On July 25, 2026, Chery Group's global cumulative sales officially broke through 20 million units. On the same day, Fengyun A9, which went on sale, was officially delivered to users as the 20 millionth car of Chery Group.

Chery Group's 20 millionth car landing on Fengyun A9 is a call across time: Fengyun is the first car created by Chery, and also Chery's first global car to go overseas, now it has been fully refreshed into new energy intelligent vehicles. Fengyun A9 is positioned as "Long-Range Intelligent Beauty Pure Electric Coupe", not an ordinary new car, but the representative work of Chery's entire product system and quality system comprehensive upgrade, representing what Chery "Sets Off Towards Beauty" looks like, and also representing Chery's sincerity of "In China, For The World".

Starting from zero to the 20 millionth unit, Chery used a 29-year entrepreneurial journey to personally experience and witness the upward path of Chinese automobile innovation development, and also explored a path of Chinese automobile globalization "In China, For The World".

29 Years and 20 Million Units: The Upward Path of Chinese Automobiles

This July coincides with the 70th anniversary of the roll-off of the first automobile in New China. In the 70-year history of China's automobile industry, Chery's 29-year entrepreneurial journey has a special sample significance.

In the 1990s, two assertions prevailed in the industry: "No prospect without joint venture with multinational corporations" and "Cannot do independent R&D without a scale of 1 million". Chery broke these assertions, insisting on the path of independent brands, independent R&D, and independent development, becoming the first Chinese brand car company to master the core technologies of the "Three Major Components".

In 2007, Chery became the first Chinese brand car company to break through 1 million cumulative sales, and afterwards was the first to cross the 2 million, 3 million, 5 million unit milestones, until today breaking through 20 million units.

Image shows Chery Rhino Battery

Image shows Chery Mo-Jia Robot

Nowadays, Chery's globalized industry covers diverse fields such as complete vehicle manufacturing, core components, automotive finance, embodied intelligent robots, modern services, intelligent technology, etc. Chery's "Super Technology Shelf" has reserved more than 400 advanced technologies, including Rhino Battery, Falcon Smart Driving Large Model, Lingxi Smart Cockpit 2.0, Ark Amphibious System, Kunpeng Tianqing 48.57% Thermal Efficiency Engine, etc., covering the "Land, Sea, and Air" technology spectrum.

In the latest announced 2026 Fortune China 500 List, Chery Automobile appeared on the list for the first time as a listed company, ranking 87th, Return on Equity (ROE) ranked first in the automotive industry.

Over 1/3 Owners Overseas: The Chinese Car Company with the Highest "Globalization Content"

This May, Dragos Stan from Romania, driving a Chery car, spent 25 days, traveling 12,000 kilometers, crossing 8 countries on the Eurasian continent, arriving at Chery's Wuhu Headquarters with zero failures. "Trust Made in China." This was a sentence Dragos said repeatedly on the road.

Image shows Dragos Stan crossing the Eurasian Continent

Similar trust is gathering into scale globally. In the first half of this year, Chery Group cumulatively exported 943,800 automobiles, a year-on-year increase of 71.5%; for four consecutive months, it broke the Chinese automobile single-month export record, with one "Made by Chery" vehicle heading overseas every 17 seconds. Now, Chery products sell well in over 130 countries and regions, with overseas users close to 7 million, accounting for about 35% of the global 20 million users—for every 3 Chery owners, 1 is overseas.

Recognition from high-regulation markets verifies the quality of user choices. January-June, Chery sold 174,000 units cumulatively in Europe, a year-on-year increase of over 212%; for four consecutive months, it ranked in the top two of the new car sales list for all markets and all brands in the UK, and JAECOO 7 even won the single-month sales champion for all markets and all brands.

Image shows Chery vehicles going overseas are about to board the ship

"Tree Planter" Logic: Wherever, For Whoever

On July 3, 2026, Pretoria, the administrative capital of South Africa. Chery announced that it will transform and upgrade the Rosslyn Plant acquired from foreign enterprises to resume production, promising to retain all original 692 employees, and drive nearly 3,000 employment jobs upstream and downstream. When the news was announced, cheers broke out on site.

