September 17, 2026, Beijing, the cooperation signing ceremony between BYD and Dongrun Public Welfare Foundation was officially held. Both parties announced cooperation surrounding the "Dongrun Cup" National Youth High School Football Tournament, continuously investing efforts such as tournament organization, school team building, and youth growth support into county-level middle schools.

This is not the first time BYD has focused on youth football. Since 2024, BYD has organized more than 200 youth football players to travel to Germany, Japan, Spain, Thailand, Italy, Brazil, Mexico, and other places to exchange with overseas clubs and enter international stages such as the European Cup and World Cup. Today, this focus has further shifted from "seeing a bigger world" to "giving them a stage of their own".

When technology and philanthropy go hand in hand, the value of technology ultimately returns to people. BYD's second-generation Blade Battery and all-new flash charging technology can still maintain high energy replenishment efficiency in low-temperature environments, making long-distance travel and outdoor vehicle use more stress-free; some models are also equipped with the Sky Eyes 5.0 System, supporting urban pilot assist, highway & expressway pilot assist, and all-scenario parking assist, accompanying every departure in a smarter way.

The Dongrun Cup leaves the stage for ordinary high school students in county-level areas of Xinjiang, Yunnan, Shaanxi, Jiangxi, and other places. For many children, football does not lack passion; what is lacking are opportunities for continuous play, to be seen, and to be supported.

"We cannot play for them, but we can take them to the field." Illuminating the path of young football players chasing their dreams is not just a slogan, but handing over training, equipment, coaching, matches, and growth opportunities to children bit by bit. In the future, BYD and Dongrun Public Welfare Foundation will continue to implement resources into broader grassroots campuses, accompanying the growth of Chinese youth football with corporate strength.

On September 24, BYD's 2,000th supercharge expressway station was officially completed at the Bao'an Service Area in Yangzhou, Jiangsu. The Jinghu Expressway supercharge network is fully connected, forming a "11 vertical and 11 horizontal" expressway main line network, with 2,000 expressway stations covering 278 expressways nationwide. As of that day, BYD had cumulatively built 11,586 supercharge stations, covering 341 cities.

At first glance, this is a milestone infrastructure progress. But if you only understand it as "BYD has built many more charging piles", you may have missed a more important signal—the competition logic in China's new energy vehicle energy replenishment sector is undergoing a fundamental shift.

In the past few years, the energy replenishment network was more like an automaker's "after-sales service"—after the car was sold, the charging matters could be handed over to third-party operators. But BYD's "Supercharge China" strategy has completely flipped this logic.

According to the plan, BYD will build 20,000 supercharge stations by the end of 2026, among which 18,000 will be urban "Stations within Stations", and 2,000 will be expressway supercharge stations. Expressway stations cover nearly one-third of expressway service areas, and urban stations will achieve coverage standards of 3 kilometers in first- and second-tier cities, 5 kilometers in third- and fourth-tier cities, and 6 kilometers in fifth- and sixth-tier cities.

What does this density mean? It means that when users choose a car, the coverage of the energy replenishment network is becoming a decision-making variable as important as the driving range. Users with cross-city commuting feedback reported that previously they would feel anxious when the battery level remained at 50%, but now the charging habit has changed to replenish energy when the remaining battery level is between 10% and 15%. When charging becomes convenient enough, users' sensitivity to range will decrease, while their dependence on the energy replenishment system will increase. This is an "ecosystem lock-in" effect—you are not buying just a car, but a complete mobility energy replenishment solution.

This is likely the move most worth paying attention to in BYD's brand building. When the energy replenishment network is dense enough, fast enough, and convenient enough, "Supercharge models" themselves become a product category with a service promise. The density of the energy replenishment network is becoming the thickness of brand trust.

BYD's speed in building stations is indeed impressive. But behind this, there is a strategy detail that is easily overlooked: its approach is very "smart".

Among the 20,000 stations, 18,000 are the "Stations within Stations" model—not starting from scratch to find land and build stations, but cooperating with existing charging network operators nationwide to embed supercharge equipment into existing sites. At the same time, BYD has signed a "Ten Thousand Stations Gathering Energy, Fast Charging at Gas Stations" strategic cooperation agreement with Sinopec, installing supercharge piles directly into existing gas stations. In addition, BYD has reached deep cooperation with PetroChina, China Resources, Shell, TELED, etc.

The ingenuity of this model lies in: it achieves the fastest network coverage with the lightest asset method. The profitability pressure in the charging pile industry is actually quite high. Under price wars, the era of "simply renting land, buying piles, and earning service fees effortlessly" has passed. The "turnover rate" of 480kW supercharge piles is 3 to 4 times that of the old 120kW piles, but the single-station investment payback period is still long. In this context, BYD chooses to cooperate with existing operators and energy giants to quickly expand the network scale and minimize its own asset burden.

