Editor's Note: Two years into the Panyu Action, GAC Group has returned to the growth channel; however, Hyper has gone from "no limits" to "monthly sales in the hundreds".

The "Panyu Action" deep reform proposed by GAC Group has been implemented for nearly two years. From a superficial data perspective, it seems the group is developing in a positive direction.

According to the group's latest sales data, from January to July, GAC Group's sales exceeded 886,000 units, a slight year-on-year increase of 1.28%; new energy vehicles were 311,700 units, a year-on-year increase of 66.2%; independent brand sales exceeded 400,000 units in the first 7 months, a significant year-on-year increase of 33.31%.

But in this seemingly prosperous development, one brand quietly disappeared from sight, and that is Hyper.

In the sales bulletin, Hyper's sales were reported bundled within "Hyper AION BU 210,400 units". Externally it looks like a 62% high growth, but when broken down, Hyper's own retail sales from January to July were 5,108 units, a drop by half compared to 14,828 units in the same period of 2025. BU merger makes the report look good, but it also hides Hyper's true situation.

In GAC Group's 2026 story of independent brand growth, AION exited the hole, Trumpchi defended the position, Qijing carried the image, all written smoothly. Only Hyper is the reverse stroke in the same story, where can it go with its monthly sales hovering in the hundreds?

The "Fig Leaf" Under Consolidated Reports

GAC launched the independent brand BU reform on December 18, 2025. Hyper and AION were the first to form the "Hyper AION BU". By the end of March 2026, the channels of both brands were fully integrated. Hyper's service network joined AION's network system of over 1,000 outlets from about 200.

The direct effect of consolidated reporting is a good-looking report: From January to July 2026, "Hyper AION BU" accumulated 210,400 units, a year-on-year increase of 62.08%, and July's single month 28,807 units, a year-on-year increase of 36.37%. However, after the denominator is expanded by AION's volume-selling cars, Hyper's hundreds-level monthly sales are completely diluted.

When the outside world questioned whether Hyper should exit with dignity, Zhongche Network contacted GAC Group's PR and sales personnel respectively. The former replied: Hyper reflects GAC's technical accumulation, currently brand operations are normal, everything follows the official announcement.

While a salesperson close to GAC admitted in communication: "Now the group talks about high new energy growth externally, BU merger is the easiest way to handle. But internally KPIs are still backed separately. Hyper's inventory coefficient and terminal discounts are much uglier than AION's.

The merger of AION and Hyper is not an isolated case in the auto industry. After traditional major factories suffer setbacks in climbing up, using "merger" to hide failed brands inside the mother brand's sales is an unspoken industry practice. But sales can be merged, user mindsets cannot——when a brand needs to rely on a brother brand's endorsement to appear in financial report summaries, its own market subjectivity has already loosened.

Four Years of Failed High-End Push

Hyper debuted in September 2022 as "AION's high-end sub-brand", starting with a million-yuan SSR supercar. The slogan was "Benchmark for Chinese high-end intelligent electric vehicles", and GAC Group had high hopes for it at the time.

Time came to 2024, to tear off the AION ride-hailing label, Hyper separated and became independent; In January 2025 it was upgraded to one of the three independent brands listed alongside Trumpchi and AION. Feng Xingya promised on the HL pre-sale site "no limits on investment for the next three years".

But the development of events seemed not smooth. In 2025, Hyper retail was about 15,150 units, completing less than 20% of the early 80,000-unit target; SSR 7 units for the year, GT 802 units, main force HT 9,885 units down 31% year-on-year, HL 4,464 units. In December 2025, after being independent for 11 months, it merged back into AION BU.

Focusing on Hyper's product line also presents a sense of "split": During SSR/GT/HT era, spoke of sports performance, HL suddenly turned to "Family Luxury Flagship", A800 embraced Huawei Qunkun Intelligent Driving for Tech Business, S600 pulled the starting price down to 179,900, fully loaded configurations but high-end narrative seems somewhat unfeasible.

In one showroom, a 1.28 million supercar and an 180,000 SUV are parked simultaneously. Sales staff speak of 1.9-second 0-100 acceleration and also HarmonyOS office. Users' brand image of Hyper is naturally diluted amidst left-right swinging.

Reviewing the long river of the entire auto industry history, the essence of high-end brands is scarcity and consistency. Porsche from 911 to Cayenne revolved around "Driving Machine", Mercedes-Benz from S to A-Class only delivered "Luxury and Prestige". In four years, Hyper tried everything: supercar, family SUV, Huawei smart driving sedan, cost-effective SUV——every one was an industry hotspot at the time, but linked together it is not a strategy.

Qijing Takes the Top, Hyper Hovers

Hyper's status became increasingly awkward after the Qijing brand was launched.

Qijing is the native fusion product of GAC + Huawei Qunkun "Shared Office, Same-Frequency Decision Making". The first GT7 was launched in June 2026, globally first equipped with Qunkun ADS 5. In July, completed over 1 billion yuan strategic capital injection introducing CATL. Feng Xingya clearly stated "Qijing is placed at the group's highest priority". Resources, scripts, channel focus clearly migrated.

