首頁western
搜尋歷史
熱門搜尋
經銷商登入 / 註冊
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Proton X70 同 Chery Tiggo 8 Pro 來做比較。這兩款車喺價位同定位上都幾接近嘅，今日我哋就由多個方面做個詳細嘅比較，幫你省下做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，總共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300） 等。
Chery Tiggo 8 Pro 喺馬來西亞嘅 OTR 售價係 RM 159,750 - 159,750，總共有 2 個版本，包括 1.6L Turbo Standard（RM 130,000）、1.6L Turbo Premium（RM 145,000） 等。
從價錢睇，Proton X70 嘅起步價確實比 Chery Tiggo 8 Pro 平咗 RM 52,950。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，平嗰幾千塊，喺配備上可能有取舍，具體要看你嘅需求。
Proton X70 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Chery Tiggo 8 Pro 配備 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
動力方面，Chery Tiggo 8 Pro 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 車身長 4400 mm，行李廂 400 L。
Chery Tiggo 8 Pro 車身長 4400 mm，行李廂 400 L。
兩款車嘅尺寸幾一樣，車內空間分別唔大。呢級別嘅車，日常使用完全夠用。
Proton X70 採用 FWD 驅動方式。
Chery Tiggo 8 Pro 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。
Proton X70 同 Chery Tiggo 8 Pro 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。最終都建議兩款都去試駕，親身體驗先係最重要。
總括嚟講，Proton X70 同 Chery Tiggo 8 Pro 都係馬來西亞市場幾唔錯嘅車型。揀邊輛，關鍵都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，花少少時間做功課絕對唔會錯。
In the Malaysian SUV market, many buyers compare Proton X70 and Mazda CX-3 when choosing a car. Both cars are quite close in price and positioning, so today we will make a detailed comparison from multiple aspects to help you save time on research.
Proton X70's 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-3's OTR price in Malaysia is RM 126,159 - 139,159, with a total of 2 versions, including 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159) etc.
From a price perspective, Proton X70's starting price is indeed RM 19,359 cheaper than Mazda CX-3. If your budget is limited, Proton's entry-level version can already meet daily needs. But note also, the few thousand cheaper might have trade-offs in equipment, it depends on your needs.
Proton X70 is equipped with 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
Mazda CX-3 is equipped with 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
Both cars use the same powertrain, the driving feel is basically the same. Fuel consumption is also similar, no need to worry too much about this.
Proton X70 body length is 4400 mm, trunk 400 L.
Mazda CX-3 body length is 4500 mm, trunk 450 L.
In terms of space, Mazda CX-3's body is 100 mm longer than Proton X70, passenger space has an advantage. However, Proton X70 is a bit more flexible for parking in the city, each has its trade-offs.
Proton X70 and Mazda CX-3 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 and equipment, then choose the one with richer configuration. Finally, it is recommended to test drive both, hands-on experience is the most important.
In general, Proton X70 and Mazda CX-3 are both excellent models in the Malaysian market. Which one to choose, the key is still looking at 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 go wrong.
In the Malaysian SUV market, many buyers compare the Proton X70 and Toyota Fortuner when choosing a car. These two cars are quite close in price and positioning, so today we will make a detailed comparison from multiple aspects to save you 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 Toyota Fortuner in Malaysia is RM 195,880 - 241,880, with a total of 3 versions, including 2024 2.8T VRZ Diesel (RM 241,880), 2024 2.7L SRZ Petrol (RM 202,880), 2024 2.4L Standard Diesel (RM 195,880) etc.
In terms of price, the starting price of Proton X70 is indeed RM 89,080 cheaper than Toyota Fortuner. If your budget is limited, Proton's entry-level version can already meet daily needs. But note that the few thousand cheaper might involve compromises in features, depending on your specific needs.
Proton X70 is equipped with 1.5L Turbo, 140 horsepower. Official fuel consumption 7.0 L/100km.
Toyota Fortuner is equipped with 2.5L Diesel, 187 horsepower. Official fuel consumption 8.5 L/100km.
