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In the SUV market in Malaysia, many buyers compare Proton X70 and Mazda CX-30 when choosing a car. These two cars are quite close in price and positioning. Today, we will do 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 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.
Mazda CX-30 OTR price in Malaysia is RM 122,409 - 146,409, with a total of 4 versions, including 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409), etc.
From a price perspective, the starting price of Proton X70 is indeed RM 15,609 cheaper than Mazda CX-30. If your budget is limited, Proton's entry-level version can already meet daily needs. However, also note that the few thousand ringgit cheaper might involve trade-offs in features, depending on your specific needs.
Proton X70 comes with a 1.5L Turbo engine, 140 hp. Official fuel consumption 7.0 L/100km.
Mazda CX-30 comes with a 1.5L Turbo engine, 140 hp. Official fuel consumption 7.0 L/100km.
Both cars use the same powertrain, and the driving experience is basically the same. Fuel consumption is also similar, so no need to worry too much about this.
Proton X70 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Mazda CX-30 safety rating is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
Both cars have the same safety rating. In this class, safety features are quite comprehensive. New cars nowadays are generally safe, so no need to worry too much about this.
Proton X70 adopts FWD drive mode.
Mazda CX-30 adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, so the daily driving experience won't differ much.
Proton X70 and Mazda CX-30 are both 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 ratio and features, choose the one with richer configurations. Ultimately, it is recommended to test drive both models; personal experience is the most important.
In general, Proton X70 and Mazda CX-30 are both very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. We suggest doing your homework, comparing quotes from several car dealerships, and then test driving to make a final decision. Buying a car is a big matter; spending time on research will never be wrong.
On July 23, 2026, Valencia, Spain. On this day, Geely Automobile and Ford Motor—two "old friends" shaking hands again after 16 years—signed a significant agreement in a factory with nearly 50 years of history.
Geely Automobile announced the acquisition of a 34% equity stake in Ford's Valencia, Spain factory for 221 million euros. Both parties established a joint venture, sharing one of Europe's largest automobile factories with an annual capacity of about 500,000 units. Geely will launch two new energy models here, with the first vehicle rolling off the line in 2028; Ford will continue producing three multi-energy models such as Kuga.
This is not only capacity sharing between the two automakers but also a key strategic move in Geely's globalization strategy—from "going out" to "integrating in," from complete vehicle exports to local manufacturing. Geely is exploring its own path amidst the changes in the global automotive industry.
The "Trust Vote" from 16 Years Ago
To understand the origins of this cooperation, we must turn the clock back to March 28, 2010.
On that day, Geely Holding Group acquired Volvo Cars entirely from Ford for 1.8 billion USD. At that time, Geely was an unknown Chinese private car company, while Volvo was a well-known luxury brand. This "small swallowing big" deal shocked the global automotive industry.
But what kept this story going until now was not the deal itself, but what happened after the deal.
After taking over Volvo, Geely did not rush to integrate but chose to "let the tiger return to the mountains"—keeping Volvo's Swedish headquarters and Belgian factories, respecting its independent development system, and fulfilling all commitments to the brand, employees, and unions made during the acquisition. Ford, as the former parent company, witnessed throughout how Geely protected and revived a classic brand with pragmatic actions.
This commercial integrity of "doing what you say" won Ford's respect and trust for Geely. 16 years later, when Ford faced challenges in capacity efficiency and the market in Europe—the Valencia factory has an annual capacity of 500,000 units, but actual production in 2025 was less than 100,000 units—it chose to extend an olive branch to Geely again. Through capacity sharing, it aims to create new energy vehicle products for Geely and Ford brands for the European market, improve capacity utilization, and jointly expand the regional market. Behind this lies trust accumulation across time cycles.
As Geely Holding Group Chairman Li Shufu often said internally: The fun of business lies in making friends and doing deals at the same time, achieving win-win results in every cooperation, and leaving pleasant memories. This philosophy was concretely embodied in this cooperation.
"Light Asset" Going Overseas: Building a "Network of Friends" Instead of Factories
Unlike most Chinese automakers choosing to "build their own factories" for going overseas, Geely took a differentiated path.
In April this year, Geely Holding Group clarified a new strategy for overseas expansion: instead of building new production factories, it proceeds to advance business layout through cooperation, integration, and reviving existing capacity. For Geely, in the context of tense geopolitical situations and changing global patterns, prioritizing the use of existing factories by partners is a more pragmatic choice.
This "light asset" logic has been repeatedly verified in Geely's previous global layout:
Volvo's European factories provide a manufacturing pivot for Geely to enter high-end markets;
Proton's Southeast Asian network allowed Geely to build a High-Tech Automotive Valley in Tanjong Malim, Malaysia;
Renault's Brazilian factories and channels support new energy cooperation between both parties in the Latin America and Africa market;
The establishment of HORSE Powertrain with Renault achieves deep technical synergy for the global market.
