车型概览

Mercedes-Benz GLA AMG 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在整体购车判断。

价格落在 RM 363,888 - 539,888，买家可以先用它判断预算压力和同级定位。

购车价格指南

Mercedes-Benz GLA AMG 的购车预算可以先从 RM 363,888 - 539,888 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 AMG GLA 45 S 4MATIC+ FL（RM 539,888）、2025 AMG GLA 35 4MATIC FL（RM 363,888） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Mercedes-Benz GLA AMG 的核心规格，最重要是把数字翻译成生活里的感受。

涡轮增压、4缸、1991 mL 排量的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 421 Ps的输出，真正意义在于满载、上坡和超车时不会太吃力。 9.5 L/100km的油耗，对每天通勤的人来说会直接影响加油频率。 车长 4436 mm、车宽 2020 mm、车高 1590 mm，可以帮助你预判停车难度和后排乘坐空间。

优缺点分析

Mercedes-Benz GLA AMG 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、日常能源成本有明确参考、动力输出能支撑高速和超车需求。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Mercedes-Benz GLA AMG 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把整体购车判断放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？9.5 L/100km 的油耗参考让通勤成本更容易预估。

竞品对比内容

把 Mercedes-Benz GLA AMG 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 363,888 - 539,888 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Mercedes-Benz GLA AMG 的日常成本，最直接会反映在燃油、保险、轮胎和定期保养上。9.5 L/100km 的油耗让通勤预算更容易掌握。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Mazda BT-50 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在预算、贷款压力和同级价值。

价格落在 RM 140,418，买家可以先用它判断预算压力和同级定位。

购车价格指南

Mazda BT-50 的购车预算可以先从 RM 140,418 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 3.0T High Plus（RM 140,418） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Mazda BT-50 的核心规格，最重要是把数字翻译成生活里的感受。

涡轮增压、4缸的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 140 kW、450 N·m的输出，真正意义在于满载、上坡和超车时不会太吃力。 车长 5280 mm、车宽 1870 mm、车高 1810 mm、轴距 3125 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、四轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

Mazda BT-50 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、动力输出能支撑高速和超车需求、空间和车身尺寸便于家庭买家预判实用性。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Mazda BT-50 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把预算、贷款压力和同级价值放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Mazda BT-50 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 140,418 锁定预算圈、再看动力是否足够应付高速和满载、最后看空间是否适合家人和行李。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Mazda BT-50 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Lamborghini Urus 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在长期相处时会不会带来额外压力。

版本方面，Lamborghini Urus 目前可围绕 2024 4.0T Performante、2024 4.0T S 来比较。

购车价格指南

评估 Lamborghini Urus 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2024 4.0T Performante、2024 4.0T S 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Lamborghini Urus 的核心规格，最重要是把数字翻译成生活里的感受。

Twin-Turbocharged、8缸、3996 mL 排量的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 490 kW、850 N·m的输出，真正意义在于满载、上坡和超车时不会太吃力。 车长 5137 mm、车宽 2026 mm、车高 1618 mm、轴距 3006 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、四轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

Lamborghini Urus 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：动力输出能支撑高速和超车需求、空间和车身尺寸便于家庭买家预判实用性。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Lamborghini Urus 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把长期相处时会不会带来额外压力放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Lamborghini Urus 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：再看动力是否足够应付高速和满载、最后看空间是否适合家人和行李。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Lamborghini Urus 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Hyundai Palisade 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在整体购车判断。

价格落在 RM 368,838 - 399,838，买家可以先用它判断预算压力和同级定位。

购车价格指南

Hyundai Palisade 的购车预算可以先从 RM 368,838 - 399,838 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2023 3.8L 2WD Luxe 7 Seats Petrol（RM 399,838）、2023 2.2T 4WD Executive 7 Seats Diesel（RM 389,838）、2023 3.8L 2WD Luxe 8 Seats Petrol（RM 378,838）、2023 2.2T 4WD Executive 8 Seats Diesel（RM 368,838） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Hyundai Palisade 的核心规格，最重要是把数字翻译成生活里的感受。

