers, but includes ecosystem partners together into the user ecosystem.
And this posture can also be seen as a continuation of the Shanghai-style cooperation culture foundation established by SAIC since the Santana localization community period: Open, Co-creation, Mutual Foundation.In the current industry more inclined to "Vertical Integration" and "Full-Stack Self-Research", SAIC chose to take down the technology walls, letting partners become part of the community. Alone you go fast, together you go far. The truth of this seems to become even more weighty on this 100 million milestone commemoration.
Final Thoughts:
In this milestone event that can be called a grand event of Chinese automotive industry, the 100 million new car delivery achieved by SAIC, although it is a specific number, but the meaning it possesses in the entire industry cannot be summarized by a specific measurement.
And behind the achievement of delivering 100 million new cars, SAIC, like other Chinese automotive enterprises, is also facing new questions. In new competition dimensions, whether able to mobilize full categories, whether able to cross passenger and commercial, whether able to integrate domestic and overseas, whether able to let joint venture and independent coordinate under the same roof, will become a new ruler to measure car companies' real strength.
For SAIC itself, delivering the 100 millionth new car is just a stage answer, and also a new starting line. The market after 2026 will not be exceptionally tolerant of it because of this number, but for SAIC itself, it also does not need "special treatment", but strives to prove through this ceremony, this Chinese automotive leading enterprise that has walked for over 70 years, still maintains the strategic determination of open cooperation, and still has the practical ability to transform strategic intent into industrial action.
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。
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。
