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Gasgoo News Recently, Avatr Technology completed a delivery ceremony at its Singapore store, and Konstantin Novoselov, Nobel Prize laureate in Physics and discoverer of graphene, officially became the 100,000th Avatr 07 owner. This landing of high-end overseas users is another example of Avatr products gaining recognition from the global top circle, and also intuitively reflects the continuous improvement in the recognition of domestic high-end intelligent electric vehicles going global.
According to Novoselov himself, his first contact with Avatr models was during his trip to Chongqing in May this year. The vehicle's exterior design, cockpit layout, and smart interaction experience were the core reasons for his choice to purchase. This is also his first Chinese brand car to be purchased, and his public evaluation verifies the advanced results of domestic new energy models in terms of design, intelligence, and quality.
Image Source: Avatr
Public data shows that Avatr 07 is positioned as an urban luxury smart SUV, relying on original design, cockpit configuration, smart technology, and safety systems to build comprehensive product competitiveness. As of now, the global delivery volume of this model has surpassed 100,000 units. It is the brand's core volume-selling model, pulling Avatr's global cumulative sales to surpass 260,000 units, providing a sales basic support for the brand's overseas expansion.
In the overseas high-end market, Avatr's pricing strategy benchmarks against international luxury models, with its Singapore market starting price exceeding one million yuan, entering the local mainstream luxury car price track. Since entering the Singapore market in July 2025, Avatr has cooperated with the local high-end automotive group DPL Premium Automobiles, landing offline channels and a localized service system. Previously, multiple overseas politicians and royal family members have purchased this brand's models, and the brand's coverage in the global high-end circle continues to expand.
Channel data shows that Avatr's current business covers 43 countries and regions globally, focusing on deepening key overseas core markets such as Southeast Asia, the Middle East, and Europe. According to the brand's plan, by 2030, it will complete market layout in over 110 countries and regions, continuously improving localized product and service systems. This Nobel laureate scholar becoming an owner is a landmark event for Chinese high-end smart electric vehicle technology and product strength gaining global authoritative recognition, and will further help the brand promote its globalization high-end market layout.
16 Julai, GAC telah menganjurkan majlis ucapan terima kasih kepada 30 juta pengguna di kilang Trumpchi. Pencapaian milestone oleh pengeluar kenderaan tidak lagi menjadi perkara baharu pada masa ini, tetapi isyarat yang dibebaskan oleh majlis ini, jauh lebih berbobot daripada nombor 30 juta itu sendiri.
Banyak orang mungkin masih ingatan tentang GAC sebagai pelajar cemerlang dalam kerjasama, tetapi upacara pelancaran model keluar kali ini boleh dikatakan menyegarkan semula pemikiran. Unit ke-29999995 hingga 29999999 yang keluar dari litar pengeluaran, Honda P7, Toyota bZ7, Qijing GT7, Aion N60, Hyper S600 semuanya seragam tenaga baharu. Yang akhirnya dikunci sebagai unit ke-30 juta ialah sebuah versi stereng kanan Trumpchi M8 PHEV, dihantar kepada bintang Thailand Tony Jaa. Jawapannya sangat jelas, era sejuta unit seterusnya bagi GAC, watak utamanya ialah tenaga baharu, medan perlawanannya ialah global.
Dari kenderaan pertama keluar sehingga melebihi 30 juta unit, GAC telah memakan masa 29 tahun. Namun, 30 juta ini bukan dihasilkan secara santai dalam keadaan mudah, tetapi diperjuangkan dalam kitaran industri yang paling sengit. Separuh tahun ini, perang harga pasaran kenderaan berterusan sepanjang masa, kerjasama secara umum menanggung tekanan, kekuatan baharu masih berkisar di garis untung rugi, namun GAC telah berlari dengan irama stabil, jumlah jualan keseluruhan 773,100 unit, meningkat 2.35% berbanding tahun lepas; jualan tenaga baharu meningkat 68.8% berbanding tahun lepas; eksport luar negara melebihi 120,000 unit, peningkatan 132% berbanding tahun lepas.
Asas kerjasama tidak hilang, tenaga baharu autonomi berjaya muncul, pasaran luar negara berkembang dengan pesat. Tiada perjudian besar yang mengambil segala-galanya, tiada pula pemerhatian yang tidak pasti, strategi stabil dan maju ini, dalam pasaran kenderaan yang gelisah sebaliknya menjadi barang terhad. Pada akhirnya, 30 juta bukan sekadar nombor jualan, ia hasil kepercayaan 29 juta pengguna selama 29 tahun, dalam masa kini pilihan berlebihan, mampu terus memenangi kepercayaan, itu sendiri adalah kekuatan sebenar.
Dalam majlis, Feng Xingya menyatakan kualiti adalah garis dasar yang tidak akan pernah diganggu oleh GAC, nilai sebenar ayat ini, dianggarkan hanya rakan-rakan yang mengenali GAC sahaja yang tahu.
Sistem kualiti GAC, berasal dari pengendapan era kerjasama, mengintegrasikan Honda TQM, pengeluaran telus Toyota dan budaya pragmatik Lingnan, membentuk logik kawalan kualiti yang unik. Orang lain seru kualiti nombor satu adalah slogan, GAC menetapkan piawaian ketat dari penyelidikan hingga ke seluruh rantaian pembuatan. Sebelum setiap kereta baharu dilancarkan, mesti siap menjalani Lima Tinggi, Satu Gunung, Satu Debu ujian persekitaran ekstrem, menyiapkan Dua Musim Sejuk, Satu Musim Panas ujian jalan sebenar, pengesahan kenderaan keseluruhan merangkumi 12 perkara utama, lebih 1500 sub-perkara, kilang mercu tanda Aion malah menggunakan pembuatan pintar digital untuk memaksimumkan kestabilan pengeluaran kuantiti.
Aspek keselamatan juga tidak main-main, Sistem Keselamatan Xingling dengan lapan sistem besar redundan ganda, telah melindungi hampir 2 juta pengguna, mengelak lebih 6.28 juta risiko tersembunyi. Bateri Danxia dipasang 1.5 juta kenderaan, perjalanan selamat melebihi 160 bilion kilometer. Lebih sukar adalah jaminan perkhidmatan, jenama autonomi terawal memperkenalkan polisi tanggungjawab tiga aspek, isu bateri, pandu pintar yang paling dibimbangi pengguna, pengeluar menanggung terus. Kesetiaan pengguna tinggi, hakikatnya hanya satu ayat, apa yang kami risaukan, ia telah dipikirkan dahulu. Apa yang kami hiraukan, ia menampung untuk kita.
Jika kualiti adalah asas, perubahan nyata yang paling ketara bagi GAC dua tahun ini, adalah melaksanakan pemikiran pengguna secara nyata.
Era kenderaan minyak, serahan kereta adalah akhir perkhidmatan, fasa kedua tenaga baharu bersaing dengan pengalaman kitaran penuh. Amalan GAC sangat pragmatik, dalam organisasi rutin menganjurkan pengguna bercakap terbuka, berhadapan mendengar pendapat, menubuhkan jabatan pemerhati pengguna khas, dari mekanisme menjamin setiap tuntutan mendapat balasan; ke luar mempercepatkan saluran menjangkau bawah, pada tahun iniancangan penambahan 1000 kedai daerah, pasaran bawah juga boleh menikmati perkhidmatan piawai.
Tindak balas dan pengisian tenaga selaras mengikut, Super Kawan 5 saat tindak balas, 2 jam diselesaikan, tidak perlu pergadihan berulang. 9 Vertikal 10 Mendatar rangkaian pengisian tenaga meliputi 213 bandar, kawasan pusat bandar 1 km mesti ada stesen, tiang cas super milik sendiri melebihi 20,000 tiang, sebenar mengurangkan kebimbangan pengisian tenaga. Musim ucapan terima kasih baharu yang dilancarkan serentak, enam jenama besar meliputi pembelian baharu, pertukaran, penambahan semua senario tawaran, hakikatnya adalah maklum balas positif terhadap pengguna -- usaha bersama dua hala sentiasa menjadi teras perniagaan.
Ramai orang merasakan GAC stabil, tetapi stabil bukan bermakna konservatif. Jumlah terkumpul pelaburan penyelidikan dan pembangunan melebihi 620 bilion yuan, pasukan penyelidikan pembangunan global melebihi 6800 orang, pelaburan teknologi sentiasa bulat tekad.
Tenaga Xingyuan meliputi penambahan julat, campuran menyuntik, dua enjin tiga laluan besar, selepas 100,000 jam ujian rak; bateri pepejal penuh telah dibina litar uji cuba sederhana, kecekapan Kuark Drive melangkaui 99%; Arsitektur Xingling membuka enam sistem kenderaan keseluruhan, prestasi komprehensif meningkat 40%. Serentak GAC tidak membina kereta dalam bilik tertutup, Huawei, CATL, Tencent dll syarikat teratas adalah rakan ekosistem, bersama membina ekosistem perjalanan pintar.
Dari kumpulan pembuatan kereta ke kemajuan syarikat teknologi ekosistem, ialah matlamat jelas GAC. Menengok ke belakang industri kereta China, GAC ialah sampel yang mewakili, dari belajar teknik dari kerjasama, ke autonomi menguasai teras, ke tenaga baharu ke luar negara, tepat adalah ringkasan industri kereta China dari besar ke kuat.
Ditulis di akhir, hari ini pembaharuan industri mempercepat, jenama pengembangan agresif jatuh tidak sedikit, pemain mempertahankan stok berhenti juga banyak. Sebaliknya GAC seperti ini dapat kekalkan kualiti, boleh menunjukkan teknologi, meluaskan corak strategi, membuatkan orang yakin. 29 tahun mengasah satu pedang, 30 juta hanyalah permulaan baharu, fasa kedua tenaga baharu, kad stabil ini akan mengeluarkan lebih kejutan.
