June 9, BYD Chairman Wang Chuanfu clearly stated at the 2025 annual general meeting: In 5 years, BYD strives to become the largest globally in terms of scale, achieving annual production and sales of 10 million vehicles by 2030.

Goal: Benchmarking Toyota, Doubling in 5 Years

Wang Chuanfu stated that BYD's goal is to achieve annual production and sales of 10 million vehicles by 2030, at which point it will become the largest automotive group in the world. For reference, Toyota Motor Group's global sales in 2025 were 11.3226 million vehicles, while BYD's 2025 sales were 4.6 million vehicles, marking its first entry into the top 5 global automotive companies. This means BYD needs to more than double its sales within 5 years.

BYD's sales grew rapidly over the past 5 years: 730,000 in 2021, 1.87 million in 2022, 3.02 million in 2023, 4.27 million in 2024, 4.6 million in 2025. From 427,000 to 4.6 million, BYD's 5-year compound growth rate exceeded 60%.

Overseas Market: Original Target Expected to Be Exceeded

In 2025, BYD's overseas sales reached 1.0496 million vehicles, a year-on-year increase of over 145%, breaking through the 1 million mark for the first time. From January to May 2026, overseas sales of passenger cars and pickup trucks reached 614,500. Wang Chuanfu revealed that BYD has raised its 2026 overseas sales target from 1.3 million to 1.5 million vehicles, and is expected to exceed the 1.6 million target set at the beginning of the year. Currently, BYD has put overseas factories in Thailand, Brazil, Hungary, etc., into production or under construction, and plans to fully deploy fast-charging stations overseas in Q4 2026.

Capacity Bottleneck: This Year's Sales Depend on Batteries

"BYD's 2026 sales depend on battery production", Wang Chuanfu stated plainly. After the launch of the second-generation Blade Battery and fast-charging technology, orders surged, but capacity is still ramping up. Currently, second-generation Blade Battery capacity is steadily increasing at an increment of 20,000-30,000 vehicles per month, and the company is working "day and night" to meet the challenges. Wang Chuanfu expects larger capacity release in 2027, at which time both domestic and international markets will be empowered simultaneously.

Intelligence: 3.15 Million Vehicles Creating a Data Moat

BYD's investment in the field of intelligent driving is beginning to show results. Currently, BYD has deployed 3.15 million intelligent driving models globally, generating approximately 200 million kilometers of driving data daily. There are over 5,000 intelligent driving R&D engineers, with cumulative investment reaching 100 billion yuan. Wang Chuanfu predicts that L3, L4 level intelligent driving will definitely be implemented earlier. BYD has prepared in terms of chips, algorithms, data, ecosystems, etc., and will quickly launch relevant products once regulations are implemented.

2026 年 5 月 28 號下午，喺上海北外灘世界會客室，一台智己 LS9 Hyper 正式派車，上海汽車集團迎來全球第一億位用戶。伴隨呢場「全球接力派車」——旗下十五個品牌、十九款車款喺海內外同步派車，上海汽車集團成咗中國汽車工業史上首家累計產銷量突破 1 億輛嘅汽車集團，全球第八家躋身「億級俱樂部」嘅車企。

呢啲唔係一組銷量數字嘅簡單突破。由 1958 年工人用榔頭敲出第一輛鳳凰牌轎車，到而家全球累計一億輛下线，上海汽車集團七十餘年嘅成長軌跡，幾乎係整個中國汽車工業從無到有、從弱到強嘅縮影。而真正令一億輛具備行業研究價值嘅，係上海汽車集團呢幾年逐步構建起來嘅全產業鏈體系——整車、零部件、移動出行、金融、國際經營、創新業務各板塊協同運作，連續 21 年進入世界 500 強，2025 年以 450.8 萬輛嘅銷量排名全球第七，年增 12.33%。