In terms of power, Toyota Fortuner's 2.5L Diesel has 47 more horsepower than Proton X70's 1.5L Turbo. However, for daily driving in the city, the power of both cars is sufficient and will not feel lacking.
Proton X70 body length 4400 mm, trunk 400 L.
Toyota Fortuner body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, and the interior space difference is not significant. For cars in this class, daily use is completely sufficient.
Proton X70 adopts FWD drive mode.
Toyota Fortuner adopts FWD drive mode.
The drive mode of both cars is the same, both are FWD, and there won't be much difference in daily driving experience.
Proton X70 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Toyota Fortuner warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
Overall, both Proton X70 and Toyota Fortuner are very good models in the Malaysian market. Which one to choose mainly depends on your personal needs and budget. We suggest doing research, 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 go wrong.
In Malaysia's SUV market, many buyers compare the Proton X50 and Kia Sportage when choosing a car. These two models are quite close in price and positioning. Today, let's conduct a detailed comparison from multiple aspects to help you save time on research.
The Proton X50's OTR price in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
The Kia Sportage's OTR price in Malaysia is RM 129,639 - 179,320, with a total of 4 versions, including 2025 1.6T DCT 4WD High (RM 179,320), 2025 1.6T DCT 2WD High (RM 159,320), 2025 2.0L AT 2WD High (RM 139,639), etc.
In terms of price, the Proton X50's starting price is indeed RM 39,839 cheaper than the Kia Sportage. If your budget is limited, Proton's entry-level version can already meet daily needs. However, note that the difference of a few thousand may involve trade-offs in features, depending on your specific needs.
The Proton X50 is equipped with a 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
The Kia Sportage is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, the Kia Sportage's 1.5L Turbo has 35 more hp than the Proton X50's 1.5L 4-cyl. However, for daily city driving, both cars have sufficient power, and you won't feel underpowered.
The Proton X50's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
The Kia Sportage's safety rating is 5★ (ASEAN NCAP), active safety systems include Drive Wise.
Both cars have the same safety rating; in this segment, safety features are quite comprehensive. New car safety nowadays is not poor, so there is no need to worry too much about this.
The Proton X50 body length is 4400 mm, trunk 400 L.
The Kia Sportage body length is 4400 mm, trunk 400 L.
Both cars are almost the same size, with little difference in interior space. For this segment, daily use is completely sufficient.
The Proton X50 and Kia Sportage are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation; if you care more about cost-performance ratio and features, choose the one with richer configuration. In the end, it is recommended to test drive both; personal experience is the most important.
Overall, the Proton X50 and Kia Sportage are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your homework, comparing quotes from several car dealers, and then test driving to make the final decision. Buying a car is a big matter; spending time doing research will never be wrong.
一场跨越欧亚的绿色远征，刚刚在深圳画上圆满句号。一支由比亚迪新能源汽车组成的纯电车队，用了43天、跑了15000公里，沿着古老的丝绸之路，从欧洲一路开到中国深圳。这就像750年前马可波罗的东行壮举，只不过这次，使者从“人”变成了“车”，而沿途的“驿站”则是比亚迪的闪充补能网络。古老商道与现代绿色科技相遇，书写下“千年文明·万里闪充”的新故事。
7月25日，这场名为“马可波罗之旅”的收官仪式在比亚迪全球总部举行。活动的发起人是知名经济学家杰弗里·萨克斯教授和M31资本创始人仲雷。他们希望用新能源车重走丝路，用行动证明绿色出行不仅能走通，还能走得很远。当车队驶入深圳湾畔，这场历时一个多月的“绿色马拉松”，也在中国科创的最前沿沉淀为一份关于可持续发展的共识。