2026年7月16日，广汽集团传祺工厂的聚光灯下，第3000万辆汽车——广汽传祺M8 PHEV缓缓驶出生产线，交付到国际动作巨星托尼·贾手中。这个画面没有华丽的辞藻堆砌，却像一记重锤，敲响了中国制造的强音。
3000万辆，不是冷冰冰的数字，而是广汽用29年光阴，在电动化、智能化浪潮中一步一个脚印踩出的坚实足迹。这背后，是无数车主与广汽共同书写的信任故事，更是中国汽车产业从“追赶者”到“引领者”的生动缩影。
硬核拆车拆出“中国质造”
广汽集团将“品质第一”刻入企业基因，构建了覆盖研发、生产、供应链的严苛全链条品质管控体系。广汽传祺GS4作为广汽的明星车型，其第一代产品曾创造“跑了50万公里无大修”的纪录。在近期广汽直播间的硬核拆车实验中，这辆行驶超50万公里的GS4经拆解验证，发动机、变速箱等核心部件状态依然良好，以铁的事实印证了广汽产品的可靠品质。
这种对产品耐用性的极致追求，源于广汽对制造工艺的精益求精：采用全球领先的智能制造技术，每辆车出厂前，都要在测试场模拟用户用车十年，从漠河的极寒到吐鲁番的酷热，从搓板路到陡坡，一个不落。正是这种“较真”，让广汽的车成了用户口中的“开不坏的传祺”。
在电动化、智能化浪潮下，广汽持续以技术创新巩固品质优势。广汽埃安的“弹匣电池”系统通过结构优化与材料创新，实现电池安全性能突破，刺穿实验不起火、不爆炸；广汽“星灵安全守护体系”整合智能驾驶与被动安全技术，为用户打造全方位防护。正是这种对品质的长期坚守，让广汽在燃油车与新能源车领域均赢得市场口碑，成为用户信赖的基石。
体系化出海，从产品输出到价值输出
在东南亚市场，广汽精准洞察当地需求，推出适配车型；在欧洲市场，广汽聚焦高端智能电动车型，以技术实力抢占市场高地。广汽出海，不是简单“卖车”，而是带着技术、标准甚至服务团队一起扎根。
很多人只看到广汽出海增速快，却没看到它的根基有多稳。这些年中国品牌纷纷向海外拓展，但很多都只是“搬运工”模式，这种模式虽然短时间内见效快，但从长期来看天花板明显，而且“抗压”能力很低，价格战一打就完全失去优势。
而广汽集团深度融入当地生态，在泰国建立新能源工厂，与当地合作伙伴共建充电网络，实现“本地化研发、本地化生产、本地化销售”。这种看似“笨功夫”，却能长期稳住市场，实现厚积薄发。
以“1551”海外战略和“番禺行动”三年计划为指引，广汽国际一直坚持价值取胜，坚持“品质出海”、“科技出海”、“服务出海”和“生态出海”，走有广汽特色的高质量出海之路。广汽的出海实践，为中国车企提供了从“走出去”到“走上去”的范本，推动中国汽车从“产品输出”迈向“价值输出”的新阶段。
正如广汽集团董事长冯兴亚在本次活动上所言：“我们的车已经从广州驶向全球，年内将落地建成1000个海外销售服务网点，一座座海外工厂的相继投产，让广汽智造真正站上了世界舞台。
长期主义品牌经营
如果说体系化布局是构建持续增长的基本盘，那长期主义就是决定能走多远的品牌内核。面对新能源转型挑战，广汽坚持“燃油车+新能源车”双线并行，既以经典车型稳固基本盘，又大力投入电动化研发，推出多款纯电SUV，加速智电化转型。在智能化领域，广汽与华为等科技企业深度合作，攻克自动驾驶、车联网核心技术，确保技术领先性。
广汽更以社会责任践行品牌担当，积极推动绿色制造，旗下工厂广泛应用光伏+储能、数字孪生、“黑灯生产”等工艺技术，降低生产碳足迹。这种对技术、环境、用户价值的长期投入，让广汽在行业变革中始终占据主动，构筑起穿越周期的护城河。
写在最后
站在3000万辆的新起点回望，广汽的成功没有秘密：它把用户当家人，把品质当命根，把技术当刀刃。从传祺GS4的50万公里征程，到埃安弹匣电池的技术突破；从3000万用户的信赖到全球化市场的深耕，广汽用29年光阴诠释了“长期主义”的真谛。
未来，广汽集团将继续以创新驱动，在电动化与智能化的新赛道上加速前行，让中国汽车的品质、技术、品牌在全球绽放光彩，以更卓越的产品与服务回馈3000万用户的信任，为全球用户创造更美好的移动生活。3000万辆的下线，只是开始，更是广汽全球化征程的又一轮冲锋号。
Dalam pasaran SUV di Malaysia, ramai pembeli yang membandingkan Perodua Aruz dengan GWM Haval H6 ketika memilih kereta. Kedua-dua kereta ini mempunyai harga dan kedudukan pasaran yang agak hampir, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Perodua Aruz dijual dengan harga OTR di Malaysia sebanyak RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
GWM Haval H6 dijual dengan harga OTR di Malaysia sebanyak RM 139,750 - 139,750, terdapat 2 varian, termasuk 1.5L Turbo Standard (RM 140,000), 1.5L Turbo Premium (RM 155,000) dan lain-lain.
Dilihat dari harga, Perodua Aruz memang lebih murah RM 66,850 berbanding GWM Haval H6. Jika bajet anda terhad, varian masuk Perodua sudah cukup memenuhi keperluan harian. Namun perlu diingat, perbezaan harga beribu ringgit itu mungkin melibatkan kompromi pada fitur, bergantung pada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4-silinder, kuasa kuda 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
GWM Haval H6 dilengkapi sistem Hybrid, kuasa kuda 170 hp. Penggunaan bahan api rasmi 4.5 L/100km.
Dari segi kuasa, Hybrid GWM Haval H6 mempunyai 65 hp lebih berbanding enjin 1.5L 4-silinder Perodua Aruz. Namun untuk penggunaan harian di bandar, kuasa kedua-dua kereta ini sudah mencukupi dan tidak terasa kurang.
Perodua Aruz mempunyai panjang badan 4400 mm, bagasi 400 L.
GWM Haval H6 mempunyai panjang badan 4400 mm, bagasi 400 L.
Dimensi kedua-dua kereta hampir sama, perbezaan ruang dalaman tidak ketara. Kereta dalam tahap ini sudah cukup untuk kegunaan harian.
Perodua Aruz menggunakan kaedah pemanduan FWD.
GWM Haval H6 menggunakan kaedah pemanduan FWD.
Kedua-dua kereta menggunakan kaedah pemanduan yang sama, iaitu FWD, rasa memandu harian tidak akan terlalu berbeza.
Secara keseluruhan, Perodua Aruz dan GWM Haval H6 adalah model yang sangat bagus di pasaran Malaysia. Memilih yang mana, terutamanya bergantung pada keperluan peribadi dan bajet anda. Kami menyarankan anda membuat kajian, membandingkan tawaran harga di beberapa dealer kereta, lalu buat uji memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara penting, meluangkan masa membuat kajian pasti tidak rugi.
16 Julai, aktiviti ucapan terima kasih 30 juta pengguna Kumpulan GAC telah diadakan di kilang GAC Trumpchi. Dari keluaran unit kenderaan lengkap pertama kali sehingga penghantaran unit ke-30 juta, GAC telah melalui 29 tahun perkembangan. Di sebalik angka 30 juta ini, terdapat ketabahan GAC dalam mempertahankan kualiti dan keselamatan secara jangka panjang, tekad untuk beralih ke arah elektrifikasi dan kepintaran, serta merupakan satu gambaran ringkas bagi industri automotif China yang berkembang daripada besar kepada kuat dan daripada pengembangan skala kepada lonjakan nilai.
Dalam acara tersebut, pelbagai pangkalan pengeluaran GAC di seluruh dunia disambungkan secara serentak. GAC Honda P7, GAC Toyota Platinum Pintar 7, Qijing GT7, GAC Aion N60, GAC Hyper S600 masing-masing sebagai unit ke-29999995 hingga unit ke-29999999 GAC keluaran secara berturutan. Akhir sekali, versi stereng kanan GAC Trumpchi M8 PHEV muncul bersinar di pentas lokasi acara sebagai unit ke-30 juta kenderaan lengkap. Tampilnya matriks model kenderaan tenaga baharu sepenuhnya di semua jalur pengeluaran menjadi bukti jelas usaha pantas GAC dalam memajukan elektrifikasi dan transformasi kepintaran.
Selepas itu, Presiden Kumpulan GAC, Feng Xingya, menyerahkan kunci unit ke-30 juta kepada Tuan Tony Jaa, seorang pemilik kenderaan dari Thailand. Saat ini tidak hanya sekadar nombor, tetapi juga merupakan saksi kehangatan komitmen timbal balik antara GAC dengan pengguna di seluruh dunia.
Kepercayaan yang merentasi gunung dan laut ini adalah landasan GAC untuk berjaya dalam perubahan industri. Sepanjang setengah tahun pertama tahun ini, jualan Kumpulan GAC mencapai 773,100 unit, meningkat 2.35% berbanding tempoh yang sama tahun lalu, di mana jualan kenderaan tenaga baharu meningkat 68.8%; eksport luar negara melebihi 120,000 unit, meningkat pesat 132% berbanding tahun lalu, menunjukkan irama yang stabil semasa industri sedang mengalami pembaharuan mendalam.
"Kualiti adalah batas yang tidak akan pernah dilepaskan oleh GAC." Feng Xingya menyatakan dalam ucapan penutup. Dalam pembangunan GAC, pertumbuhan skala sentiasa mempunyai kualiti sebagai asas. Dari peringkat penyelidikan dan pembangunan hingga pembuatan, GAC telah membina sistem pengawalan kualiti yang ketat sepanjang rantai: Sebelum pelancaran mana-mana model baharu, ia mesti melalui ujian persekitaran ekstrem seperti suhu rendah, tinggi, tinggi (altitude), kelembapan tinggi, korosi tinggi, kawasan pergunungan, debu pasir yang dikenali sebagai "lima tinggi, satu gunung, satu debu", lengkap dengan "dua musim sejuk, satu musim panas" ujian jalan sebenar; dengan bantuan tapak ujian dan makmal merangkumi 12 kategori utama kenderaan dan lebih 1500 item pengesahan sub, mencapai pengesahan kualiti sistematik; Kilang Ekosistem Pintar GAC Aion sebagai "Kilang Penanda Pelopor Kenderaan Tenaga Baharu Pertama di Dunia", menjamin kualiti pengeluaran yang stabil dengan sistem pembuatan pintar digital.