Image shows Chery South Africa Rosslyn Plant Launch

Wherever Chery goes globally, it represents the image of Chinese brands. It cannot be a "Wind Tumbleweed" that moves for profit, but must be a "Tree Planter" rooted locally—wherever, for wherever, becoming part of the local community.

At home, behind Chery's 20 million cars are industrial chains, linking the industrial development, employment jobs, taxes, and livelihood projects of national bases. Only in Wuhu, Chery drives the clustering of over 3,000 supporting enterprises upstream and downstream, attracts more than 30 Fortune 500 companies to settle down, and further helps Anhui become a major automobile province稳居 "Top Three in the Nation" for automobile production, new energy vehicle production, and automobile exports.

Image shows Chery Wuhu Manufacturing Base

Overseas, Chery has also upgraded from "Product Going Overseas" to "Ecosystem Going Overseas." In 2024, Chery cooperated with Spanish EV MOTORS to revive the Spanish national brand EBRO, creating over 1,000 employment jobs, praised by both governments and the public as the "Model of China-Spain Cooperation." Currently, Chery Group has 150,000 employees globally, among which overseas employees exceed 20,000, further driving millions of employment jobs upstream and downstream.

Beyond industry rooting, the public welfare green shade of the "Tree Planter" is also extending globally. Chery practices ESG sustainable development concepts, with the carbon footprint coverage rate of models on sale reaching 100%; conducts long-term cooperation with the International Union for Conservation of Nature (IUCN), investing in Mediterranean seagrass bed restoration, Malaysia mangrove protection, and Spain, South Africa key natural protection area projects; as a global partner of the United Nations Children's Fund, since 2023, cumulatively promised to donate $12 million, to support global education projects.

Image shows Chery joins IUCN for Mediterranean seagrass bed restoration environmental protection activity

After 20 Million Units: From "Building Cars" to "Creating Beautiful Lifestyle"

After 20 million units, where does Chery go? The answer Chery gives is: Chery's mission is to help Chinese brands get stronger from big, help Chinese automobiles change the world automobile industry; Chery is not only a car company, but also a tech ecosystem company that through technological innovation, continuously breaks energy constraints, travel boundaries, and industrial bottlenecks, continuously creating beautiful lifestyles for global users—what Chery is to face is the ultimate topic of human sustainable development.

The answer has already shown its prototype: Falcon Driving Assist, Lingxi Smart Cockpit are now on main models, L3/L4 Level Autonomous Driving is accelerating mass production; eVTOL Flying Cars successfully test flight, Mo-Jia Robots have been sold to 60 countries and regions, continuously expanding travel boundaries; Rhino Solid-state Battery energy density reaches 400 Wh/kg and is sprinting towards 600 Wh/kg; Controllable Nuclear Fusion "Artificial Sun" research has also started strategic layout. Focusing on the front-line layout of cells and high computing power chips (2C Technology), Robotaxi and Mo-Jia Robots (2R Technology), green materials, green energy, green computing power (3G Technology), and spare parts boutique ecosystem, digital content subscription ecosystem (2E Ecosystem), constitutes Chery's technology foundation facing the future.

Image shows Chery Representative Technology Ecosystem Layout

70 years ago, China's automobile industry started from zero; 29 years ago, Chery Automobile started from the wasteland. 20 million units is a milestone on this entrepreneurial road, and also a new starting point for Chery's next leg.

Facing the upcoming "Standing at thirty" in 2027, Chery wants to go from "Building Cars" to "Creating Sustainable Beautiful Lifestyle"—this is the topic of Chery's "Standing at thirty", and also the agreement between this 29-year-old Chery and the "Century Chery"!

2026 年 7 月 25 日，奇瑞集團全球累計銷量正式突破 2000 萬輛。同日迎來上市嘅風雲 A9，作為奇瑞集團第 2000 萬輛車，正式交付畀用戶。

奇瑞集團第 2000 萬輛車落在風雲 A9 上，係一次跨越時光嘅呼應：風雲係奇瑞打造嘅第一款車，亦係奇瑞第一款走向海外嘅全球車，如今已全系煥新為新能源智能車。風雲 A9 定位為「長續航智美純電轎跑」，唔係一款普通新車，而係奇瑞整個產品體系、質量體系全面升級嘅代表作，代表住奇瑞「向美好出發」嘅樣貌，亦代表住奇瑞「喺中國，為全球」嘅誠意。