But the "Stations within Stations" model also faces real challenges: how to ensure service consistency of the sites? Operating on others' land, can the standardization level of user experience reach the standard of self-operated stations? How to coordinate the charging priority in "Stations within Stations" during peak hours? The answers to these questions will determine whether this network is "looking dense" or "using smoothly".

The breakthrough of BYD's supercharge technology inevitably triggered the discussion "whether supercharge will kill battery swapping". When the charging time is compressed to single-digit minutes, the industry discussion on energy replenishment routes has heated up again.

But looking deeper, these two routes solve different problems in different scenarios, rather than a simple substitution relationship. Supercharge has obvious advantages in expressway main lines, intercity travel, and other scenarios. Users stop to charge, drink a cup of coffee, and go to the restroom. 9 minutes is just right. But battery swapping still has irreplaceable efficiency advantages in high-frequency urban operation scenarios—ride-hailing, taxis, logistics fleets. CATL launched the "Super-Swap Integrated Station" solution, equipping the entire series of Chocolate Battery Swapping Stations with Shenxing Supercharge Piles. The comprehensive energy loss rate is reduced by more than 13 percentage points compared to the energy storage-equipped supercharging solution. It is planned to build more than 100,000 shared energy replenishment infrastructure facilities by the end of 2028.

Academician of the Chinese Academy of Sciences Ouyang Minggao pointed out that the technical development direction of the new energy vehicle industry in the next five years includes "All-weather Supercharging (rapid replenishment including battery swapping)", integrating charging and swapping into the technology roadmap. This means the industry consensus is shifting from "who replaces whom" to "who suits whom".

For consumers, this is a good thing—the diversification of energy replenishment methods means different vehicle usage scenarios can find the solution most suitable for them. And BYD's rapid deployment of the supercharge network actually opens a door for the entire industry: When charging becomes fast enough, the usage boundary of pure electric vehicle models is greatly expanded.

The completion of BYD's 2,000th supercharge expressway station has another dimension that is easily overlooked: its global extension.

According to the plan, BYD will build 6,000 supercharge stations overseas, which have already landed in Europe, the Americas, and other places. In Singapore, BYD cooperates with Shell to add supercharge piles inside gas stations, pulling charging infrastructure to the global leading level. From a longer cycle perspective, BYD's plan quoted by Deutsche Bank shows that 20,000 supercharge stations will be built by the end of 2026, 30,000 will be added in 2027, and 40,000 will be added in 2028, cumulatively reaching 90,000.

Behind this is a deeper change. In the past, Chinese car going global was mainly product going global—selling cars to overseas markets. But what BYD is doing is "system going global": packaging cars, piles, and services into a complete mobility solution and taking them out together. This model is particularly valuable in overseas markets—charging infrastructure in many countries and regions is still far less perfect than in China, and the experience and technology accumulated by Chinese automakers in energy replenishment network construction can fill this gap.

When the energy replenishment network becomes China's new energy "new calling card" going global, "Supercharge Planet" is not just a brand slogan, but a replicable business model.

2,000 supercharge expressway stations, placed in the big picture of China's new energy vehicle industry, perhaps just a stage node. But the changes it reflects are deep enough: the competition of energy replenishment networks has entered the stage of "is it usable" from "is it available"; from automakers fighting alone to cross-industry, cross-border ecosystem co-construction.

For BYD, these 2,000 stations are a cornerstone for the brand to go from "product leadership" to "ecosystem leadership". For the entire industry, it provides a sample worth pondering repeatedly: in the second half of the new energy competition, whoever can make users' travel experience more calm, whoever holds the initiative to define the future. And this thing has never been just about the number of charging piles.

24 September, stesen lebuhraya pengecasan pantas ke-2000 BYD di Laluan Perkhidmatan Bao Ying, Yangzhou, Jiangsu, secara rasmi siap dibina. Stesen pengecasan pantas Lebuhraya Beijing-Shanghai telah terhubung sepenuhnya, rangkaian teras lebuhraya '11 Lajur Menegak dan 11 Lajur Membujur' terbentuk, 2000 stesen lebuhraya merangkumi 278 lebuh raya seluruh negara. Sehingga hari itu, BYD telah membina jumlah 11,586 stesen pengecasan pantas, merangkumi 341 bandar.

Pada pandangan pertama, ini adalah kemajuan infrastruktur yang bersejarah. Tetapi jika hanya menganggapnya sebagai 'BYD membina lebih banyak stesen pengecasan', kita mungkin terlepas isyarat yang lebih penting — logik persaingan dalam bidang pengisian tenaga kenderaan tenaga baharu China, sedang mengalami perubahan mendasar.