同一天，一场以“科技引领 共创未来”为主题的青年论坛在南方科技大学举行。学者、企业家和学生们聚在一起，聊科技，也聊文化交融。深圳市委宣传部领导在发言中说，这次旅程和APEC倡导的“互联互通”、中国提出的“一带一路”理念不谋而合。以比亚迪为代表的深圳企业，正用开放的态度链接全球市场。
萨克斯教授在演讲中感慨，这趟旅程不只是一次技术测试，更是一场文明对话。他特别点赞了“深圳—香港—广州”创新集群刚刚登上全球创新指数榜首，也肯定了中国“一带一路”倡议的务实推进。华大集团CEO尹烨则从生命科学的角度，鼓励年轻人抓住时代机会——他说，随着医学进步，百岁时代正在走来，青年更要勇敢拼搏。
圆桌讨论上，比亚迪董事会秘书李黔分享说，比亚迪进入全球100多个国家的经验表明，真正的技术领先不是单方面输出，而是要打造一个可持续的科技生态和人才链条。速腾聚创CEO邱纯潮讲了自己从校园科研到产业创业的故事，还透露公司正为AI时代的物理世界搭建技术底座。南科大孟庆虎院士认为，深圳最大的优势不是某个产业强，而是从大学培养、基础研究到产业孵化，形成了一条完整的闭环，这种生态才是深圳科技走向世界的根本。
萨克斯教授强调，合作共赢才是全球科技创新最可靠的路径。仲雷则提出，新时代的丝路不再是简单的地理通道，而是一张由科技创新和文明对话编织的全球协作网络，深圳正是这张网络在东方的关键枢纽。
万里丝路绿色同行，未来，比亚迪将继续扎根深圳、放眼世界，用技术创新搭建中西对话的桥梁，让丝路互惠共生的故事，在可持续发展的道路上越走越远。这场跨越时空的旅程，或许才刚刚开始。
July 16, on the occasion of reaching the 30 million user milestone, GAC Group launched a series of user gratitude and reward activities.
Deeply cultivated in the industry for 29 years, GAC Group has progressed from early joint ventures and independent R&D to global operations today, completing a comprehensive transformation. Behind the number 30 million are the choices and trust of tens of millions of users, GAC's long-term determination to maintain quality and safety, the determination to transform towards electrification and intelligence, and also a microcosm of the Chinese automobile industry growing from large to strong, from scale expansion to value leap.
Guests witnessed the moment GAC welcomed its 30 millionth user milestone
Multiple New Energy Vehicles Debuted Simultaneously, Witnessing the Pace of Transformation Development
At the event site, GAC's global production bases were connected synchronously. GAC Honda P7, GAC Toyota Platinum Wisdom 7, GAC Qijing GT7, GAC AION N60, and GAC Hyper S600 rolled off the line sequentially as GAC's 29,999,995th to 29,999,999th vehicles. Finally, the right-hand drive version of GAC Trumpchi M8 PHEV appeared on the stage as the 30 millionth complete vehicle. The collective debut of the new energy vehicle lineup rolled off the production line became an intuitive proof of GAC's full-speed push towards electrification and intelligence transformation.
GAC's 30 millionth complete vehicle – Right-hand drive GAC Trumpchi M8 PHEV driving off the production line
Subsequently, GAC Group Chairman Feng Xingya handed over the key of the 30 millionth vehicle to Thailand owner Tony Jaa. This scene also represents the long-term two-way trust between GAC and global users.
Feng Xingya (left) handed over new car keys to Thailand owner Tony Jaa (right)
He Xianqing (first from left) presented awards to GAC Group all-brand honorary car owners
Relying on the continuous support of global consumers, GAC maintained stable growth amidst industry changes. In the first half of this year, GAC Group sales reached 773,100 units, up 2.35% year-on-year. Among them, new energy vehicle sales increased by 68.8% year-on-year. Overseas exports exceeded 120,000 units, a surge of 132% year-on-year. The overall market performance remained stable and positive.
Strictly Adhere to Quality Standards, Guard Daily Travel Safety for Users
"Quality is the bottom line that GAC will never yield." Feng Xingya stated in the summary. In GAC's development, scale growth has always been based on quality. For many years, GAC Group has always adhered to the concept of "Quality First", integrating Honda's Total Quality Management (TQM), Toyota's Lean Production Method (TPS) and Lingnan culture, building a quality management model centered on "Integrated Innovation". The focus of everything is to create good cars that allow users to drive with peace of mind, use with peace of mind, and sit comfortably.