從零開始，到第 2000 萬輛，奇瑞用 29 年創業歷程，親歷並見證咗中國汽車創新發展嘅向上之路，亦探索出一條「喺中國，為全球」嘅中國汽車全球化之路。

29 年與 2000 萬輛：中國汽車向上之路

今年 7 月恰逢新中國第一輛汽車下線 70 週年。喺新中國 70 年嘅工業汽車史上，奇瑞汽車 29 年嘅創業歷程，具有別樣嘅樣本意義。

20 世紀 90 年代，行業盛行兩個論斷：「唔與跨國公司合資冇前途」「不到百萬規模唔能自行研發」。奇瑞打破論斷，堅持行自主品牌、自行研發、自主發展之路，成為中國品牌第一家掌握「三大件」核心技術嘅車企。

2007 年，奇瑞成為第一家累計銷量突破 100 萬輛嘅中國品牌車企，其後更加率先跨過 200 萬、300 萬、500 萬輛階梯，直至今日突破 2000 萬輛。

圖為奇瑞犀牛電池

圖為奇瑞墨甲機器人

如今嘅奇瑞，全球化產業覆蓋整車製造、核心零部件、汽車金融、具身智能機器人、現代服務、智能科技等多元領域。技術奇瑞「超級技術貨架」已儲備超過 400 項先進技術，包括犀牛電池、獵鷹智駕大模型、靈犀智艙 2.0、方舟兩棲系統、鯤鵬天擎 48.57% 熱效率引擎等，覆蓋「海陸空」技術圖譜。

喺最新公佈嘅 2026《財富》中國 500 強中，奇瑞汽車首次以上市公司身份上榜，排名第 87 位，淨資產收益率（ROE）位列汽車行業第一。

超 1/3 車主喺海外：「全球化含量」最高嘅中國車企

今年 5 月，來自羅馬尼亞嘅德拉戈斯·斯坦（Dragos Stan），開住一部奇瑞車，花咗 25 日，行駛 1.2 萬公里，橫穿亞歐大陸 8 個國家，全程零故障抵達奇瑞蕪湖總部。「相信中國製造。」呢句係德拉戈斯喺路上反覆講嘅一句說話。

圖為 Dragos Stan 橫穿亞歐大陸途中

類似嘅信任，而喺全球匯聚成規模。今年上半年，奇瑞集團累計出口汽車 94.38 萬輛，同比增長 71.5%；連續四個月刷新中國汽車單月出口紀錄，平均每隔 17 秒就有一輛「奇瑞造」駛向海外。如今，奇瑞產品暢銷全球 130 多個國家同地區，海外用戶接近 700 萬，約佔全球 2000 萬用戶嘅 35%——每 3 位奇瑞車主，就有 1 位喺海外。

來自高法規市場嘅認可，驗證咗用戶選擇嘅含金量。1-6 月，奇瑞喺歐洲累計銷售 17.4 萬輛，同比增長超 212%；喺英國連續四個月躋身全市場全品牌新車銷量榜前二，JAECOO 7 更拿下单月全市場全品牌銷冠。

圖為奇瑞出海車輛即將登船

「種樹人」嘅邏輯：喺邊度，為邊度

今年 7 月 3 日，南非行政首都比勒陀利亞。奇瑞宣佈，將改造升級從外企手中收購嘅羅斯林工廠，使其恢復生產，承諾保留原有嘅全部 692 名員工，並帶動上下游近 3000 個就業崗位。消息宣佈時，現場爆發出歡呼聲。

圖為奇瑞南非羅斯林工廠啟動

奇瑞行到全球任何一個地方，都代表住中國品牌嘅形象，唔可做逐利而居嘅「風滾草」，而要做扎根當地嘅「種樹人」——喺邊度，為邊度，成為當地一份子。

喺國內，奇瑞 2000 萬輛車背後係一條條產業鏈，關聯住全國各基地嘅產業發展、就業崗位、納稅同民生事業。僅喺蕪湖，奇瑞就帶動上下游超 3000 家配套企業集聚，吸引咗 30 多家世界 500 強企業落戶，更助力安徽成為穩居汽車產量、新能源汽車產量、汽車出口「三項全國第一」嘅汽車大省。