一億輛係個有分量嘅門檻，但比呢個數字更值得關注嘅，係上海汽車集團同多數國內車企嘅兩個基本盤：海外佈局同技術積累。

海外市場方面，上海汽車集團係「走出去」時間最早、規模最大嘅中國汽車企業之一。2001 年首次實現乘用車出口，而家產品同服務已經遍布全球 170 多個國家同地區，海外累計交付超過 700 萬輛。喺海外，上海汽車集團擁有超過 100 個零部件生產基地、超過 3000 個經銷商網絡，建成倫敦等 3 大研發創新中心，以及泰國、印尼、印度、巴基斯坦 4 個生產製造中心，並組建咗中國第一嘅整車物流自營船隊。2025 年，上海汽車集團全年出口及海外市場銷售 107.1 萬輛，MG 品牌連續 11 年位居中國品牌歐洲銷量冠軍，並在澳新、中東、拉美、東南亞等地區嘅 18 個國家進入乘用車市場銷量前十。2025 年上海車展期間，上海汽車集團發布咗海外戰略 3.0——「Glocal 戰略」（全球 + 本土組合戰略），計劃未來 3 年打造包括 SUV、轎車、MPV、皮卡在內嘅 17 款全新海外車款，將 HEV 油電混合同固態電池技術逐步落地全球主流市場。由產品出海到價值鏈出海，呢條路行咗二十幾年，體系已經搭好咗，下一步睇嘅係品牌力同本地化運營嘅深度。

技術層面，有幾個關鍵進展值得提。2026 年 1 月，MG 品牌全球首款量產半固態電池車款啟動交付，截至而家交付量已經突破 1000 台，2026 年 4 月北京車展上市嘅 2026 款 MG4 搭載半固態電池起步價唔到 7 萬元，將前沿技術下放到主流消費市場，呢樣嘢喺行業裏面少見。智己 IM AD 智能駕駛系統同 Momenta 合作，已經覆蓋全球五大洲，包括泰國、墨西哥、英國、澳洲、尼泊爾、埃及、新加坡、挪威、新西蘭、阿聯酋等市場，採用嘅係無圖端到端方案，具備較強嘅全球場景適應能力。此外，由數據嚟睇，上海汽車集團喺新能源同智能網聯領域嘅研發投入累計超過 1500 億元，有效專利近 2.6 萬項，新能源汽車銷量佔比由 2014 年唔足 0.1% 躍升至 2025 年超過三分之一。

當然，一億輛係歷史積累嘅反映，真正嘅考驗喺於接下嚟嘅市場競爭。上海汽車集團內部將呢個節點稱為二次創業嘅起跑線，方向係由規模領先向質量引領、科技引領、生態引領躍遷。此前全國乘聯會秘書長崔東樹嘅評論亦點出咗關鍵：「呢 1 億輛唔係終點，而係中國汽車工業續創輝煌嘅起跳板」。中國汽車工業已經從跟跑進入並跑甚至局部領跑階段，上海汽車集團有無喺新能源、智能化、全球化三條戰線上持續拿出有競爭力嘅產品，先係決定下一個 1 億輛需要幾年嘅關鍵。但係有一點可以確定：當一家車企經歷咗一個完整產業週期嘅技術轉型同全球佈局，佢累積嘅體系能力，唔係純粹嘅銷量數字可以衡量嘅。

Written by | Wu Jing

Edited by | Huang Dalu

Designed by | Zhen Youmei

"In the current international market, the essence of 'going global' has fundamentally changed. Previously, it was called 'export', selling a car to different countries and different overseas markets. Now, with changes in the geopolitical landscape and economic and trade situation, this way is slowly becoming unfeasible."

On May 15, 2026, at the 18th Xuan Yuan Auto Blue Book Forum, Chen Jiadang, Deputy General Manager of Geely International, pointed out the turning point facing Chinese car exports.

In the past 17 years, China's automobile production and sales have maintained the top spot globally. In 2025, China's automobile exports exceeded 7 million units, ranking first globally for 3 consecutive years. Chen Jiadang pointed out that China's automobile going global has entered a new development stage. The traditional 'one-size-fits-all' product export model is unsustainable. The core of globalization has shifted to regionalization, fragmentation, and localization.