自然进气、4缸的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 295 Ps、355 N·m的输出，真正意义在于满载、上坡和超车时不会太吃力。 车长 4995 mm、车宽 1975 mm、车高 1750 mm、轴距 2900 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、前轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

Hyundai Palisade 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、动力输出能支撑高速和超车需求、空间和车身尺寸便于家庭买家预判实用性。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Hyundai Palisade 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把整体购车判断放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Hyundai Palisade 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 368,838 - 399,838 锁定预算圈、再看动力是否足够应付高速和满载、最后看空间是否适合家人和行李。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Hyundai Palisade 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Chevrolet Corvette 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在日常场景里的便利程度。

版本方面，Chevrolet Corvette 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Chevrolet Corvette 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Standard 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Chevrolet Corvette 的核心规格，最重要是把数字翻译成生活里的感受。

Chevrolet Corvette 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Chevrolet Corvette 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Chevrolet Corvette 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把日常场景里的便利程度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Chevrolet Corvette 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Chevrolet Corvette 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

BMW XM 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在高速巡航、并线和超车信心。

价格落在 RM 1,554,800，买家可以先用它判断预算压力和同级定位。

购车价格指南

BMW XM 的购车预算可以先从 RM 1,554,800 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2026 M Model Label（RM 1,554,800）、2025 M Model with Shadow Line Standard、2025 M Model Label Red、2025 M Model with Night Gold Line 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 BMW XM 的核心规格，最重要是把数字翻译成生活里的感受。

25.7 kWh的电池容量，重点是能不能支撑一周通勤和周末出门。 585 Ps、750 N·m的输出，让高速并线和短距离超车更有底气。 车长 5110 mm、车宽 2005 mm、车高 1755 mm、轴距 3105 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、四轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

BMW XM 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、日常能源成本有明确参考、动力输出能支撑高速和超车需求。

需要留意的是，需要先确认家里、公司或常去商场的充电条件、市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 BMW XM 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把高速巡航、并线和超车信心放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？2 L/100km 的油耗参考让通勤成本更容易预估。

竞品对比内容

把 BMW XM 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 1,554,800 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 BMW XM 的关键，是先把充电安排想清楚。家充、公司充电或商场快充只要其中一项稳定，日常体验就会轻松很多。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

BMW XM 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在它和同级车相比的生活适配度。

价格落在 RM 1,554,800，买家可以先用它判断预算压力和同级定位。

购车价格指南

BMW XM 的购车预算可以先从 RM 1,554,800 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2026 M Model Label（RM 1,554,800）、2025 M Model with Shadow Line Standard、2025 M Model Label Red、2025 M Model with Night Gold Line 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 BMW XM 的核心规格，最重要是把数字翻译成生活里的感受。

25.7 kWh的电池容量，重点是能不能支撑一周通勤和周末出门。 585 Ps、750 N·m的输出，让高速并线和短距离超车更有底气。 车长 5110 mm、车宽 2005 mm、车高 1755 mm、轴距 3105 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、四轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

BMW XM 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、日常能源成本有明确参考、动力输出能支撑高速和超车需求。

需要留意的是，需要先确认家里、公司或常去商场的充电条件、市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 BMW XM 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把它和同级车相比的生活适配度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？2 L/100km 的油耗参考让通勤成本更容易预估。

竞品对比内容

把 BMW XM 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 1,554,800 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 BMW XM 的关键，是先把充电安排想清楚。家充、公司充电或商场快充只要其中一项稳定，日常体验就会轻松很多。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

继全球多地密集调整产能后，固特异轮胎再次按下“暂停键”。近日，固特异宣布其土耳其伊兹米特工厂将于7月2日至8月2日停产一个月，预计8月3日恢复生产。

固特异官方表示，此次停产旨在进行库存管理及计划内的定期维护，期间生产线将实施技术调整与现代化改造，不会对运营和财务造成负面影响，员工权益也不受影响。然而，此次停产时机颇为微妙——距该工厂因违反反垄断法被土耳其政府重罚6.72亿里拉仅过去一周。值得一提的是，该工厂在2025年6月也曾以“调整库存”为由停产过一个月。