Beberapa tahun lalu, rangkaian pengisian tenaga lebih menyerupai 'perkhidmatan lepas jualan' syarikat kereta — selepas kereta dijual, urusan pengecasan diserahkan kepada pengendali pihak ketiga. Tetapi strategi 'Pengecasan Pantas China' BYD, telah membalikkan logik ini sepenuhnya.

Mengikut pelan, BYD akan membina 20,000 stesen pengecasan pantas sebelum akhir 2026, di mana 18,000 stesen adalah 'Stesen dalam Stesen' di bandar, 2000 stesen adalah stesen pengecasan pantas lebuhraya. Stesen lebuhraya merangkumi hampir sepertiga laluan perkhidmatan lebuhraya, stesen bandar pula perlu mencapai piawaian liputan 3 km untuk bandar gred 1 dan 2, 5 km untuk bandar gred 3 dan 4, dan 6 km untuk bandar gred 5 dan 6.

Apakah maksud ketumpatan ini? Bermakna apabila pengguna memilih kereta, liputan rangkaian pengisian tenaga kini menjadi pemboleh ubah keputusan yang sama penting dengan jarak pemanduan. Pengguna perjalanan antara bandar memberi maklum balas, sebelum ini apabila baki tenaga 50% sudah menimbulkan kebimbangan, sekarang kebiasaan pengecasan telah bertukar kepada biarkan baki tenaga 10% hingga 15% sebelum mengisi tenaga. Apabila pengecasan menjadi cukup mudah, kepekaan pengguna terhadap jarak pemanduan akan menurun, dan kebergantungan terhadap sistem pengisian tenaga akan meningkat. Ini adalah kesan 'penguncian ekosistem' — Anda tidak membeli hanya satu kereta, tetapi satu paket lengkap penyelesaian pengisian tenaga perjalanan.

Ini mungkin langkah yang paling menarik perhatian dalam pembangunan jenama BYD. Apabila rangkaian pengisian tenaga cukup padat, cukup pantas, dan cukup mudah, model 'Pengecasan Pantas' itu sendiri menjadi kategori produk dengan janji perkhidmatan. Ketumpatan rangkaian pengisian tenaga, sedang menjadi ketebalan kepercayaan jenama.

Kelajuan BYD membina stesen memang mengagumkan. Tetapi di sebalik ini, terdapat butiran strategi yang mudah diabaikan: strateginya sangat 'bijak'.

Dalam 20,000 stesen, 18,000 stesen adalah model 'Stesen dalam Stesen' — bukan memulakan dari sifar dengan tanah untuk membina stesen, tetapi berkerjasama dengan pengendali rangkaian pengecasan sedia ada di seluruh negara, menanamkan peralatan pengecasan pantas dalam tapak sedia ada. Pada masa yang sama, BYD juga telah menandatangani Perjanjian Kerjasama Strategik '10,000 Stesen Kumpul Tenaga, Pengecasan Pantas di Petrol' dengan Sinopec, memasang tiang pengecasan pantas terus ke dalam stesen minyak sedia ada. Tambahan pula, BYD telah mencapai kerjasama mendalam dengan PetroChina, China Resources, Shell, TELD dan lain-lain.

Keunikan model ini terletak pada: Ia mencapai liputan rangkaian terpantas dengan cara aset paling ringan. Tekanan keuntungan dalam industri stesen pengecasan sebenarnya besar, di bawah perang harga era 'meminjam tanah, membeli stesen dan untung pasif dari yuran perkhidmatan' telah berlalu, kadar penggunaan tiang pengecasan super 480kW adalah 3 hingga 4 kali ganda tiang lama 120kW, tetapi kitaran pulangan pelaburan bagi setiap stesen masih panjang. Dalam konteks ini, BYD memilih untuk bekerjasama dengan pengendali sedia ada dan gergasi tenaga, kedua-duanya pantas memperbesar skala rangkaian, dan mengurangkan beban aset sendiri ke tahap terendah.

Tetapi model 'Stesen dalam Stesen' juga menghadapi cabaran sebenar: bagaimana menjamin konsistensi perkhidmatan stesen? Beroperasi di tapak orang lain, tahap standardisasi pengalaman pengguna boleh mencapai tahap stesen sendiri? Bagaimana mengkoordinasi keutamaan pengecasan 'Stesen dalam Stesen' pada waktu puncak? Jawapan bagi masalah ini, akan menentukan sama ada rangkaian ini 'kelihatan padat' atau 'digunakan dengan lancar'.

Terobosan teknologi pengecasan pantas BYD, secara tidak mengelakkan memicu perbincangan 'Adakah Pengecasan Pantas akan membunuh Pertukaran Bateri'. Apabila masa pengecasan ditekan kepada beberapa minit, perbincangan industri mengenai perebutan laluan pengisian tenaga panas kembali.