圖為奇瑞喺蕪製造基地

喺海外，奇瑞亦由「產品出海」升級為「生態出海」。2024 年，奇瑞同西班牙 EV MOTORS 合作，復甦咗西班牙國民品牌 EBRO，仲創造咗 1000 多個就業崗位，被兩國政府、公眾譽為「中西合作典範」。而家，奇瑞集團喺全球有 15 萬員工，其中海外員工超 2 萬人，更帶動住上下游成百上千萬個就業崗位。

產業扎根之外，「種樹人」嘅公益綠蔭亦喺全球延展。奇瑞踐行 ESG 可持續發展理念，在售車款碳足跡覆蓋率达 100%；同世界自然保護聯盟（IUCN）展開長期合作，投入地中海海草床修復、馬來西亞紅樹林保護、西班牙、南非重點自然保護區域等項目；作為聯合國兒童基金會全球合作伙伴，2023 年以來累計承諾捐贈 1200 萬美元，用於支持全球教育項目。

圖為奇瑞攜手 IUCN 展開地中海海草床修復環保活動

2000 萬輛之後：從「造車」到「造美好生活方式」

2000 萬輛之後，奇瑞往邊度走？奇瑞给出嘅回答係：奇瑞嘅使命係助力中國品牌由大變強，助力中國汽車改變世界汽車；奇瑞唔只係一家車企，仲係一家透過技術創新，不斷突破能源制約、出行邊界、產業瓶頸，不斷為全球用戶創造美好生活方式嘅科技生態公司——奇瑞要面對嘅，係人類可持續發展嘅終極課題。

答案已顯出雛形：獵鷹駕輔、靈犀智艙已喺主力車款登場，L3/L4 級自動駕駛加速量產；eVTOL 飛行汽車成功試飛，墨甲機器人已銷往 60 個國家同地區，不斷拓展出行嘅邊界；犀牛固態電池能量密度達 400Wh/KG 並向 600Wh/KG 衝刺；可控核聚變「人造太陽」研究亦開啟戰略佈局。聚焦電芯同高算力芯片（2C 技術）、Robotaxi 同墨甲機器人（2R 技術）、綠色材料、綠色能源、綠色算力（3G 技術）嘅前沿佈局，以及備件精品生態、數字內容訂閱生態（2E 生態），構成咗奇瑞面向未來嘅技術底座。

圖為奇瑞代表性技術生態佈局

70 年前，新中國工業汽車從零起步；29 年前，奇瑞汽車從荒灘出發。2000 萬輛，係呢條創業路上嘅里程碑，亦係奇瑞下一段路嘅新起點。

面對 2027 年即將到來嘅「三十而立」，奇瑞要由「造車」走向「造可持續嘅美好生活方式」——呢係奇瑞「三十而立」嘅課題，亦係今年 29 歲嘅奇瑞，同「百年奇瑞」嘅約定！

25 Julai 2026, Kumpulan Chery secara rasmi mencapai jumlah jualan global melebihi 20 juta unit. Pada hari yang sama, Fengyun A9 yang dilancarkan, sebagai kenderaan ke-20 juta Kumpulan Chery, telah diserahkan secara rasmi kepada pengguna.

Kenderaan ke-20 juta Kumpulan Chery jatuh pada Fengyun A9, adalah satu respons merentas masa: Fengyun ialah kenderaan pertama yang dibina oleh Chery, juga merupakan kereta global pertama Chery yang menuju ke luar negara, kini telah diperbaharui sepenuhnya menjadi kenderaan pintar tenaga baru. Fengyun A9 diletakkan pada kategori "coupé elektrik murni pintar dengan jarak jauh", bukan sekadar kereta baharu biasa, tetapi merupakan karya wakil peningkatan sistem produk dan sistem kualiti Chery secara menyeluruh, mewakili gaya "Berlepas ke arah kebaikan" Chery, juga mewakili kesungguhan Chery "Di China, Untuk Dunia".

Dari permulaan sifar, sehingga ke-20 juta unit, Chery menggunakan perjalanan 29 tahun pengusahaan, mengalami dan menyaksikan jalan ke atas bagi pembangunan inovatif automotif China, juga meneroka jalan globalisasi automotif China "Di China, Untuk Dunia".

