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上海通用五菱旗下嘅代步車，累計銷量快將跨越 300 萬輛大關。為咗銘記呢個高光時刻，8 月 7 日，五菱官方會於成都露天音樂公園，隆重開啟一場規模宏大嘅慶典——宏光 MINI EV 六週年暨五菱代步車 300 萬用戶盛典。到時，繽果家族嘅全球形象代言人孟義會驚喜亮相，同廣大車主攜手共赴呢場狂歡盛宴。
喺等候呢場盛宴嘅同時，我哋不妨先行睇下，呢個即將到來嘅 300 萬份信賴，究竟藏住幾多普通人日常出行嘅解決之道。
泊車難、用車貴、開車驚？呢三款車專治各種“不服”
對我哋一般老百姓嚟講，買車，九成嘅使用場合無非係日常通勤、接送細路、買餸，或是週末喺周邊短途出遊。但係現實往往唔啱意：車身闊落，喺狹窄巷弄入面難停；油車加一次油，真係讓人肉痛；新手一坐入駕駛位，雙腿都唔受控咁發抖。到呢個時候，五菱代步車系列，就充分展示出佢獨特優勢。
如果你係喺城市高樓間奔波嘅職場人、初次握方向盘嘅新手司機，又或是堅持高性價比理念嘅精打細算派，第五代宏光 MINI EV 無疑係開啟舒適出行體驗嘅鑰匙。佢精準演繹咗“易操控、易泊車、超節能”嘅核心優勢，極細嘅轉彎半徑，助你喺狹窄街巷輕鬆轉頭，狹小車位都能從容泊入；超低嘅能耗，令每公里出行成本微乎其微，日常通勤嘅開支，甚至仲比搭地鐵抵用。喺我嚟講，佢絕非簡單嘅代步工具，而係城市青年掙脫擁擠、奔向自由嘅靈動移動空間。
如果你需要喺家庭同用車需求之間尋求平衡，既渴望精緻格調，又不願喺智能體驗方面有所退讓，繽果 Pro 無疑展現出十足誠意。復古風格嘅高顏值設計，賦予每一次出行濃厚嘅氛圍感；12.8 吋智能大屏搭載靈語 AI，語音喚醒極度迅速，就算講方言，佢亦都迅速精準識別。對於帶細路媽群體或是受停車難題困擾嘅人嚟講，540°全景影像搭配自動泊車輔助系統，令你喺狹窄嘅學校門口泊車時唔使再手忙腳亂。新增嘅 30L 前備廂同六向電動調節座椅，令呢輛細車喺實用性同舒適性層面，絲毫唔輸畀更高級嘅家用轎車。
如果你嘅用車需求更為嚴苛，好似頻繁出動近郊出遊，對安全保證同續航能力抱有幾近極致嘅執著，嗰款繽果 S 無疑係當之無愧嘅“全能擔當”。佢搭載 A0 級頂尖安全車身，高達 72% 嘅高強鋼配比，搭配多重安全氣囊，築起一座如影隨形嘅安全堡壘；最高可達 525km 嘅續航里程，令你週末奔赴鄰城度假時，唔使為續航精打細算，遠程控車同預約充電嘅貼心配置，更係將實用精髓演繹得淋漓盡致。
細車唔“湊合”，五菱令代步車都講究起嚟
以往，好多人總以為，揀選代步車不過係喺有限選擇入面勉強揀最好，權當過渡之用。但係，五菱憑住即將達成嘅 300 萬銷量佳績，有力演繹咗，真正嘅國民代步之選，絕非無奈妥協，而係恰當嘅安心同自在。
當唔使為花靚靚嘅配置額外支出數萬元，當唔使再因泊車難題而憂心忡忡，當察覺每月用車開支幾近微乎其微時，你就能深切領悟“用戶思維”嘅真諦。五菱果斷跳出無效配置嘅內耗怪圈，專注深耕用戶嘅核心剛需。從 MINI EV 嘅超高質價比，到繽果 Pro 嘅智能家庭屬性，再到繽果 S 嘅長續航安全保證，五菱憑住雙家族產品布局，向你傳遞：無論你身處人生邊個階段，總有一款五菱代步座駕，能精準契合你嘅生活節奏。
從中國街頭到海外大道，“人民代步車”呢次真係走向世界咗
值得注意嘅係，7 月 29 日嗰日，第五代宏光 MINI EV（Wuling Air EV）喺印尼國際車展正式亮相開售，起售價定為 1.55 億印尼盾。呢輛車唔單止融入“四門四座”嘅實用化布局，仲同迪士尼·皮克斯《玩具總動員 5》展開跨界合作，共譜聯動新篇。
呢款喺國內被讚為“人民專屬代步車”嘅小巧座駕，正以越趨潮流、越趨青春嘅風貌，全力奔赴全球市場。佢絕非單純將產品遠銷海外，而係將國人所推崇嘅“簡約、自在、無負擔”出行哲學，深深植入全球消費者嘅心中。
結語：
銷量由 200 萬一路高歌猛進，即將跨越 300 萬大關，五菱代步車憑住硬核實力，穩坐細分市場王者之位。8 月 7 日，成都露天音樂公園，一場融合玩趣同信賴嘅盛會即將啟幕。若你仲為代步車嘅揀選而猶豫，不妨將目光投嚟呢度——300 萬用戶嘅共同之選，就係最具說服力嘅答案，遠勝千言萬語嘅廣告。
In Malaysia's SUV market, many buyers compare the Proton X70 and Toyota Corolla Cross 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.
Proton X70 OTR price in Malaysia is RM 106,800 - 122,300, with 3 versions in total, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300) etc.