Tetapi dilihat secara mendalam, kedua-dua laluan ini menyelesaikan masalah yang berbeza dalam senario yang berbeza, bukan sekadar hubungan penggantian. Pengecasan pantas mempunyai kelebihan ketara dalam senario lebuhraya teras, perjalanan antara bandar, dll., pengguna berhenti sebentar untuk mengecas, minum kopi, atau ke tandas, 9 minit adalah cukup sesuai. Manakala Pertukaran Bateri dalam senario operasi kerap di bandar — kereta panggilan, teksi, fleet logistik — masih mempunyai kelebihan kecekapan yang tidak boleh digantikan. Skema 'Stesen Penukar Super Terintegrasi' yang dilancarkan oleh CATL, melengkapkan setiap model stesen penukar 'Coklat' dengan tiang pengecasan super Shenxing, kadar kehilangan tenaga elektrik gabungan menurun lebih 13 peratusan mata berbanding skema pengecasan super dengan penyimpanan, merancang untuk membina lebih 100,000 infrastruktur pengisian tenaga perkongsian menjelang akhir 2028.

Akademisi Akademi Sains China Ouyang Minggao menyatakan, arah perkembangan teknologi industri kenderaan tenaga baharu lima tahun akan datang termasuk 'Pengecasan Super Seluruh Iklim (termasuk Pertukaran Bateri sebagai pengisian pantas)', memasukkan Pengecasan dan Pertukaran ke dalam peta jalan teknologi. Ini bermaksud, konsensus industri sedang bergerak dari 'siapa menggantikan siapa' menuju kepada 'siapa sesuai untuk siapa'.

Bagi pengguna, ini adalah perkara baik — kepelbagaian kaedah pengisian tenaga, bermakna setiap senario penggunaan kereta boleh mencari penyelesaian yang paling sesuai. Dan penyampaian pantas rangkaian Pengecasan Pantas BYD, sebenarnya membuka satu pintu untuk seluruh industri: apabila pengecasan menjadi cukup pantas, had penggunaan model kereta elektrik tulen telah dilebarkan dengan ketara.

Siapnya stesen pengecasan pantas lebuhraya ke-2000 BYD, mempunyai dimensi lain yang mudah diabaikan: lanjutan globalisasinya.

Mengikut pelan, BYD akan membina 6000 stesen pengecasan pantas di luar negara, telah dilaksanakan di Eropah, Amerika, dan tempat lain. Di Singapura, BYD bekerjasama dengan Shell, menambah tiang pengecasan pantas di dalam stesen minyak, menarik infrastruktur pengecasan ke tahap terkemuka dunia. Dari kitaran yang lebih panjang, pelan BYD yang disalin oleh Deutsche Bank menunjukkan, membina 20,000 stesen pengecasan pantas sebelum akhir 2026, 30,000 stesen baharu pada 2027, 40,000 stesen lagi pada 2028, kumulatif mencapai 90,000 stesen.

Di sebalik ini adalah perubahan yang lebih mendalam. Masa lalu kereta Cina mengeksport, terutamanya produk mengeksport — menjual kereta ke pasaran luar negara. Tetapi apa yang BYD lakukan, adalah 'Eksport Sistem': mengemas kereta, tiang, dan perkhidmatan sebagai satu penyelesaian perjalanan lengkap, dibawa keluar bersama. Model ini bersemangat di pasaran luar negara — banyak negara dan wilayah infrastruktur pengecasan jauh tidak setanding dengan China, dan pengalaman serta teknologi yang dikumpulkan syarikat kereta China dalam pembinaan rangkaian pengisian tenaga, tepat mengisi kekosongan ini.

Apabila rangkaian pengisian tenaga menjadi 'nama baharu' eksport tenaga baharu China, 'Pengecasan Pantas Planet' bukan hanya slogan jenama, tetapi satu model perniagaan yang boleh disalin.

2000 stesen pengecasan pantas lebuhraya, diletakkan dalam gambaran besar industri kenderaan tenaga baharu China, mungkin hanya titik perantaraan. Tetapi perubahan yang dipantulkan cukup mendasar: persaingan rangkaian pengisian tenaga, telah masuk ke peringkat 'adakah ia berguna' dari 'ada atau tidak'; dari perjuangan sendirian syarikat kereta, menuju kepada pembangunan ekosistem bersama melintasi industri dan sempadan negara.

Bagi BYD, 2000 stesen ini adalah satu batu asas bagi jenama bergerak dari 'kepemimpinan produk' menuju 'kepemimpinan ekosistem'. Bagi seluruh industri, ia menyediakan contoh yang patut difikir berulang kali: dalam setengah bahagian kedua perlumbaan tenaga baharu, siapa yang boleh buat pengalaman perjalanan pengguna lebih tenang, siapa yang menguasai inisiatif mentakrif masa depan. Dan perkara ini, tidak pernah hanyalah tentang bilangan stesen pengecasan.