He summarized car company going global into four major stages:

The first is the trade export stage. Selling complete vehicles overseas to achieve growth from 0 to 1. However, this stage lacks sufficient brand accumulation. Channel and service networks in the region are incomplete, and the risk resistance capability is weak.

The second stage is brand going global. Car companies build marketing companies overseas, spreading and building their own brands in overseas markets through a combination of general agency and direct distribution.

The third stage is capacity and industry going global. Layoutting KD factories overseas, breaking through trade barriers in supply chains. Relying on regional R&D centers to develop exclusive overseas version models and synchronizing the localization of full value chain services.

The fourth stage is ecosystem going global. Promoting the going global of ecosystem services such as finance, insurance, and used cars. Simultaneously participating in the formulation of industry standards in core areas of local safety, intelligence, and energy, creating local national brands.

Based on the new era landscape, Geely has set a goal of 6.5 million group sales by 2030, with overseas sales accounting for 1/3, new energy accounting for 75%, and entering the top five global automakers. In 2026, it strives to achieve 750,000 overseas sales.

Finally, Chen Jiadang also summarized the five major shifts in Geely's internationalization and globalization: the shift in market layout, the shift in product structure, the shift in business model, the shift in business philosophy, and the shift in strategic goals.

The essence of globalization is regionalization. The goal of regionalization is to make localized operations deep and thorough, taking root downwards. Chen Jiadang stated that on this strategic cognition, Geely is experiencing a transition from past technology output to value co-creation.

"In the past, we quickly made up for shortcomings in competitiveness through core technology investment and R&D. Currently, we need to enter a higher-order stage of value co-creation, sharing our core technology, outputting mature management systems and corporate values with global partners," he said.

The following is the transcript of Chen Jiadang's speech, organized by "Automotive Business Review," with minor deletions here:

Hello everyone! I am Chen Jiadang from Geely International.

Today's forum theme is 'shift', which I feel is very meaningful and aptly reflects the current stage of Chinese car brands 'going global'. I will mainly combine Geely International's practice and thinking in going global in recent years, as 2026 is also the first year of the entire Geely Internationalization future five-year strategic plan.

The essence of 'going global' has fundamentally changed

In the past 17 years, China's automobile production and sales have maintained the top spot globally without doubt. China is the world's largest automobile market. In 2025, China's automobile exports exceeded 7 million units, also ranking first globally for 3 consecutive years.

Relying on a complete industrial system and strong technological innovation capabilities, Chinese automobiles have not only achieved leapfrog development themselves but also promoted the global automotive industry towards a new era in the fields of new energy, including intelligent driving and intelligent cockpits.

On the eve of the just-concluded 2026 Beijing Auto Show, we convened overseas dealers to attend the Geely Dealers Conference and visited the Beijing Auto Show. Based on the feedback from all foreign dealer partners, the eyes of the whole world are focusing on the Chinese market as never before.

Geely Automobile is one of the most technology-innovative and intelligently leading car brands in China. We just invited dealer partners from more than 100 countries and more than 1,000 partners to Hangzhou at the end of April, holding a dealer partners conference with the theme 'Jointly Embarking on the Era of Smart Vehicles'.

Overseas dealers came to China. We showed them our full range of products, technology, and R&D strength. This exhibition was very important for Geely. Our overseas partners also saw the strength of Chinese automobiles in the field of smart technology.

High attention from the global market makes us clearly see that the international influence of Chinese automobiles is rapidly rising. In the past, Chinese brands only participated in the competition of the global market. Now it has gradually shifted to leading the transformation of the automotive industry.

Chinese automobile going global has entered a new stage. In the current international market, the essence of 'going global' has fundamentally changed. Previously, it was called 'export', selling a product to different countries and different overseas markets. Now, with changes in the geopolitical landscape and economic and trade situation, this way is slowly becoming unfeasible.

New globalization, we define it as regionalization, trending towards fragmentation and localization.

Every region, when we go to every country, the differences in policies, regulations, user needs, and industrial support changes are very obvious. In the current environment, no brand can achieve the goal of globalization with the past 'one-size-fits-all' way. So, the essence of 'globalization' has changed.