Geely and partners use these ready resources together. This Geely-style localization method improves overseas and market expansion efficiency while reducing regional barrier risks. Wanlian Securities Investment Consultant Qu Fang evaluated: "This belongs to a light asset, high efficiency 'going overseas' layout mode. Compared with building factories, the investment is lower, the implementation cycle is shorter, and the pace of capacity expansion can be adjusted flexibly."
The Spanish joint venture is the European debut of this model. Geely secured a 34% equity stake and stable subcontracting capacity with only 221 million euros, quickly obtaining a production base compliant with EU standards. Relying on Ford's accumulated European supply chain and local operation experience over many years, it greatly reduced the cost and risk of overseas layout.
From "Product Export" to "System Going Overseas"
In the first half of 2026, Geely Automobile's overseas sales reached 474,000 units, up 158% year-on-year, exceeding the total export volume of the full year of 2025. Among them, new energy exports were 277,000 units, surging 585% year-on-year, accounting for 58%.
Behind these numbers is a net Geely wove globally over the past decade-plus—acquiring Volvo, investing in Proton, holding Lotus, and cooperating with Renault to build factories in Korea and Brazil. Now, this net has added a key node: Spain.
Geely Automobile Group CEO Gan Jiayue once emphasized that Geely promotes international development by adhering to the strategies of "global synergy" and "regional deep plowing." Geely has built a global strategic system composed of "five major design centers, five major research and development centers, five major test areas, five major energy technology forms, and five major AI intelligent ecosystems."
In January 2026, Geely Holding released the "One Geely, Leading Comprehensively" 2030 strategic goal: achieving a breakthrough in global total sales of 6.5 million, revenue exceeding 1 trillion yuan, and ranking among the top five global automakers by sales by 2030. The core of the new strategy is integration—unified scheduling in R&D, manufacturing, supply chain, and global market levels, reducing internal duplicate investment, and improving efficiency through scaled synergy.
In terms of overseas layout, Geely focuses on the "3+2" five major markets: Europe, Eastern Europe, ASEAN, Latin America and Africa, and Middle East Asia Pacific. Plan to increase overseas outlets to 2,200 by the end of 2026. Based on the strong performance in the first half of the year, Geely has adjusted the full-year export target to 900,000 units.
Why Europe? Why Now?
Europe is the highland of the global automotive industry and a key market for Geely's global strategy. But the threshold of the European market is rising.
Currently, the EU has set high additional tariffs on imported electric vehicles from China, and direct export would greatly compress price competitiveness. Geely's choice to localize production in Spain is essentially using "local manufacturing" to bypass tariff barriers. A Citigroup research report points out that local production bases help the company avoid import tariffs that the EU might impose on Chinese electric vehicles and greatly improve price competitiveness.
This strategy was also used by foreign automakers entering China thirty years ago—in the 1990s, international giants like Volkswagen and General Motors established joint ventures with Chinese automakers to enter the Chinese market, bypassing high import tariffs through local production. The logic at the time was "trading technology for market." Now the roles are reversing—under the premise of acting in accordance with laws and regulations, Chinese automakers take technology and products to Europe to "trade capacity for market."
A few words by Ford Europe President Jim Baumback at the signing scene were particularly meaningful. He evaluated Geely as "one of the fastest-growing automotive forces globally," possessing world-class electrification capabilities, speed, and vast global scale; while Ford has over a century of engineering wisdom, an unbreakable bond with European users, and the best workforce. He believes the combination of the two will form unparalleled competitive advantages. This statement is both recognition of Geely and reflects Ford's practical considerations for this cooperation.
From "Going Out" to "Integrating In"
Geely Automobile Group Vice President Nan Shengliang defined this cooperation as a "milestone event in global development." He stated that this will further solidify Geely's localization layout in Europe, enabling Geely to truly establish roots in and deeply cultivate Europe with safe and low-carbon products and leading new energy technologies.
From the European media title at the 2006 Frankfurt Motor Show "The Chinese are coming, but can their cars run?" to sharing a factory with Ford in the European heartland in 2026—in 20 years, Geely has walked the complete cycle from being questioned to being recognized.
Behind this is a deep evolution of Geely's globalization strategy: from simple product export to "going out" to establish overseas sales networks; from early capital acquisition learning advanced brands and technologies to "integrating in" through local manufacturing to deeply integrate into regional markets. Geely is exploring not simply product output, but a new paradigm of "using global resources to serve regional markets, using local capabilities to win global competition."