17 September 2026, Beijing, upacara penandatanganan kerjasama rasmi antara BYD dan Yayasan Amal Dongrun telah diadakan. Kedua-dua pihak mengumumkan kerjasama yang berfokus pada "Piala Dongrun", kejohanan bola sepak sekolah menengah kebangsaan untuk belia, mengalihkan tenaga organisasi kejohanan, pembinaan pasukan sekolah, dan sokongan pertumbuhan belia secara berterusan ke sekolah menengah di daerah.

Ini bukanlah kali pertama BYD memberi perhatian kepada bola sepak belia. Sejak tahun 2024, BYD telah mengatur lebih daripada 200 orang pelajar bola sepak muda ke Jerman, Jepun, Sepanyol, Thailand, Itali, Brazil, Mexico, dan lokasi lain, untuk berkongsi pengalaman dengan kelab luar negara, serta melangkah ke arena antarabangsa seperti Piala Eropah dan Piala Dunia. Kini, perhatian ini berkembang daripada "melihat dunia yang lebih besar" ke arah "memberikan gelanggang yang menjadi milik mereka sendiri".

Apabila teknologi dan kebajikan berjalan seiring, nilai teknologi akhirnya harus kembali kepada manusia. Bateri Blade Generasi Kedua BYD dan teknologi cas pantas baharu, masih mengekalkan kecekapan pengisian tenaga yang tinggi dalam persekitaran suhu rendah, menjadikan perjalanan jauh dan penggunaan kenderaan luar lebih tenang; sebahagian model juga dilengkapi dengan Sistem Mata Dewa 5.0, menyokong bantuan navigasi bandar, bantuan navigasi lebuhraya, dan bantuan parkir semua situasi, untuk menemani setiap permulaan perjalanan dengan cara yang lebih pintar.

Piala Dongrun membiarkan pentas kepada pelajar sekolah menengah biasa di daerah seperti Xinjiang, Yunnan, Shaanxi, Jiangxi, dan tempat-tempat lain. Bagi ramai kanak-kanak, bola sepak tidak kekurangan kasih sayang, ia kekurangan peluang untuk bermain berterusan, diperhatikan dan disokong.

"Kita tidak boleh bermain untuk mereka, tetapi kita boleh membawa mereka ke gelanggang." Menerangi jalan mengejar impian bola sepak belia bukan sekadar slogan, sebaliknya menyerahkan latihan, peralatan, jurulatih, pertandingan dan peluang pertumbuhan kepada kanak-kanak sedikit demi sedikit. Pada masa hadapan, BYD dan Yayasan Amal Dongrun akan berterusan menyalurkan sumber ke sekolah di peringkat akar umbi yang lebih luas, dengan kekuatan perusahaan untuk menemani pertumbuhan bola sepak belia China.

August 2026, BYD sold 440,300 vehicles, a year-on-year increase of 17.84%. This number itself isn't surprising, after all, BYD has held the top spot in China's new energy vehicle monthly sales for 63 consecutive months. The real highlight lies in the structure.

In August, BYD's overseas sales reached 189,500 units, a surge of 134.45% year-on-year, accounting for 43.03% of total sales. This marks the fifth consecutive month BYD's overseas sales set a historical record. From January to August this year, BYD's overseas cumulative sales reached 1.158 million units, surpassing the 1.0496 million units level of the full year 2025.

Completing last year's full overseas volume in eight months indicates that the overseas market is becoming the biggest variable for BYD's growth. Against the backdrop of slowing domestic market growth, the significance of these 189,500 units is far more worth analyzing than the total of 440,000 units.

What Is Sold Overseas Is Not "Domestic Inventory", But Localized Products

Many people have a misconception about BYD's overseas expansion, thinking it is simply loading cars sold domestically onto ships for export. Actually, it is not like that.

Let's look at several key models: Yuan Plus (called ATTO 3 overseas), Dolphin, Song PLUS, Yuan UP. These are the mainstays of the overseas market, but for every regional market, BYD has implemented deep localization adaptation. This is much harder than simply selling cars.

First, let's talk about ATTO 3. This model underwent a comprehensive evolution in the European, UK, and Australian markets from 2025 to 2026. It was not just a simple logo change, it involved re-adapting at the product capability level. The European market has high standards for safety certification and energy consumption, so BYD had to make adjustments according to the EU certification system. In terms of pricing, ATTO 3's starting price in many European countries is about 38,000 euros, approx. 270,000 RMB; in Australia 45,000 AUD, approx. 208,000 RMB; in Colombia, the starting price is approx. 213,000 RMB. Same product, three markets, three pricing logics. This was not decided casually, calculated based on local purchasing power, competitor prices, and tariff costs.