巨头深陷调整阵痛，关停裁员接踵而至

固特异土耳其工厂的停产，只是全球轮胎行业剧烈震荡的一个缩影。2026年以来，国际轮胎巨头频现“关停潮”：

5月，普利司通突然宣布关停运营超40年的台湾新竹工厂；同月，倍耐力阿根廷工厂宣布停产，该厂自2023年以来已累计裁员700人；大陆集团也宣布在全球调整约3000个职位，其中1600人被纳入裁员范围。

作为百年巨头，固特异自身的“阵痛”更为剧烈。在“固特异前进”重组计划下，其已先后关闭或出售了德国富尔达（运营125年）、南非Kariega（运营78年）、马来西亚莎阿南等多地工厂，并出售了邓禄普品牌及化工等非核心业务。今年4月，固特异美国唯一的OTR工程轮胎老厂托皮卡也实施了短期停工。

亚洲低价轮胎冲击，全球竞争白热化

这场席卷全球的停产关厂潮背后，是供需失衡与亚洲（特别是中国）高性价比轮胎的强力冲击。

近年来，中国轮胎企业凭借性价比优势在全球攻城略地，直插外资大牌市场腹地，使其原有高价定位难以为继，利润空间被大幅压缩。固特异财务数据显示，其2025年全年净销售额同比下降近5%至183亿美元，净亏损高达17亿美元；预计2026年第一季度全球销量同比将下降约10%，并面临1.85亿美元的成本增加压力。

面对高成本区域的产能冗余与亚洲轮胎的价格冲击，国际巨头不得不通过“断臂求生”来降本止损。固特异预计其重组计划全年将节省约3亿美元成本。然而，在竞争远超预期的全球轮胎市场中，这种“刮骨疗毒”式的自救能否换来真正的复兴，仍需时间检验。

With the May auto market sales figures released, some celebrate while others worry. Yet Changan Automobile's performance report showing 209,100 units still made quite a few people sit up and take notice. It wasn't the total volume—for Changan's scale has always been there—but the 'value' within that performance report, carrying a distinct flavor compared to usual.

We need to temporarily shift our gaze away from the over-discussed 'involution' domestic market. What caught my attention most about Changan this time is not the 5.8% growth in NEVs, nor the individual performance of Qiyuan or Deepal, but that set of data: overseas deliveries of 70,700 units, a year-over-year increase of 38%. Nearly one-third of sales come from overseas; in the context of all Chinese automotive brands, this proportion is quite staggering.

You should know, just last month, Changan officially announced becoming the global official partner of the Portugal national football team. At that time, many thought this was just another sports marketing campaign. But looking at the overseas sales in May combined, you will understand this is the key move of Changan's 'Inclusive as the Sea' Plan 2.0; the globalization strategy behind it is very clear - it's not just selling cars overseas, but becoming a true global brand.

In recent years, I've visited overseas factories of many domestic autonomous brands and witnessed various 'going global' models. Some just pull domestic stock cars out to make profit via exchange rates, while others sincerely build channels and provide services. Changan belongs to the latter, and is the type that 'fortifies its camp and fights steady battles'. Starting from Southeast Asia, it gradually planted its supply chain, service system, and brand awareness. This cooperation with the Portuguese national team is more like the horn signaling an entry into the mainstream European market. This composure and strategic determination, frankly, cannot be seen on many brands that are eager for quick success.

Making the overseas market work has an easily overlooked benefit: it can strengthen domestic product capability. The logic is simple: to meet the needs of different regions, road conditions, and regulatory standards globally, your product R&D standards must be 'set high, not low'.