The competitive logic of the global automotive industry is迎来 a shift. This means Chinese car companies' going global is no longer simple trade expansion. It is a journey from simply going out, to going in with quality, to going up; from past product output to future technology and system output; from past 'following' to future 'leading'. I think this is a challenge for Chinese automobiles.

But this also creates an opportunity for us, an opportunity for Chinese automobile brands to stand in the mid-to-high-end positions of the global value chain.

Four stages of Chinese car companies going global

Facing such a major industry trend, we combined past car company going global and summarized it into several stages:

The first stage, we define it as trade export. In the past, we sold complete vehicles overseas, found general agents overseas, set targets, confirmed FOB price, basically selling cars to achieve growth from 0 to 1. This method actually lacked brand accumulation. Channel and service networks in the region were incomplete, and risk resistance capability was weak.

The second stage we define as brand going global. Car companies build overseas marketing companies overseas. Through a combination of general agency and direct distribution, spreading and building their own brands in overseas markets.

The third stage is actually the current stage, capacity and industry going global. Layoutting KD factories overseas, doing manufacturing overseas, layoutting supply chains to break through trade barriers. Relying on regional R&D centers, developing overseas exclusive versions, developing overseas exclusive models, defining user needs for each country according to local conditions, and developing competitive products, synchronizing the localization of full value chain services.

The fourth stage we define as ecosystem going global. This is also the stage Chinese brands are currently and will experience in the future. Promoting the going global of the entire finance, insurance, used cars, and other ecosystem services. You can also participate in the formulation of industry standards in core fields such as local safety, intelligence, and energy. We output technology, output standards, output solutions to help local countries build so-called national brands. This might be the future stage of ecosystem going global.

The above four stages are summarized through practice exploration by top global car companies, and are also a compass for Chinese car companies' going global path.

Conforming to the general trend, Geely Automobile also layoutted future five-year internationalization goals starting from 2026. The entire Big Geely proposed the strategic goal 'One Geely, Comprehensive Leadership'. By 2030, it aims to achieve 6.5 million units for the entire automobile group.

In this goal, overseas sales are to account for 1/3, and the brand should occupy the top five strategic position globally. According to such strategic planning, we also sorted out global and internationalization goals. This year we strive to achieve 750,000 units. Next year we sprint for higher targets.

Five major shifts in Geely going global

Against this background, based on Geely going global practice, I will share the following with everyone. I summarize it into Geely's internationalization, globalization going global five major shifts:

First, the shift in market layout. 80 million capacity global market, for example, USA, Canada, India, Japan & Korea might be temporarily unreachable. Other regions I think might be the main battlefield for Chinese brands overseas. Market layout shifted from past 'going out' to 'going in'. We need to deepen core regions, operate with quality. Under the new globalization background, only focusing is possible to achieve high-quality growth.

We established 'Two Alliances, Two Regions', i.e., European Union, ASEAN, North America, South America are our main battlefield. Europe is the world's most mature automobile market and also a highland for car brands. The entire market capacity is about 15 million unit volume.

We started entering Europe layoutting a few subsidiaries last year. France, Germany, UK, Spain, Netherlands, Hungary. These subsidiaries all realized opening and operation listing in the first quarter of this year. First quarter sales also performed well. The entire growth rate was as high as 400%, also becoming one of the fastest-growing brands among Chinese brands in the European market.

In ASEAN, we cooperated with Proton, deepening the market of Malaysia. Simultaneously, Indonesia KD factory landing. Simultaneously, we continue to deeply cultivate key markets such as Philippines, Thailand, Vietnam, comprehensively consolidate the ASEAN market.

North America and South America. North America is Mexico. The current market sales are also not bad. Because we layoutted a subsidiary in Mexico, and also set a relatively challenging goal. In South America, we did strategic cooperation with Renault, established a joint venture subsidiary with Renault, promoting localized production. Simultaneously relying on Renault channels, we also challenge the goal of monthly sales breakthrough 10,000 units.

From 'going out' to 'going in' then to 'going up', we realized steady overseas business growth. This year past 4 months, the entire Geely achieved 286,000 units target internationally, year-on-year growth exceeded 150%. This is the first shift, regarding the shift in market layout.