Ending Words
This factory in Valencia, Spain, was once an important asset of Ford in Europe, and now is becoming a key piece on the board of Geely's new globalization game. From the "small swallowing big" of acquiring Volvo to the "light asset" of regional expansion—Geely has written a progressive history of Chinese automaker globalization in 16 years. And this history is still being written.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X50 同 Chery Tiggo 7 PHEV 嚟做比較。呢兩款車喺價位同定位上都幾接近嘅，今日我哋就從多個方面做一個詳細嘅比較，幫你省下做功課嘅時間。
Proton 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。
Chery Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 2 個版本，包括 2025 1.5T 90km CSH（RM 129,750）、Tiggo 7 PHEV 支援邊種充電方法？可以用家居電源插座充電嗎？（RM 117,478）等。
從價錢來看，Proton X50 嘅起步價確實比 Chery Tiggo 7 PHEV 便宜咗 RM 39,950。如果你預算有限，Proton 嘅入門版已經可以滿足日常需求。但要留意，便宜嗰幾千蚊，可能喺配備上會有取捨，具體要看你嘅需求。
Proton X50 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Chery Tiggo 7 PHEV 配備 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。
動力方面，Chery Tiggo 7 PHEV 嘅 Hybrid 比 Proton X50 嘅 1.5L 4-cyl 多咗 65 匹馬力。不過平日喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠力。
Proton X50 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 7 PHEV 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Proton X50 同 Chery Tiggo 7 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一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親自體驗先係最重要嘅。
總體嚟講，Proton X50 同 Chery Tiggo 7 PHEV 都係馬來西亞市場幾唔錯嘅車款。揀邊輛，關鍵始終係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花點時間做功課絕不會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X50 同 Toyota Yaris Cross 嚟做比較。呢兩部車喺價位同定位上都幾接近，今日我哋就由多個方面做詳細嘅比較，幫你慳咗做功課嘅時間。
Proton 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。
Toyota Yaris Cross 喺馬來西亞嘅 OTR 售價係 RM 99,900 - 109,900，一共有 2 個版本，包括 2026 1.5L Standard（RM 99,900）、2026 HEV 1.5L Standard（RM 109,900） 等。
由價錢睇，Proton X50 嘅起價確實較 Toyota Yaris Cross 平咗 RM 10,100。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，可能喺配備上會有取舍，具體要睇你嘅需要。
Proton 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)。
Toyota Yaris Cross 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 TSS。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。依家嘅新車安全性都唔差，唔使太擔心這一點。
Proton X50 採用 4WD 驅動方式。
Toyota Yaris Cross 採用 FWD 驅動方式。
Proton 嘅 4WD 同 Toyota 嘅 FWD 喺操控上會有唔同感受，建議試駕比較。
Proton X50 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Toyota Yaris Cross 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Proton X50 同 Toyota Yaris Cross 都係馬來西亞市場好唔錯嘅車型。揀邊輛，關鍵仲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，再去試駕做最終決定。買車係件大件事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Aruz 同 Toyota Yaris Cross 嚟做比較。兩款車喺價位同定位上都好接近，今日我就從多個方面做一個詳細嘅對比，幫你省下做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，總共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