Thus Hyper fell into the awkwardness of relying on neither end: Downward, S600 starting price dipped to 179,900, overlapping with AION N60/i60 price range, afraid to squeeze AION base; Upward, A800 used Huawei solution but didn't sell better than same platform GAC Toyota Platinum 7, couldn't touch Qijing GT7's pure Huawei endorsement; Internally shared supply chain channels with AION, external perception still "Slightly More Expensive AION"; Externally no differentiating long board, April 2026 A800 monthly retail 59 units, SSR has been zero for many months.

Zhongche Network noticed in GAC's mid-term meeting it stated Hyper "continuously improving high-end product layout", S600 fills high-end matrix—but when a high-end brand needs to prove its existence with "Starting from 179,900", the word "high-end" itself has become a joke.

Reviewing Hyper's development in the past few years, it's not hard to find what it stepped on is actually the common dead end of traditional auto manufacturers' new energy high-end push—the foundation isn't solid, yet rushing to build the building.

It was born at AION's potential high point, but AION's label is B-end and cost-performance, C-end high-end mindset is almost blank; Trumpchi also cannot support the facade of first-tier independent high-end. Old factories that didn't even stand up in the fuel car era, expecting to change fate just by changing names in the new energy era, was itself a house of cards.

More fatal is, high-end requires scarcity and exclusivity. When Hyper became independent, it managed to complete the homework on teams and channels, but then turned to merge BU, share channels, finally the wall of separation tore down itself.

And the most confusing for users is it had no main line spanning three years from start to finish—supercar start, switched to extended range, bet on large six-seaters, hugged Huawei, price continuously dropped. Every step accurately stepped on hotspots, but also accurately crushed its own brand cognition.

Group strategy turns, brand turns around, user just remembered and was deleted, this "wanting to do everything, holding onto nothing" swinging, is its true fatal flaw.

GAC Group H1 2026 pre-loss 4.06 billion to 4.57 billion yuan, year-on-year loss expanded by more than 60%. Independent high-end push burning cash, joint venture decline, Hyper channel repeated construction sunk costs, are all background boards. In analyst Wang Ying's view, under this financial pressure, "no limits" commitment will inevitably yield to "stop bleeding first"—BU merger essence is stop loss, not upgrade.

From the current financial statement perspective, GAC Group as a whole walked out of the adjustment period in Panyu Action, new energy and exports pulled out a second curve, Qijing takes over high-end narrative, Trumpchi M8 PHEV as the 30 millionth unit deliveryed to Thailand users, group face is passable.

But Hyper's hovering is real: It neither established itself with a single clear value like Nio or Li Auto, nor was willing to be a product sequence within the main brand like Geely Galaxy; When independent didn't tear off AION shadow, after merger even the shadow belonged to AION. 2026 hundreds-level monthly sales, January-July retail halved, means it has exited "mainstream high-end brand" competition, remaining is whether group wants to give another round of resources, what name to close the problem.

Two years of Panyu Action, GAC Group has returned to growth channel; while Hyper went from "no limits" to "monthly sales in hundreds". Same group, same round of reform, upward and downward can happen simultaneously—only the downward stroke might be destined to become a stepping stone for moving forward.

Pendahuluan Editor: Operasi Panyu selama dua tahun, Kumpulan GAC kembali ke saluran pertumbuhan; manakala Hyper dari "Tiada Had" berjalan ke "Jualan Bulanan Tiga Digit".

Reformasi mendalam "Operasi Panyu" yang digalakkan oleh Kumpulan GAC telah hampir dua tahun dilaksanakan, dari segi data permukaan,似乎集团正在向好的一面发展.

根据集团最新销量数据显示，1—7 月广汽集团销量超 88.6 万辆，同比微增 1.28%；新能源车 31.17 万辆，同比增幅 66.2%；自主品牌前 7 月超 40 万辆，同比大增 33.31%。

Tetapi dalam perkembangan yang kelihatan makmur ini, terdapat satu jenama yang tersirat secara senyap, iaitu Hyper.

Dalam laporan jualan pantas, jualan Hyper dibungkus bersama "Hyper Aion BU 210,400 unit", dari luar kelihatan 62% pertumbuhan tinggi, tetapi apabila dipisahkan, Hyper sendiri 1-7 bulan jualan runcit 5,108 unit, berbanding 14,828 unit pada masa yang sama tahun 2025 adalah terpotong separuh. Penggabungan BU membuatkan laporan nampak cantik, juga memaparkan keadaan sebenar Hyper.

Dalam kisah Kumpulan GAC 2026 yang memajukan jenama sendiri, Aion keluar dari masalah, Trumpchi mempertahankan, Enjoo menyokong imej depan, semuanya ditulis lancar. Hanya Hyper, adalah garis yang bertentangan dalam cerita yang sama, jualan bulannya yang berlegar di tiga digit ke mana akan pergi?

"Kain Penutup" di Bawah Laporan Gabungan

GAC melancarkan reformasi jenama sendiri BU pada 18 Disember 2025, Hyper dan Aion menyusun "Hyper Aion BU", sebelum akhir Mac 2026 saluran kedua jenama ini telah bergabung, rangkaian perkhidmatan Hyper dari kira-kira 200 buah disambung ke sistem rangkaian Aion lebih daripada 1,000 buah.