Toyota Corolla Cross OTR price in Malaysia is RM 133,800 - 148,800, with 3 versions in total, including 2026 HEV 1.8L GR Sport (RM 148,800), 2026 HEV 1.8L Standard (RM 140,800), 2026 1.8L Standard (RM 133,800) etc.
From a price perspective, the Proton X70's starting price is indeed RM 27,000 cheaper than the Toyota Corolla Cross. If your budget is limited, Proton's entry-level version can already meet daily needs. But note, the cheaper amount may involve trade-offs in features, it depends on your specific needs.
Proton X70 comes with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
Toyota Corolla Cross comes with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
Both cars use the same powertrain system, the driving feeling is basically no difference. Fuel consumption is also similar, no need to worry too much about this.
Proton X70 adopts FWD drive mode.
Toyota Corolla Cross adopts FWD drive mode.
Both cars use the same drive mode, both are FWD, there won't be too much difference in daily driving feeling.
Proton X70 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Toyota Corolla Cross warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
Proton X70 and Toyota Corolla Cross are both mainstream choices in the Malaysian market, suitable for family use, daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation; if you care more about value for money and features, choose the one with richer configuration. Finally, it is recommended to test drive both, personal experience is the most important.
Overall, Proton X70 and Toyota Corolla Cross are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do research, compare quotes from several dealerships, and then test drive to make the final decision. Buying a car is a big matter, spending time on research will never be wrong.
截至 2025 年，我國節能與新能源汽車人才缺口達百萬。智駕工程師供需比僅為 0.38，平均不足一名合格求職者對應一個職位。
更加棘手嘅係，即便開出翻倍年薪，都幾難從市場挖到一個合適嘅智能化工程師。動力電池、智能駕駛、三電系統，每一個新興領域都在喊缺人，而傳統機械、工藝專業嘅畢業生卻喺求職市場上面競爭激烈。過去嗰套「缺乜就補乜」嘅招聘邏輯，而家正喺失效。
點樣解決？喺 2026 年中國汽車論壇人才分論壇上，嘉賓畀咗同一個答案：唔再指望由市場挖到現成嘅人，而係開始自己培養。
汽車工程師，而家正被重新定義
點解而家嘅 HR 越來越需要識業務？因為人才需求變咗。
過去，一家汽車企業缺咩人，答案相對明確。發動機、底盤、車身、工藝，每一個職位幾乎都對應一類專業人才。HR 更多承擔嘅係匹配職位、尋找人才嘅工作。
而家，企業討論更多係智能駕駛、大模型、具身智能、全球化……呢啲變化最終都會落到人才身上，亦令汽車工程師呢份職業有咗新嘅畫像。
圖片來源：2026 年中國汽車論壇
中國人才研究會汽車人才專業委員會秘書長李喆樂梳理咗近年嚟汽車人才能力模型嘅變化。過去強調問題解決能力，而家更加強調複雜問題解決能力；過去強調學習能力，而家要求快速學習；過去更多係模仿創新，而家越來越看重率先創新。六項核心能力中，幾乎每一項都發生咗變化。
變化最先出現在研發團隊。李喆樂分享嘅一組調研數據顯示，2025 年東部沿海一家汽車企業嘅軟件算法工程師，喺智能聯網研發人員中嘅佔比已經達到 70%。部分頭部企業嘅軟件開發人員，佔研發團隊比例超過 50%。
呢組數據冇否定機械工程嘅重要性，但係能說明研發團隊而家正發生變化。汽車研發涉及嘅知識體系不斷擴展，從機械設計延伸開去電子電氣、軟件開發、人工智能、控制工程等多個範疇。單一專業仍然重要，但係越來越多職位開始要求跨學科協作。
成長節奏亦變快咗。過去，一名汽車工程師從進入企業到能夠獨立承擔研發工作，往往需要五到十年。而家，汽車研發校招生平均 19 個月便可以獨立勝任職位，部分智能聯網零部件範疇甚至縮短到 15 個月。
李喆樂團隊對近 500 位汽車領軍人才嘅調研仲顯示，工作年資 10 年以上嘅人才佔比達到 78%，領軍人才平均年齡 37 歲。國內領軍人才嘅整體成長週期，較國際同行縮短咗 5 至 10 年。
速度快咗，要求亦隨之提高。李喆樂認為，未來嗰啲簡單、確定、可預測嘅工作，會越來越多交畀 AI 完成。工程師面對嘅，將更多係複雜、唔確定、冇標準答案嘅問題。即係話，汽車行業唔會淘汰某啲專業，而會淘汰停止進化嘅人。
圖片來源：2026 年中國汽車論壇
類似嘅判斷，喺企業端亦得到印證。長安汽車產教融合事業部總經理耿溢提到，而家工程師每日面對嘅問題，已經從零部件設計逐漸延伸開去算法迭代、用戶體驗優化、技術路線選擇。呢啲問題好難依靠單一學科完成，亦好少存在標準答案。