Witnesses of important nodes in GAC's development history told the story of GAC walking with quality
GAC Design Team told the story of design innovation journey
GAC AION Intelligent Eco-Factory
From R&D to manufacturing end, GAC established a full-chain strict quality control system: Every new car must pass extreme environment tests such as "Five Highs, One Mountain, One Dust" (High Cold, High Heat, High Altitude, High Humidity, High Corrosion, Mountainous Areas, and Dust) before launch, and complete "Two Winters One Summer" actual road tests; Through test tracks and laboratories covering 12 major items of the whole vehicle and over 1,500 verification sub-items, systematic quality verification is realized; GAC AION Intelligent Eco-Factory, as a "New Energy Vehicle Lighthouse Factory", ensures stable mass production quality with digital intelligent manufacturing system.
GAC Star Ling Security Protection System
In terms of core security technology, the Star Ling Security Protection System builds four defense dimensions. Eight key systems use dual redundancy design, having protected nearly 2 million users, avoiding 6.28 million potential travel risks; Cassette batteries accumulated 1.5 million vehicles, safe driving mileage exceeding 160 billion kilometers; The service end simultaneously added protection guarantees. GAC launched the "Three Responsibilities" policy, actively covering battery and intelligent driving assistance issues concerned by users to eliminate users' concerns about car use, and layered security guarantees build brand reputation.
Focusing on User Needs, Creating Full-Cycle Considerate Service
"What users care about, we put in our hearts; what users look forward to, we give our all." Feng Xingya stated. This user-centric concept has long been deeply integrated into the development gene of GAC Group. For many years, GAC Group has always adhered to the corporate concept of "People First, Trust as Way, Innovation as First", among which the core essence of "People First" is exactly being user-centric.
GAC "User All Open Mic" Event Site
On the one hand, to face problems directly and listen to users' voices, GAC regularly holds "User All Open Mic" events, inviting users to "home" for face-to-face communication. Meanwhile, establish a full-process closed-loop management mechanism to ensure every suggestion is properly handled, and common problems are optimized for all users in the first time.
In addition, GAC established a dedicated user insight department and promoted full-process change from problem discovery to solution, guaranteeing that every user request has a response and every matter is settled from the organizational mechanism.
On the other hand, the service network also accelerated penetration. At the channel end, promoted service network sinking into counties, with plans to add 1,000 county-level authorized stores this year; At the response end, launched "Super Butler" service, achieving 5-second response, 2-hour request completion, ensuring user requests reach quickly. At the energy replenishment end, built a "9 Vertical and 10 Horizontal" energy network, already covering 31 provinces and 213 cities nationwide, core urban areas achieving "must have a station within a 1-kilometer straight line". Self-operated charging pile quantity exceeds 27,000 units, among which super charging piles exceed 20,000 units, providing convenient energy replenishment services for new energy vehicle owners.
GAC Group 30 Millionth Vehicle Roll-off · Renewed Gratitude Season Officially Launched
The core theme of this gratitude activity is to express sincere feedback and gratitude to the 30 million users' long-term support. At the event site, Feng Xingya announced that effective immediately, GAC officially launched "GAC Group 30 Millionth Vehicle Roll-off · Renewed Gratitude Season". GAC Honda, GAC Toyota, GAC Trumpchi, GAC AION, GAC Hyper, and GAC Qijing Automobile six passenger car brands will respectively launch characteristic policies around new purchase, trade-in, to additional purchase, to return every companion and support.
Deep Cultivation in Technology R&D, Improving Travel Experience with Practical Technology
With 30 million as a new starting point, GAC will drive innovation to embark on a new journey towards electrification and intelligence, allowing cutting-edge technology to truly convert into users' perceptible peace of mind and convenience.
In the power field, enterprise self-developed Star Origin Power, covering Star Origin Range-Extender, Star Origin Plug-in Hybrid and Star Origin Super Twin Motor three technologies, will be equipped in more mass-produced vehicles. Every product must pass 100,000 hours bench and whole-vehicle verification, equivalent mileage exceeding 10 million kilometers, ensuring performance stability in all scenarios and regions.