Toyota Yaris Cross 喺馬來西亞嘅 OTR 售價係 RM 99,900 - 109,900，總共有 2 個版本，包括 2026 1.5L Standard（RM 99,900）、2026 HEV 1.5L Standard（RM 109,900） 等。
由價錢睇落，Perodua Aruz 嘅起價確實比 Toyota Yaris Cross 平咗 RM 27,000。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需求。不過都要留意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需求。
Perodua Aruz 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
Toyota Yaris Cross 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 TSS。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算係好齊全。而家嘅新車安全性都唔差，唔使太擔心呢點。
Perodua Aruz 車身長 4400 mm，尾箱 400 L。
Toyota Yaris Cross 車身長 4400 mm，尾箱 400 L。
兩部車嘅尺寸幾近一樣，車廂空間分別唔大。呢個級別嘅車，日常使用完全夠用。
Perodua Aruz 採用 FWD 驅動方式。
Toyota Yaris Cross 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大區別。
總體嚟講，Perodua Aruz 同 Toyota Yaris Cross 都係馬來西亞市場幾唔錯嘅車型。揀邊部，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，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。
日前，悅達起亞公佈 2026 年 6 月銷量達 25,791 輛，環比增長 15.8%，同比增長 11%，單月銷量連續 3 個月突破 2 萬輛，1-6 月累計銷量達 118,114 輛。今年上半年，面對汽車行業整體下行的壓力，悅達起亞堅定踐行「在中國，為中國」戰略，通過強化品牌形象、提升產品競爭力、拓展服務渠道、優化用戶體驗等舉措，連續 2 個月實現銷量的同比、環比雙增長，展現出穩健的發展勢頭與強大的企業韌性。
與此同時，面對全球汽車市場整體承壓的環境，起亞 6 月全球銷售 295,720 輛，上半年累計銷量達 1,630,988 輛，同比逆市增長 2.7%，再創上半年銷量新高！其中，獅鉑拓界、賽圖斯分別以 303,203 輛和 177,148 輛位列起亞單車全球銷量前兩名。
當前，2026 年美加墨世界盃激戰正酣，作為與國際足球聯合會（FIFA）合作近 20 年的官方合作夥伴，起亞不僅為本屆賽事贊助了 660 台運營車輛，更為中國消費者帶來了「世界盃聯名企」：7 月 31 日前消費者到店試駕，即可參與抽獎，贏取至高 5,000 元購車抵用券、起亞×世界盃×Adidas 周邊套裝等獎品；分享試駕體驗，還可獲贈限量版起亞×世界盃×Adidas 官方足球。同時，起亞還針對新獅鉑拓界、K3、奕跑 3 款「一口價」車型提供 2,500 元的購置稅補貼，並針對高校畢業生、新婚夫婦、新生兒家庭以及教職人員、醫護職工、媒體從業人員等客戶人群贈送 2,000 元油卡/電卡，盡顯對中國消費者的滿滿誠意。
值得一提的是，作為國際足協（FIFA）長達近 20 年的合作夥伴，起亞擁有在全球範圍內選拔官方持球球童的獨家權益，本屆世界盃，起亞從全球選拔了 104 名 10 至 14 歲的青少年擔任持球球童。7 月 3 日，2026 美加墨世界盃淘汰賽在洛杉磯體育場迎來西班牙對陣奧地利的 1/16 決賽，在數萬球迷響徹雲霄的歡呼聲下，11 歲女孩劉舒嬰作為本屆世界盃唯一中國官方持球球童，與世界頂尖球員一起步入綠茵場，親手將比賽用球交到裁判手中。
今年上半年，從新年伊始推出的全國「一口價」購車政策，到油卡補貼、購置稅減免等多重禮遇相繼落地，悅達起亞持續以超值購車方案回饋中國消費者，切實降低了消費者的購車門檻，讓價格更透明、購車更省心。正是得益於一系列超值購車政策，起亞多款明星车型的銷量相比去年同期增長顯著，這亦印證了起亞可靠的全球品質、出色的駕乘舒適性、優異的燃油經濟性等優勢，正贏得越來越多中國消費者的認可與信賴。
在積極整合全球頂級賽事資源之外，悅達起亞也深耕中國本土體育賽事。今年上半年，悅達起亞已連續 6 年贊助鹽城馬拉松、連續 2 年成為「蘇超」鹽城隊的主贊助商，不僅為鹽城本地賽事提供全方位的支持，還組織官方志願者愛心接駁車隊、邀請特殊群體兒童走進蘇超賽場觀賽、策劃「小小球童圓夢計劃」，更為車主家庭打造免費觀賽、工廠參觀、新車試駕等專屬體驗活動，將品牌溫度延伸至賽場內外的每一位參與者，持續傳遞積極向上、充滿溫度的品牌形象。
在產品方面，悅達起亞融合起亞全球品質與中國智能科技優勢，用高品質、高智能、高價值的產品，回應中國用戶對品質出行的多元期待。今年 4 月，全球累計銷量超 800 萬輛的「全球都市 SUV 開拓者」——起亞新獅鉑拓界煥新上市。新車傳承了「Sportage」33 年歷史、5 代車型的可靠品質，在造型設計、空間體驗、智能科技、安全配置等維度全面提升，「煥新一口價」低至 109,900 元起，主銷車型 1.5T 尊貴版「一口價」僅 124,900 元，相比舊款實現了 13 項配置升級，進一步滿足了中國用戶對更舒適、更智能的出行需求。