29 Tahun dan 20 Juta Unit: Jalan Ke Atas Automotif China

Bulan Julai tahun ini bertepatan dengan 70 tahun pelancaran pertama kenderaan buatan China baru. Dalam sejarah industri automotif China selama 70 tahun, perjalanan 29 tahun Chery Automotive mempunyai makna sampel yang berbeza.

Pada dekad 1990-an, dua pendirian biasa dalam industri: "Tiada masa depan tanpa perkongsian dengan syarikat multinasional" "Tidak mampu penyelidikan dan pembangunan sendiri tanpa skala jutaan". Chery mematahkan pendirian ini, berpegang pada jalan Jenama Sendiri, Penyelidikan dan Pembangunan Sendiri, Pembangunan Sendiri, menjadi syarikat automotif jenama China pertama yang menguasai teknologi teras "tiga komponen utama".

Tahun 2007, Chery menjadi syarikat automotif jenama China pertama yang mencapai jualan kumulatif melebihi 1 juta unit, selepas itu lebih-lebih lagi menjadi yang terawal melangkah naik tangga 2 juta, 3 juta, 5 juta unit, sehingga hari ini mencapai melebihi 20 juta unit.

Gambar bagi Bateri Rhino Chery

Gambar bagi Robot Moji Chery

Chery sekarang, industri globalisasi meliputi pembuatan kenderaan lengkap, komponen teras, kewangan automotif, robot pintar berbadan, perkhidmatan moden, teknologi pintar, dan pelbagai bidang lain. Rak "Teknologi Super" Chery telah menyimpan lebih daripada 400 teknologi maju, termasuk Bateri Rhino, Model Kecerdasan Buatan Pengangkutan Falcon, Kabin Pintar Lingxi 2.0, Sistem Amfibi Ark, Enjin Kunpeng Tianqing dengan kecekapan haba 48.57%, dll., merangkumi peta teknologi "Laut, Darat, Angkasa".

Dalam 500 Teratas "Forbes" China 2026 yang diumumkan terkini, Chery Automotive muncul untuk pertama kali sebagai syarikat tersenarai, menduduki tempat ke-87, Pulangan Modal (ROE) menduduki tempat pertama dalam industri automotif.

Lebih 1/3 Pemilik Kereta di Luar Negara: "Kandungan Globalisasi" Tertinggi Dalam Syarikat Automotif China

Bulan Mei tahun ini, Dragos Stan dari Romania, memandu sebuah kereta Chery, mengambil masa 25 hari, menempuh 12,000 kilometer, menyeberang benua Eurasia melalui 8 negara, tiba di ibu pejabat Chery Wuhu tanpa sebarang kerosakan sepanjang perjalanan. "Percayai Pembuatan China." Ini adalah satu kalimah yang Dragos katakan berulang kali sepanjang perjalanan.

Gambar bagi Dragos Stan semasa menyeberangi benua Eurasia

Kepercayaan serupa, kini berkumpul secara global. Setengah tahun pertama tahun ini, jumlah eksport kenderaan Chery Group mencapai 943,800 unit, meningkat 71.5% dari tahun ke tahun; merekodkan eksport bulanan automotif China selama empat bulan berturut-turut, purata setiap 17 saat ada sebuah "Pembuatan Chery" menuju ke luar negara. Sekarang, produk Chery laris di lebih daripada 130 negara dan wilayah di seluruh dunia, pengguna luar negara hampir 7 juta, kira-kira 35% daripada 20 juta pengguna global——Setiap 3 pemilik kereta Chery, ada 1 berada di luar negara.

Pengiktirafan daripada pasaran berregulasi tinggi, mengesahkan nilai pilihan pengguna. Januari-Jun, jualan kumulatif Chery di Eropah adalah 174,000 unit, meningkat melebihi 212% dari tahun ke tahun; di United Kingdom, selama empat bulan berturut-turut masuk ke dalam dua teratas senarai jualan kereta baharu semua jenama dan pasaran, JAECOO 7 bahkan meraih juara jualan bulanan semua jenama dan pasaran.