Specifically regarding products, this feeling becomes more obvious. For example, Changan's Blue Whale Powertrain, previously everyone thought 'domestic engine' was just a gimmick. But look at the CS75 PLUS and Eado Blue Whale Super Engine models just launched in May, directly announcing a 'launch price from 79,900 CNY', while claiming 'fuel consumption halved'. This isn't a simple price war; it's a technology popularization war. Taking a set of mature, efficient powertrains and hitting the market at this price tests the integration capability of the entire supply chain and R&D system. For ordinary consumers, spending less money to get a more fuel-efficient and reliable car is a tangible gain. This is much more sincere than piling up smart configurations you won't use.

Speaking of intelligence, Changan's recent move is also worth pondering. Their self-developed 'Tianshu' piloting end-to-end technology is ready for mass production. Many media might boast about how many TOPS of computing power or how many sensors. But what I'd rather emphasize is the three words 'end-to-end'. This used to be the capital for top players like Tesla and Huawei to show off. Changan quietly made it the core of its own 'Beidou Tianshu 2.0' plan.

I've visited Changan's software center and seen their road test data. My feeling is that traditional big factories, once determined to transform, their accumulated strengths in hardware, chassis, and safety fields actually become advantages in the second half of intelligence development. A smart car must first be a car that is good to drive. Changan's intelligent driving solution feels relatively 'steady'. Unlike some new forces that are radical in showing off skills, it releases functions bit by bit while guaranteeing safety redundancy. This intelligence dominated by 'engineer thinking' might lack some buzz, but for users who actually drive daily, it feels much more reliable.

Of course, we can't just brag about technology; we must look at the performance of each sub-brand. Deepal Automobile's May sales reached 33,243 units, a 30% year-over-year increase, with overseas cumulative sales from January to May surging by an explosive 167%. This data is quite interesting. Deepal actually undertakes the role of the pioneer for Changan's 'youthification' and 'electrification'. Its design language and marketing methods are closer to today's young consumers. The explosive growth in overseas sales shows that this design aesthetic and technical route possesses global competitiveness. Avatr delivered 7,336 units in May. Although the absolute number isn't exaggerated, its significance lies in brand elevation, the deep binding with top tech companies like Huawei, providing the best 'credit endorsement' for Changan's technical reserves.

Changan Qiyuan delivered 34,528 units in May. The hero model Q05 alone sold 15,812 units, and even launched in Thailand where orders exceeded 3,000 in just three days. What does this show? It shows Changan's multi-brand strategy is no longer simply making cars out and selling them separately, but truly finding respective niche markets and target audiences. Qiyuan targets the 'basic' of family use, comfort, and cost-performance; Deepal attacks personality and sports; Avatr guards the high-end and technology. This set of combination punches is much more refined than the extensive 'having more sons to fight' tactics used by many brands.

Finally, we must return to 'people' and 'management'. Changan Automobile's transformation in recent years appears 'smooth' largely thanks to the management's strategic determination. From the 'Shangri-La' NEV plan, to the 'Beidou Tianshu' Intelligence plan, to the 'Inclusive as the Sea' Globalization plan, any one of these three would be enough to keep an auto company busy for ten years. Changan is doing all simultaneously and is genuinely advancing them.

Five years ago, if you told me Changan would become a global technology company, I might have put a question mark. But today, looking at these 209,000 monthly sales, seeing the 38% increase in the overseas market, and witnessing the tangible product launches behind names like Blue Whale, Tianshu, and Qiyuan, I think I can straighten out that question mark. For consumers, these grand narratives ultimately translate into a more fuel-efficient CS75, a better-handling Deepal, or a smarter Avatr. And this might just be the best proof of a car company's 'strategic correctness'.