當汽車工程師嘅職位畫像改變，負責招聘嘅人必須率先感知呢種變化。李喆樂講咗一句說話：「而家嘅 HR 需要上識天文、下識地理，仲要識歷史。至少同業務部門開會嘅時候，唔能夠人哋講咩，你都聽唔明。」
一聽，呢個好似喺畀 HR 提要求。但係隨著論壇推進，呢句話有咗更具體嘅註解。接下來分享嘅幾位汽車企業 HR 負責人，幾乎都冇淨係講招聘。
蔚來汽車人力資源總監丁嫵瑕同步介紹咗蔚來嘅三個品牌、換電體系同全球研發佈局。小鵬汽車全球招聘負責人董涵瑜亦係先講公司定位：除咗汽車，小鵬仲喺佈局飛行汽車、人形機器人等前瞻範疇，目標係成為一家全球具身智能公司。而後，佢先展開對招聘人才嘅思考。
呢啲唔係分享順序上嘅巧合。喺智能汽車時代，一家企業未來做咩、需要邊種人、呢啲人又需要具備邊種能力，越來越無法淨係靠職位說明書回答。招聘工作嘅起點，隨之發生咗變化。
招聘標準亦喺隨之調整。越來越多企業開始尋找既理解機械、又熟悉軟件、電子電氣、算法等範疇嘅複合型人才。相比某一項專業能力，系統思維、跨領域協同能力被越來越頻密咁提及。
出海，又一場人才爭奪戰場
國內市場仲喺適應呢輪人才變化，全球化又將企業嘅人才需求推向咗新嘅維度。論壇上，多位嘉賓談到咗出海，討論嘅重點係企業「走出去」之後，需要邊種人。
教育部全國汽車職業教育指導委員會委員李康將中國汽車出海劃分咗三個階段：產品出海、品牌同技術深度出海，同全球化生態共建。對應唔同嘅發展階段，企業嘅人才需求亦喺不斷變化。
最初，企業更多依靠外派團隊，將成熟嘅產品、技術同管理經驗複製到海外。隨著業務逐漸深入，企業開始建立本地研發、製造同供應鏈體系，對本土化人才嘅需求越來越高。到咗全球化營運階段，企業既要建立統一嘅人才標準，亦要形成跨文化協同同全球化管理能力。
圖片來源：奇瑞
唔少企業已經行到咗第二步，甚至開始向第三步邁進。
以奇瑞為例，佢喺西班牙重新啟用咗當地汽車品牌 Ebro，並透過本地化生產、品牌營運等方式參與當地產業發展。奇瑞董事局主席尹同躍曾提出「In somewhere, For somewhere, Be somewhere」嘅理念，希望企業能夠真正融入當地，而唔係簡單把產品賣到海外。
呢幾年，越來越多中國汽車企業開始佈局海外工廠、研發中心同供應鏈體系。產品可以進入市場，生產線可以複製，真正需要花時間建立嘅，往往係人同組織。
呢一點，喺長安汽車嘅分享中體現得更加具體。耿溢提到，公司進入泰國市場後，中方同當地員工對於加班文化存在勞工爭議。相比技術同產品，呢類差異往往冇統一答案。
由呢度可以睇出，隨著中國汽車企業不斷進入新嘅市場，企業需要面對嘅唔止係產品認證、供應鏈建設，仲包括勞工法規、人才培養、組織管理、文化融合等一系列新課題。
論壇現場，唔少嘉賓都把「本地化」擺放喺更重要嘅位置。全球化佈局已經打破咗傳統本地化經營嘅人才邊界。企業需要嘅，唔單單係研發、製造等专业人才，仲包括熟悉海外法規、跨文化溝通、國際運營等複合型人才。隨著海外業務不斷擴大，呢類人才缺口正喺逐漸顯現。
蔚來選擇把全球化佈局提前。丁嫵瑕介紹，蔚來一直按照全球化思路配置研發資源。「人才喺邊度，蔚來喺邊度建辦公室。」喺佢睇嚟，企業佈局研發中心，首先考慮嘅係人才資源，而唔係簡單按照地域劃分。
長安則把目光放到咗職業教育。佢正喺推進「長安工坊」項目，喺海外職業院校建設產教融合基地，希望將企業標準、技術體系同人才培養結合埋一齊。耿溢表示，如果中國品牌希望長期扎根海外，淨係把產品賣過去仲唔夠，亦需要讓當地學生熟悉中國品牌、中國技術同中國標準。
喺呢個趨勢下，企業關注嘅重點亦由「把車賣出去」逐漸延伸到「把能力帶出去」。呢種能力，既包括研發同製造，亦包括人才培養、組織管理同文化融合。
企業出海缺嘅唔止係懂外語嘅人。企業希望搵到嘅，係既了解中國汽車產業，又熟悉當地法規、文化同商業環境嘅人。呢類人才能夠連接總部同海外團隊，亦能夠幫助企業理解唔同市場嘅運行規則。
最終比拼嘅，係邊個培養得更快
如果話前幾年汽車企業仲喺爭搶人才，咁而家論壇上傳遞出嘅另一個信號係，越來越多企業開始把重心放喺培養體系上。
原因並唔複雜。智能駕駛、軟件開發、AI 大模型、全球化等趨勢，令行業處於快速變化中。這導致企業需要嘅人才越來越新，然而市場上嘅成熟人才卻冇同步增加。淨係靠社招，好難解決長期嘅人才供給問題。
小鵬汽車董涵瑜分享咗一組數據。2025 年，小鵬管理技術類校招規模約 500 人；2026 年，呢個數字已經超過 1000 人；到 2027 年，計劃接近 2000 人。三類職位（管理技術類、生產製造、一線銷售）合計校招規模將達到 5000 人。
吉利集團 2026 年招聘咗 4000 多名應屆畢業生。吉利控股集團高級副總裁楊學良稱，「我哋內部稱呼佢哋為大雁，佢哋都係百里挑一、才華橫溢、激情澎湃嘅年輕人，希望佢哋喺吉利嘅大舞臺上搵到自己嘅定位，鍛鍊自己。」
人數增長只係變化嘅一部分。以小鵬為例，佢正喺調整整套人才策略，從過去以社招為主、校招為補充，逐步轉向以校招為基礎、青年人才為主体、培養為關鍵嘅長期模式。到 2027 年，小鵬校招佔整體招聘比例將由 50% 提升至 70%。
呢樣嘅調整，同企業業務嘅發展節奏緊密相關。喺小鵬睇嚟，AI 已經成為研發工作嘅基礎工具。年輕人接觸新工具更快，學習速度更快，亦更容易適應新嘅研發方式。
圖片來源：2026 年中國汽車論壇
圍繞呢個思路，小鵬重新設計咗應屆生培養機制。新员工入職前三實行單獨嘅績效同晉升管理，唔同社招員工共享評價通道，希望畀青年人才留喺更完整嘅成長週期。
長安汽車關注嘅係人才培養更前端嘅一環。耿溢認為，企業每年都在調整產品同技術方向，而學校嘅人才培養方案通常需要幾年時間完成一次更新，兩者之間始終存在時間差。
過去，好多企業嘅人才培養從招聘開始；而家，越來越多企業把目光放到咗學校。
長安成立咗獨立法人運營嘅產教融合公司，希望將企業需求提前帶進人才培養環節，讓課程設置、實訓內容同產業發展保持更緊密嘅聯繫。
喺耿溢睇嚟，企業參與辦學，並唔係為咗提前鎖定學生，而係希望學校培養出嚟嘅人，能夠更快適應產業嘅發展節奏。
學校同樣感受到咗呢種變化。蕪湖職業技術大學汽車與航空學院院長彭定分享咗一個現實問題。企業一年可能推出多款新產品、新技術，而學校嘅人才培養方案更新卻需要較長週期。當產業快速變化成為常態，學校亦需要不斷調整課程體系、實踐教學同校企合作方式。
面對企業提出嘅新需求，學校首先考慮嘅唔再係「邊做唔到」，而係「點樣盡快做」。
呢種變化，並唔只係課程調整。越來越多職業院校開始將企業真實項目引入課堂，讓學生喺學習階段就接觸企業實際研發同生產場景，亦讓企業能夠更早參與人才培養。
相比招聘之後再培訓，呢種方式將培養週期進一步提前咗。蔚來看到咗另一類變化。直營體系、換電網絡、用戶社區等新業務不斷發展，亦催生出一批過去並不存在嘅新崗位。好多崗位喺市場上冇成熟嘅人才可以直接招聘，企業只能一邊探索業務，一邊培養團隊。
據介紹，蔚來圍繞價值觀建立咗目標設定、績效評價、激勵反饋等完整嘅人才體系，希望幫助員工喺業務發展過程中不斷成長。
圖片來源：比亞迪