Keber kesan langsung penggabungan laporan adalah laporan nampak cantik: 2026 Jan hingga Julai "Hyper Aion BU" terkumpul 210,400 unit, tahun ke tahun meningkat 62.08%, bulan Julai tunggal 28,807 unit tahun ke tahun meningkat 36.37%. Tetapi penyebut yang disokong oleh kereta Aion membuatkan jualan bulanan tiga digit Hyper telah benar-benar dicairkan.

Apabila luaran memberi pertanyaan, adakah Hyper sepatutnya menarik diri dengan beradab, Laman Web Zhongche menghubungi PR dan jurujual Kumpulan GAC, yang pertama membalas: Hyper adalah manifestasi akumulasi teknologi GAC, operasi jenama semasa normal, semua tertakluk kepada pengumuman rasmi.

Sedangkan jurujual yang rapat dengan GAC dalam perbualan mengakui dengan jujur: "Sekarang kumpulan mengomongkan pertumbuhan tinggi kenderaan elektrik di luar, penggabungan BU adalah cara pemecahan masalah yang paling mudah. Tetapi KPI dalaman masih ditanggung berasingan, indeks stok Hyper dan diskaun hujung, jauh lebih buruk daripada Aion.

Penggabungan Aion dan Hyper dalam industri automotif juga bukanlah contoh tunggal, selepas pemain besar tradisional gagal mencapai puncak, menggunakan "penggabungan" untuk menyembunyikan jenama gagal dalam jualan jenama induk, adalah做法 yang tidak perlu dibincangkan. Tetapi jualan boleh digabungkan, persepsi pengguna tidak boleh digabungkan – apabila satu jenama memerlukan jenama adik beradik untuk disokong hanya untuk muncul dalam ringkasan laporan kewangan, subjektiviti pasarnya sendiri sudah pun longgar.

Empat Tahun Mencapai Puncak Tidak Berjaya

Hyper pada September 2022 muncul sebagai "jenama bawah bertaraf tinggi Aion", SSR permulaan lumba super sejuta, slogan "Peta Penanda Aras Kenderaan Elektrik Pintar Bertaraf Tinggi China", dan ketika itu Kumpulan GAC memberinya harapan besar.

Masa sampai tahun 2024, untuk menanggalkan label teksi dalam talian Aion, Hyper dipisahkan menjadi bebas; Januari 2025 naik pangkat menjadi tiga jenama sendiri setara dengan Trumpchi dan Aion, Feng Xingya di lokasi prapembukaan HL berjanji "pelaburan tiga tahun hadapan tiada had".

Tetapi perkembangan perkara nampak tidak lancar, 2025 keseluruhan Hyper jualan runcit kira-kira 15,150 unit, hanya menyiapkan kurang daripada dua puluh peratus sasaran awal 80,000 unit; SSR seluruh tahun 7 unit, GT 802 unit, model utama HT 9,885 unit turun 31% tahun ke tahun, HL 4,464 unit. Disember 2025, selepas 11 bulan bebas dikembalikan semula ke Aion BU.

Letakkan pandangan pada garisan produk Hyper juga menunjukkan rasa "pecah": SSR/GT/HT zaman cakap prestasi sukan, HL tiba-tiba beralih "faham mewah keluarga", A800 menerima Huawei Qiankun pintar memandu ke arah teknologi perniagaan, S600 kemudian menurunkan harga bermula ke 179,900, kelengkapan penuh tetapi naratif bertaraf tinggi nampaknya tidak jalan.

Satu galeri paparan pada masa sama ada lumba super 1.28 juta dan SUV 180,000, jurujual sama ada cakap pecut 0-100 dalam 1.9 saat atau kerja HarmonyOS, pengguna terhadap imej jenama Hyper secara semula jadi terkikis dalam bergoyang kiri kanan.

Melihat ke seluruh sejarah panjang industri automotif, hakikat jenama bertaraf tinggi adalah kelangkaan dan keseragaman. Porsche dari 911 ke Cayenne mengelilingi "mesin memandu", Mercedes dari S hingga A hanya menghantar "kemewahan dan keagungan". Hyper empat tahun cuba semuanya – lumba super, SUV keluarga, kenderaan pintar Huawei, SUV harga berpatutan – setiap satu adalah panas industri masa itu, disambung jadi bukan satu strategi.

Enjoo Atas, Hyper Tergantung

Posisi Hyper selepas jenama Enjoo dilancarkan, menjadi semakin canggung.

Enjoo adalah hasil gabungan原生 asal "GAC + Huawei Qiankun 'kantor bersama, keputusan selaras'", GT7 pertama pada Jun 2026 dilancarkan, pemasangan sulung global Qiankun ADS 5, Julai selesai 1 bilion pelaburan strategik tambahan memperkenalkan CATL, Feng Xingya jelas "Enjoo diletakkan keutamaan tertinggi kumpulan". 资源、话术、渠道重心明显迁移。

Maka Hyper terjebak dalam canggung dua hala: ke bawah, harga bermula S600 turun ke 179,900, dan Aion N60/i60 jalur harga bertindih, takut menolak asas Aion; ke atas, A800 guna solusi Huawei tetapi tidak jual kalah GAC Toyota Bomin 7 platform sama, lebih lagi kena dengan Enjoo GT7 Huawei tulen sokongan; dalam berkongsi rangkaian bekalan saluran dengan Aion, luaran pemikiran masih "Aion sedikit mahal"; luar tiada kelebihan berbeza, April 2026 A800 sebulan jualan runcit 59 unit, SSR sudah lama sifar.