5 月 30 日，領克盃·城市競速賽寧波站熱烈展開，寰球新吉奧車隊再度傳來好消息。車隊主力車手陳翰祺喺第一回合正賽中表現出色，以桿位發車、全程領跑嘅絕對優勢奪得全場冠軍，同時刷出本場比賽最快圈速，一人包攬兩項重磅榮譽。

從馬來西亞雪邦 F1 賽道到國內寧波 F2 賽道，陳翰祺與車隊一路突圍、接連取勝，正成為中國賽車界媒體車手中嘅全新標竿。

把時間撥回 2025 年 11 月底，馬來西亞雪邦國際賽車場迎來咗蓮花盃年度收官戰。彼時，寰球新吉奧車隊作為國內首支出征海外、參與國家級 A 級賽事嘅媒體車隊，一舉拿下第一回合組別亞軍同第二回合組別冠軍，同時斬獲全場第五名。

連續兩站、兩度登台，呢份硬核成績單讓車隊完成咗從「行業記錄者」到「賽道實戰者」嘅華麗轉身，亦為國內汽車評測行業注入咗扎實嘅專業力量。

賽場上嘅持續突破，離唔開車隊清晰嘅戰略佈局。今年年初嘅寰球汽車年度盛典上，車隊正式提出 2026 年「以賽促評」嘅發展方向，力求透過專業賽事反哺汽車評測嘅專業性與公信力。

而家，車隊已按約開啟雙線作戰模式——喺持續征戰蓮花盃系列賽嘅同時，全力投入領克盃·城市競速賽，用多賽道、高強度實戰鍛造團隊與車手嘅真正實力。

一座座獎杯係實力嘅注腳，一次次出發係不變嘅初心。從雪邦到寧波，從蓮花盃到領克盃，寰球新吉奧車隊同陳翰祺一步一個腳印，喺競速中突破自我，喺專業領域深耕不輟。未來，呢支車隊會繼續馳騁喺各大賽場，用速度演繹熱愛，用專業賦能行業，喺賽道上書寫更多屬於媒體車手嘅精彩篇章。

Author: Guan Hongye

Who Leads the Tide — A Milestone for SAIC's 100 Million Vehicles and a Watershed Moment for the Chinese Automotive Industry.

Rivers surge and peaks compete. In the 2026 Chinese automotive market, unprecedented scenes are surging forward.

Local brands have broken through a market share of 60%, new energy vehicle penetration is approaching 40%, and export volume has ranked first globally for two consecutive years... This is not merely a pile of numbers, but a profound structural transformation. Chinese cars have shed the old label of "large but not strong", and now stand on the map of the global automotive industry, using wheels as the brush and mountains and rivers as the ink to write their own majestic footnotes.

Amidst the magnificent progress of Chinese automobiles, on May 28, 2026, SAIC Group became the first domestic automaker to reach this historic milestone with a cumulative production and sales volume of 100 million vehicles.

The formation of any industry's landmark volume is not the work of a day or two, but the result of long-term resonance between the general trend of the times, industrial iteration, and corporate resolve.

Behind the "100 million vehicles" lies not only the ceiling of one company's growth, but a microcosm of China Manufacturing's independence, autonomy, and self-strengthening, and even more so, an epic of growth where the enterprise and industry grow in sync and share in the ups and downs.

Understanding SAIC's "100 million vehicles" is to understand the growth code of Chinese automobiles moving from large to strong, breaking the cocoon and becoming a butterfly.

Protagonist: A Global Relay of 100 Million Trusts

On the afternoon of May 28, the Shanghai North Bund World Living Room. This place has witnessed a century of tides on both sides of the Huangpu River, the exchange and dialogue of Chinese and foreign civilizations, and many historic moments when China opened its doors to the world. And today, a "Global Relay Delivery" spanning the Asian and European continents is about to unfold here.

The camera starts from the banks of the Huangpu River, sweeps across the ocean, and lands in London — a young doctor receives the keys to the MG4 EV from his grandfather, inheriting the legacy; it turns to Jakarta, where an Indonesian men's football national player sits in the Wuling Eksion, heading towards the distance; it comes to the Singapore DHL regional center, where a batch of Maxus eDeliver5 pure electric light trucks goes into operation, mission accomplished. In Shanghai Anting, in Liuzhou, Guangxi, in Lantian, Shaanxi... 15 brands, 18 models, multiple time zones, multiple cities succeeding each other, completing a historic delivery spanning mountains and seas, resonating in sync.