GAC Star Origin Power allows users to choose "No Longer Settling"
In the "Three Electrification" field, GAC continues to crack down on industry pain points such as battery super fast charging and low-temperature range. Full solid-state battery pilot production line has been built, creating ultimate energy consumption technology. Mass-produced Quark Electric Drive Motor highest efficiency exceeded 99%.
In the intelligent networking field, Super Brain Star Ling Architecture continues to evolve, connecting intelligent driving assistance, intelligent cockpit, power, chassis, body, vehicle networking six systems, achieving "One Brain Unified Command", comprehensive performance increased by 40%; Galaxy Intelligent Cockpit achieves endpoint-cloud integration, making the car become a truly "thinking, understanding human heart" partner. GAC will also fight side by side with top partners such as Huawei, CATL, Didi, Tencent, Alibaba, etc., jointly building a more powerful AI intelligent ecosystem.
As of now, GAC Group cumulative R&D investment exceeded 62 billion yuan, global R&D team exceeded 6,800 people. Continuous technical investment is driving GAC's products to evolve from commuting tools to intelligent travel partners, mobile smart spaces, and green energy ecosystems.
Looking towards the future, GAC will continue to use user needs as anchor points, quality as the foundation, technological innovation as the core driver, and global layout as the development path, accelerate towards the advancement of Eco-type Technology GAC, walk side by side with more users, achieve each other, and rush to a more intelligent, greener, and broader future together.
In Malaysia's SUV market, many buyers compare Perodua Ativa and Honda HR-V 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.
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 HR-V's OTR price in Malaysia is RM 115,900 - 143,900, with a total of 4 versions, including 2026 e:HEV 1.5L RS (RM 143,900), 2026 1.5T V (RM 137,900), 2026 1.5T E (RM 130,900), etc.
From a price perspective, Perodua Ativa's entry price is indeed RM 53,400 cheaper than Honda HR-V. If your budget is limited, Perodua's entry version can already meet daily needs. But note, the few thousand cheaper might involve compromises on features, depending on your specific needs.
Perodua Ativa comes with a 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Honda HR-V comes with a 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, Honda HR-V's 1.5L Turbo has 35 hp more than Perodua Ativa's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient, you won't feel underpowered.
Perodua Ativa's safety rating is 5★ (ASEAN NCAP), active safety systems include ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Honda HR-V's safety rating is 5★ (ASEAN NCAP), active safety systems include Honda SENSING (ACC, CMBS, LKAS, RDM).
Both cars have the same safety rating, safety features in this class are quite comprehensive. New cars nowadays have good safety, no need to worry too much about this.
Perodua Ativa warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Honda HR-V warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
Overall, Perodua Ativa and Honda HR-V are both quite good models in the Malaysian market. Choosing which one depends mainly on your personal needs and budget. It is recommended to do your research, compare quotes from several car dealers, and then go for a test drive to make the final decision. Buying a car is a big matter, spending time on research is never wrong.