Laman Web Zhongche perhatikan dalam perakuan mesyuarat pertengahan tempoh GAC, Hyper "terus melengkapkan susun atur produk bertaraf tinggi", S600 lengkapkan matriks bertaraf tinggi – tetapi apabila jenama bertaraf tinggi perlu buktikan masih ada kehadiran dengan "179,900 bermula", perkataan "bertaraf tinggi" sendiri sudah menjadi candaan.

Melihat ke perkembangan Hyper beberapa tahun kebelakangan ini, tidak sukar melihat, ia pijak, sebenarnya adalah ganggang umum kereta tradisional naik ke puncak新能源 – tapak tidak kukuh, tergesa-gesa naik bangunan.

Ia lahir di titik tinggi tenaga Aion, tetapi label Aion adalah Segmen B dan nilai kos, Segmen C tinggi persepsi hampir kosong; Trumpchi juga tidak boleh sokong pintu depan jenama utama bertaraf tinggi. Pabrik lama zaman kereta minyak pun tidak berdiri, harap tukar nama akan ubah nasib di zaman新能源, sendiri adalah bangunan di udara.

Lebih fatal lagi, tinggi perlu rasa kelangkaan dan eksklusiviti, Hyper apabila bebas susah payah isi kerja pasukan dan saluran, keputusan bertukar gabung BU, saluran kongsi, dinding pemisah terakhir itu juga sendiri bongkar.

Sedangkan paling pengguna tidak tahu arah, adalah ia daripada mula ke hujung tiada satu garis utama menyelami tiga tahun – lumba super permulaan, tambah hibrid, bertaruh enam kerusi besar, pegang Huawei, harga turun sepanjang, setiap langkah tepat pijak panas, tetapi juga tepat pecahkan pengenalan jenamanya sendiri.

Strategi kumpulan tukar, jenama belok, pengguna baru ingat dipadam, ini "mahu buat semua, tiada yang jaga" bergoyang, adalah dia sebenar mata kelemahan.

Kumpulan GAC setengah tahun pertama 2026 kerugian dianggarkan 4.06 bilion - 4.57 bilion Yuan, kerugian tahun ke tahun meningkat lebih daripada 60%, naik jenama sendiri bakar wang, jualan luaran jatuh, Hyper saluran pembinaan berulang kos tenggelam, semua papan latar. Dalam pandangan penganalisis Wang Ying, dalam tekanan kewangan ini, janji "tiada had" pasti letak pada "berhenti darah dahulu" – gabung BU sendiri pencegahan kerugian, bukan pengupayaan.

Dari buku besar semasa nampak, Kumpulan GAC keseluruhan dalam Operasi Panyu keluar tempoh penyesuaian, kenderaan elektrik dan eksport tarik lengkung kedua, Enjoo menggantikan naratif tinggi, Trumpchi M8 PHEV sebagai ke-30 juta kerota siap dihantar Thailand pengguna, wajah kumpulan terjamin.

Tetapi Hyper tergantung adalah sebenar: dia tidak seperti Nio, Li Auto那样 guna nilai tunggal jelas berdiri, juga tidak seperti Geely Galaxy yang rela jadi urutan produk dalam jenama induk; bebas apabila tidak cabut bayang Aion, gabung balik bayang juga kembali ke Aion. 2026 sebulan jualan tiga digit, 1-7 bulan jualan runcit terpotong separuh, bermaksud dia sudah keluar daripada persaingan "jenama utama bertaraf tinggi", tinggal adalah kumpulan mahu beri satu lagi sumber, dengan nama apa menutup masalah.

Operasi Panyu dua tahun, Kumpulan GAC kembali ke saluran pertumbuhan; manakala Hyper dari "Tiada Had" berjalan ke "Jualan Bulanan Tiga Digit". Satu kumpulan, satu reformasi, naik ke atas dan ke bawah boleh berlaku serentak – hanya ke bawah itu garis, mungkin semestinya perlu jadi anak tangga ke depan.

July 2026, the Chinese automobile market witnessed an expected in-depth adjustment. The combination of a traditional off-season and the overdraft of demand in the first half of the year caused overall sales to decline nearly 20% year-on-year. Although the penetration rate of new energy vehicles continues to rise at a high level, the industry trend has clearly shifted, returning from "pulse-like" growth driven by short-term promotions to a normalized rhythm driven by real demand.

Under the pressure of the overall market, AION Hyper delivered a completely different set of results. July terminal sales reached 34,987 vehicles, a year-on-year increase of 31.74%, achieving five consecutive months of positive year-on-year growth. Since March, AION Hyper has recorded double-digit year-on-year positive growth for five consecutive months.

In the first half of 2026, the combined sales of AION Hyper reached 174,938 vehicles, up 15% year-on-year. Including the 34,987 vehicles in July, the cumulative sales for the first 7 months of this year have reached 209,925 vehicles. Against the backdrop of a nearly 17% decline in the overall market, AION Hyper defied the trend and achieved independent performance.