Next, Southeast Asia. The Rayong factory in Thailand started production in 2024, with an annual capacity of 150,000 units, specially producing right-hand drive models like Dolphin and ATTO 3, covering the entire ASEAN market. Localized delivery share is close to 40%. Why build a factory locally? Transporting RHD cars from domestic sources is costly, local production saves on freight and enjoys tax incentives under Thailand's EV 3.0 policy.

Over in Europe, the Hungary factory is not just for building cars but also positioned as the European headquarters, responsible for EU certification testing, model localization design, and function development. Simply put, BYD is not in Europe to "sell and leave", it is to take root. So you see, BYD's overseas expansion is not just moving domestic models overseas intact, but relying on a mature product system -- e-Platform, Blade Battery, DM-i Hybrid Technology -- for localization matching. The product foundation is its own, but targeted adjustments were made for different regional users' range needs, configuration preferences, and regulatory standards. This is "product export," not "inventory liquidation."

Domestic Competition Intensified to the Extreme, Overseas Opens Second Growth Curve

Why is BYD so aggressive in overseas markets? Because the domestic market has indeed reached the limit of competition.

In 2025, BYD's global sales were 4.602 million units, a year-on-year growth of 7.7%. Compared to the performance of doubling growth in previous years, this growth rate has significantly slowed down. The penetration rate of the domestic new energy vehicle market has passed 60%, and the incremental space is narrowing. The price war has lasted from the beginning to the end of the year, profits are getting thinner. Under these circumstances, "seeking increments overseas" is not an optional question, but a mandatory one.

Of course, BYD is not the only one thinking this way. Currently, multiple automakers are competing in overseas markets. Chery has always been the "leader in going overseas", BYD's 189,500 units overseas in August are already closing in on Chery. The competition between the two in the overseas market is essentially a contest of globalization capabilities among Chinese automakers. Whoever can truly export the product system globally will get the entry ticket to the next decade.

But BYD's approach has its uniqueness. It does not rely on low-price dumping, but on product system output. In terms of pure electric vehicles, BYD's pure electric sales in 2025 exceeded 2.25 million units, a year-on-year increase of 28%, exceeding Tesla's 1.64 million units at the same time. This product capability foundation is the premise for its global localization adaptation. If the product is not good, localization adaptation is empty talk.

The logic of the overseas market is different from the domestic one. In the domestic market, "cost-performance ratio is king", overseas markets value brand, after-sales, and localized services more. BYD building factories, dealership networks, and localized designs overseas is essentially catching up on these lessons. Short-term investment is large and results are slow, but long-term, this is the only path to building brand barriers.

Opportunities Are Real, Challenges Are Also Significant

Saying BYD's overseas expansion is going great is flattery. Objectively speaking, opportunities and challenges coexist.

Opportunities are very significant. BYD new energy vehicles have entered 120 countries and regions globally, January to August overseas sales 1.158 million, year-on-year growth 134.6%, this growth curve is indeed steep. The overseas market's recognition of Chinese new energy products is improving, this is a fact. European consumers are starting to accept Chinese electric vehicles, Southeast Asian and Latin American markets are becoming more open to Chinese brands.

But challenges also exist. Trade barriers are the first hurdle. The EU has imposed additional tariffs on Chinese electric vehicles, the US market is basically closed off, these cannot be solved just by having good products. Localization factory investment is huge; Hungary factory, Thailand factory, Brazil factory, each is a heavy asset investment with a long payback period. Brand recognition also takes time to accumulate; European consumers' bias against "Chinese cars" cannot be eliminated in a day.

However, BYD's product export path does provide a reference sample for independent brand globalization.

Its core has three points: First, the product system must be mature, and the technology foundation must be strong, which is the basis for localization adaptation; Second, cannot simply export, must make localization adjustments for products, configurations, and range for different markets; Third, must be prepared for long-term investment, building factories, building networks, building brands, cannot be rushed.

Final Thoughts

BYD's August overseas sales of 189,500 units is not the end, but a new starting point. Chinese new energy vehicles moving from domestic competition to global competition, this road has just begun. BYD is running ahead, but the road ahead is long. The real test of the overseas market is not whether it can be sold, but whether it can take root. This point is more worthy of attention than single-month sales figures.

Pada Ogos 2026, BYD telah menjual 440,300 kenderaan, meningkat 17.84% berbanding tahun sebelumnya. Nombor ini sendiri tidak luar biasa, kerana BYD telah menduduki tempat teratas jualan bulanan kereta baharu elektronik China selama 63 bulan berturut-turut. Satu aspek penting yang sebenar tersembunyi dalam strukturnya.