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿馬自達 CX-30 同斯巴魯 Forester 嚟做比較。今日我哋從多個方面做一個詳細嘅對比，幫你節省做功課嘅時間。
馬自達 CX-30 喺馬來西亞嘅 OTR 售價係 RM 122,409 至 146,409，一共有 4 個型號，包括 2025 2.0L High+ Premium（RM 146,409）、2025 2.0L High+（RM 138,409）、2025 2.0L High（RM 130,409） 等。
斯巴魯 Forester 喺馬來西亞嘅 OTR 售價係 RM 174,000 至 197,000，一共有 3 個型號，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。
從價錢來看，馬自達 CX-30 嘅起步價的確比斯巴魯 Forester 平咗 RM 51,591。如果你預算有限，馬自達嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千塊，可能喺配備上會有所取捨，具體要看你嘅需求。
馬自達 CX-30 車身長 4500 mm，後備廂 450 L。
斯巴魯 Forester 車身長 4400 mm，後備廂 400 L。
空間方面，馬自達 CX-30 嘅車身比斯巴魯 Forester 長咗 100 mm，車內乘坐空間會稍微寬裕啲，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大一點嘅車身確實更實用。
馬自達 CX-30 採用 FWD 驅動方式。
斯巴魯 Forester 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。
馬自達 CX-30 同斯巴魯 Forester 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配備更豐富嗰款。最後都係建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，馬自達 CX-30 同斯巴魯 Forester 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花點時間做功課絕對唔會錯。
車型概覽
騰勢B5 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。 呢篇會集中講香港停車場同窄路使用，幫你用買家角度篩走唔適合嘅選擇。 近期市場討論到「騰勢成最大黑馬！D9席捲高端MPV市場 ｜ 2026年5月香港新車登記數走勢分析」，代表呢類車型仍然有一定關注度。
零售價 HK$ 327,907 - 360,465、完稅價 HK$ 558,000 - 628,000 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
騰勢B5 嘅購車預算可以先由 零售價 HK$ 327,907 - 360,465、完稅價 HK$ 558,000 - 628,000 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 2025 1.5T 100km 運動版（HK$ 558,000）、2025 1.5T 100km 高級版（HK$ 628,000） 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 騰勢B5 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。
31.8 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 車長 4888/4921 mm、車闊 1970 mm、車高 1920/1880 mm、軸距 2800 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 電子無級變速(E-CVT)、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
騰勢B5 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、電池同續航資訊有助安排通勤同補電、空間同車身尺寸方便家庭買家預判實用性。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、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 騰勢B5 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「Denza B5 具備哪些越野性能參數？」簡單講，Denza B5 專為硬派越野設計，擁有高達 270 mm 的最大離地間隙，涉水深度可達 790 mm。車輛具備 38 度的接近角、32 度的離去角以及 45 度的最大攀爬角度，配合非承載式車身結構及前後電子差速鎖，能輕鬆應對香港郊野或崎嶇路段的挑戰。 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 騰勢B5 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 零售價 HK$ 327,907 - 360,465、完稅價 HK$ 558,000 - 628,000 鎖定預算圈、再比較能源成本同補能便利、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 騰勢B5 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。
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。
As time enters May, financial reports from major listed automakers for the first quarter of this year have been released one after another.
If facing the financial report data directly, perhaps the eight characters "glorious in public, desolate in private" best describe the feeling.
In the first quarter of this year, the market share of independent brands surged to 67.9%, hitting a historical high, while the market share of joint venture brands remained at only 24.9%, directly "halved" from 51.2% in 2021.
Ask, is it glorious?
However, according to financial reports, the combined net profit of these five top automakers—BYD, Geely, Chery, SAIC, and Great Wall Motor—during the first quarter is less than two-thirds of CATL's 20.738 billion yuan.
A battery maker alone netted 20.7 billion in a single quarter, averaging 230 million yuan per day, while five of China's largest vehicle manufacturers bundled together still couldn't win.
Now, we don't care where time went, we just care "Where did the money of the vehicle manufacturers go?"
Data from the National Bureau of Statistics shows that the industry's revenue in the first quarter reached 2.41 trillion yuan, a year-on-year decline of 0.2%; costs were 2.14 trillion yuan, a year-on-year increase of 0.7%; and profit was 78.4 billion yuan, a sharp year-on-year drop of 18%.
The industry's sales profit margin is only 3.2%, far below the average of about 6% for downstream industrial enterprises.
Cumulative automobile production and sales in the first quarter reached 7.039 million units and 7.048 million units, down 6.9% and 5.6% year-on-year respectively.
"Volume down, profit down", none escaped. This is the basic situation.
But if we stare fixedly at "how much was earned", that falls into a cliché; one should look at "where the money was spent" and "what structural changes occurred", perhaps that is another picture.
So, let's talk about subjective factors first.
BYD's net profit attributable to parent company in the first quarter was 4.085 billion yuan, halved by 55.38% year-on-year. Looking at this number alone, it is indeed striking.