This is not a matter of luck. 2026 marks the tenth year for GAC AION. Looking back to the beginning of the new energy vehicle industry, there were once more than 400 new energy vehicle brands competing at the peak nationally. After ten years of大浪淘沙 (washing the sand for gold), many brands floated and sank in an instant. New energy vehicle enterprises that have steadily survived for ten years are particularly scarce.

AION is one of the few survivors in this long run, and indeed a leader.

From 4.5 Billion to Nearly 2 Million Users; From B-Reliance to 80% Private Users

As early as 2017, GAC Group invested 45 billion yuan to build a new energy intelligent network industrial park, making GAC AION the core carrier for the development of new energy businesses.

At that time, the annual sales of new energy passenger vehicles in China were less than 600,000 units, and most traditional automakers still adopted the "converting oil to electricity" transitional plan, while AION chose the pure electric exclusive platform route. This decision secured a key time window for the development of AION and Hyper in the following years.

Thereafter, core technologies such as DANXIA Battery, Quark Electric Drive, and full-stack self-developed intelligent driving have landed one by one. The installation of DANXIA Batteries has exceeded 1 million units, and no malignant accidents caused by battery thermal runaway have occurred to date. The world's first new energy vehicle lighthouse factory was completed, and L2 to L4 level intelligent driving technology has achieved full-stack layout.

This "keeping head down and working hard" approach allowed AION to accumulate a user base of nearly 2 million users in ten years. It did not reach today by chasing short-term traffic dividends, but relied on the advantages of the GAC SOE platform, with full-stack self-developed core technologies and a complete independent industrial chain, calmly traversing multiple industry cycles.

However, the growth in volume once masked a structural problem. Early B-side mobility markets accounted for a relatively high proportion, and with this sector becoming saturated, the growth path faced bottlenecks.

AION chose active reform. At the end of 2025, under GAC Group's "Panyu Action" strategy, the AION Hyper BU was officially established, endowed with full value chain decision-making power for R&D, production, sales, and service, truly realizing "letting those who hear the gunfire command the battle". Relying on the IPD Integrated Development System, new car development cycles were significantly shortened, and R&D costs were effectively reduced.

At the channel level, the dual brands accelerated fusion. Sales outlets now cover cities above the 4th tier nationwide, and service networks expanded from hundreds to a thousand-level. Hyper focuses on "Smart Enjoyment Life" for taste and technology, facing the backbone of the era; AION deepens the positioning of "National Good Car" with "Smart Joy Life". The dual brands return to their positions and advance in synergy.

The results of institutional innovation are ultimately reflected in products and user structure.

AION i60 continues to iterate with 200,000 yuan-level extended range technology, with monthly sales consistently breaking 10,000 units, becoming one of the A-segment new energy SUVs that best understands Chinese families; AION N60, with a 100,000 yuan-level pricing, comes standard with LiDAR high-end intelligent driving, allowing young users to enjoy crossover-level intelligent driving experience at an entry-level price. Deliveries broke 10,000 units within just two months of launch, with a very high proportion of young users.

In the high-end market, the Hyper brand simultaneously launched heavy-hitting models such as A800 and S600, equipped with flagship configurations such as Huawei Qiankun Intelligent Driving and dual-chamber air suspension. The path to upward breakthrough is becoming increasingly clear.

More critically is the qualitative change in user structure. In the first half of 2026, the proportion of AION C-side private users had climbed to over 80%. The main sales models have fully switched from the early Y and S series to next-generation products such as i60 and N60. This means the brand has completely gotten rid of reliance on bulk orders and entered a good track driven by real consumption demand.

At the same time, AION Hyper's overseas layout is also accelerating. Currently, it has entered nearly 50 countries and regions, with overseas sales increasing nearly three times year-on-year. Thailand and India intelligent factories have landed successively, forming a global layout with domestic and overseas synergy.

Ray and a "New Venture" for the Young

Standing at the new starting point of the tenth year, AION has not stopped at the existing achievements of the "National Good Car".

On July 28, on the occasion of the brand reaching its full ten years, there was no grand celebration; instead, there was a dynamic move—launching a completely new independent car series Ray. "Ray" originally means light, the unique light on young people; the corners of the mouth automatically turn up when pronounced, like a smile. This echoes the lifestyle attitude of young users and implies that AION starts anew with the tenth year as the starting point.

The first model, Ray 7, is positioned as a mid-to-large super pure electric sedan and will officially debut in mid-to-late August. It features a 5-meter-class large body size and a low-slung wide-body posture, globally first to be equipped with a super chassis with chip-level drive-brake integrated architecture, equipped with L4-level shared algorithm LiDAR assisted driving, and will for the first time hang the all-new AION Logo.

This is not only a collection of new technologies but also carries AION's brand narrative for the new decade, moving from "National Good Car" to "Cars Loved by Young People".

According to the plan, AION Hyper will launch multiple brand-new models this year, covering new car series and intelligent models co-created in-depth with Huawei; in the next two to three years, there will be dozens of new car and facelift plans, and the product matrix will see intensive renewal.