Second, the shift in product structure. In the past, Chinese automobile brands going out, most sold were fuel vehicles. We need to move from fuel-dominated to fuel and electricity together. In the fuel vehicle field, we need energy efficiency and also intelligence.

This year January-April, we new energy field export contributed 174,000 units target. The entire growth is very rapid, performance is also quite bright. But more importantly, we need to adhere to brand premiumization. Because we have the entire international, have Geely, fuel vehicles, electric vehicles, Lynk & Co, Zeekr. Zeekr brand positioning is brand upward breakthrough. With technology strength to reshape the global value of Chinese brands.

Third, the shift in business model. From past 'product output' to 'full value chain localized output'. Facing global trade barriers and regional market demands, past simple complete vehicle export has become unsustainable. Geely firmly promotes the entire business model shift. From past product output to R&D, production, sales system output. Realizing full value chain localization.

R&D end, we have R&D resources in Germany, Sweden. Integrate them into Geely's European Technology Center. Truly research and develop in the region, develop products needed in the region.

Production end, we layoutted many manufacturing bases overseas. In Malaysia, mainly taking Proton as the core, established Automotive High-tech Silicon Valley. We internally call it AHEV. Building a regional hub with 500,000 capacity.

Additionally, in sales end, we layoutted subsidiaries in many places. Building brand marketing, channel development, and after-sales service localized operating capabilities. So, globalization is not simply copying the Chinese model overseas. But landing in overseas, suitable local models. Only this way can it take root downwards in regional markets.

Fourth, the shift in business philosophy. From 'single globalization mindset' to 'depth of localized operations'. The going global of automobiles is actually also very key.

The essence of globalization is regionalization. Actually, the goal of regionalization is how to do localized operations deep and thorough, take root downwards. So, we need to co-build value ecosystem with the local. On strategic cognition, we are experiencing a transition from past technology output to value co-creation stage. In the past, we made up for competitiveness shortcomings quickly through core technology investment and R&D. Currently, we need to enter a higher-order value co-creation stage. Sharing our core technology, outputting mature management systems and corporate values with global partners.

In brand operation, we define it as the 'T' Plan for going global. 'T' is equivalent to a unified global tag for a brand. 'T' vertical can be compared to doing brand marketing in every market. Local operation takes root downwards, promoting localized brand construction, localized marketing, localized user operation. Simultaneously need to build good partner relationships with localized dealers. We pursue beauty shared by all, realizing landing and deep cultivation in the region, taking root and growing.

Actually, the root of localized operation is talent. Including regional regulations, local culture, local user preferences, product definition differentiation, even compliance, risk control, etc. Only by using local talent well can we effectively break cultural barriers, bridge the communication between brand and users.

Talent culture integration, recruiting local talent, training local talent is the true criterion for taking root overseas markets and operations.

Fifth, the shift in strategic goals. From past calling 'scale priority', going out to see how many markets, sell how many cars, to 'high-quality globalization'. Doing such strategic goal changes.

Internationalization business is the top priority for Geely's future development. So overseas business must adhere to high-quality development. We rely on brand construction, technology accumulation, product quality, and after-sales service system construction to build sustainable long-term competitiveness.

But on the development road, do not blindly pursue expansion speed. Strictly abide by the bottom line of compliance. Walk a steady and sustainable development road. Always adhere to user-centered, with globally unified strict standards for global users to provide consistent high-quality travel experience. This is about the entire strategic goal shift.

Ladies and gentlemen, we stand at the critical juncture of the era of global industry landscape reshaping. We should not only be grateful for the development advantages endowed by the era but also actively grasp the major opportunities within it. Let us use long-termism as the spear, technology innovation as the square, walk a path from following to leading, from products to brand upgrading. Geely Automobile is willing to walk towards newness together with all Chinese car companies, letting the world see the power of Chinese automobiles!

Let's let the world be full of Geely together. Thank you all!

Thank the following partners for strong support. Let us face 'shift' together and win the future together.