值得關注的是，起亞新獅鉑拓界上市至今已超 100 天，依然保持著新車質量「零客戶投訴」的優異成績，這不僅印證了其過硬的產品質量，更彰顯了江蘇悅達起亞第三工廠全球領先的製造水準與品控實力。作為起亞全球核心生產基地，悅達起亞第三工廠全面對標國際一流製造標準，引入起亞全球質量管理體系（GQMS）、MES 製造執行系統、IQIS 生產結案系統等先進工具，搭建起覆蓋研發、製造到售後的全生命週期質量管理體系。正是憑藉將嚴苛品控標準貫穿於生產全流程，在車質網與凱睿賽馳諮詢聯合主辦的「2026 年中國汽車產品質量趨勢座談會」上，悅達起亞第三工廠獲評「2025 年度汽車質量卓越工廠」，彰顯了其在合資車企中的製造品質標杆地位。
同樣值得一提的是，6 月 5 日，在以色列「2026 年度汽車」評選中，起亞新獅鉑拓界力壓群雄贏得了「年度緊湊型 SUV」大獎，再度印證其全面進階的產品價值與領先同級的產品力！
在渠道建設方面，悅達起亞堅持推進終端渠道的拓展提升，持續深化與聯合皇冠、藍池、江蘇智行、國奧、中弛為代表的大型經銷商集團的合作，不斷強化服務網絡、推動標準服務下沉。今年上半年，悅達起亞攜手合作夥伴新增了 28 家網點，特別是今年 4 月起亞攜手長久集團在廣西打造的首家全球 SI 2.0 標準旗艦店，不僅填補了廣西地區高品質出行服務的空白，也為當地用戶帶來高效、便捷的綜合服務體驗。
一直以來，悅達起亞始終將客戶服務視為品牌長期主義的基石。今年上半年，悅達起亞依托全球統一的高品質服務標準，持續優化覆蓋售前、售中、售後全階段的服務生態，打造全生命週期的高品質服務體驗。在售前與售中環節，悅達起亞圍繞到店體驗、試乘試駕、簽約交車等關鍵觸點優化客戶體驗，獲得了消費者與行業權威機構的廣泛信賴。在 J.D. Power (君迪) 發佈的 2026 年中國購車客戶體驗指數研究 SM（PXI）中，起亞以 806 分的購車客戶體驗評分，位列主流傳統能源品牌第四、合資品牌第二，連續三年躋身該榜單主流品牌前五、合資前二，展現出在用戶服務與購車體驗領域的深厚積澱與領先實力。
（資料來源：J.D.Power 中國購車客戶體驗指數研究 SM（PXI））
在售後服務領域，悅達起亞圍繞服務管理體系升級、服務質量管控優化、服務設施落地應用等方面，不斷為用戶帶來更高效、更高品質的服務體驗。同時，通過定期舉辦服務顧問技能大賽、維修技師技能大賽，悅達起亞憑藉「以賽促技，服務升級」的方式，持續提升服務團隊的服務水平。在今年舉辦的第十二屆起亞全球技能大賽上，來自濟南金萬通店的維修技師郭文磊一舉斬獲大賽綜合銀牌，充分展現了悅達起亞維修技師扎實的專業功底與卓越的服務能力。
今年上半年，悅達起亞繼續鞏固內銷外銷齊頭並進的發展態勢，持續擴大全球出口業務。截至目前，悅達起亞累計出口整車超 61.7 萬輛，出口銷售額突破 67.9 億美元，構建起由 EV5、獅鉑拓界、賽圖斯、K5、索奈、煥馳等 6 款車型組成的出口矩陣，覆蓋澳洲、墨西哥、沙地阿拉伯等全球 91 個國家及地區。發動機出口同樣成績斐然，6 月出口發動機 7,491 台，累計出口約 53.1 萬台，銷往俄羅斯、捷克、斯洛伐克、韓國、越南、馬來西亞、印度、哈薩克斯坦、土耳其等國家。
此外，在汽車行業整體波動調整的環境下，悅達起亞堅定踐行「以人為本」的長期主義發展理念，著力構建企業與員工和諧共生、雙向賦能的職場文化。在今年 4 月召開的江蘇省企業文化優秀成果發布會上，悅達起亞憑藉在企業文化領域的系統性創新與卓越成效，以「構建傳播新引擎，實現文化聚力與躍遷」項目榮獲「2024-2025 年度江蘇省企業文化優秀成果一等獎」，成為合資車企企業文化建設的標杆典範。
深耕中國市場 24 年，悅達起亞已累計收穫超 685 萬用戶的信賴。未來，悅達起亞將堅定貫徹「在中國，為中國」發展戰略，在品牌價值、產品品質、渠道網絡、服務體驗等維度持續精進，為更多中國消費者帶來遠超期待的出行體驗。
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喺馬來西亞嘅 SUV 市場，好多買家在選車嘅時候都會拿 MG MG HS 同 Subaru Outback 嚟做比較。呢兩款車喺價位同定位上都幾接近嘅，今日我哋就從多個方面嚟做一個詳細嘅比較，幫你節省做功課嘅時間。
MG MG HS 喺馬來西亞嘅 OTR 售價係 RM 130,450 - 146,450，一共有 2 個版本，包括 1.5L Standard（RM 105,000）、1.5L Executive（RM 115,000） 等。
Subaru Outback 喺馬來西亞嘅 OTR 售價係 RM 260,000 - 280,000，一共有 2 個版本，包括 2025 2.4T R-Touring EyeSight（RM 310,340）、2025 2.5L Touring EyeSight（RM 280,340） 等。
從價錢嚟睇，MG MG HS 嘅起步價確實比 Subaru Outback 平咗 RM 129,550。如果你預算有限，MG 嘅入門版已經可以滿足日常需求。但都要留意，便宜嗰幾千蚊，可能喺配備上會有取捨，具體要睇你嘅需求。
MG MG HS 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Subaru Outback 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，Subaru Outback 嘅 2.0L Turbo 比 MG MG HS 嘅 1.5L Turbo 多咗 80 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。
MG MG HS 嘅安全評級係 TBD，主動安全系統包括 Basic。
Subaru Outback 嘅安全評級係 TBD，主動安全系統包括 Basic。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算畀得好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
MG MG HS 車身長 4400 mm，后备箱 400 L。