But please note, its revenue still reached a high of 150.225 billion yuan, firmly holding first place in the industry. The gross profit margin was 18.81%, still an excellent student.
BYD's profit "halving" is essentially the result of an active choice.
From launching the intelligent driving version "price cut, feature increase" at the beginning of the year to multiple main models continuing to offer concessions, this was a precise battle to exchange profit for market share.
The result is that BYD's terminal market share did not fall but rose, firmly holding half of the new energy market.
Looking at the asset-liability ratio of 70.94%, it is relatively high among mainstream vehicle manufacturers. But what does high debt correspond to? It corresponds to large-scale investment in battery and vehicle capacity construction globally.
Thailand factory, Brazil factory, Hungary factory... BYD is using today's capital expenditure to pave the way for tomorrow's globalization map. Once these capacities are put into production, they will bring an exponential release of scale effects.
Besides BYD, Seres is the most interesting enterprise in this list.
Revenue was 25.746 billion yuan, up 34.46% year-on-year, ranking second in growth rate. Net profit attributable to parent company was 754 million yuan, a slight increase of 0.89% year-on-year, but deducting non-recurring net profit was only 103 million yuan, down 73.87% year-on-year.
Many people will say "without subsidies, they don't make money", but from another angle, Seres's R&D expenses in the first quarter were 1.794 billion yuan, surging nearly 70% year-on-year; sales expenses were 3.719 billion yuan, surging 39.7% year-on-year.
Where was this money spent? Spent on the product iteration of the AITO series in deep cooperation with Huawei, spent on channel expansion and brand building.
Obviously, in the process of building a high-end brand, Seres's choice is: grab share first, build awareness, then talk about profit.
The situation of the AITO brand's market position becoming more and more stable is enough to prove that scale effects will definitely lead to a decrease in expense ratios. This is not blind money burning; this is the standard approach for starting high-end brands.
SAIC Group performed relatively steadily.
Revenue was 140.418 billion yuan, a slight decrease of 0.31% year-on-year; net profit attributable to parent company was 3.026 billion yuan, a slight increase of 0.09% year-on-year.
Under such a difficult industry environment, SAIC was able to maintain profit level, and the resilience of its joint venture sector and support from export business cannot be underestimated.
Geely's revenue was 83.776 billion yuan, up 15.25% year-on-year, one of the few top enterprises with double-digit revenue growth. Net profit attributable to parent company was 4.166 billion yuan, down 26.56% year-on-year.
On the surface, it looks like "revenue increase but no profit increase", actually, the main reason for profit decline is Geely's continuous heavy investment in new energy transformation.
Zeekr, Galaxy, Lynk & Co New Energy... R&D and channel construction for multi-brand matrices require real money.
So, in the first quarter, a considerable part of Geely's profit turned from cash into technical assets and brand assets.
Coincidentally, Great Wall Motor is similar.
Great Wall's revenue was 45.109 billion yuan, up 12.72% year-on-year; net profit attributable to parent company was 945 million yuan, down 46.01% year-on-year.
Double-digit revenue growth indicates one thing: Great Wall's Tank brand, pickup business, and overseas market are all exerting strong force.
The core reason for profit decline is the cost increase brought about by product structure upgrades.
Among them, the R&D and material costs of the Tank series and Wey brand high-end models are far higher than traditional SUVs. But this is exactly the path Great Wall actively chose, not doing low-end involution, persisting in breaking out upwards.
So, looking at the long term, the key is the improvement of Great Wall products' premium capability.
Chery Automobile's revenue was 68.57 billion yuan, down 3.45% year-on-year; net profit attributable to parent company was 4.17 billion yuan, down 10.32% year-on-year.
Although Chery welcomed a double decline, fortunately overseas markets were still strong enough, the decline was not much, within controllable and acceptable range.
Changan Automobile's numbers were slightly too ugly. Its net profit attributable to parent company was only 351 million yuan, plummeting 74.09% year-on-year. Changan is at a critical period of product structure adjustment and transformation, please be careful.