Standing firm against the tides after ten years, renewing for the new. Years of technical and industrial in-depth farming have built a solid foundation for AION's long-term development. In the cycle of overall automotive market decline, it proved its resilience with growth exceeding 30%; in the wave of industry reshuffling, it used ten years of accumulation to complete the structural turnaround from B-side to C-side, and consolidated the foundation of development with 80% private users.

Channel fusion, overseas expansion, dual brand renewal, new car series set sail... This series of actions together build the system competitiveness of AION Hyper to traverse the cycle.

Now, AION is injecting new momentum for the next "tenth year" with a "New Venture" for the young. Ten years is not the end, but a new starting point. Just like the meaning of Ray, there is a starting point, but no end point.

Epilogue

Ten years is merely a moment in the long river of the automotive industry, but for a new energy vehicle enterprise that has broken through from over 400 competitors and traversed multiple cycles, these ten years are enough to verify one thing, that is, the real moat of the industry is not above the trend, but the solid chassis after the tide recedes.

When the cold wave of the car market in the summer of 2026 came, AION Hyper proved the ability of an enterprise to traverse the cycle with a year-on-year growth rate of over 30%. This growth was not an accidental pulse, but a natural release after the accumulation of ten years of system capabilities.

Standing at the node of the tenth year, the brand new set sail of the Ray car series announces that this long run has not yet reached the finish line. From National Good Car to Cars Loved by Young People, from the domestic market to global layout, AION's next ten years has just begun.

Those who stand firm against the tides fear neither wind nor waves. Because true confidence has always been in the accumulation of time.

Pada Julai 2026, pasaran automotif China menyambut penyesuaian mendalam yang dijangka. Musim perlahan tradisional ditambah dengan pengagihan permintaan separuh tahun, menyebabkan jualan keseluruhan merosot hampir 20%. Walaupun kadar penetrasi kenderaan elektrik baharu masih meningkat di tahap tinggi, arah angin industri telah berubah dengan jelas, dari pertumbuhan "berdenyut" yang bergantung pada promosi jangka pendek, kembali kepada irama biasa yang dipacu oleh permintaan sebenar.

Di bawah tekanan pasaran keseluruhan, Hyper Aion memberikan catatan prestasi yang berbeza sepenuhnya, dengan jualan akhir pada Julai mencecah 34,987 unit, meningkat 31.74% tahun-ke-tahun, mencapai lima bulan berturut-turut pertumbuhan positif tahun-ke-tahun. Bermula Mac, Hyper Aion telah mencapai pertumbuhan positif dua digit tahun-ke-tahun selama lima bulan berturut-turut.

Pada separuh pertama 2026, jumlah kumulatif jualan dua jenama Hyper Aion mencapai 174,938 unit, meningkat 15%. Menambahkan 34,987 unit pada Julai, jumlah kumulatif jualan tujuh bulan pertama tahun ini telah mencecah 209,925 unit. Di bawah latar belakang pasaran keseluruhan yang merosot hampir 17%, Hyper Aion meningkat dalam keadaan bertentangan, memaparkan prestasi tersendiri.

Ini bukan disebabkan keberuntungan semata-mata. Pada tahun 2026, GAC Aion secara rasmi memasuki tahun ke-10. Menoleh ke belakang pada awal permulaan industri kenderaan elektrik baharu, pada puncaknya terdapat lebih daripada 400 jenama kenderaan elektrik baharu di seluruh negara bersaing di pentas yang sama. Sepuluh tahun gelombang besar menyaring pasir, banyak jenama naik turun serta merta. Pengeluar kenderaan elektrik baharu yang dapat berjalan stabil selama sepuluh tahun adalah sangat jarang.

Aion adalah antara sedikit penebus yang terselamat dalam larian jauh ini, malah pemimpin dalam larian tersebut.

Dari 4.5 bilion hingga hampir 2 juta pengguna  Daripada Ketergantungan Pihak Perniagaan kepada 80% Pengguna Peribadi

Pada 2017, Kumpulan GAC telah melabur 450 bilion yuan terlebih dahulu untuk membangunkan Taman Industri Pintar Kenderaan Elektrik Baharu, menjadikan GAC Aion sebagai platform utama untuk pembangunan industri kenderaan elektrik baharu.

Pada masa itu, jumlah jualan tahunan kenderaan persendirian elektrik baharu di China kurang daripada 600,000 unit, kebanyakan pengeluar kenderaan tradisional masih menggunakan solusi peralihan "penukaran enjin bakar kepada elektrik", manakala Aion memilih laluan platform khusus elektrik tulen. Keputusan ini, telah memperolehi tetingkap masa kritikal untuk pembangunan Aion Hyper bertahun-tahun.

Selepas itu, teknologi teras seperti Bateri Magasin, Enjin Penggerak Quark, dan Pemanduan Pintar Dibangunkan Sendiri Sepenuhnya satu demi satu dilaksanakan. Bilangan yang dipasang Bateri Magasin telah melebihi sejuta unit, sehingga kini tiada kemalangan serius akibat kelonggaran haba bateri; Kilang Penanda Aras Kenderaan Elektrik Baharu Pertama di Dunia telah didirikan, susun atur penuh teknologi pemanduan pintar tahap L2 hingga L4 telah siap.