5月28日，在厦门举行的“2026金砖国家新工业革命伙伴关系论坛”上，工信部首批海外智能工厂案例集正式发布。全国仅13家企业标杆工厂入选，轮胎行业强势占据3席，中策、玲珑、双星的海外工厂携手上榜，标志着中国轮胎智造正式从“产品输出”向“技术标准输出”转型。

玲珑轮胎：欧洲全流程智造标杆，切入高端供应链

玲珑塞尔维亚工厂是中国轮胎行业在欧洲建成的首个全流程智能工厂，也是塞尔维亚迄今最大的绿地投资项目。工厂深度融合AI、工业大数据与机器人等技术，实现全流程自动化。在跨国协同上，玲珑构建“中国总部—欧洲工厂”数据、业务与价值流协同网络，成效惊人：单胎生产周期压缩至22分钟，交货期由35天骤降至5天，用工从约5000人优化至2200人。凭借硬核品质，该厂快速通过大众、奥迪、宝马等车企审核并获福特Q1认证，投产半年即盈利。二期扩建后将配套再生胶、光伏等绿色项目，水资源回用率超90%，实现智造与低碳深度融合。

双星轮胎：模块化高效复制，单班产能飙升150%

双星柬埔寨智能工厂年产高性能子午线轮胎850万套。工厂以ERP和MES为核心实现全流程数据贯通。其最大亮点是自主研发MEP智能信息匹配系统，攻克液体/粉体原料全流程自动化难题，单班次产能飙升150%。同时，工厂采用“模块化智造系统”，将国内成熟经验高效复制到海外，构建了适用的海外信息化路径。数据显示，该厂生产效率提升约40%，运营成本降低约30%，不良品率下降约30%，单位产品能耗降低30%以上，安全事故率大幅降低93.3%。

中策橡胶：泰国基地打造高性能子午胎智造支撑

中策泰国高性能子午胎智能工厂此次一同入选，展现了龙头企业在海外布局的硬核实力。作为中策海外产能核心支撑，该工厂通过先进智造体系与数字化管理，实现生产效率与产品品质双重跃升，为企业立足东南亚、辐射全球提供坚实保障。

业内指出，3大轮胎厂以“母工厂”形式将制造模式、技术装备与管理经验打包输出，不仅对冲地缘与关税风险、就近布局全球，海外数据更能反哺国内产线迭代。中国轮胎正将“中国方案”贡献给全球制造业，走出高质量出海新路径。

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Mengapa ia mampu di pasaran domestik?

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Pecutan 0 ke 100 km 8.2 saat, jangan rasa lambat, membawa keluarga tiga orang ke pasar raya perlukan permulaan kereta super? Untuk kegunaan rumah dan perjalanan sehari cukup, yang mengejar keseronokan prestasi ke tempat lain.

Saiz badan 4435×1855×1600 mm, wheelbase 2735 mm, pekali rintangan udara serendah 0.265 Cd, penampilan Sayap Pintar Digital 2.0, lampu siang LED selari dengan grille tertutup, lampu LED sisi, pengecaman di jalan agak bagus.

Hijau Rimba, Ungu Emas, Perak Bulan tiga warna, sediakan bajet anda dahulu sebelum pilih warna.

Mengenai interior, skrin pusat kawalan 14.6 inci dipadankan dengan instrumen LCD 10.17 inci, cip TSMC Dimensity P1 Ultra 4nm sebagai asas, RAM 24GB, kelancaran sistem didukung oleh asas perkakasan, jarang tersangkut dalam sentuhan harian.

Ruang bagasi 540 liter ditambah 90 liter peti bawah, kerusi belakang dilipat boleh dikembangkan ke 1380 liter, perkhemahan hujung minggu secara teori cukup.

Selain menyokong CarPlay dan HiCar, boleh menyelaraskan dengan peralatan rumah tangga Haier, fungsi membuka AC rumah secara jauh semasa memandu, betapa ketat keperluan ini, fikirkan sendiri dahulu sebelum buat keputusan.

Maklum balas pemilik kereta sebenar tidak boleh diabaikan, ini bahagian yang pengedar tidak akan beritahu anda secara aktif.