There is no need to continue counting in detail, anyway, each family has its own joys and sorrows. But, to ask "Where did the money of the vehicle manufacturers go?", subjective factors are undoubtedly key, but objective reasons also cannot be ignored.
Let's talk straight.
Since the battery factory made money, then the first objective reason, and also the most important one, is that battery prices skyrocketed.
Since entering 2026, lithium carbonate prices have surged from about 110,000 yuan per ton to around 180,000 yuan, an increase of over 60%.
Batteries account for three to four tenths of the total vehicle cost. With this item alone, the cost of a medium-sized electric vehicle increased directly by 5,000 yuan.
"Misfortunes never come singly", on the other hand, automotive-grade storage chip prices surged.
Among them, DDR4 and DDR5 memory cumulative increases reached 150% and 300% respectively. Prices of metals such as copper and aluminum are also on the rise; there isn't a single comfortable one in the entire upstream bulk commodities.
On that side, cost surged; on this side, price wars continue.
Counting on fingers, this round of price wars has lasted for a full three years. The most tragic results have appeared, automobile industry profits fell from nearly 6% in 2022 to 2.9% in the first two months of this year, single vehicle gross profit dropped from 20,000 yuan to 11,000 yuan, nearly halved.
If an industry operates with a profit margin of less than 5% for a long time, it is not doing business, it is doing charity.
Fortunately, some positive sprouts have appeared.
At the end of the first quarter, beginning of the second quarter, more than 15 new energy brands sequentially issued price adjustment announcements or tightened terminal discounts.
Data from authoritative institutions shows that consumers holding a negative attitude towards price wars account for 22.2%, exceeding the 16.5% holding a positive attitude. Consumers are already tired of the status quo of cars "depreciating immediately after purchase".
In February this year, the State Administration for Market Regulation officially released the "Compliance Guide for Automobile Industry Price Behavior", clearly prohibiting dumping behaviors below cost.
Obviously, policy, market, and capital sides, three forces are jointly pushing the price war towards its end.
Well, let's give a small summary.
From the overall industry perspective, the most fundamental problem currently is not lack of orders, not lack of technology, or even not lack of money.
What we lack is "order", an industrial order that allows vehicle manufacturers to obtain reasonable profits.
Anyway, it is a fact that OEMs didn't make money. To turn the situation around, the things that need to be done seem not difficult to consider.
For example, car companies need to withdraw the "battlefield" of price wars themselves.
Raising prices seems unlikely, but returning to normal commercial logic, maintaining a reasonable pricing system, competing through product power and service, rather than endless terminal discounts and disguised price reductions is completely possible.
Also, industrial chain vertical integration must accelerate.
Why can BYD maintain a relatively stable gross profit margin in fierce competition? Because it has its own battery factory, its own supply chain.
However, since we mentioned "industrial order" in the above text, in this "beautiful moment" when new energy vehicle penetration rate broke through the 60% mark, we still need to seek the help of "policy" as we did when new energy was just starting. We rely on policy guidance to shift the main task from "seeking volume" to "seeking quality".
In the past and present, because of "seeking volume", the government's "old-for-new replacement policy" paid off, but it may also objectively keep car companies fond of market operations of "exchange price for volume".
Therefore, price wars, want to stop but can't stop.
"Seeking quality" promotes the industry much more advanced.
For example, the growth story of Xingting Technology is a typical case.
Xingting Technology, injected by Geely and Baidu capital, started in Hubei Wuhan in 2018.
In 2021, the company was in the R&D critical period, Hubei SASAC Yangtze River Industry Group invested in Xingting Technology 900 million yuan in three phases, striving to ensure smooth scientific research.
Nowadays, Xingting Technology's smart cockpit chips are used in 10 domestic and foreign main models such as Geely Lynk & Co and FAW Hongqi.
This is "seeking quality" government capital intervention. If such "patient capital" accompanying R&D is more the better, it will certainly improve the industry environment and order.
Finally, back to a more naive question.
A car company, normal operation, normal profit, then invest the earned money into the next generation technology and products, this is the simplest business loop.
This year's first quarter financial performance of Chinese listed automakers tells us, never let this loop develop cracks.