Pada Ogos, penjualan luar negara BYD mencecah 189,500 unit, melonjak 134.45% berbanding tahun sebelumnya, mewakili 43.03% daripada jumlah jualan. Ini adalah rekod sejarah jualan luar negara BYD yang dipecahkan untuk bulan kelima berturut-turut. Januari hingga Ogos tahun ini, BYD telah menjual secara kumulatif 1.158 juta unit di luar negara, melebihi tahap 1.0496 juta unit sepanjang tahun 2025.

Delapan bulan sudah menamatkan jumlah luar negara sepanjang tahun lalu, ini menunjukkan, pasaran luar negara sedang menjadi pemboleh ubah terbesar pertumbuhan BYD. Dalam konteks perlahan pertumbuhan pasaran domestik, kepentingan 189,500 unit ini jauh lebih bernilai untuk dibongkar berbanding jumlah keseluruhan 440,000 unit.

Yang dijual di luar negara bukan "stok domestik", tetapi produk yang ditetapkan secara tempatan

Banyak orang mempunyai salah faham tentang BYD keluar ke luar negara, menganggapnya hanya muat kenderaan yang dijual di dalam negara ke atas kapal untuk diangkut. Sebenarnya, tidak seperti itu.

Mari kita lihat beberapa model utama: Yuan PLUS (dikenali sebagai ATTO 3 di luar negara), Dolphin, Song PLUS, Yuan UP. Model-model ini adalah utama dalam pasaran luar negara, tetapi setiap kali memasuki pasaran rantau, BYD telah melakukan penyesuaian penyetempatan yang mendalam. Ini lebih sulit daripada sekadar menjual kereta.

Mula dengan ATTO 3. Kereta ini melalui satu evolusi menyeluruh pada tahun 2025 hingga 2026 di pasaran Eropah, United Kingdom, dan Australia. Bukan sekadar mengganti logo, tetapi menyesuaikan semula dari segi kekuatan produk. Pasaran Eropah mempunyai standard tinggi untuk pensijilan keselamatan dan kecekapan tenaga, maka BYD perlu membuat penyesuaian mengikut sistem pensijilan EU. Dari segi harga, harga permulaan ATTO 3 di pelbagai negara Eropah kira-kira 38,000 euro, bersamaan dengan kira-kira 270,000 RMB; di Australia 45,000 AUD, bersamaan kira-kira 208,000 RMB; di Colombia, harga permulaan bersamaan 213,000 RMB. Satu produk yang sama, tiga pasaran, tiga logik penentuan harga. Ini tidak ditetapkan secara sewenang-wenangnya, ia dikira berdasarkan kuasa beli tempatan, harga pesaing, dan kos cukai import.

Mari bincangkan Asia Tenggara. Kilang Rayong, Thailand mula beroperasi pada tahun 2024, dengan kapasiti tahunan 150,000 unit, khusus menghasilkan kereta stereng kanan seperti Dolphin dan ATTO 3, merangkumi keseluruhan pasaran ASEAN. Nisbah penghantaran penyetempatan telah hampir 40%. Kenapa perlu membina kilang di lokasi? Mengangkut kereta stereng kanan dari dalam negara terlalu mahal, pengeluaran tempatan menjimatkan kos pengangkutan serta memanfaatkan insentif cukai dasar EV3.0 Thailand.

Di Eropah, kilang Hungary tidak hanya membina kereta, malah diposisikan sebagai ibu pejabat Eropah, bertanggungjawab ke atas ujian pensijilan EU, reka bentuk penyetempatan model, dan pembangunan fungsi. Secara kasarnya, BYD di Eropah bukan "jual habis lalu pergi", sebaliknya ingin berakar. Oleh itu, anda lihat, keluar BYD bukan membawa model dalam negara tanpa ubah suai, tetapi bergantung kepada sistem produk yang sudah matang — Platform e, Bateri Blade, teknologi hibrid DM-i — untuk penyesuaian tempatan. Asas produk adalah milik sendiri, tetapi dari segi keperluan perjalanan, preferensi konfigurasikan, dan standard undang-undang pengguna rantau berbeza, telah dilakukan penyesuaian yang dituju. Barulah ini "ekspor produk", bukan "eksport stok".

Persaingan domestik ke titik paling sengit, luar negara membuka lengkung pertumbuhan kedua

Mengapa BYD berusaha sedaya upaya di luar negara? Kerana pasaran domestik memang sudah mencapai titik persaingan yang paling sengit.