Strategi "bekerja keras diam-diam" ini, telah mengumpulkan asas pengguna hampir 2 juta untuk Aion dalam tempoh 10 tahun. Ia tidak sampai ke hari ini dengan mengejar hadiah aliran trafik jangka pendek, tetapi dengan bergantung pada kelebihan platform syarikat GAC milik negara, dengan teknologi teras dibangunkan sendiri sepenuhnya dan rantaian industri autonomi yang lengkap, menyeberangi pelbagai kitaran industri dengan tenang.

Namun, pertumbuhan kuantiti pernah menutupi satu masalah struktur, pada masa awal pasaran pengangkutan Pihak Perniagaan mempunyai perkadaran tinggi, apabila bidang ini semakin tepu, laluan pertumbuhan menghadapi halangan.

Aion memilih transformasi aktif. Pada akhir 2025, di bawah strategi "Operasi Panyu" Kumpulan GAC, Unit Bisnes Hyper Aion secara rasmi ditubuhkan, diberi kuasa membuat keputusan untuk penyelidikan & pembangunan, pengeluaran, jualan, perkhidmatan nilai rantai penuh, benar-benar mencapai "biarkan orang yang mendengar tembakan memandu pertempuran". Dengan bergantung kepada Sistem Pembangunan Integrasi IPD, kitaran pembangunan kereta baharu dipendekkan dengan ketara, kos penyelidikan & pembangunan dikurangkan dengan berkesan.

Dari segi saluran, dua jenama mempercepatkan perpaduan, pejabat jualan telah meliputi bandar peringkat empat dan ke atas di seluruh negara, rangkaian perkhidmatan diperluas dari beratus ke tahap seribu. Hyper dengan "Hidup Bijak & Terhibur" memfokuskan citarasa dan teknologi, tertuju pada teras zaman; Aion pula dengan "Hidup Bijak & Gembira" mendalami penjenamaan kenderaan nasional yang baik, dua jenama kembali ke tempat masing-masing, bergerak seiring.

Kejayaan reformasi sistem, akhirnya terpancar pada struktur produk dan pengguna.

Aion i60 dengan teknologi pemanjangan julan tahap 200,000 terus beriterasi, jualan bulanan stabil melebihi 10,000, menjadi salah satu SUV elektrik A-Grade yang paling memahami keluarga China; Aion N60 dengan penetapan harga tahap 100,000 dilengkapkan LIDAR pemanduan pintar aras tinggi secara piawai, membolehkan pengguna muda menikmati pengalaman pemanduan pintar melangkaui tahap dengan harga permulaan, selepas dilancarkan hanya 2 bulan penghantaran telah melebihi 10,000, perkadaran pengguna muda sangat tinggi.

Di pasaran premium, jenama Hyper secara serentak melancarkan model penting seperti A800, S600, dilengkapkan dengan Pemanduan Pintar Huawei Qiankun, Suspensi Udara Dua Rongga, laluan menerobak ke atas semakin jelas.

Lebih penting adalah perubahan kualitatif struktur pengguna. Pada separuh pertama 2026, perkadaran pengguna peribadi Pihak Pengguna Aion telah meningkat ke lebih daripada 80%, model jualan utama telah ditukar sepenuhnya dari Siri Y dan S awal ke produk generasi baharu seperti i60, N60. Ini bermakna jenama telah melepaskan sepenuhnya daripada ketergantungan kepada pesanan pukal, memasuki landasan sihat yang dipacu oleh permintaan pengguna sebenar.

Sementara itu, rantaian global Hyper Aion juga dipercepatkan, kini telah memasuki hampir 50 negara dan wilayah, jualan luar negara meningkat hampir tiga kali ganda tahun-ke-tahun, kilang pintar Thailand, India berturut-turut didirikan, membentuk struktur daya kerja serentak dalam dan luar negara.

Ray & "Penciptaan Baharu" Bertujuan Belia

Berdiri pada titik permulaan baharu tahun ke-10, Aion tidak terhenti pada pencapaian sedia ada "kenderaan baik nasional".

28 Julai, ketika jenama memasuki sepuluh tahun penuh, tiada perayaan megah, digantikan dengan satu tindakan penuh tenaga — melancarkan rangkaian kereta baharu yang bebas Ray. "Ray" bermaksud cahaya, cahaya unik pada diri belia; apabila disebut senyuman secara automatik pada sudut mulut, seperti senyuman. Ini adalah selaras dengan sikap hidup pengguna belia, juga membawa maksud Aion bermula dengan pembaruan sebagai titik permulaan tahun ke-10.

Model pertama Ray 7 bertuduh Sedan Elektrik Tulen Super Saiz Sederhana-Besar, akan dipaparkan secara rasmi pada pertengahan hingga hujung Ogos. Ia mempunyai saiz badan gergasi tahap 5 meter dan postur badan lebar dan rendah, dipasang Arkitektur Integrasi Drive-Break Berasaskan Cip Pertama di Dunia, dilengkapi pemanduan dibantu LIDAR algoritma homologous tahap L4, dan akan digantung Logo baharu Aion buat pertama kali.

Ini bukan hanya pemangku terbaik teknologi baharu, malah memuatkan naratif jenama baharu Aion, dari "kenderaan baik nasional" menuju "kenderaan yang dikasihi belia".