Subaru Outback 車身長 4400 mm，后备箱 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全够用。
MG MG HS 保養保修 7 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Subaru Outback 保養保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總嘅嚟講，MG MG HS 同 Subaru Outback 都係馬來西亞市場好唔錯嘅車型。選擇邊一輛，關鍵都係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
車型概覽
平治G系列 AMG 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。 呢篇會集中講保險、輪胎、保養同能源開支，幫你用買家角度篩走唔適合嘅選擇。
HK$ 1,476,724 令預算位置更清楚，買家可以先估算月供、保險、泊車同日常開支。
購車價格指南
平治G系列 AMG 嘅購車預算可以先由 HK$ 1,476,724 開始計。香港買車唔只係睇車價，月供、保險、牌費、泊車同能源成本都會影響每月壓力。
如果有幾個版本可揀，可以先將 2024 AMG G 63 Facelift（HK$ 1,476,724） 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 平治G系列 AMG 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。
雙渦輪增壓、8 個 汽缸 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。 585 Ps / 430 kW、850 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 4873 mm、車闊 2187 mm、車高 1976 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 手自一體(AT)、前置四駆 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
平治G系列 AMG 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：預算位置清楚，方便同同級車直接比較、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。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 平治G系列 AMG 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「Mercedes-Benz AMG G 63 嘅動力表現達到咩水平？」簡單講，Mercedes-Benz AMG G 63 搭載 4.0 公升 V8 雙渦輪增壓引擎，最大馬力達到 585 匹，扭力高達 850 牛頓米。配合最新嘅 48V 輕混能技術，Mercedes-Benz AMG G 63 由靜止加速至 100 公里只需 4.3 秒，展現出同其方正外型反差極大嘅高性能跑車級爆發力。 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 平治G系列 AMG 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：先用 HK$ 1,476,724 鎖定預算圈、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 平治G系列 AMG 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。
唔知有幾多朋友最近期關注 10 萬內純電 SUV 市場？近段時間睇嚟，呢個細分市場好熱鬧。就講長安啟源全新 Q05 同零跑 A10，上個月銷量分別達 15814 輛同 14372 輛，全部挺進 2026 年 4 月銷量排行全品類前 10，長安啟源全新 Q05 甚至奪得緊緊湊型純電 SUV 市場嘅銷冠。
（長安啟源全新 Q05）
值得留意係，兩款大熱門產品亮點亦唔少，9 萬級可以得到 500km+嘅續航，零跑 A10 甚至配備激光雷達，有高級智駕輔助需求嘅朋友嚟講，呢架車吸引力的確唔低。但係喺價格上，同為高配嘅長安啟源全新 Q05 506Max+ 同零跑 A10 505 激光雷達版，終端價格分別係 9.59 萬同 8.68 萬，手握 9 萬左右預算嘅朋友都可以考慮。明顯係，又去到決賽圈二揀一環節。
（零跑 A10）
如果對預算比較敏感，咁喺長安啟源全新 Q05 同零跑 A10 之間，後者可能更受歡迎，畢竟終端價格實打實平咗幾千元。而且，高配 A10 配有激光雷達，市區/高速情況均能啟動領航輔助駕駛，呢個就係佢嘅優勢所在。當然，如果預算允許，揀長安啟源全新 Q05 高配，都有帶激光雷達嘅高級輔助駕駛。
（長安啟源全新 Q05）
但既然係買車前嘅橫評，唔少全方位對比。首先從尺寸睇，作為緊湊型 SUV，長安啟源全新 Q05 長寬高分別係 4435*1855*1595mm，軸距為 2735mm。而零跑 A10 車型級別就係小型 SUV，長寬高分別係 4270*1810*1635mm，軸距為 2605mm。
（零跑 A10）
如果只係考慮代步、通勤，零跑 A10 嘅細個嘅略有優勢，方便行街串巷。但實際上，好多人買車都要兼顧家用，10 萬內預算也多以剛需用車群體為主。既然係剛需，且有家用需求，嗰空間自然唔好掉鏈子。
（長安啟源全新 Q05）
（零跑 A10）
講返日常家庭出行嚟講，兩車之間 130mm 軸距差異，直接反映喺後排體驗。坐入長安啟源全新 Q05 後排，腿部空間平整兼寬敞，一齊坐 3 位成年人都唔會太擠；但係坐入零跑 A10 後排，無論坐寬定係腿部空間都會細少少。媽咪喺後排照顧孩子，長安啟源全新 Q05 後排更加寬敞嘅空間會更加方便佢操作，孩子都能有更大嘅活動空間。