Dari segi aspek keselamatan teknologi teras, sistem perlindungan keselamatan "Xing Ling" membina empat dimensi perlindungan, lapan sistem kritikal menggunakan reka bentuk dwi-redundan, telah melindungi hampir 2 juta pengguna, mengelakkan 6.28 juta risiko perjalanan berpotensi; Bateri "Magasin" telah dipasang secara kumulatif dalam 1.5 juta kenderaan, jarak laluan selamat melebihi 160 bilion kilometer; pihak perkhidmatan server menambah jaminan secara serentak, GAC merupakan yang pertama dalam industri memperkenalkan dasar jenama sendiri "Tiga Tanggungjawab", secara proaktif menanggung risiko masalah bateri dan bantuan memandu pintar yang menjadi perhatian pengguna, menghapuskan kebimbangan pengguna menggunakan kenderaan. Inilah pelbagai garisan keselamatan dan komitmen perkhidmatan yang menyokong keyakinan jenama di sebalik jualan 30 juta GAC.
"Apa yang menjadi perhatian pengguna, kami letakkan dalam hati; apa yang diharapkan pengguna, kami usaha dengan sepenuh tenaga." Kata Feng Xingya. Konsep berpusatkan pengguna ini telah meresap jauh ke dalam gen pembangunan Kumpulan GAC. Selama bertahun-tahun, Kumpulan GAC sentiasa berpegang pada falsafah perusahaan "Manusia sebagai asas, Kepercayaan sebagai jalan, Inovasi sebagai keutamaan", di mana teras utama "Manusia sebagai asas" adalah berpusatkan pengguna.
Di satu pihak, untuk menghadapi masalah secara langsung dan mendengar suara hati pengguna, GAC menganjurkan secara berjadual aktiviti "Pengguna Berbuka Mikro", menjemput pengguna ke "rumah", bertukar pendapat secara bersemuka. Pada masa yang sama, membina mekanisme pengurusan lengkap tertutup, memastikan setiap cadangan mendapat rawatan sewajarnya, masalah umum dioptimumkan segera kepada semua pengguna.
Di pihak lain, rangkaian perkhidmatan serentak dipercepatkan penetrasi. Di hujung saluran, memajukan pengembalian rangkaian perkhidmatan ke daerah, dalam tahun ini merancang menambah pembinaan 1,000 kedai diiktiraf daerah; di hujung respons, melancarkan perkhidmatan "Super Steward", mencapai respons 5 saat, tuntutan diselesaikan dalam 2 jam, memastikan tuntutan pengguna boleh disampaikan dengan pantas. Di hujung penambahan tenaga, membina rangkaian "9 Tegak 10 Melintang", telah meliputi 31 negeri dan 213 bandar di seluruh negara, kawasan bandar teras mencapai "1 km lurus mesti ada stesen", bilangan tiang pengecasan milik sendiri melebihi 27,000 batang, di mana tiang pengecasan pantas melebihi 20,000 batang, menyediakan perkhidmatan penambahan tenaga yang mudah untuk pemilik kenderaan tenaga baharu.
Tujuan utama aktiviti ucapan terima kasih kali ini adalah untuk memberikan balasan dan ucapan terima kasih yang tulus terhadap sokongan jangka panjang 30 juta pengguna. Di tempat acara, Feng Xingya mengumumkan, bermula hari ini, Kumpulan GAC secara rasmi melancarkan "Musim Ucap Terima Kasih Baharu Keluaran 30 Juta Unit Kumpulan GAC", enam jenama kenderaan peribadi iaitu GAC Honda, GAC Toyota, GAC Trumpchi, GAC Aion, GAC Hyper dan Qijing Automotif, akan mengeluarkan dasar ciri secara berasingan bagi pembelian baharu, penukaran hingga pembelian tambahan, membalas setiap perkongsian dan sokongan.
Dengan 30 juta sebagai permulaan baharu, GAC akan memacu inovasi, menuju perjalanan baharu elektrik dan kepintaran, membolehkan teknologi terkini benar-benar bertukar kepada rasa selamat dan kemudahan yang dapat dirasakan oleh pengguna.
Dalam bidang kuasa, Star Source Power yang dibangunkan oleh "Pasukan Jurutera Cemerlang Negara", meliputi tiga teknologi utama Star Source Extended Range, Star Source PHEV dan Star Source Super Dual Engine, akan dipasang dalam lebih banyak model untuk pengeluaran. Setiap produk mesti melalui 100,000 jam ujian rangka dan pengesahan kenderaan lengkap, jarak setara melebihi 10 juta kilometer, memastikan prestasi sentiasa stabil seperti batu karang dalam semua senario dan wilayah.
Dalam bidang "Tiga Elektrik", GAC berterusan menangani titik sakit industri pengecasan pantas bateri, jarak jauh suhu rendah, telah membina barisan pengeluaran percubaan bateri pepejal penuh, melancarkan teknologi kecekapan tenaga ekstrem, motor elektrik Quark hasil keluaran kecekahan tertinggi melebihi 99%, adalah tahap tertinggi dalam industri.
Dalam bidang rangkaian pintar, arkitektur "Star Brain Super" terus berevolusi, menghubungkan enam sistem termasuk bantuan memandu pintar, kabin pintar, kuasa, chassis, badan, rangkaian kenderaan, mencapai "satu otak mengawal seragam", prestasi menyeluruh meningkat 40%; Kabin Pintar Star River mencapai integrasi hujung-awan, menjadikan kereta benar-benar rakan "bisa berfikir, faham hati". GAC juga akan berganding bahu dengan rakan terkemuka seperti Huawei, CATL, Didi, Tencent, Alibaba, untuk bersama-sama membina ekosistem pintar AI yang lebih kuat.
Hingga kini, jumlah pelaburan penyelidikan dan pembangunan Kumpulan GAC melebihi 62 bilion yuan, pasukan penyelidikan dan pembangunan global melebihi 6,800 orang. Pelaburan teknologi berterusan sedang mendorong produk GAC berevolusi daripada alat pengangkutan biasa kepada rakan perjalanan pintar, ruang pintar bergerak, ekosistem tenaga hijau.
Merusung ke masa depan, GAC akan berterusan menggunakan inovasi teknologi sebagai pendorong utama, menggunakan pelan globalisasi sebagai laluan pembangunan, mempercepatkan evolusi ke GAC Teknologi Ekologi, bersama-sama dengan lebih banyak pengguna menuju masa depan yang lebih pintar, lebih hijau, dan lebih luas.
On July 16, the GAC Group 30 Million User Gratitude Event was held at the GAC Trumpchi factory. Leaders from Guangdong Province, Guangzhou City, and Panyu District, Fu Bingfeng, Executive Vice President and Secretary-General of China Association of Automobile Manufacturers, Feng Xingya, Chairman of GAC Group, He Xianqing, General Manager, and other members of the leadership team, industry partners, suppliers, dealer representatives, and domestic and international owner representatives, staff representatives, and media representatives all attended together, witnessing the milestone moment of GAC welcoming its 30 millionth user.
From the first whole vehicle off the line to the delivery of the 30 millionth vehicle, GAC has experienced a 29-year development journey. Behind the number 30 million is the choice and trust of tens of millions of users, GAC's long-term determination to uphold quality and safety, the determination to transform towards electrification and intelligence, and a microcosm of the Chinese automotive industry growing from large to strong, from scale expansion to value leap.
Global Synchronization: Smart New Energy Matrix Demonstrates Transformation Process
At the event site, GAC's global multi-base production bases were connected simultaneously. GAC Honda P7, GAC Toyota Platinum 7, Qijing GT7, GAC Aion N60, and GAC Hyper S600 were 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 made a brilliant appearance on the on-site stage as the 30 millionth whole vehicle. The collective appearance of the new energy vehicle off-line model matrix became direct evidence of GAC advancing its electrification and intelligence transformation with full speed.
Subsequently, Feng Xingya handed the key to the 30 millionth vehicle into the hands of Thai owner Mr. Tony Jaa. This moment captured is not just a number, but a warm witness of GAC and global users "running towards each other".
This trust spanning mountains and seas is exactly the confidence for GAC to break through in the industry upheaval. In the first half of this year, GAC Group sales reached 773,100 vehicles, an increase of 2.35% year-on-year, among which new energy vehicle sales increased by 68.8% year-on-year; overseas exports broke through 120,000 vehicles, a surge of 132% year-on-year, running a steady rhythm during the industry's deep reshaping period.
Quality as Foundation: Building Confidence for Millions of Users' Travel
"Quality is the bottom line GAC will never concede." Feng Xingya stated in his summary speech. In GAC's development, scale growth has always maintained quality as the background. 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 to build a quality management model centered on "Integration and Innovation". The focal point of everything is to create good cars that make users feel confident driving, worry-free using, and comfortable sitting.
From the R&D end to the manufacturing end, GAC has established a strict quality control system along the entire chain: before each new car goes on the market, it must undergo extreme environment testing in high cold, high temperature, high altitude, high humidity, high corrosion, mountain areas, and sand dust, completing "Two Winters, One Summer" on-site road tests; assisted by test grounds and laboratories covering 12 major items and over 1,500 verification sub-items for the whole vehicle, achieving systematic quality verification; GAC Aion Intelligent Eco Factory, as the "Global First New Energy Vehicle Lighthouse Factory", ensures stable quality of mass-produced products with a digital intelligent manufacturing system.
At the core safety technology level, the Xingling Safety Guardian System builds four protection dimensions, with eight key systems adopting dual redundancy design, having already guarded nearly 2 million users and avoiding 6.28 million potential travel risks; the Box Battery has accumulated 1.5 million vehicles on board, with safe driving mileage exceeding 160 billion kilometers; the service side simultaneously adds guarantees, GAC was the first in the industry to launch the independent brand "Three Responsibilities" policy, proactively covering the bottom line for user concerns on battery and intelligent driving assistance, dispelling user concerns about vehicle use. It is precisely these security lines and service commitments that support the brand confidence behind GAC's 30 million sales.
User Orientation: Building a Full-Cycle Warm Service System
"What users care about, we put in our hearts; what users expect, we go all out." Feng Xingya stated that this user-centric concept has long been deeply integrated into the development genes of GAC Group. For many years, GAC Group has always adhered to the corporate concept of "People First, Trust as Way, Innovation First", where the core meaning of "People First" is precisely taking users as the foundation.
On one hand, to face problems and listen to user voices, GAC regularly holds user full open-mic events, inviting users to the "home" for face-to-face exchange. Meanwhile, establishing a full-process closed-loop management mechanism ensures that every suggestion can be properly handled, and common issues are optimized for the full volume of users immediately.