放埋一齊睇，小鵬、長安、蔚來等企業雖然選擇咗唔同途徑，但關注點卻越來越接近。即係相比搵現成嘅人才，企業開始投入更多精力建設長期嘅人才供給能力。
過去，汽車企業更多依賴市場解決人才問題。而家，越來越多企業開始自己建設人才體系。而呢場變化仍在繼續。
可見，整場論壇嘅討論已經超出生招聘本身。工程師需要面對新嘅技術體系，企業需要適應全球化競爭，高校正喺調整人才培養模式，越來越多汽車企業開始把培養體系前移。人才工作嘅變化，幾乎貫穿咗汽車產業發展嘅每一個環節。
過去，汽車行業討論更多係缺幾多人。而家，企業更關心嘅係需要邊種人，以及點樣更快培養出嚟呢種人。理解業務、理解戰略、理解產業方向，已經成為判斷人才需求嘅重要前提。
而當汽車產業進入新嘅發展階段，人才競爭亦開始進入新嘅階段。
Even since first shaking hands with FIFA in 1999, Hyundai Kia locked the World Cup official cooperation until 2030, Chinese automakers still took a different path, each opening a door for themselves.
Changan went to Lisbon, signed the Portugal national team; GAC dug into Mexico City, bound to the century-old club Toluca FC; Chery directly revived the Spanish local brand EBRO from decades ago, allowing it to stand by the Spain team as "one of them"; BYD and Geely though didn't touch teams, but via CCTV broadcasts and Xiaohongshu, stuffed the brand into fans' mobile phone screens.
A few years ago at the Qatar World Cup, Chinese automakers were still erecting billboards on the sidelines. A few years later, Chinese independent brands have learned to "take a detour to enter". In the past, many believed there was a cognitive barrier between Chinese automakers going global with products and going global with brands. Now, this is no longer a problem. From government procurement to youth training, from national team IP to local clubs, Chinese automakers are using the World Cup as a lever to complete the critical leap from "product going global" to "brand going global".
The Miracle of Cape Verde, BYD's Foresight
Many feel that the Cape Verde Ambassador to China announcing all national official vehicles will switch to BYD is a friendly diplomatic gesture. In reality, the strategy behind this decision is far more complex than it appears on the surface.
Cape Verde is composed entirely of islands, no oil and gas resources, fuel entirely imported. BYD gives not just cars, but a whole "PV + Electric Vehicle" solution. This approach is helping Chinese automakers open a government vehicle market previously held by German and Japanese systems. Several countries in West and East Africa, also struggling under fuel import costs, have started follow-up research.
And the gain BYD made from this matter in Cape Verde is far more than just a few government orders. From another angle, Cape Verde's World Cup dark horse story equaled a free global brand promotion for BYD. An island nation with 540,000 population, continuously drawing Spain and Uruguay to a stalemate, dragging defending champion Argentina into extra time, this not only made the world remember Cape Verde, but also made fans remember the BYD logo on Cape Verde's official fleet. The gold content of this brand exposure is higher than any ad placement. The Cape Verde Ambassador to China voluntarily announcing the procurement decision in front of media is equivalent to globally backing Chinese new energy brands with official status. This recognition is something money cannot buy.