Gambar bagi kenderaan eksport Chery yang akan naik kapal

Logik "Penanam Pokok": Di Mana, Untuk Di Mana

3 Julai tahun ini, Pretoria, ibu pejabat pentadbiran Afrika Selatan. Chery mengumuman, akan memodifikasi dan meningkatkan kilang Roslin yang dibeli daripada syarikat asing, memulakan semula pengeluaran, menjanjikan mengekalkan kesemua 692 pekerja asal, dan menggerakkan hampir 3000 peluang pekerjaan hulu dan hilir. Apabila berita diumumkan, suasana setempat meledak dengan sorakan.

Gambar bagi pelancaran kilang Roslin Afrika Selatan Chery

Apabila Chery berjalan ke mana-mana tempat di seluruh dunia, ia mewakili imej jenama China, tidak boleh menjadi "Rumput Tertiup Angin" yang mencari keuntungan, tetapi perlu menjadi "Penanam Pokok" yang berakar pada tempat setempat—Di mana, Untuk Di Mana, menjadi sebahagian daripada setempat.

Dalam negara, di sebalik 20 juta kereta Chery adalah satu rantai industri, berkaitan dengan pembangunan industri tapak di seluruh negara, peluang pekerjaan, cukai dan urusan rakyat. Di Wuhu sahaja, Chery menggerakkan lebih 3000 syarikat sokongan hulu dan hilir berkumpul, menarik lebih 30 syarikat Fortune 500 menempatkan ibu pejabat, malah membantu Anhui menjadi negeri besar automotif yang stabil menjadi nombor satu nasional dalam "tiga bidang" pengeluaran kereta, pengeluaran kereta baharu, dan eksport kereta.

Gambar bagi tapak pembuatan Chery di Wuhu

Di luar negara, Chery juga beralih daripada "Eksport Produk" kepada "Eksport Ekosistem".Tahun 2024, Chery bekerjasama dengan EV MOTORS Sepanyol, memulihkan jenama kebangsaan Sepanyol EBRO, juga mencipta lebih 1000 peluang pekerjaan, dipuji oleh kerajaan dan rakyat kedua-dua negara sebagai "Contoh Kerjasama Sepanyol-China". Sekarang, Chery Group mempunyai 150,000 pekerja di seluruh dunia, di mana pekerja luar negara melebihi 20,000 orang, malah menggerakkan jutaan peluang pekerjaan hulu dan hilir.

Di luar akar industri, "Hijau Kesejahteraan Penanam Pokok" juga berkembang secara global.Chery melaksanakan konsep pembangunan lestari ESG, tahap liputan jejak karbon bagi model terjual adalah 100%; berkolaborasi jangka panjang dengan Gabungan Pemuliharaan Semula Jadi Dunia (IUCN), melabur dalam projek pemulihan padang rumput Laut Tengah, pemuliharaan hutan bakau Malaysia, kawasan perlindungan semulajadi utama Sepanyol, Afrika Selatan; sebagai rakan strategik global Yayasan Kanak-kanak Pertubuhan Bangsa-Bangsa Bersatu, sejak 2023 telah berjanji menyumbang 12 juta USD untuk menyokong projek pendidikan global.

Gambar bagi Chery bekerjasama dengan IUCN menjalankan aktiviti pemuliharaan alam sekitar pemulihan padang rumput Laut Tengah

Selepas 20 Juta Unit: Dari "Membuat Kereta" ke "Mencipta Cara Hidup Yang Baik"

Selepas 20 juta unit, ke mana Chery pergi? Jawapan yang diberi oleh Chery ialah: Misi Chery ialah membantu jenama China menjadi besar dan kuat, membantu automotif China mengubah automotif dunia; Chery bukan sekadar syarikat automotif, malah syarikat ekologi teknologi yang melalui inovasi teknologi, sentiasa mengatasi sekatan tenaga, sempadan perjalanan, halangan industri, sentiasa mencipta cara hidup yang baik bagi pengguna global—yang perlu dihadapi oleh Chery ialah topik akhir pembangunan lestari manusia.