Mengikut pelan, tahun ini Hyper Aion akan melancarkan pelbagai model baharu, merangkumi rangkaian kereta baharu dan kereta pintar yang penciptaan bersama mendalam dengan Huawei; dua hingga tiga tahun hadapan, pelan kereta baharu dan model yang diperbaharui sehingga beberapa puluh unit, matriks produk akan mengalami pembaruan padat.

Berdiri teguh menghadapi gelombang, sepuluh tahun menuju pembaruan. Penyiraman mendalam teknologi dan industri selama bertahun-tahun, telah membina asas kukuh untuk pembangunan jangka panjang Aion. Dalam kitaran pasaran automotif keseluruhan menurun, ia telah membuktikan keteguhannya dengan pertumbuhan lebih daripada 30%; dalam gelombang penyusunan semula industri, ia telah mencapai putaran struktur dari Pihak Perniagaan ke Pihak Pengguna dengan pengumpulan sepuluh tahun, mengukuhkan asas pembangunan dengan 80% pengguna peribadi.

Perpaduan saluran, pengembangan luar negara, pembaruan dua jenama, pelancaran rangkaian kereta baharu... serangkaian tindakan ini bersama-sama membina daya saing sistem Hyper Aion untuk menyeberangi kitaran.

Kini, Aion sedang menggunakan "Penciptaan Baharu" bertuju belia, memasukkan tenaga baharu untuk "Sepuluh Tahun" seterusnya. Sepuluh tahun bukan titik akhir, malah titik permulaan baharu. Seperti maksud Ray, ada titik permulaan, tiada titik akhir.

Penutup

Sepuluh tahun, dalam lautan industri automotif hanya sekejap, tetapi untuk pengeluar kenderaan elektrik baharu yang keluar dari pengepungan dari lebih 400 pesaing, menyeberangi pelbagai kitaran, sepuluh tahun ini cukup untuk mengesahkan satu perkara, iaitu parit pertahanan sebenar industri, tidak berada di atas angin, tetapi di dalam sasis yang tetap kukuh selepas air surut.

Apabila gelung sejuk pasaran automotif musim panas 2026 melanda, Hyper Aion telah membuktikan keupayaan sebuah syarikat menyeberangi kitaran dengan pertumbuhan tahun-ke-tahun lebih daripada 30%. Pertumbuhan ini bukan denyutan kebetulan, malah pelepasan semula jadi selepas pengumpulan sepuluh tahun keupayaan sistem.

Berdiri pada titik tahun ke-10, pelancaran baharu sepenuhnya rangkaian kereta Ray, mengisytiharkan bahawa larian jauh ini belum menghampiri titik akhir. Dari kenderaan baik nasional ke kenderaan yang dikasihi belia, dari pasaran dalam negara ke布局 global, sepuluh tahun seterusnya Aion, baru sahaja bermula.

Mereka yang berdiri teguh menghadapi gelombang, tidak takut badai. Kerana keteguhan yang sebenar, selalu berada dalam pendapuran masa.

在马来西亚的SUV市场，很多买家在选车的时候都会拿 Mazda CX-8 和 Chery Tiggo 7 PHEV 来做比较。这两款车在价位和定位上都蛮接近的，今天我们就从多个方面做一个详细的对比，帮你省下做功课的时间。

价钱和版本

Mazda CX-8 在马来西亚的 OTR 售价是 RM 165,360 - 201,360，一共有 5 个版本，包括 2025 2.5T 4WD High Plus Petrol（RM 201,360）、2025 2.2L 2WD High Plus Diesel（RM 193,123）、2025 2.5L 2WD High Plus Petrol（RM 186,360） 等。

Chery Tiggo 7 PHEV 在马来西亚的 OTR 售价是 RM 129,750 - 129,750，一共有 2 个版本，包括 2025 1.5T 90km CSH（RM 129,750）、What charging methods does the Tiggo 7 PHEV support? Can it be charged using a home power socket?（RM 117,478） 等。

从价钱来看，Chery Tiggo 7 PHEV 的起步价比 Mazda CX-8 便宜了 RM 35,610。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。

动力和油耗

Mazda CX-8 搭载 2.0L 4-cyl，马力 170 hp。官方油耗 8.0 L/100km。

Chery Tiggo 7 PHEV 搭载 Hybrid，马力 170 hp。官方油耗 4.5 L/100km。

动力方面，Chery Tiggo 7 PHEV 的 Hybrid 比 Mazda CX-8 的 2.0L 4-cyl 多了 0 匹马力。不过日常在市区开，两款车的动力都够用，不会觉得不够力。

保养和维护

Mazda CX-8 保修 5年/150,000km，保养间隔 每10,000km或6个月。

Chery Tiggo 7 PHEV 保修 3年/100,000km，保养间隔 每10,000km或6个月。

适合什么样的人

Mazda CX-8 和 Chery Tiggo 7 PHEV 都是马来西亚市场的主流选择，适合家庭使用、日常通勤。如果你更看重品牌口碑和二手价，可以优先考虑口碑更好的那一款；如果你更在意性价比和配备，那就选配置更丰富的那款。最终还是建议两款都去试驾，亲身体验才是最重要的。

总结

总的来说，Mazda CX-8 和 Chery Tiggo 7 PHEV 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。