（長安啟源全新 Q05）
（零跑 A10）
除咗空間，通勤黨同家庭用戶對舒適配置都比較關注。睇嚟對比，兩車都有配電動尾門、無匙進入、自適應遠近光等外部配置。但係從車廂內睇，零跑 A10 副駕無法電動調節，後排靠背都唔支援角度調節，同埋缺少後排空調出風口、車內 PM2.5 過濾裝置等。
（長安啟源全新 Q05）
（零跑 A10）
反觀長安啟源全新 Q05，除咗副駕支持電動調節，前排仲集成咗加熱/通風/按摩/副駕腿托功能，對比零跑 A10 只提供前排座椅加熱，佢嘅品質無疑更上一層樓。包括後排乘員都有少少照顧，例如靠背角度可調、配有後排空調出風口、後排中央扶手/杯架等，更加適合家人同行呢類場景。
（長安啟源全新 Q05）
（零跑 A10）
除咗舒享體驗，行駛系統嘅對比我哋都唔好忽略。首先從大家關注嘅續航睇，長安啟源全新 Q05 同零跑 A10 分別搭載 51.9kWh、53kWh 電池，CLTC 純電續航做到 506km、505km，差異大可忽略。但從電芯供應鏈睇，前者出自寧德時代，後者就係國軒高科/江蘇正力，若論品牌含金量，“寧王”順位自然靠前，更值得信賴。另外，兩車都有全球品質，按照全球嚴苛嘅標準打造，零跑 A10 符合國內、歐盟雙標準，長安啟源全新 Q05 已經喺泰國上市，未來仲會相繼落地多個國家地區，最終開拓歐洲區域，此外仲有央企背書，質量品質都好可靠。
因為本文討論嘅係 A10 嘅 505 版本，採用電池液冷技術，溫控較好，而如果係 403 版本，採用成本低嘅風冷技術，散熱效果較差。呢點上，全新 Q05 做得更好，入門就採用電池直冷技術，高配用嘅係液冷技術，能更好地實現熱管理，保證電池安全。
（長安啟源全新 Q05）
（零跑 A10）
動力方面，長安啟源全新 Q05 同零跑 A10 都係前置單電機佈局，電機最大動力輸出分別係 120kW/190N·m、90kW/150N·m，0-100km/h 加速時間分別做到 8.9 秒同 10.6 秒。坦率嚟講，兩款車喺純電陣營加速性能都中規中矩；但係相對嚟講，長安啟源全新 Q05 嘅 8 秒級零百加速，喺山路行駛、高速超車等情況下會比零跑 A10 更加分。
（長安啟源全新 Q05）
（零跑 A10）
總結嚟講，零跑 A10 505 激光雷達版優勢突出：價格更低、智駕輔助覆蓋範圍更廣，適合預算優先 + 科技嘗鮮嘅消費者。而長安啟源全新 Q05 更強調“全面”二字：加少少預算同樣可以獲得高級輔助駕駛，而且尺寸更大、舒適配置更高、採用頭部電芯供應鏈，動力亦更強，綜合表現更全能。總括嚟講，預算 9 萬級追求面面俱到嘅家用體驗，長安啟源全新 Q05 506Max+ 更加值得考慮。
When a car slowly drives towards the delivery stage, what people see might be an ordinary new car delivery; but when this car becomes the first hundred millionth vehicle in the development history of China's automotive industry, the meaning it carries far exceeds the product itself.
On May 28, SAIC Motor Group's "Global First Hundred Millionth User Delivery Ceremony" was held at the World Living Room at North Bund in Shanghai. With the completion of delivery to the world's first hundred millionth user, SAIC Motor Group has become the first automotive group in China to surpass 100 million cumulative production and sales. This is not only an important milestone in the company's development history, but also writes a new chapter for China's automotive industry.
100 million vehicles, is a number, and also a history of industrial growth spanning over seven decades. Looking back at the development history of China's automotive industry, SAIC has always been an important participant and witness. In 1955, the Shanghai Internal Combustion Engine Parts Manufacturing Company was established; in 1958, the "Phoenix" sedan was born, achieving an important breakthrough in Shanghai's sedan manufacturing field. From initial exploration and start-up, to the opening of the joint cooperation era, to the growth of independent brands and new energy transformation, SAIC's development trajectory is closely intertwined with the development context of China's automotive industry.