In addition, GAC also established a dedicated user insight department and promoted the full-process change from problem discovery to solution, guaranteeing user requests are answered item by item and matters are settled item by item from an organizational mechanism perspective.
On the other hand, the service network accelerates penetration simultaneously. At the channel end, promoting service network sinking into counties, with plans to add 1,000 county-level authorized stores within the year; at the response end, launching "Super Butler" service, achieving 5-second response, 2-hour request completion, guaranteeing user requests are reached and processed fast. At the replenishment end, building a "9 Vertical 10 Horizontal" replenishment network, already covering 31 provinces and 213 cities nationwide, with "a station within 1 kilometer in straight line" in core urban areas, with self-operated charging piles exceeding 27,000 roots, among which super-fast charging piles broke through 20,000 roots, providing convenient replenishment services for new energy vehicle owners.
The core theme of this gratitude event is to pay sincere feedback and thanks for the long-term support of 30 million users. At the event site, Feng Xingya announced that starting from today, GAC officially launches the "GAC Group 30 Million Vehicle Exit · Renew Gratitude Season". GAC Honda, GAC Toyota, GAC Trumpchi, GAC Aion, GAC Hyper, and Qijing Automotive, the six passenger car brands, will introduce characteristic policies around new purchase, exchange to additional purchase respectively, to feedback every companionship and support.
Tech Centripetal: Empowering Real Travel with Cutting-edge Technology
With 30 million as a new starting point, GAC will drive innovation to move towards a new journey of electrification and intelligence, letting cutting-edge technology truly transform into user-perceivable peace of mind and convenience.
In the power field, Xingyuan Power developed by the "National Excellent Engineer Team", covering Xingyuan Extended Range, Xingyuan Plug-in Hybrid, and Xingyuan Super Twin-engine three technologies, will be equipped with more mass-produced vehicle models. Each product must undergo 100,000 hours of bench and whole vehicle verification, equivalent mileage exceeding 10 million kilometers, ensuring performance remains steady as a rock under all scenarios and regions.
In the "Three Power" field, GAC continues to tackle battery super-fast charging, low-temperature range, and other industry pain points, having built a full solid-state battery pilot production line, launching extreme energy consumption technology, with the mass-produced Quark E-drive motor highest efficiency breaking through 99%, the highest level in the industry.
In the intelligent networking field, the Super Brain Xingling Architecture continues to evolve, connecting intelligent driving assistance, smart cockpit, power, chassis, body, and internet of vehicles six systems, achieving "One Brain Unified Command", with comprehensive performance improved by 40%; Star River Smart Cockpit achieves end-cloud integration, letting cars become true "thinking, understanding people" partners. GAC will also stand shoulder to shoulder with top partners such as Huawei, CATL, Didi, Tencent, and Alibaba to build a stronger AI smart eco.
So far, GAC Group cumulative R&D investment exceeded 62 billion yuan, global R&D team exceeds 6,800 people. Continuous technical investment is pushing GAC's products from transportation tools to intelligent travel partners, mobile smart spaces, and green energy ecosystems.
Looking to the future, GAC will continue to anchor user needs, build on quality, take technological innovation as core drive, take global layout as development path, accelerating the upgrade to Eco-tech GAC, walking side by side and achieving each other with more users, jointly rushing to a smarter, greener, and broader future.
Tiga Rekod Guinness Ada di Tangan! Geely 'Tanda Petir 16-in-1' Penggerak Elektrik, Mengunci Puncak Penggerak Elektrik Global
Pada 16 Julai, Kumpulan Kereta Geely secara rasmi melancarkan 'Penggerak Pintar 16-in-1 Tanda Petir' Geely Galaxy yang pertama di dunia. Dengan bergantung kepada pengumpulan teknologi bertahun-tahun daripada Teknologi Xingqu dan penstrukturan industri yang lengkap, penggerak elektrik baharu ini mencapai lompatan generasi dalam penjimatan tenaga, prestasi dan kebolehpercayaan, serta mengangkat pengalaman penggunaan harian kenderaan elektrik tulen ke tahap baharu. Geely Galaxy TT yang pertama kali dipasang penggerak ini, berjaya meraih dua rekod dunia Guinness dengan sekali imbas: 'Penggunaan tenaga terendah dalam kenderaan sedan elektrik tulen yang dihasilkan secara besar-besaran memutar Tasik Qinghai' dan 'Anggaran drif dua kereta berpasukan berterusan paling lama di permukaan jalan basah (kenderaan elektrik)', membuktikan kekuatan kepimpinan global jenama China dalam bidang penggerak elektrik dengan pencapaian yang nyata.
Ciri yang paling ketara bagi 'Penggerak Pintar 16-in-1 Tanda Petir' yang dilancarkan kali ini ialah menggabungkan semula 16 fungsi perkakasan dan perisian yang sebelumnya terpisah menjadi satu, sama seperti mengemas kini beberapa peralatan yang bekerja secara berasingan sebelum ini menjadi satu sistem yang sangat bersepadu. Bukan sahaja ia mengurangkan lebih 180 komponen kecil, beratnya juga 15% lebih ringan daripada produk biasa dalam industri, malah ia dapat meluangkan 28L ruang bagasi tambahan di dalam kenderaan. Bagi pemilik kereta biasa, ia membolehkan lebih banyak bagasi dimuatkan dan lebih praktikal untuk perjalanan harian.
Dalam isu penjimatan elektrik yang paling dibimbangkan ramai, penggerak elektrik ini mencapai kecekapan keseluruhan 93.8% yang terunggul dalam industri untuk produk keluaran besar aras yang sama. Secara mudahnya, dari pemindahan arus, penukaran tenaga hingga ke pemanduan dalam semua situasi harian, setiap peringkat 'mengkik butiran' untuk mengurangkan pembaziran: Platform voltan tinggi 800V ditambah laluan penghantaran yang dipendekkan, terus mengurangkan kehilangan pemindahan arus sebanyak 80%; Cip silikon karbida yang lebih canggih, lempengan silikon yang lebih nipis dan gear berketepatan tinggi, seterusnya mengurangkan kehilangan dalam proses penukaran elektrik, magnet dan daya ke tahap terendah; Ditambah pula dengan sokongan model pentadbiran tenaga pintar Geely Xingrui AI Cloud, pada musim sejuk dengan pemanas, perjalanan jauh di lebuh raya, atau perjalanan harian dalam sesak lalu lintas bandar, sistem akan secara automatik mencari cara operasi paling penjimatan tenaga. Tanpa perlu pemilik kereta mengawal teknik pedal secara sedar, ia dapat mencari keseimbangan keselesaan dan penjimatan. Tepatlah dengan reka bentuk penjimatan tenaga yang ekstrem ini, Galaxy TT mencatatkan penggunaan tenaga elektrik super rendah 8.20 kWh/100km dalam ujian sebenar memutar Tasik Qinghai, memecahkan rekod Guinness penggunaan tenaga terendah bagi kenderaan sedan elektrik tulen yang dihasilkan secara besar-besaran memutar Tasik Qinghai.
Dari segi prestasi kuasa, ia mencapai aras barisan teratas dalam kelas yang sama. Versi pemacu empat roda mempunyai kuasa gabungan mencecah 425kW, pecutan 0-100 hanya memerlukan 3.8 saat. Yang paling sukar dicapai ialah 'laju dan stabil': Respon arahan penggerak elektrik tradisional biasanya mengambil purata 40 milisaat, tetapi dengan reka bentuk integrasi satu cip, ia ditekan terus hingga 2 milisaat tercepat, kuasa segera mengiringi serta-merta selepas pedal gas ditekan, benar-benar mencapai 'petunjuk di mana memukul di sana'; Algoritma AI juga boleh mengurangkan penyimpangan tork masa nyata daripada 3% kepada 1%, meningkatkan ketepatan keluaran kuasa roda secara besar-besaran; Ditambah lagi dengan teknologi penyejukan terarah 54 laluan, suhu maksimum motor boleh diturunkan 15 darjah Celsius, walaupun memandu dengan sengit dalam jangka masa panjang, tiada kehilangan kuasa atau penghadan tork oleh sistem akan berlaku.
Tepatlah dengan prestasi 'tanpa gangguan sepanjang laluan' ini, Galaxy TT telah melengkapkan drif dua kereta berterusan lebih 46 kilometer di atas permukaan jalan basah, memecahkan rekod yang dicipta oleh Porsche pada tahun 2020. Ramai mungkin tidak tahu, drif kenderaan elektrik tulen lebih sukar berbanding kenderaan bahan api: Pada saat memulakan drif, tork yang tepat perlu meletup dalam milisaat, membolehkan badan kenderaan masuk ke keadaan meluncur dengan lancar; Semasa proses drif, keluaran kuasa perlu dilaraskan secara berterusan, sedikit punyi penyimpangan akan menyebabkan hilang kawalan; Di bawah keadaan had beberapa puluh kilometer secara berterusan, penggerak elektrik perlu menanggung kadar pusingan tinggi dan beban haba tinggi yang berterusan, tidak boleh memicu perlindungan kerana terlalu panas. Kejayaan mencabar ini adalah seperti memberikan jaminan kepada semua pemilik kereta biasa: Walaupun menghadapi hujan lebat dan permukaan jalan basah, memanjat bukit secara berterusan atau memandu dengan sengit dalam jangka masa panjang, penggerak elektrik ini boleh mengeluarkan keluaran yang stabil dan tidak akan gagal.
Dari segi kebolehpercayaan, penggerak elektrik ini telah melalui ujian 'tahap luar silibus'. Dari bahagian tunggal hingga ke unit penggerak elektrik lengkap, sehingga kenderaan seluruh jalan raya, merangkumi lebih 9000 ujian dalam 15 bidang, telah berjaya menyelesaikan pengesahan ketahanan kumulatif 5 juta kilometer, dan telah menerima pengiktirafan berkuat kuasa 'Penggerak Elektrik Berkualiti Tinggi' oleh Pusat Automotif China. Ia juga mempunyai doktor dalam talian awan sendiri — sistem pengurusan kesihatan pintar, bergantung pada model jangkaan hayat AI untuk melakukan 'pemeriksaan kesihatan' secara aktif kepada komponen penting, memperingatkan penyelenggaraan sebelum kerosakan berlaku, mengubah 'baik selepas rosak' kepada 'penjagaan aktif', mengurangkan kadar kerosakan dari punca dalam proses penggunaan kereta.