Pada tahun 2025, jualan global BYD mencecah 4.602 juta unit, meningkat 7.7% berbanding tahun sebelumnya. Bandingkan dengan prestasi pertumbuhan bergandaan beberapa tahun lepas, kadar pertumbuhan ini jelas melambat. Kadar penetrasi pasaran kereta baharu elektronik dalam negara sudah melebihi 60%, ruang pertumbuhan tambahan semakin menyempit. Perang harga berlaku dari awal tahun hingga akhir tahun, margin keuntungan semakin tipis ditekan. Dalam situasi begini, "meminta tambahan dari luar negara" bukan soalan pilihan, tetapi soalan wajib.

Tentu saja, BYD bukan satu-satunya yang berfikir begini. Kini banyak syarikat automotif bersaing di luar negara. Chery sentiasa menjadi "pemimpin keluar", jualan luar negara BYD pada Ogos 189,500 unit, sudah menghampiri Chery. Persaingan kedua-duanya di pasaran luar negara, pada asasnya adalah cabaran keupayaan globalisasi syarikat automotif China. Siapa boleh benar-benar mengeksport sistem produk ke seluruh dunia, orang itulah yang akan mendapatkan tiket untuk sepuluh tahun seterusnya.

Namun, strategi BYD mempunyai keunikannya. Ia bukan bergantung kepada pemindahan murah, tetapi kepada eksport sistem produk. Dari segi kenderaan elektrik tulen, pada tahun 2025, jualan elektrik tulen BYD melepasi 2.25 juta unit, meningkat 28% berbanding tahun sebelumnya, melebihi 1.64 juta unit Tesla pada masa yang sama. Asas kekuatan produk ini adalah prasyaratnya ia boleh melakukan penyesuaian penyetempatan global. Jika produk tidak baik, penyesuaian penyetempatan hanyalah perbualan kosong.

Logik pasaran luar negara berbeza dengan domestik. Domestik "harga dan nilai adalah raja", pasaran luar banyak lebih mengutamakan jenama, selepas jualan, dan perkhidmatan penyetempatan. BYD membina kilang di luar negara, membina rangkaian penjualan, dan reka bentuk penyetempatan, pada asasnya sedang menguap pelajaran ini. Dari segi jangka pendek, pelaburan besar, hasil lambat, tetapi dari jangka panjang, ini adalah satu-satunya jalan untuk membina penghalang jenama.

Peluang adalah nyata, cabaran juga tidak kecil

Mengatakan BYD keluar luar negara sangat cemerlang, itu adalah pujaan yang merosakkan. Secara objektif, peluang dan cabaran wujud serentak.

Peluang sangat ketara. BYD kereta baharu elektrik telah memasuki 120 negara dan wilayah global, Januari hingga Ogos di luar negara 1.158 juta unit, kadar pertumbuhan berbanding tahun 134.6%, lengkung pertumbuhan ini memang tajam. Persepsi positif pasaran luar negara terhadap produk baru China meningkat, ini adalah fakta. Pengguna Eropah mula menerima kereta elektrik China, Asia Tenggara, pasaran Amerika Latin sikap terhadap jenama China semakin terbuka.

Namun cabaran juga wujud. Halangan perdagangan adalah langkah pertama. EU mengenakan tambahan cukai ke atas kereta elektrik China, pasaran AS pada dasarnya tertutup, ini bukan diselesaikan dengan produk baik sahaja. Pelaburan membina kilang penyetempatan sangat besar, kilang Hungary, Thailand, Brazil, setiap satu adalah pelaburan aset berat, tempoh pulangan panjang. Persepsi jenama juga memerlukan masa terkumpul, prasangka pengguna Eropah terhadap "kereta China" tidak boleh ditiadakan dalam satu hari.

Walau bagaimanapun, laluan eksport produk BYD, benar-benar menyediakan contoh yang boleh dirujuk untuk globalisasi jenama sendiri.

Intinya ada tiga: Pertama, sistem produk perlu matang, asas teknologi perlu kukuh, ini asas penyesuaian penyetempatan; Kedua, tidak boleh eksport ringkas, perlu membuat penyesuaian penyetempatan produk, konfigurasi, dan julat perjalanan mengikut pasaran berbeza; Ketiga, perlu persediaan pelaburan jangka panjang, membina kilang, membina rangkaian, membuat jenama, tidak boleh terburu-buru.

Penutup

Jualan luar negara BYD 189,500 unit pada Ogos, bukan destinasi akhir, tetapi permulaan baharu. Kereta baharu elektrik China dari persaingan domestik ke persaingan global, jalan ini baru bermula. BYD berlari di hadapan, tetapi jalan di belakang masih panjang. Ujian sebenar pasaran luar negara, bukan sama ada boleh dijual atau tidak, tetapi sama ada boleh berakar atau tidak. Ini lebih bernilai untuk dipersoalkan berbanding nombor jualan bulanan.