For BYD, betting on a correct team is not the ultimate goal, the long-term gain behind each bet is the key. BYD previously supported the private youth training organization "China Football Minors", which has successively won the Thailand Asian Youth Cup and Italy's "Little World Cup". During the World Cup, BYD also funded Football Minors to go to Brazil and Mexico to play friendly matches with local power youth training teams. They walked into the Azteca Stadium to watch the World Cup match on site, and also visited BYD's overseas largest production base in Camaçari, Brazil. For these children playing football, seeing with their own eyes that Chinese brands own factories of such scale in a foreign land is more direct than any patriotic education class. For BYD, what this investment seeks is not what these children can bring today, but many years later, when these children become the backbone of society, their memory starting point regarding football, the world, and Chinese car brands is BYD.
Looking at these moves together, BYD's route is clear. Whether there is a FIFA official sponsor logo spot doesn't matter, start cultivating deeply from the soil of youth training, start infiltration from government procurement in African island nations, use CCTV and Xiaohongshu channels to reach consumers. The same money, spent on short-term exposure is a one-time consumption, spent on brand mindset building is compound interest. When other brands are still calculating ad conversion rates, BYD is already doing compound interest investment on brand assets.
After this World Cup ends, the dark horse popularity of Cape Verde will eventually fade, but BYD's charging piles and after-sales service network there will not withdraw; whether Football Minors will go to the World Cup in the future, no one knows, but those children's recognition of the brand will not disappear. What BYD wants is always the long-term benefits brought by three lines running in parallel.
Changan's 500 Million Bet, The Ambition of a New Central Enterprise Going Global Behind It
For this World Cup, Changan made a big gamble. On May 22, 2026, Changan Motors signed in Lisbon with the Portuguese Football Association, becoming the Portuguese National Team's Global Official Partner. 2026, 2030 two World Cups, plus two Women's World Cups, total investment over 500 million yuan, this is the first time a Chinese car brand has reached global cooperation with a European top football national team.
Choosing Portugal, what did Changan see? The 2026 US-Canada-Mexico World Cup is the 41-year-old Ronaldo's 6th, and also last World Cup journey. Ronaldo's Instagram followers exceed 660 million, global coverage over 1 billion fans. The distribution of Portugal team fans, just in Europe, Southeast Asia, Central and South America, Middle East Africa, highly overlaps with Changan's core going global markets. This is not generalized brand exposure, but a placement precise to user portraits.
As a new central state-owned enterprise, Changan has goals to achieve. After restructuring, Changan proposed the "1445" strategy, aiming to break into the top 10 global automakers by 2030, with overseas sales rising from 637,300 units in 2025 to 1.5 million units in 2030. In the first half of 2026, Changan delivered 402,000 units overseas, up 35.1% year-on-year, with overseas business share rising to 33.6%. Changan needs to accelerate towards its target. If the World Cup bet is correct, combined with Changan New Energy's "Shangri-La Plan" cumulative investment exceeding 100 billion, and the confidence brought by core technologies like "Golden Bell" battery and solid-state batteries, it will have a good positive significance for achieving its goals.
Of course, this 500 million bet also has risks. Portugal group stage 1-1 draw Congo (DRC), 5-0 win Uzbekistan, 0-0 draw Colombia, qualify as group second, then eliminate Croatia. Round of 16, Portugal plays archrival Spain. Although ultimately defeated, Ronaldo's influence is enough to enable Changan to leverage larger global volume. However, for Changan, this account is not calculated for short-term ROI, how much position this money can make the brand occupy in global consumers' hearts, is the more important thing.
From "Detour" to "Rooting", Playing a Differentiated Chess Game
FIFA automotive official sponsorship is locked by Hyundai Kia until 2030, for many Chinese car manufacturers, this is not a big problem. GAC, Chery, Geely take a detour to "open doors", each playing a differentiated chess game.
GAC chose the "Localization" route, signing a two-year strategic partnership with Mexico's Toluca FC directly this May. Toluca FC was founded in 1917 and has won the CONCACAF Champions Cup three times. In 2025, China exported 625,200 vehicles to Mexico, which has surpassed Russia to become the top destination for Chinese car exports. GAC binding with Toluca FC equates to embedding the brand into Mexico's fervent football culture, completing the leap from "entering the market" to "taking root in the market".
Chery's approach is more subtle, not sponsoring the Spanish national team in the name of "Chery", but reviving the Spanish domestic brand EBRO born decades ago, also considered a "roundabout way to save the country". In April 2024, Chery signed an agreement with Spain's EV MOTORS under the witness of Prime Minister Sanchez, establishing a joint venture in Barcelona to restart EBRO. In 2025, EBRO became the official sponsor of the Spanish National Football Team. At this World Cup, Spain topped the group stage with 2 wins and 1 draw, eliminated Austria 3-0 in the Round of 16, and won 1-0 against Portugal in the Round of 8 to advance to the quarterfinals, with zero goals conceded in six games so far. EBRO's brand logo continues to appear before global fans with every victory of the Spanish team.
Some might wonder why Chery uses a hidden approach to back the team? In fact, gaining local recognition for a brand going global is a matter to be planned for the long term, selling cars before this is equally important. For Chery, whether the logo on the steering wheel is EBRO or Chery makes no difference to Chery's financial reports. For Spanish consumers, this is "a local brand supporting a local team". Chery hiding behind the curtain easily gains emotional recognition from local consumers, so why not? Chery's overseas performance has always been "capable", and after this World Cup, Chery's overseas "gains" may continue to amplify with the team's performance. The approach of "technology empowerment + local brand" can instead yield real profits.
Geely chose another path: "Focusing back" on the domestic market. Geely Galaxy became a partner for the CCTV World Cup broadcast, exclusively naming CCTV-5's "The Football Grand Banquet", simultaneously launching "Football Carnival Season" distributing car purchase vouchers daily. The Galaxy brand's main battlefield is domestic; borrowing this World Cup super IP to complete a leap in brand popularity is the most cost-effective choice. Meanwhile, Geely's Mexico subsidiary offered free airport pick-ups for car owners watching matches during the World Cup, equivalent to building the brand domestically and providing service overseas, running both lines in parallel.