Pada hari pelancaran, Teknologi Xingqu juga dibuka untuk umum buat pertama kali, memaparkan penyelidikan dan pembangunan penggerak elektrik, pembuatan pintar dan strategi industri rantaian lengkap Geely yang lengkap kepada dunia luar. Kini rangkaian penyelidikan dan pembuatan Teknologi Xingqu merentasi beberapa bandar di China serta Sweden dan Malaysia, jumlah paten yang dipohon melebihi 1000, lima asas pembuatan pintar mempunyai kadar automatik tertinggi melebihi 95%, ketepatan pengeluaran mencecah tahap mikron, setiap proses penggerak elektrik boleh ditelusuri secara pintar. Pada separuh pertama tahun ini, jumlah pemasangan motor Teknologi Xingqu telah kekal di TOP3 industri, produk bukan sahaja melayani jenama domestik seperti Geely Galaxy dan Zeekr, malah disuplai kepada banyak syarikat automotif antarabangsa seperti Volvo, Jaguar Land Rover dan Renault, dan telah menandatangani pesanan jangka panjang dengan beberapa syarikat automotif utama di Eropah.
Dengan ini, Geely telah memupuk tiga syarikat 'Juara Tersembunyi' iaitu Haosi Power, Jiyao Power dan Teknologi Xingqu dalam tiga bidang teras iaitu hibrid, bateri dan penggerak elektrik, membentuk sistem teknologi 'tiga elektrik' yang autonomi dan terkawal rantaian lengkap. Dari rekod Guinness perjalanan jauh lebih 2608km yang dicipta oleh Thor Electric Hybrid sebelum ini, sehingga dua rekod baharu yang dimenangi oleh Penggerak Pintar 16-in-1 Tanda Petir kali ini, Geely sedang membentuk semula piawaian teknologi kuasa kenderaan elektrik global menggunakan突破 teknikal yang nyata, dan menyuntik tenaga China yang kuat untuk inovasi dan peningkat industri kenderaan tenaga baharu di seluruh dunia.
In the first half of the year, nearly 1.2 million vehicles were sold, yet net profit plummeted nearly 60% year-on-year. This situation would hurt anyone's pocket.
On the evening of July 14, Changan Automobile released its semi-annual forecast. Net profit attributable to shareholders was expected to range from 740 million to 970 million yuan, compared to 2.291 billion yuan in the same period last year. Cutting off two-thirds like that. The net profit after deducting non-recurring gains and losses is even worse, remaining only between 230 million and 330 million yuan, a year-on-year decline of 70% to 80%.
But if you look at the sales figures, the data is actually not bad. In the first half of this year, Changan Automobile's cumulative sales were 1.1956 million units. 402,000 units sold overseas, a year-on-year growth of 35.1%. 456,000 units in New Energy Vehicles. Looking at it any way, it doesn't look like a report card from the 'edge of loss'.
Sell more, earn less. How exactly is this account balanced?
Where did the money go? Two holes
Changan itself explained two reasons in the announcement: exchange rate fluctuations and rising raw material prices. The official explanation is indeed the truth.
Let's start with exchange rates. In the first half of the year, Changan's overseas sales exceeded 400,000 units, surging 35.1% year-on-year. Cars were sold to Southeast Asia, Europe, and the Middle East, paid in US dollars and Euros. When converted back to RMB, exchange rate fluctuations shrink the balance sheet. The more sold, the greater the exchange loss. This accounting headache falls on any export enterprise, but Changan ran into a tricky spot during the stage of most intense overseas expansion.
Then there are raw materials. Lithium carbonate prices rebounded, copper and aluminum metals rose, and automotive chips followed suit. Battery and chip costs combined raised the per-vehicle cost significantly. What does over 1.1 million units mean? The difference in this accounting is truly substantial.
But the question is, if costs rise, dare prices rise too? The domestic price war is fierce. Whoever raises prices first might fall behind. Consumers buy cars based on price, while enterprises are trapped in the middle—costs pushed up, prices pressured down, squeezing the profit margin thinner and thinner.
Not just Changan, the entire industry is 'bleeding'
Changan is not shouldering this alone. Data from the China Association of Automobile Manufacturers is even more heartbreaking: In the first half of 2026, the average profit margin for domestic vehicle manufacturing dropped to 1.5%, a ten-year low. In 2023 it was still 4.8%, shrinking year by year. By this year's half, it was halved again. What does that mean? For a 200,000 yuan car, the vehicle manufacturer might only profit 3,000 yuan. Not even as much as a battery manufacturer earns.
The entire passenger car market retail volume declined over 20% year-on-year in the first half. The market is shrinking, price wars are raging, profits are falling. Saying 'the entire industry is struggling in the mud' is not an exaggeration at all.
Three cards for the second half, is it enough to turn the tables?
Changan laid out three cards.
The first card: continue pushing overseas. Qiyuan Q05 goes to Indonesia and Pakistan, Deepal S05 and S07 go to the Philippines and Australia, Avatr 07 heads to Europe. The Brazil factory started production in March with an annual capacity of 90,000 units. From export to local manufacturing, this move is significant. The overseas business proportion has risen to around 33.6%, and profit margins in overseas markets are usually higher than domestic ones—less price warfare and greater premium space.
The second card: heavy launch of new vehicles. Qiyuan Q06, A05L, and Lumin Plus, three brand new products, plus iterations of four old models. Avatr launches the second-generation product line. Deepal upgrades smart driving and three-electric systems. The significance of densely launching new cars is to open incremental space with new products, not to compete on price with opponents on old models. Qiyuan Q06 is positioned as the 'Most Beautiful SUV', launching soon, with pure electric and extended range dual power, clearly aiming to grab the compact SUV market.
The third card, possibly the most imaginative—self-developed smart driving system 'TianShu Pilot'. Divided into Pro, Max, and Ultra three versions. The Pro version comes with LiDAR as standard across the range, identifying obstacles 2 seconds earlier than human eyes at night and in tunnels. The Max version relies on 20 million human driving data points for training. The Ultra version uses the VLM visual-language large model, capable of interacting with humans. Qiyuan Q06 will become the first mass-produced vehicle to equip this system across the entire range.
Regarding smart driving, everyone is competing now. But most automotive solutions either rely on suppliers or require extra payment for options. Changan Automobile chose self-development. Whether it can create differentiation depends on the actual experience, but at least strategically, the direction is correct—using technology to fight the price war from a higher dimension, not using price to bear the technology gap.
Painful though it is, the direction is not off-track
The annual target of 3.3 million units is set there. 36% or more completed in the first half, the second half needs to sell an average of 350,000 units per month, roughly double the first half. To be honest, this task load is quite heavy.
But having said that, while profit decline is painful in the short term, it is not necessarily a bad thing in the long run. Why?
Because Changan's money was not spent recklessly. Overseas factory construction, smart driving R&D, new energy transformation, every investment is aimed at long-term competitiveness. Exchange rate fluctuation is an external shock, raw material price increase is cyclical fluctuation, price war is industry reshuffling. These are not problems unique to Changan; it is the growing pain the entire Chinese automotive industry must experience during the transformation period.
What is truly worth paying attention to is: Can these investments start paying off next year and the year after? Can the profit margins in overseas markets continue to improve? Can the smart driving system form a true technical barrier? New energy 5.2% growth—frankly, this number is a bit low, speed needs to accelerate.
Changan is not without risks. Continuous profit declines will affect cash flow, the continuity of R&D investment, and also capital market confidence. But at least the direction is not off-track. When everyone is shouting 'can't compete anymore', being able to counter the trend to push overseas and invest in technology deserves praise.
Whether the three cards for the second half can turn the tables is hard to say. But at least the cards are all there. The rest depends on how to play them.
The first half of 2026, China's car market produced a somewhat complex performance report.
Data from the CPCA shows that domestic passenger vehicle cumulative retail sales reached 8.701 million vehicles from January to June this year, a year-on-year decrease of 20.2%. Affected by the contraction in total market volume, the sales growth rate for the vast majority of automakers slowed down in the first half, and annual growth targets came under pressure.
This is because the era where "delivery volume" determines ranking and success or failure has passed. With the fuel vehicle base accelerating its momentum loss, volatility in overseas policies intensifying, and the industry's average profit margin dropping to the 3.4% warning line, the competitive dimension of China's car market is shifting from "scale competition" to "structural generation gap".
Behind the sales figures, the invisible gap that truly determines life or death has already widened.
The sales landscape has changed again
Gasgoo statistics on the sales situation of nearly 20 automakers in the first half showed a clear step-like distribution.
SAIC Group returned to the sales summit with 2.045 million vehicles, becoming the only full-vehicle group to break through 2 million vehicles so far. This time SAIC returned to first place, relying on the combined efforts of independent brands, new energy vehicles, and exports, achieved through a "radical reform" upon itself.
BYD cumulative sales for the first half reached 1.809 million vehicles. Although the domestic market had declined, relying on overseas market growth, it welcomed a recovery momentum of 403,500 vehicles in June.
Geely (1.423 million) and Chery (1.358 million) are accelerating the chase from behind, further narrowing the gap with the top two. The top tier formed by these four no longer competes on how many of a single blockbuster car was sold, but on whose full industry chain turns faster and whose overseas channels are deployed deeper.
Compared to the blossoming of the top tier, the survival status of the second sales tier exposes the cruelest side of this elimination race: the incremental volume of new energy vehicles is starting to fail to fill the gap left by the decline in fuel vehicles.
Changan is like this, selling 1.196 million vehicles in the first half, a year-on-year decrease of 17.4%. The problem it faces is that the speed of the decline in the fuel vehicle front exceeds the replacement speed of new energy brands.
GAC Group cumulative sales for the first half reached 773,000 vehicles, up 2.4% year-on-year, with moderate performance, urgently needing a new blockbuster. Perhaps the Qijing brand, built with Huawei, could be the breakthrough. Great Wall (584,000) increased slightly by 2.5%, but under the double-pronged attack from rivals on plug-in hybrids and pure electric, the shortcoming of a low proportion of new energy vehicles continues to drag down the overall market.
In this dramatic structural change, the confrontation between the camps of emerging new forces and joint venture brands is exposing deeper differences.
New forces have mostly achieved impressive growth rates. Leapmotor sold 356,000 vehicles in the first half, soaring 65% year-on-year. Zeekr, NIO, and Harmony Intelligent also had fierce offensives, especially the former two with year-on-year growth rates exceeding 60%. However, brands like Li Auto and XPeng encountered sales declines due to insufficient new product competition.