The special thing about this delivery is that users were pushed to the center of the stage. There was no deliberate positioning, only a handoff of keys stick after stick, and a silent relay of 100 million trusts.

The 100 millionth user was Momenta CEO Cao Xudong. This is highly symbolic — Cao Xudong not only became the 001st owner of the LS9 Hyper himself, but also announced at the delivery site that L3 autonomous driving will be launched first by SAIC.

There are more stories worth remembering.

Luo Zhenyu, founder of the GetAPP, became the 001st experimenter of the Huajing S; former German national football player Yang Chen chose the ID.ERA 9X, as its golden hybrid and long-termism were in sync; 85-born village secretary Pang Fuqiang delivered meals to elderly people left behind using a Wuling Rongguang pure electric vehicle; a tech media blogger was moved by the Huawei smart driving of the Shangjie Z7; bulk users such as DHL and Jiading Bus — behind every commercial vehicle is a "wealth creation tool" for the strivers.

This is a delivery ceremony without an absolute protagonist, yet where everyone is the protagonist. 100 million vehicles is not just a number rolling over on the production line, but 100 million real, specific, and warm choices.

And only SAIC has the capability to complete such a global relay: Wuling deepens into the people's livelihood and inclusive market, MG flies the flag of Chinese brands going global, IM Motors pushes into the global high-end intelligent manufacturing track, Shangjie promotes the inclusiveness of intelligent technology for the public, plus a mature and profound matrix of joint venture brands — this is no longer a simple delivery, but a panoramic parade of SAIC's seventy-year system competitiveness, a comprehensive practical exercise.

Scale: Three Leaps Behind 100 Million Vehicles

Fifteen brands, eighteen models, multiple time zones, 100 million trusts — this ruler measuring the thickness of the Chinese automotive industry clearly records the deep value at the three levels of enterprise, industry, and country.

Enterprise Dimension: From an alley workshop to a giant of 100 million vehicles.

In 1955, the Shanghai Internal Engine Parts Manufacturing Company was established, with only workshops in alleyways and a group of enthusiastic workers. In 1958, workers hammered out the first Phoenix brand sedan with hammers — "A golden phoenix flies out of a straw nest". Seventy years later, SAIC became China's first automotive group to break through 100 million cumulative production and sales.

What is more noteworthy is the structural change: over ten years, the proportion of local brands rose from 38.0% to 65.0%, new energy penetration rose from 0.2% to 36.4%, and overseas sales increased from 697,000 vehicles to 1.071 million vehicles. This is a profound transformation of "trading structure for scale" — numbers are adjusting, quality is leaping. Outside of 100 million vehicles, challenges still exist, but SAIC has bid farewell to the old era of making money solely from joint ventures; the sequel to scale will be written by technology-driven.

Industry Dimension: From "Market for Technology" to "Defined by China".

SAIC's 100 million vehicles is a bright mirror of the rise of Chinese automobiles. Forty-odd years ago we traded market for technology; today Chinese car companies begin to export technology, standards, and ecosystems to the world.

Especially "Autonomous, New Energy, Export" — the New Three Items have become the core support of the Chinese automotive industry. Local brands have broken through a market share of 60%; new energy penetration is approaching 40%. SAIC started with 1,125 new energy vehicles from the 2010 World Expo and ended 2024 with 1.368 million vehicles delivered at terminals; semi-solid-state batteries, zero-combustion magic cube batteries, and other technologies lead the world; exports have ranked first globally for two consecutive years. SAIC products are distributed in over 170 countries, with cumulative overseas deliveries exceeding 7 million vehicles; MG has been the top-selling Chinese brand in Europe for 11 consecutive years.