In 1983, the Santana rolled off the line, promoting the modernization process of China's automotive industry; in 1997, Shanghai GM was established, creating industry attention with "Shanghai Speed"; in 2006, the Roewe brand was born, opening a new stage for independent brand development; in 2016, the Internet car Roewe RX5 was launched; in 2020, IM Motors was established, further layout of the smart electric vehicle track.
In the constantly changing market environment, SAIC has always promoted technological innovation and product upgrades around the concept of "Understanding cars better, understanding you better". From localization system construction to Internet car exploration; from fully-by-wire chassis, solid-state and semi-solid-state battery R&D, to AI large models and intelligent driving technology applications, every technological iteration has become an important support for its stride to a new stage.
At this delivery ceremony, the highly anticipated first hundred millionth delivery model is the IM LS9 Hyper.
As an important manifestation of the phase results of SAIC's technology system, the IM LS9 Hyper is equipped with fully-by-wire four-wheel steering technology, 520-line ultra-vision LiDAR, and NVIDIA Thor chip, and adopts a global 800V high-voltage platform and Star Super Extended Range technology. At the same time, the new car is the first to be equipped with the SAIC Gold Label Hurricane Three-Motor, and jointly with Zijinshan Laboratory to first release "Intrinsic Safety" technology, further extending safety capabilities to the information and system levels.
It is worth noting that the world's first hundred millionth user is Momenta CEO Cao Xudong. As an important partner representative of SAIC's intelligent driving ecosystem, his conversion from partner to user identity also became a major highlight of this delivery ceremony. Both sides continue to carry out technical co-creation in the field of intelligent driving, and relevant results have been applied to multiple independent and joint venture brand models.
If the first hundred millionth vehicle reflects technical accumulation, then the delivery scenarios covering the global market demonstrate the results of SAIC's systematic development.
On the day of the event, more than ten whole vehicle brands under SAIC and nineteen car models participated in the "Global Relay Delivery" simultaneously. From Shangjie Z7, Huajing S, Roewe M7, MG4 semi-solid-state battery version, to Wuling Starlight 560, Maxus eDeliver5, Hongyan Heavy Truck, Yujin Dana T1, Sunwin Pure Electric Bus, and Iveco Juxing EV, different brands and products covered diverse scenarios such as personal travel, family cars, commercial logistics, and public transportation.
Meanwhile, models such as VW ID. ERA 9X, AUDI E7X, and Buick Zhijing E7 also made a joint appearance, showcasing the latest results of SAIC promoting technical synergy and product innovation in the "Joint Venture 2.0" stage.
Starting from the Shanghai main venue, the delivery scenes were successively presented in domestic cities such as Nanjing, Liuzhou, Taiyuan, as well as overseas areas such as the UK, Indonesia, and Singapore. This delivery activity spanning regions and time zones not only connected global users but also reflected the layout results of SAIC continuing to promote international development.
After years of development, SAIC has formed a global system covering R&D, manufacturing, logistics, sales, and services. Nowadays, its products and services cover over 170 countries and regions, with cumulative overseas sales exceeding 7 million units. Whether it is the layout of R&D and innovation centers, or the construction of production manufacturing and distribution service networks, all provide strong support for its global development.
In fact, the value behind 100 million vehicles is not only reflected in scale.
For the automotive industry, every vehicle corresponds to a real user, a life story, and a travel experience. From family users to corporate clients, from public welfare workers to logistics practitioners, users of different identities together constitute the vivid picture behind this "100 million vehicles".
And at the event scene, "users" also became the true protagonists. Whether they are pioneer users experiencing new technologies for the first time or ordinary consumers who have long followed the brand development, they jointly witnessed this historic moment, and gave the "100 million vehicles" a meaning with more warmth.
Standing at a new node looking back, SAIC completed a growth journey from chasing to running alongside, and then to participating in leading over seven decades; facing the future, 100 million vehicles is more like a new starting line.
Summary: Coming from the traditional automotive era, against the background of new energy, intelligence, and globalization accelerating continuously, China's automotive industry is welcoming a new competitive landscape. For SAIC which has already entered the "Hundred Million Era", how to continue promoting technological innovation, deepening global layout, and meeting users' constantly upgrading needs may become an important topic for the next stage.
From the starting exploration in 1955 to welcoming the world's first hundred millionth user in 2026; from the first car rolling off the production line to cumulative production and sales exceeding 100 million vehicles, this report records the development journey of an enterprise and also reflects the constant forward steps of China's automotive industry. So, standing on the new starting point, what story will SAIC Motor Group write in the next chapter?