NIO's sales breakthrough was largely thanks to mutual support from three major brands: NIO, Onvo, and Firefly. For example, in an environment where the industry generally relies on aggressive pricing to exchange price for volume, Onvo delivered 42,000 vehicles in the first half, and the average transaction price held above 240,000 yuan, achieving a balance between sales growth and price stability, helping NIO achieve significant improvement in performance fundamentals.
Conversely, foreign brands continue to face pressure in China. CPCA data shows that retail sales of mainstream joint ventures decreased by 34% in June. Among them, SAIC Volkswagen shrank by over 30% in the first half, and GAC Honda was directly halved to 68,000 vehicles. The core issue foreign brands face in China remains how to break the inertia of momentum loss caused by the contraction of the fuel vehicle base and achieve scale effects in the new energy market.
Saying goodbye to broad rises, new energy vehicles enter the structural competition stage
No denying, new energy vehicles remain the deciding factor for the overall car market. In June this year, the retail penetration rate of domestic new energy passenger vehicles soared to a historical high of 62.8%, while pure fuel vehicles plummeted by 42%. But upon closer inspection, the bonus period of broad rise in the new energy market has ended.
As CPCA Secretary General Cui Dongshu put it, the new energy market is sliding towards a polarization of "high-end explosion, low-end pressure".
Data is the most direct microscope. In June, wholesale sales of Class B pure electric vehicles surged by 37% year-on-year, while sales in the A00 class pure electric market, serving as entry-level commuter tools, were directly halved by 50%. Consumers no longer buy simply for green license plates or cheapness, but have focused their gaze on products with higher configurations and stronger intelligent capabilities.
In this structural reshaping, resources are accelerating to converge at the top. Only 20 new energy automakers achieved wholesale sales over 10,000 in June, yet they accounted for 94% of the market share. Among them, independent brands took over more than 60% of the share, emerging new forces split 26%, while the share left for mainstream joint venture brands was only 4.3%.
But even within independent brands holding absolute advantages, differentiation is intensifying.
BYD locks the leading position thanks to coverage of the full price range. Geely advanced on dual lines of plug-in hybrids and pure electric vehicles, with new energy scale reaching 800,000 in the first half, and penetration rate approaching 60%. In contrast, while new energy transformation at companies like Chery, Changan, and Great Wall is accelerating, penetration rates still hover around 30%.
And in the new forces camp, the generation gap in growth rates often depends on who can trickle down high-end technologies to the mainstream market.
Leapmotor is a typical representative, with June sales reaching 93,000, far exceeding Li Auto, XPeng, NIO, etc. The explosion of Leapmotor is essentially based on full-domain in-house R&D cost control capabilities, building an SUV product matrix in the core market under 200,000 yuan, turning intelligence and high configuration into inclusive products. This extremely lethal cost-performance strategy allowed it to expand its market share under the general market pressure on the low end.
Different from Leapmotor relying on a full-spectrum blockbuster to break out upwards, NIO is achieving technology spillover downwards through sub-brands. For example, its sub-brand Onvo leverages NIO's system technology and battery swapping network, bringing 900V high-voltage architecture, self-developed chips, and operating systems, originally belonging to flagship models, into the 200,000 to 300,000 yuan family vehicle market, solving refueling anxiety for pure electric users.
In contrast, due to new products being in a replacement vacancy period or lacking sufficient competition, growth rates for some automakers like Li Auto and XPeng slowed to varying degrees in the first half.
Market increments are accelerating to concentrate at top automakers. Players who can continuously produce blockbusters and build full-spectrum matrices are building competitive barriers higher and higher.
Overseas competition has entered the "deep water zone"
While reshaping the domestic market competition landscape, the overseas market has become the second growth pole that almost all automakers are vying for.
In June this year, domestic passenger vehicle exports surged 82.3% year-on-year to 877,000 vehicles, with new energy exports soaring 152.7% even more. Exports are no longer garnishes on automaker financial reports, but have become key variables influencing the overall market.
However, in the second half of going overseas, the focus of competition has shifted from "how many cars were exported" to "whether one can establish global operations and risk resistance capabilities". In other words, single trade-type exports are entering a downward phase, while overseas localization production and globalization system construction are becoming the invisible gap that truly widens the generation gap between enterprises.
In this global leap, the differentiation at the top has already begun to show signs.
Among the automakers, Chery remains a typical "global harvestor" domestically, with cumulative exports reaching 944,000 vehicles in the first half, achieving a high-speed growth of 71.5%. Its export scale ranks first in the domestic automotive industry, with overseas sales accounting for nearly 70% of total sales. The channel advantages formed in Latin America, the Middle East, and Russia have built a very thick survival foundation for Chery.
More worthy of attention are players like BYD who are completing the leap from exporting products to exporting systems. With overseas factories in Thailand, Brazil, etc., gradually starting production, BYD's overseas sales climbed to 789,000 vehicles in the first half, nearly doubling year-on-year. Its overseas sales have accounted for 40% of total sales. This approach of "building factories in the opponent's home base" is the best way to avoid tariff barriers and achieve localization rooting.
At the same time, Geely and Changan are also accelerating tactical shifts. Geely accelerated the overseas launch of affordable series like Starship, recording an export scale of 474,000 vehicles in the first half, with June alone breaking 100,000 vehicles. Changan pulled export growth by 35% to 402,000 vehicles through overseas efforts on new energy models like Deepal and Qiyuan.
While some are accelerating, others are bearing the pressure of defending their city. SAIC exported 735,000 vehicles in the first half. Although relying on the MG brand for deep cultivation in Europe, Southeast Asia, etc., maintained stable shipments, it has already shown signs of being overtaken by Chery and BYD in the landing pace of overseas localization capacity. With competitor localization factories in Europe and Southeast Asia gradually starting operations, if SAIC cannot quickly upgrade overseas system bonuses, its past first-mover advantage will face the risk of continuous erosion.
In the new forces camp, Leapmotor took another shortcut. It cooperated with the international giant Stellantis, leveraging the latter's global channel network and production bases. Its overseas scale quickly approached 100,000 vehicles in the first half, successfully walking a path of light assets and high-efficiency globalization.
XPeng is also accelerating the expansion of the overseas market. In the first half, its overseas sales reached 32,000 vehicles, up more than 70% year-on-year, increasing the proportion of total sales to about 20%. Chairman and CEO He Xiaopeng had explicitly stated the strategic goal of "half of sales coming from overseas in the next ten years".
XPeng tries to bet directly on the global battlefield by self-operating technology, putting intelligent advantages there. Currently, the results of this strategy are initially visible. But under the current international geopolitical environment, this will put extremely high cross-cycle requirements on the enterprise's overseas supply chain elasticity.
Especially, this year's demand fluctuations in some Middle East markets, and the uncertainty of the global trade environment, objectively tested the risk resistance cycles of each automaker. The traditional single trade model relying solely on domestic production and sea shipping exports, when facing overseas policy adjustments, has a relatively short defensive depth.
This also means that the focus of competition in the second half of going overseas is no longer the frequency of sea shipping logistics, but the construction and landing of overseas localization capacity.
How to break through the final exam in the second half?
The data of half a year is just the process. What the market truly cares about is: Can the sales targets set at the beginning of the year still be completed?
According to Gasgoo Auto Research Institute's forecast, China's passenger vehicle wholesale sales in 2026 will be about 29.634 million vehicles, a slight decrease of 1.4% year-on-year. The overall market is basically treading water, meaning any automaker's growth must snatch food from opponents' mouths. At the node of the first half ending, the gaps in completion rates among each family have already widened.
BYD has not publicly disclosed clear annual sales figures, but forecasts given by UBS and other institutions are around 5 million vehicles. Supporting this massive volume is domestic full price range product coverage and the continuous release of overseas capacity. With the production launch of factories such as Thailand and Brazil, BYD's overseas expansion has upgraded from product output to system output.
Among automakers that have disclosed specific goals, Geely and Chery have higher completion rates, both around 40%, with both having clear sales pillars supporting them.
Geely's new energy penetration rate broke through 60%, running volume on dual lines of plug-in hybrids and pure electric. In the second half, its domestic market will continue to harvest 100,000 to 200,000 yuan mainstream new energy share through models like Starship E5 and Starship 7, and plans to enter the mid-to-high-end track through new products like Starship TT. Overseas will leverage affordable vehicles of the Starship series to land in Europe for volume boosting, and target overseas high-end premium markets with models like Zeekr 9X, thereby hedging against domestic involution.
Chery's overseas exports shoulder nearly 70% of sales, with channel bonuses in markets like Latin America, Middle East, Russia still being released. In the second half, Chery puts its focus on Europe and emerging markets. Through the new brand LEPAS, hybrid flagship layout in Europe, and model launches like Exeed ET8 in Russia and Central Asia, it uses a strategy of blossoming in multiple points to maintain lightweight growth throughout the year.
In contrast, Changan and Great Wall are the two with low completion rates. Changan's annual target is 3.3 million vehicles, completed 36% in the first half. In the second half, the ramp-up speed of new models like Deepal L05, Qiyuan Q06, Avatr 07 L, etc., will directly affect Changan's sales.
Great Wall's completion rate is also around 30%. Its Tank series stabilized the basic platform of hardcore off-road through plug-in hybrids, but the real volume-driving Haval brand lacks an absolute blockbuster in the new energy mass market. In the second half, whether new models like Tank 300, Haval H10 can tear open a breakthrough in the mainstream new energy market is the variable for Great Wall to reverse the situation.
SAIC also faces considerable pressure to achieve an annual target of 5 million vehicles. Its core highlights for the second half lie in whether the incremental release of new energy models like IM Motors and STELATO Z7 can be released, and whether the decline amplitude of the joint venture basic platform can be narrowed.
In the new forces camp, second half pressure also shifted to rapid volume increase of new product sequences. Leapmotor's annual target is 1.05 million vehicles, completing 30% in the first half. To achieve the target in the second half, monthly average sales need to be pulled to above 110,000. Besides the C-Series holding the basic platform under 200,000 yuan, the high-end D-Series and Lafa5 Series will become the main attackers for volume boosting.
NIO anchors its annual growth target around 40% (about 450,000 vehicles), betting most of the increment on Onvo. In the second half, as flagship models L90, L80, and new L60, etc., welcome the product explosion cycle, Onvo's market performance will directly affect NIO's final results for the year.