Three roads, three judgments, but pointing to the same conclusion: Chinese car manufacturers' going global path is no longer as simple and straightforward as before, independent brands have begun to seek "smarter" paths.
Conclusion
BYD proves the value of long-termism through multiple lines; Changan declares the determination of a new central enterprise going global with a 500 million bet; GAC, Chery, and Geely demonstrate the diverse possibilities of Made in China through differentiated paths. And what is more comforting than these is that Chinese automakers are no longer obsessed with "selling products" or finding "ad spots". Building brands and setting up ecosystems on global stages like the World Cup means that Chinese independent brands now have the major premise for victory in their "extra time" on the world arena.
In the SUV market in Malaysia, many buyers compare Perodua Aruz and GWM Haval H6 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 Aruz's OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
GWM Haval H6's OTR price in Malaysia is RM 139,750 - 139,750, with a total of 2 versions, including 1.5L Turbo Standard (RM 140,000), 1.5L Turbo Premium (RM 155,000), etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 66,850 cheaper than GWM Haval H6. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, you should also note that the few thousand Ringgit difference might have trade-offs in features, it depends on your specific needs.
Perodua Aruz is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
GWM Haval H6 is equipped with Hybrid, 170 hp. Official fuel consumption 4.5 L/100km.
Regarding power, GWM Haval H6's Hybrid has 65 more horsepower than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power and won't feel underpowered.
Perodua Aruz's safety rating is 5★ (ASEAN NCAP), active safety systems include.
GWM Haval H6's safety rating is TBD, active safety systems include Basic.
Perodua Aruz body length 4400 mm, trunk 400 L.
GWM Haval H6 body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, interior space difference is not large. For cars in this class, daily use is fully sufficient.
Perodua Aruz warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
GWM Haval H6 warranty 7 years/150,000km, maintenance interval every 10,000km or 6 months.
In general, Perodua Aruz and GWM Haval H6 are both very good models in the Malaysia market. Which one to choose mainly 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 the final decision. Buying a car is a big matter, spending time on research is never wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Chery Tiggo 9 同 BMW X1 來做比較。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比較，幫你省咗做功課嘅時間。
Chery Tiggo 9 喺馬來西亞嘅 OTR 售價係 RM 166,800 - 179,800，總共有 1 個版本，包括 2026 2.0T Standard（RM 179,750）等。
BMW X1 喺馬來西亞嘅 OTR 售價係 RM 252,800 - 252,800，總共有 2 個版本，包括 sDrive18i（RM 220,000）、sDrive20i（RM 250,000）等。
從價錢嚟睇，Chery Tiggo 9 嘅起價確實比 BMW X1 平咗 RM 86,000。如果你預算有限，Chery 嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千蚊，可能喺配備上會有取捨，具體要睇你嘅需要。
Chery Tiggo 9 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
BMW X1 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，BMW X1 嘅 2.0L Turbo 比 Chery Tiggo 9 嘅 2.0L 4-cyl 多咗 50 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠力。
Chery Tiggo 9 嘅安全評級係 TBD，主動安全系統包括 Basic。