Sistem infotainment kadangkala skrin gelap kemudian pulih secara automatik selepas kira-kira satu minit, sebab khusus pihak rasmi tidak memberikan penjelasan yang jelas, semasa memandu tiba-tiba skrin gelap, pengalaman tidak dianggap menyeronokkan.

Penyetelan suspensi chassis agak lembut, sensasi kecondongan pada lengkung agak jelas, di jalan berlubang ada rasa mabuk laut sedikit, ini masalah konsisten yang dilaporkan oleh ramai pemilik, bukan kes tunggal.

Seluruh rangkaian tiada pemanasan stereng, tiada paparan kepala HUD, pemandu utama tiada ingatan kerusi, pasangan tukar memandu, setiap kali masuk kereta perlu tetapkan semula kedudukan kerusi, tiga tahun boleh latih pinggang.

Kontrol bising angin di lebuh raya agak biasa, pada had laju 100 km bunyi lebih ketara.

Ekosistem aplikasi infotainment agak tertutup, perisian yang boleh dimuat turun terhad, pengguna yang suka ubah suai aplikasi pihak ketiga akan menghadapi had.

Ini yang dikatakan oleh orang yang keluar wang sebenar untuk membeli kereta, simpanlah ini.

Langkah Thailand ini, satu perincian yang banyak media tidak bongkar sepenuhnya.

NEVO Q05 bukan perdagangan eksport mudah, ia pengeluaran tempatan di Wilayah Rayong, kilang Thailand Changan telah melabur lebih 10 Billion Baht, Q05 adalah model rakitan tempatan kedua.

Pengeluaran tempatan bermaksud mengelakkan duti import tinggi, bermaksud kestabilan rantai bekalan dan kelajuan respons perkhidmatan setempat, ini adalah asas sebenar untuk berdiri teguh di luar negara, lebih pasti daripada hanya pegang sasaran jualan jangkaan berteriak slogan.

Di medan Thailand, pengimej jenama BYD Yuan UP (dipanggil ATTO 2 di luar negara) sudah cukup mendalam, taktik harga Leapmotor B10 cukup ganas, ada model khas Thailand seperti Jaecoo 5 EV juga bertahan.

Di manakah kad pembezaan Q05?

Kelebihan ruang akibat wheelbase 2735 mm meyakinkan di kelas sepadan, pengecasan pantas 3C di pasaran Asia Tenggara di mana kepadatan stesen pengecasan belum tinggi adalah langkah awal, pemandu bantu dengan sokongan LiDAR masih jarang pada harga ini.

Kelemahan juga langsung, masa pengumpulan ketenaran jenama di Thailand terhad, cawangan perkhidmatan masih dalam peringkat pemasangan, pendirian reputasi tempatan perlukan masa, tiga aspek kekuatan produk ini tidak boleh dibetulkan segera, tidak boleh tergesa-gesa.

Seterusnya Oktober hendak serang Eropah, cabaran itu terhadap peraturan keselamatan, standard pengecasan, pengesahan tempatan jauh lebih tinggi daripada Asia Tenggara, ini benar-benar pertempuran keras, bernilai untuk dipantau.

Rakan-rakan yang bersedia untuk membeli di dalam negara sekarang, harga muktamad 74,900 hingga 104,900 ditambah subsidi pertukaran lama untuk baru, gabungan ruang dan konfigurasi yang dikemaskan memiliki daya saing dalam harga seumpama.

Sebelum membeli, ingat tiga perkara!!!

Pertama, julat yang menyusut musim sejuk utara adalah penyakit umum elektrik sepenuhnya, Q05 juga perlu simpan baki.

Kedua, chassis agak lembut, sebelum membeli pastikan memacu cukup 15 minit di jalan berlubang untuk ujian memandu.

Ketiga, ekosistem infotainment tertutup, orang yang suka ubah suai perisian pihak ketiga hendaklah berfikir dengan jelas dahulu sebelum tentukan.

Perihal ia keluar ke luar negara, di sebaliknya ialah seluruh rantai bekalan China sedang mengesahkan dirinya sendiri.