In 2025, Chinese automobile production and sales ranked first globally for 17 consecutive years, and new energy vehicles ranked first globally for 11 consecutive years. Innovation has moved from "single-point breakthroughs" to "systematic promotion". SAIC has cumulatively invested over 150 billion yuan in R&D, with nearly 25,000 valid patents. Semi-solid-state batteries were mass-produced first, steer-by-wire was implemented, and dual L4 licenses were secured — hard-core technology has moved from the "bookshelf" to the "store shelf".

National Dimension: From Economic Pillar to World Business Card.

In 2023, China's automotive industry output value reached 11 trillion yuan, accounting for nearly 10% of GDP, exceeding real estate for the first time as the primary economic pillar, with direct and indirect employment exceeding 30 million people. Strong automobiles mean strong manufacturing; strong manufacturing means a stable Chinese economy.

SAIC's globalization is upgrading from "Product Going Global" to "Value Chain Going Global". Relying on three R&D centers and four overseas manufacturing bases, the self-operated RoRo fleet has reached 41 ships, with routes covering the globe. This is not just growth in export data, but a profound reconstruction of global capabilities. The technology and products of Chinese intelligence are bringing greener and smarter travel choices to global users — this is the most vivid world meaning of "Made in China".

Genetics: The Underlying Logic of 100 Million Choices

100 million vehicles is not just a number. It is more like a milestone, leading us to look back: on what basis did this group reach today?

Over seventy years of prosperity, leading the way through multiple waves of industry changes, is not accidental. Amidst the ups and downs where wind tunnels alternate one after another and frivolity prevails, SAIC has precipitated three core genes: dare to break through, good at coexisting, and valuing original intentions — this is the fundamental confidence for enterprises to cross cycles and resist risks, and the most precious spiritual base color for high-quality industrial enterprises in China.

Dare to break through, do not stick to the comfort zone.

In 1958, workers in an alley workshop hammered out the Phoenix brand sedan with hammers — "A golden phoenix flies out of a straw nest". This is the simplest interpretation of "knowing cars": even without conditions, create conditions to build cars and let Chinese people drive their own sedans.

In 1987, the localization rate of the Santana was only 2.7%. Zhu Rongji proposed "Never do substitute engineering". The Shanghai Automotive Gear Factory sent 43 people to Germany to disassemble and transport second-hand transmission equipment. In 1989, the domestic Santana transmission was born, with quality fully meeting standards. By 1993, the localization rate exceeded 80%.

In 2016, SAIC and Alibaba crossed boundaries to launch the Roewe RX5, the world's first mass-produced Internet car. Jack Ma sighed that "the driving force needed for innovation to land is huge", but SAIC dared to be the first to move, evolving cars from mechanical tools into intelligent terminals. This breakthrough was the starting point of "understanding you" — users need not just transportation, but a partner connected to digital life.

In the Intelligent Electric Era, from mass-producing semi-solid-state batteries to implementing steer-by-wire, from dual L4 licenses to AI large models on cars, SAIC has always responded to "how to understand users better" with technological breakthroughs — range anxiety? Solved. Control pain points? Solved. Smart experience? From understanding commands to predicting needs.

Not sticking to past achievements, not following industry trends blindly, seeking survival in change and developing in innovation — this is the development base color that SAIC has always followed.

Good at coexisting, do not build cars in isolation.

In the 1980s, SAIC gathered the strength of the city to overcome parts localization. German experts taught technology, Chinese workers learned craftsmanship. German experts sent coffee for Chinese workers, Chinese workers invited German experts home for Chinese New Year. Cooperation was to let Chinese users have cars of world-class quality — this is the original intention of "understanding you" in itself.

In 1998, the Shanghai General Motors project was built and put into production in just 23 months, creating "Shanghai Speed". The chairman of General Motors of the US sighed: "We brought the management and technology of General Motors in the US to Shanghai General Motors, we also want to bring the construction speed of Shanghai General Motors back to the US."