BMW X1 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 Chery Tiggo 9 嘅 Basic 同 BMW X1 嘅 Premium ADAS 喺功能上有些分別，如果你比較重視主動安全嘅話，可以仔細比較下兩者嘅功能列表。
Chery Tiggo 9 採用 FWD 驅動方式。
BMW X1 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Chery Tiggo 9 同 BMW X1 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更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，就揀配備更豐富嗰款。最尾都建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，Chery Tiggo 9 同 BMW X1 都係馬來西亞市場幾唔錯嘅車款。揀邊一輛，關鍵都要睇你嘅個人需要同預算。建議大家做足功課，多比較幾間車行之嘅報價，再去試駕做最後決定。買車係件大事，花啲時間做功課絕對唔會錯。
2026 年 6 月 12 日，“十五萬熱愛，高光而來”BJ30 旅行家十五萬台下線暨高光版上市發佈會，在北汽株洲超級工廠盛大舉行。活動迎來品牌銷量里程碑，年度新款 BJ30 旅行家高光版同步首發，北京越野還攜手央視財經，完成行業首次 15 萬公里實車全網拆解直播，以硬核实測與智能智造，全面展現這款自主輕越野 SUV 的硬實力。官方同步推出 3 萬元超級置換補貼，全系車型置換價 6.99 萬元起，大幅降低入手門檻，讓輕越野生活走進萬千家庭。
依托北京越野六十餘年越野技術積澱，BJ30 旅行家精準契合家庭用戶通勤、出遊、輕越野的多元需求，憑藉超野、超大、超省三大核心優勢領跑市場。如今該車順利達成 15 萬台銷量，成為國內輕越野 SUV 領域最快突破 15 萬台的車型，十五萬用戶的選擇，是對產品實力最直觀的認可，也讓它坐穩細分市場標竿位置。
市場成績足以印證口碑。BJ30 旅行家連續兩年拿下 HEV 混動方盒子、自主 HEV 混動車型銷量雙第一，更是連續 24 個月蟬聯自主 HEV 混動 SUV 銷量榜首；在保值率領域，它拿下 10-15 萬級自主緊湊 SUV 保值率冠軍，全週期價值表現突出。不僅深耕國內市場，該車還遠銷海外，先後斬獲阿拉伯地區最佳混動 SUV、阿根廷年度最佳進口 SUV 等國際獎項，向世界展現中國智造實力。
基於 15 萬車主真實用車反饋打磨而來的 BJ30 旅行家高光版正式亮相，新車在原有優勢之上，實現高光外觀、高光性能、高光體驗三大維度全面升級，兼顧年輕群體個性化審美與大家庭實用需求，產品力再度進階。
外觀方面，高光版延續經典方盒子造型，硬朗越野風格與精緻設計巧妙融合。標誌性五闕星環貫穿燈組辨識度拉滿，車身新增熔岩橙、穹頂藍、寒川灰三款專屬車漆，風格多樣。整車配備電感潮改套件、專屬星環輪轂與運動保險槓，動感十足；座艙升級橙色內飾搭配金屬紋理飾板，結合家族山形儀表板設計，將越野底蘊與輕奢質感融為一體，外觀表現適配全場景出行。
性能升級是高光版的核心亮點。新車沿用行業領先的三擎四驅六模 HEV 混動架構，並完成多項優化：換裝長壽命 AGM 電瓶，循環壽命達到普通電瓶 3 倍，用電、啟動更穩定；搭載保時捷同款 VGT 可變截面渦輪增壓技術，配合 41% 高熱效率引擎，整車充電效率高達 99%，動力與能耗兼顧；後橋電機功率從 55 千瓦提升至 70 千瓦，起步、並線、超車時動力響應更迅猛。
這套混動系統也是整車越野能力的根基。三擎動力搭配 30 毫秒極速響應的智能電四驅，擁有六大運行模式，可根據路況自動切換。輔以電控能量中鎖、四輪電子限滑與智電 ATS 全地形控制系統，疊加 5928N·m 最大輪端扭矩，泥地、沙地、交叉軸等輕越野路況都能輕鬆應對。整車歷經 400 萬公里極端環境耐久測試，63.4% 高強度鋼打造的籠式車身，扭轉剛度達 24800 N·m/度，全方位守護出行安全。
空間表現上，BJ30 旅行家優勢十足。2820 毫米超長軸距搭配 66% 超高實用率，成為 10 萬級唯一大七座方盒子 SUV，第三排空間寬敞，1.8 米成年人乘坐也毫無壓迫感。1496 升超大尾箱可容納露營、滑雪全套裝備，被用戶戲稱“搬家不用貨拉拉”；後排純平放倒可形成 1.92 米平整大牀，搭配全景天窗，隨隨地解鎖戶外旅居樂趣。全車 38 處儲物空間，細節設計貼心周到。
“超省”優勢體現慳錢、省時、省心三大層面。南非、印尼、阿聯酋、波蘭、墨西哥五國汽車博主，在各類極端路況下實測，該車百公里油耗均控制在 5 升以內，最低僅 4.4 升，一箱油續航超 1000 公里，長期使用能省下可觀油費。車型採用無需外接充電的 HEV 混動技術，加油即走，省去找桩、充電、裝桩的麻煩，每年節省數十小時時間成本。同時首任車主享整車終身保養，覆蓋 99% 零部件，配件普及、保養便捷，徹底打消用車顧慮。
在駕乘體驗上，高光版打造出“移動會客廳”。車身高度優於同級，駕乘視野開闊，長途乘坐不易壓抑。新車配備座椅加熱、通風與方向盤加熱，可提前預設溫控；雨天車輛能自動感應關窗，細節盡顯人性化。車內 64 色律動氛圍燈搭配 10 揚聲器 HiFi 音響，旅途氛圍感拉滿；雙大螢幕分區清晰、操作便捷，科技感與實用性兼備。
本次發佈會最大亮點之一，便是央視財經全程直播拆解一台行駛 15 萬公里的 BJ30 旅行家。15 萬公里近乎普通家庭十年用車里程，拆解後車輛狀態依舊優異：引擎無明顯積碳、變速箱無滲漏、電池包完好無衰減、底盤部件無生銹滲油，整體車況接近新車。
鏡頭同步探訪北汽株洲超級工廠，揭密高品質背後的智造實力。焊接車間全自動化機械人作業，塗膠誤差不超一根髮絲，強化車身剛性；五千多噸衝壓設備一體成型車身板材，保障外觀線條工整；全自動噴塗車間使用環保水性漆，有害物質大幅降低，新車無異味且漆面更耐用。全流程多層品控把關，從源頭保障每一台車輛的品質。
購車政策方面，北京越野推出重磅福利，全系車型享 3 萬元超級置換補貼。置換車輛不限品牌、不限年限，摩托車、老舊汽車均可參與；新用戶憑駕駛證到店即可享受補貼，流程簡潔。具體置換價：燃油標準版 6.99 萬元、燃油進階版 7.99 萬元、燃油七座版 8.49 萬元；燃油高光版 8.29 萬元；混動進階版 10.69 萬元、混動高光版 10.99 萬元。
在此基礎上，官方疊加五重尊享禮遇：贈送首任非營運車主價值 6000 元整車終身保養；提供 0 首付等多元金融方案；老客戶轉介紹至高可領 800 元京東卡；全系終身免費 OTA 升級；基礎流量終身免費，娛樂流量兩年不限量免費。品牌還上線“燃情世界盃，高光贏大獎”限時活動，到店購車參與競猜，猜對冠軍與決賽比分可額外獲 5 萬元購車補貼，性價比進一步拉滿。
從 15 萬台下線的銷量里程碑，到高光版全面升級，再到央視拆車鑑證品質，BJ30 旅行家在產品、市場、品質層面實現全方位突破。作為一款全能輕越野 SUV，它融合專業越野性能、超大家用空間與超低用車成本，打破城市 SUV 與越野車型的界線。6.99 萬元起的親民價格，讓普通家庭也能輕鬆擁有一台可城可野、實用省心的出行座駕。
十五萬份熱愛，鑄就前行底氣；持續產品升級，不負用戶信賴。憑藉北京越野多年越野積澱與過硬的中國製造水準，BJ30 旅行家已然成為細分市場標竿。全新高光版的到來，也將持續激活輕越野 SUV 市場活力。未來，BJ30 旅行家將繼續陪伴廣大車主穿行城市、奔赴山野，讓每一次出行，都擁有專屬高光。
May 28, 2026, Shanghai. With an IM LS9 Hyper delivered to a user, SAIC Group's cumulative production and sales officially exceeded 100 million units, marking a major milestone in the history of China's automotive industry.