XPeng and Harmony Intelligent completion rates are also around 30%. XPeng will quickly increase volume in the second half relying on the global launch of new series like MONA L03, GX. Harmony Intelligent needs to rely on new products like STELATO G9, Qijing GT7, etc., to pull deliveries.
The direction of foreign joint venture brands lacks suspense. Under the pinch attack of continuously shrinking fuel base and new energy products far from forming scale, the main task for joint venture brands in the second half can only be to try to slow down the decline speed. Gasgoo Auto Research Institute forecasts that Volkswagen China is expected to reach around 2 million vehicles for the year, and Toyota in China around 1.3 million.
Of course, sales targets are only surface rulers. In January-May this year, China's automotive industry profit margin has dropped to 3.4%. In the second half, if continuing to rely solely on price cuts to boost volume, it will only further overdraft the blood-making ability of enterprises to survive in the deep water zone. At this stage, blindly stacking delivery numbers has lost practical significance.
The real deciding factor is to see whether each automaker can solidly convert the product cycles planned in hand into quality and cash flow-supported scale explosions.
Di pasaran SUV Malaysia, ramai pembeli ketika memilih kereta sering membandingkan Perodua Aruz dan Honda HR-V. Kedua-dua kereta ini dalam hal harga dan penempatan agak hampir, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek, bantu anda jimat masa membuat kajian.
Perodua Aruz di Malaysia harga OTR ialah RM 72,900 - 77,900, jumlah 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dll.
Honda HR-V di Malaysia harga OTR ialah RM 115,900 - 143,900, jumlah 4 varian, termasuk 2026 e:HEV 1.5L RS (RM 143,900), 2026 1.5T V (RM 137,900), 2026 1.5T E (RM 130,900) dll.
Dari segi harga, Perodua Aruz harga permulaan memang lebih murah RM 43,000 berbanding Honda HR-V. Jika bajet anda terhad, model permulaan Perodua sudah boleh penuhi keperluan harian. Tetapi perhatikan juga, ribuan ringgit yang murah itu, mungkin ada pengorbanan dalam kelengkapan, bergantung pada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan minyak rasmi 6.0 L/100km.
Honda HR-V dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Penggunaan minyak rasmi 7.0 L/100km.
Dari segi kuasa, Turbo 1.5L Honda HR-V mempunyai 35 kuasa kuda lebih berbanding 1.5L 4-silinder Perodua Aruz. Namun untuk penggunaan harian di bandar, kuasa kedua-dua kereta sudah cukup, tidak terasa kurang kuasa.
Penilaian keselamatan Perodua Aruz ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk.
Penilaian keselamatan Honda HR-V ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Honda SENSING (ACC, CMBS, LKAS, RDM).
Penilaian keselamatan kedua-dua kereta sama, dalam kelas ini kelengkapan keselamatan sudah diberi dengan lengkap. Kereta baru masa ini keselamatan tidak buruk, tiada perlu bimbang soal ini.
Perodua Aruz waranti 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Honda HR-V waranti 5 tahun/tanpa had jarak, selang servis setiap 10,000km atau 6 bulan.
Secara keseluruhannya, Perodua Aruz dan Honda HR-V adalah model kereta yang bagus di pasaran Malaysia. Memilih yang mana, penting lihat keperluan dan bajet anda. Disyorkan buat kajian, bandingkan harga beberapa kedai kereta, kemudian buat test drive untuk keputusan akhir. Membeli kereta adalah perkara besar, luangkan masa buat kajian tidak akan salah.
Pasar SUV di Malaysia, ramai pembeli membandingkan Perodua Ativa dan Mazda CX-30 ketika memilih kereta. Kedua-dua kereta ini berada pada julat harga dan kedudukan yang agak hampir, hari ini kita akan melakukan perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat kajian.
Harga OTR Perodua Ativa di Malaysia adalah RM 62,500 - 73,400, terdapat 3 varian, termasuk 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400) dan lain-lain.
Harga OTR Mazda CX-30 di Malaysia adalah RM 122,409 - 146,409, terdapat 4 varian, termasuk 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409) dan lain-lain.
Dari segi harga, harga permulaan Perodua Ativa memang lebih murah RM 59,909 berbanding Mazda CX-30. Jika bajet anda terhad, varian permulaan Perodua sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, beberapa ribu ringgit yang lebih murah itu, mungkin terdapat pengecualian pada kelengkapan, bergantung kepada keperluan anda.
Pencapaian Keselamatan Perodua Ativa adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Pencapaian Keselamatan Mazda CX-30 adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk i-Activsense.
Kedua-dua kereta mempunyai pencapaian keselamatan yang sama, peralatan keselamatan dalam tahap ini dianggap lengkap. Keselamatan kereta baharu sekarang tidak kurang, tidak perlu terlalu bimbang tentang hal ini.
Perodua Ativa panjang badan 4400 mm, bak muatan belakang 400 L.
Mazda CX-30 panjang badan 4500 mm, bak muatan belakang 450 L.
Dari segi ruang, badan Mazda CX-30 lebih panjang 100 mm berbanding Perodua Ativa, ruang duduk lebih unggul. Namun Perodua Ativa lebih fleksibel untuk diparkirkan di bandar, setiap satu ada kelebihannya.
Perodua Ativa menggunakan sistem pemacu FWD.
Mazda CX-30 menggunakan sistem pemacu FWD.
Sistem pemacu kedua-dua kereta sama, keduanya FWD, pengalaman memandu harian tiada beza besar.
Secara keseluruhan, Perodua Ativa dan Mazda CX-30 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih mana satu, kunci utamanya melihat keperluan dan bajet individu anda. Kami cadangkan anda membuat kajian, bandingkan lebih banyak tawaran dari pengedar kereta, kemudian buat keputusan akhir selepas uji bawa. Membeli kereta adalah perkara besar, menghabiskan masa membuat kajian tidak akan salah.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會用 BMW X5 同 Porsche Macan 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫大家節省做功課嘅時間。
BMW X5 喺馬來西亞嘅 OTR 售價係 RM 470,800 - 470,800，總共有 3 個版本，包括 1.5L Standard（RM 86,300）、1.5L Executive（RM 95,300）、1.5L Premium（RM 103,300）等等。
Porsche Macan 喺馬來西亞嘅 OTR 售價係 RM 469,000 - 469,000，總共有 4 個版本，包括 2025 55 quattro S line（RM 467,285）、2025 50 quattro Advanced（RM 361,135）、PMT 1874, Lorong IKS BukitTengah 14000 Bukit Mertajam（RM 296,610）等等。
由價錢嚟睇，Porsche Macan 嘅起步價比 BMW X5 平咗 RM 1,800。實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵都係睇整體嘅性價比同埋長期使用成本。
BMW X5 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Porsche Macan 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 InnoDrive。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 BMW X5 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Porsche Macan 嘅 InnoDrive 喺功能上有少少差異，如果你比較看重主動安全嘅話，可以仔細對比下兩者嘅功能列表。
BMW X5 車身長 4400 mm，後備箱 400 L。
Porsche Macan 車身長 4400 mm，後備箱 400 L。
兩款車嘅尺寸幾近一樣，車內空間差唔多。呢個級別嘅車，日常使用完全夠用。
BMW X5 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Porsche Macan 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
BMW X5 同 Porsche Macan 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更加看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更加在意性價比同配備，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嘅。
總體嚟講，BMW X5 同 Porsche Macan 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 BMW X7 同 Porsche Cayenne 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅對比，幫你省做功課嘅時間。
BMW X7 喺馬來西亞嘅 OTR 售價係 RM 635,800 - 694,800，合共有 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。