Today, SAIC never becomes an "ecosystem island". With Huawei, the Stelato was launched, bringing high-level intelligent driving into the 150,000 yuan family bracket; in-depth co-creation with Momenta, intelligent driving solutions empower IM Motors, Volkswagen, Audi, Buick, Cadillac, and other brands; together with tech companies such as OPPO, Doubao, and Horizon Robotics, they turn AI large models, intelligent cockpits, and chip computing power into smooth experiences that users can touch and feel.

The 100 millionth user is the Momenta CEO — partners becoming car owners, this is the most vivid persuasiveness of an open co-creation ecosystem.

Openness is not dependency, coexistence is not compromise, but turning external resources into own technology, product, and service capabilities, ultimately benefiting thousands of users.

Valuing original intentions, not betraying trust.

The iron law of Santana localization "Never do substitute engineering" continues today in every factory and production line of SAIC. From promoting the concept change with small matters like "Toilet Revolution" to making "exquisiteness" the vow of quality work — users do not understand technical parameters, but they understand "This car is reliable to use".

Fengxiang supplied bumpers for Shanghai General Motors. The first batch of products met the standards, but General Motors required higher quality. The general manager said nothing and sawed off that bumper on the spot: "Customers are God. What God does not want is to be sawed off."

This obsession with quality eventually turned into the reputation of "10-year fade-proof paint", "zero self-ignition battery", "300,000 kilometers without major overhaul". Quality is the baseline of "understanding you". No "understanding" can leave "reliability". SAIC exchanged 70 years of quality adherence for 100 million times of trust choice by users.

Three cultures, one lineage. Breakthrough makes SAIC constantly break boundaries; coexistence makes SAIC gather global wisdom; original intention makes SAIC win user trust. These three genes eventually converge into one simple promise: Know cars, understand you better.

Knowing cars is the extreme pursuit of core technology. Understanding you is to accurately implement every frontier technology into a perceivable and enjoyable美好 travel experience for users. "Know cars, understand you better" is not a slogan, but an action guideline that runs through SAIC.

Just as the temperature conveyed by the global delivery ceremony — no deliberate positioning, only a handoff of keys stick after stick, and 100 million trusts completing the relay.

Journey: 100 Million Is Not the End, The New Journey Surpasses the Past

In 1955, a starting point of a small alley workshop.

In 1983, the first Santana assembly was off the line, localization rate 2.7%. The German Spiegel asserted the project might fail.

In 2006, the first Roewe 750 was off the line, breaking the ice for local brands.

In 2016, the first Internet car Roewe RX5 was launched.

On May 28, 2026, the global 100 millionth user was delivered.

This is a long-distance run spanning over 70 years. Every leg was accompanied by doubts and challenges, and every step stepped on the key nodes of the Chinese automotive industry.

100 million vehicles is a milestone and also a watershed. The era of wild growth for the Chinese automotive industry has ended, and the old path of extensive scale expansion and homogeneous low-price competition has reached its end. SAIC has bid farewell to the traditional thinking of "scale priority" and is accelerating the deep transformation into a user-oriented high-tech travel company.

On the technical end, deepen the "Three Electrics", intelligent driving, digital chassis, AI cockpit, and promote technology equality; on the market end, consolidate the local brand base, deepen the globalization strategy, and promote the full-range global export of brands, technology, standards, and ecosystems; on the industrial end, persist in open coexistence and build a more vital intelligent travel ecosystem.

From the faint starlight in Shanghai alleyways to the industrial galaxy of 100 million volumes; from passively following overseas standards to proactively defining the industry's future; from a single vehicle manufacturing enterprise to a technology travel service provider with a full domain layout — SAIC's 70 years is an engineering history of a single enterprise, and more so, an evolutionary history of the Chinese automotive industry's turbulent advancement, seeking light and rising upward.

Now, standing on a new starting point, SAIC's next 100 million vehicles will also present a more distinct new posture: Local brands as the flag, global as the boundary, technology as the core. The road ahead will be run faster and travel farther, making Chinese automobiles not only have the weight of scale, but also the power of technology, the gold content of brands, and truly stand at the top of the world.

100 million is not the end — the road ahead is long, the journey is not yet finished.