Meanwhile, the 100,000,007th unit of SAIC Group rolled off the line at the SAIC Audi AUDI Intelligent Manufacturing Base. Tao Hailong, Party Secretary and General Manager of SAIC Volkswagen Automobile Co., Ltd., delivered the Audi E7X to user Shen Jimin, turning a new page in the history of China's automotive industry from then on.
On that day, four delivery events distributed domestically and abroad silently outlined the growth trajectory of this state-owned enterprise giant, from the industrial foundation of SAIC Volkswagen, to Buick's local affection, to the independent breakthrough of Roewe and MG, and to Wuling's globalization moves in the down-market.
SAIC Volkswagen: The Weight of the Foundation
In the noise of celebration, the silent foundation is often easily forgotten. SAIC Volkswagen is not only an important sales pillar for SAIC Group but also the "Whampoa Military Academy" of China's automotive industry modernization.
Looking back to 1984, the joint venture contract signed at the Great Hall of the People opened not just a joint venture company, but a complete chain from CKD knock-down assembly to the establishment of a localized system, from the introduction of quality standards to the cultivation of a supply chain ecosystem. It is an industry-recognized fact that without SAIC Volkswagen's system capability honing a sword for over thirty years, there would be no later accumulation and breakthrough for SAIC's independent sector.
This time delivering the Audi E7X as the 100,000,007th vehicle symbolizes that this "foundation" is undergoing a profound reconstruction. Shifting from traditional German mechanical quality to all-aluminum chassis, 900V high-voltage fast charging, and intelligent driving. This turnaround is not flashy, yet solid enough—it proves that traditional joint venture giants still possess strong engineering implementation capabilities in the wave of electrification.
Buick: The "Emotional Ledger" of Joint Ventures
Different from SAIC Volkswagen's industrial rationality, the Buick brand attempted to answer a softer question in this celebration: when joint venture brands have walked for nearly thirty years in China, besides sales, what remains?
SAIC-GM Vice General Manager Xue Haitao delivered the 100,000,100th complete vehicle—the Buick Zhijing E7—to user Liu Jia. This ordinary person, who has been giving free haircuts to left-behind children in the mountains for over a decade, attracted attention from netizens when their old car broke down on a mountain road. Buick's intervention transformed this social news into a commercial delivery about "trust".
This is not a simple public welfare event. As the inaugural work of Buick's high-end new energy sub-brand, the Zhijing E7 focuses on "The Perfect Score Cockpit for Children", returning the product origin to family and children scenarios. The report card showing delivery breakthrough of 10,000 units in the first month since launch indicates: joint venture brands have not lost their halo, but must learn to redefine products using "real needs of Chinese families".
Roewe and MG: Two Paths of Independent Breakthrough
In SAIC's 100 million unit map, the rise of the independent sector is a highly dramatic chapter. Roewe and MG represent two different breakthrough logics.
Roewe chose the "upward" path. From Roewe 750 opening the door to the mid-to-high-end market in early years, to RX5 defining "Internet Cars", to the M7 Dark Horse Edition breaking the stereotype of family cars today, Roewe is completing the leap from "manufacturing" to "quality manufacturing". At the vehicle handover ceremony, an old Roewe 750 owner passed the keys to his son-in-law. This trust spanning twenty years is more convincing than any parameter comparison.
MG takes the "broader" route. As a British brand with a hundred-year history, MG achieved identity reconstruction in SAIC's hands. Ranking first in European sales of Chinese car brands for 11 consecutive years, cumulative sales in the UK and Europe market exceeded one million—this marks that China's automotive export has progressed from "product trade" to "brand output". That couple of international students who met MG in the UK and still chose MG4 after returning home is exactly a footnote to this globalization identity.
Wuling: The Silent Base and Secret Export
Outside all spotlights, Wuling is a very large and silent cornerstone in SAIC's 100 million units. Hongguang, Baojun 730, Hongguang MINIEV... these models constitute the real capillaries of China's county economy.
"Wuling builds whatever the people need." Behind this slightly simple slogan lies the precise capture of supply chain cost control and user pain points. More strategically significant is its delivery ceremony in Jakarta, Indonesia. Unlike the brand output of Roewe and MG, Wuling adopted "moving the chain overseas"—packaging and replicating the manufacturing chain, supply chain, and sales chain to the ASEAN market.
Relying on the Indonesia pivot, radiating to Malaysia, Thailand, and even the entire ASEAN, Wuling is solving the deep-seated problem of "going global" for China's automotive industry: how to make Chinese manufacturing standards take root in a foreign land.
Zhang Guan Commentary: The Exam Paper After 100 Million Units
Standing on the threshold of 100 million units and looking back, SAIC's scorecard is a microcosm of China's automotive industry catching up and running side by side.
However, 100 million units is both a milestone and a brand new exam paper. When incremental dividends fade, when competition shifts from "capacity war" to "system efficiency and brand thickness", the challenges faced by SAIC are more severe: How to maintain strategic resolve within a multi-brand matrix? How to progress from "selling cars" to "operating brands" in the overseas market?