Porsche Cayenne 喺馬來西亞嘅 OTR 售價係 RM 609,000 - 1,200,000，合共有 3 個版本，包括 2025 Sportback 2.0T quattro S line（RM 442,112）、2026 Cayenne 3.0T（RM 609,000）、2026 Cayenne S 4.0T（RM 1,200,000） 等。
從價錢嚟睇，Porsche Cayenne 嘅起步價比 BMW X7 平咗 RM 26,800。坦白講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同埋長期使用成本。
BMW X7 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Porsche Cayenne 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 BMW X7 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Porsche Cayenne 嘅 Basic 喺功能上有些差異，如果你比較重視主動安全嘅話，可以仔細對比一下兩者嘅功能列表。
BMW X7 車身長 4400 mm，行李廂 400 L。
Porsche Cayenne 車身長 4400 mm，行李廂 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
BMW X7 保養保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
Porsche Cayenne 保養保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
BMW X7 同 Porsche Cayenne 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更重視品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，嗰就揀配置更豐富嗰款。最終仲係建議兩款都去試駕，親身體驗先至最重要。
總括嚟講，BMW X7 同 Porsche Cayenne 都係馬來西亞市場幾好嘅車型。揀邊一輛，關鍵仲係睇你嘅個人需求同埋預算。建議大家做好功課，多比較幾間車行嘅報價，再去做試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅汽車市場，好多買家喺揀車嗰陣都會拿 Proton X50 同 Kia Sportage 嚟比較。今日我哋從多個方面做個詳細對比，幫你節省咗做足功課嘅時間。
Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等等。
Kia Sportage 喺馬來西亞嘅 OTR 售價係 RM 129,639 - 179,320，一共有 4 個版本，包括 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） 等等。
從價錢睇落，Proton X50 嘅起價的確比 Kia Sportage 平咗 RM 39,839。如果你預算有限，Proton 嘅入門版已經可以滿足日常需求。但都要留意，平嘅嗰幾千蚊，可能會喺配備上要做取捨，具體要睇你嘅需求。
Proton X50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Kia Sportage 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Drive Wise。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新车安全性都唔錯，唔使太擔心這一點。
Proton X50 車身長 4400 mm，尾箱 400 L。
Kia Sportage 車身長 4400 mm，尾箱 400 L。
兩款車嘅尺寸差唔多，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
Proton X50 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Kia Sportage 保養 5 年/300,000km，保養間隔 每 10,000km 或 6 個月。
總嚟講，Proton X50 同 Kia Sportage 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵係睇你嘅個人需求同預算。建議大家做足功課，多比較幾間車行嘅報價，再去試駕做最後決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿 Hyundai Tucson 同 Ford Everest 嚟做比較。今日我哋從多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
Hyundai Tucson 喺馬來西亞嘅 OTR 售價係 RM 143,888 - 197,888，一共有 5 個版本，包括 2025 HEV 1.6T AT 2WD Prestige（RM 197,888）、2025 1.6T DCT 4WD Prestige（RM 186,888）、2025 1.6T DCT 2WD Prime（RM 164,888）等。
Ford Everest 喺馬來西亞嘅 OTR 售價係 RM 266,338 - 430,838，一共有 6 個版本，包括 2026 3.0T 4WD Platinum（RM 430,838）、2026 2.0T 4WD Platinum（RM 348,838）、2026 2.0T 4WD Sport（RM 316,838）等。
從價錢嚟睇，Hyundai Tucson 嘅起步價確實比 Ford Everest 便宜咗 RM 122,450。如果你預算有限，Hyundai 嘅入門版已經可以满足日常需求。但都要留意，便宜嗰幾千塊，可能喺配備上會有取舍，具體要看你嘅需求。
Hyundai Tucson 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
Ford Everest 搭載 2.5L Diesel，馬力 187 hp。官方油耗 8.5 L/100km。
動力方面，Ford Everest 嘅 2.5L Diesel 比 Hyundai Tucson 嘅 1.5L Turbo 多咗 47 匹馬力。不過日常喺市區開嘅話，兩款車嘅動力都夠用，唔會覺得唔夠力。
Hyundai Tucson 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 SmartSense。
Ford Everest 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Co-Pilot360。
兩款車嘅安全評級一樣，喺呢個級別裡面安全配備都算俾得好齊全。而家嘅新車安全性都不錯，唔使太擔心這一點。
Hyundai Tucson 採用 FWD 驅動方式。
Ford Everest 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區別。
總嘅嚟講，Hyundai Tucson 同 Ford Everest 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花點時間做功課絕對唔會錯。
在马来西亚的汽车市场，很多买家在选车的时候都会拿 Mazda BT-50 和 Isuzu D-MAX 来做比较。今天我们从多个方面做一个详细的对比，帮你省下做功课的时间。
Mazda BT-50 在马来西亚的 OTR 售价是 RM 140,418 - 140,418，一共有 1 个版本，包括 2025 3.0T High Plus（RM 140,418） 等。
Isuzu D-MAX 在马来西亚的 OTR 售价是 RM 95,000 - 155,000，一共有 9 个版本，包括 2026 3.0T AT 4WD X-Terrain 5 Seats（RM 162,888）、2026 3.0T AT 4WD Premium 5 Seats（RM 145,088）、2026 2.2T AT 4WD Premium 5 Seats（RM 141,771） 等。
从价钱来看，Isuzu D-MAX 的起步价比 Mazda BT-50 便宜了 RM 45,418。老实讲，在这个价位段，几千块的差距其实不算大，关键还是看整体的性价比和长期使用成本。
Mazda BT-50 搭载 2.5L Diesel，马力 187 hp。官方油耗 8.5 L/100km。
Isuzu D-MAX 搭载 2.5L Diesel，马力 187 hp。官方油耗 8.5 L/100km。
两款车用的是同一套动力系统，所以日常开起来的感受基本没有差别。油耗方面也差不多，不用太纠结这一点。
Mazda BT-50 的安全评级是 5★ (ASEAN NCAP)，主动安全系统包括 Brand ADAS。
Isuzu D-MAX 的安全评级是 5★ (ASEAN NCAP)，主动安全系统包括 ADAS。
两款车的安全评级一样，在这个级别里面安全配备都算给得很齐全了。现在的新车安全性都不差，不用太担心这一点。
Mazda BT-50 采用 FWD 驱动方式。
Isuzu D-MAX 采用 FWD 驱动方式。
两款车的驱动方式一样，都是 FWD，日常驾驶感受不会有太大区别。
总的来说，Mazda BT-50 和 Isuzu D-MAX 都是马来西亚市场很不错的车型。选择哪一辆，关键还是要看你的个人需求和预算。建议大家做好功课，多比较几间车行的报价，再去试驾做最终决定。买车是件大事，花点时间做功课绝对不会错。
在马来西亚的汽车市场，很多买家在选车的时候都会拿 Volkswagen Golf R 和 Mercedes-Benz E-Class 来做比较。今天我们从多个方面做一个详细的对比，帮你省下做功课的时间。
Volkswagen Golf R 在马来西亚的 OTR 售价是 RM 338,812 - 338,812，一共有 2 个版本，包括 2026 2.0T Standard（RM 338,812）、DCT（RM 294,800） 等。
Mercedes-Benz E-Class 在马来西亚的 OTR 售价是 RM 363,888 - 363,888，一共有 2 个版本，包括 E 200 Avantgarde（RM 350,000）、E 300 AMG Line（RM 400,000） 等。
从价钱来看，Volkswagen Golf R 的起步价确实比 Mercedes-Benz E-Class 便宜了 RM 25,076。如果你预算有限，Volkswagen 的入门版已经可以满足日常需求。但也要注意，便宜的那几千块，可能在配备上会有取舍，具体要看你的需求。
Volkswagen Golf R 搭载 2.0L Turbo，马力 220 hp。官方油耗 9.5 L/100km。
Mercedes-Benz E-Class 搭载 2.0L Turbo，马力 220 hp。官方油耗 9.5 L/100km。
两款车用的是同一套动力系统，所以日常开起来的感受基本没有差别。油耗方面也差不多，不用太纠结这一点。
Volkswagen Golf R 的安全评级是 5★ (Euro NCAP)，主动安全系统包括 IQ.Drive。
Mercedes-Benz E-Class 的安全评级是 5★ (Euro NCAP)，主动安全系统包括 。
两款车的安全评级一样，在这个级别里面安全配备都算给得很齐全了。现在的新车安全性都不差，不用太担心这一点。
Volkswagen Golf R 采用 FWD 驱动方式。
Mercedes-Benz E-Class 采用 FWD 驱动方式。
两款车的驱动方式一样，都是 FWD，日常驾驶感受不会有太大区别。
总的来说，Volkswagen Golf R 和 Mercedes-Benz E-Class 都是马来西亚市场很不错的车型。选择哪一辆，关键还是要看你的个人需求和预算。建议大家做好功课，多比较几间车行的报价，再去试驾做最终决定。买车是件大事，花点时间做功课绝对不会错。
在马来西亚的汽车市场，很多买家在选车的时候都会拿 Mazda Mazda 6 和 Volkswagen Golf 来做比较。今天我们从多个方面做一个详细的对比，帮你省下做功课的时间。
Mazda Mazda 6 在马来西亚的 OTR 售价是 RM 240,848 - 240,848，一共有 1 个版本，包括 Standard（RM 240,848） 等。
Volkswagen Golf 在马来西亚的 OTR 售价是 RM 186,530 - 186,530，一共有 1 个版本，包括 2026 1.5T R-Line（RM 186,530） 等。
从价钱来看，Volkswagen Golf 的起步价比 Mazda Mazda 6 便宜了 RM 54,318。老实讲，在这个价位段，几千块的差距其实不算大，关键还是看整体的性价比和长期使用成本。
Mazda Mazda 6 的安全评级是 5★ (ASEAN NCAP)，主动安全系统包括 Brand ADAS。
Volkswagen Golf 的安全评级是 5★ (Euro NCAP)，主动安全系统包括 IQ.Drive。
安全配备方面，两款车都拿到了不错的评级。不过 Mazda Mazda 6 的 Brand ADAS 和 Volkswagen Golf 的 IQ.Drive 在功能上有些差异，如果你比较看重主动安全的话，可以仔细对比一下两者的功能列表。
Mazda Mazda 6 采用 FWD 驱动方式。
Volkswagen Golf 采用 FWD 驱动方式。
两款车的驱动方式一样，都是 FWD，日常驾驶感受不会有太大区别。
Mazda Mazda 6 保修 5年/150,000km，保养间隔 每10,000km或6个月。
Volkswagen Golf 保修 3年/100,000km，保养间隔 每10,000km或6个月。
总的来说，Mazda Mazda 6 和 Volkswagen Golf 都是马来西亚市场很不错的车型。选择哪一辆，关键还是要看你的个人需求和预算。建议大家做好功课，多比较几间车行的报价，再去试驾做最终决定。买车是件大事，花点时间做功课绝对不会错。
在马来西亚的汽车市场，很多买家在选车的时候都会拿 Toyota Camry 和 Lexus ES 来做比较。今天我们从多个方面做一个详细的对比，帮你省下做功课的时间。
Toyota Camry 在马来西亚的 OTR 售价是 RM 221,800 - 248,800，一共有 2 个版本，包括 2025 HEV 2.5L Standard（RM 248,800）、2025 2.5L Standard（RM 221,800） 等。
Lexus ES 在马来西亚的 OTR 售价是 RM 320,888 - 371,888，一共有 4 个版本，包括 2025 250 F Sport（RM 371,888）、2025 250 Luxury（RM 356,888）、2025 250 Premium（RM 320,888） 等。
从价钱来看，Toyota Camry 的起步价确实比 Lexus ES 便宜了 RM 99,088。如果你预算有限，Toyota 的入门版已经可以满足日常需求。但也要注意，便宜的那几千块，可能在配备上会有取舍，具体要看你的需求。
Toyota Camry 搭载 2.0L 4-cyl，马力 170 hp。官方油耗 8.0 L/100km。
Lexus ES 搭载 2.0L Turbo，马力 220 hp。官方油耗 9.5 L/100km。
动力方面，Lexus ES 的 2.0L Turbo 比 Toyota Camry 的 2.0L 4-cyl 多了 50 匹马力。不过日常在市区开的话，两款车的动力都够用，不会觉得不够力。
Toyota Camry 的安全评级是 5★ (ASEAN NCAP)，主动安全系统包括 TSS 2.5。
Lexus ES 的安全评级是 TBD，主动安全系统包括 Basic。
安全配备方面，两款车都拿到了不错的评级。不过 Toyota Camry 的 TSS 2.5 和 Lexus ES 的 Basic 在功能上有些差异，如果你比较看重主动安全的话，可以仔细对比一下两者的功能列表。
Toyota Camry 保修 5年/无限制里程，保养间隔 每10,000km或6个月。
Lexus ES 保修 3年/100,000km，保养间隔 每10,000km或6个月。
总的来说，Toyota Camry 和 Lexus ES 都是马来西亚市场很不错的车型。选择哪一辆，关键还是要看你的个人需求和预算。建议大家做好功课，多比较几间车行的报价，再去试驾做最终决定。买车是件大事，花点时间做功课绝对不会错。
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