Jawapan sudah mula terlihat: Bantuan Penggerak Falcon, Kabin Pintar Lingxi telah dipasang pada model utama, pempadanan自动驾驶 L3/L4 dipacu produksi; eVTOL kereta terbang berjaya ujian terbang, Robot Moji telah dijual ke 60 negara dan wilayah, sentiasa mengembangkan sempadan perjalanan; Bateri Pepejal Rhino ketumpatan tenaga mencapai 400Wh/KG dan menuju ke 600Wh/KG; penyelidikan "Matahari Buatan" fusi nuklear terkawal juga membuka strategi penempatan. Fokus pada penempatan teraju sel elektrik dan cip kuasa tinggi (teknologi 2C), Robotaxi dan Robot Moji (teknologi 2R), bahan hijau, tenaga hijau, kuasa hijau (teknologi 3G), serta ekosistem bekalan berkualiti, ekosistem langganan kandungan digital (ekosistem 2E), membentuk tapak teknologi Chery yang berorientasikan masa depan.

Gambar bagi penempatan ekologi teknologi representative Chery

70 tahun lalu, industri automotif China baru bermula dari sifar; 29 tahun lalu, Chery Automotive bermula dari tanah tandus. 20 juta unit, adalah landasan penting di jalan pengusahaan ini, juga titik permulaan baharu untuk jalan seterusnya Chery.

Memerhadapi "Tiga Puluh Berdiri" yang bakal tiba pada tahun 2027, Chery perlu beralih daripada "Membuat Kereta" ke "Mencipta Cara Hidup Lestari Yang Baik"—ini ialah topik "Tiga Puluh Berdiri" Chery, juga satu janji antara Chery yang berusia 29 tahun tahun ini, dan "Chery Ratus Tahun"!

2026年7月25日，奇瑞集团全球累计销量正式突破2000万辆。同一天迎来上市的风云A9，作为奇瑞集团第2000万辆车，正式交付给用户。

奇瑞集团第2000万辆车落在风云A9上，是一次跨越时光的呼应：风云是奇瑞打造的第一款车，也是奇瑞第一款走向海外的全球车，如今已全系焕新为新能源智能车。风云A9定位为“长续航智美纯电轿跑”，不是一款普通新车，而是奇瑞整个产品体系、质量体系全面升级的代表作，代表着奇瑞“向美好出发”的样子，也代表着奇瑞“在中国，为全球”的诚意。

从零开始，到第2000万辆，奇瑞用29年创业历程，亲历并见证了中国汽车创新发展的向上之路，也探索出一条“在中国，为全球”的中国汽车全球化之路。

29年与2000万辆：中国汽车向上之路

今年7月恰逢新中国第一辆汽车下线70周年。在新中国70年的汽车工业史上，奇瑞汽车29年的创业历程，具有别样的样本意义。

20世纪90年代，行业盛行两个论断：“不与跨国公司合资没有前途”“不到百万规模不能自主研发”。奇瑞打破论断，坚持走自主品牌、自主研发、自主发展之路，成为中国品牌第一家掌握“三大件”核心技术的车企。

2007年，奇瑞成为第一家累计销量突破100万辆的中国品牌车企，此后更是率先跨过200万、300万、500万辆台阶，直至今天突破2000万辆。

图为奇瑞犀牛电池

图为奇瑞墨甲机器人

如今的奇瑞，全球化产业覆盖整车制造、核心零部件、汽车金融、具身智能机器人、现代服务、智能科技等多元领域。技术奇瑞“超级技术货架”已储备超过400项先进技术，包括犀牛电池、猎鹰智驾大模型、灵犀智舱2.0、方舟两栖系统、鲲鹏天擎48.57%热效率发动机等，覆盖“海陆空”技术图谱。

在最新公布的2026《财富》中国500强中，奇瑞汽车首次以上市公司身份上榜，排名第87位，净资产收益率（ROE）位列汽车行业第一。

超1/3车主在海外：“全球化含量”最高的中国车企

今年5月，来自罗马尼亚的德拉戈斯·斯坦（Dragos Stan），开着一辆奇瑞车，花了25天，行驶1.2万公里，横穿亚欧大陆8个国家，全程零故障抵达奇瑞芜湖总部。“相信中国制造。”这是德拉戈斯在路上反复说的一句话。

图为Dragos Stan横穿亚欧大陆途中

类似的信任，正在全球汇聚成规模。今年上半年，奇瑞集团累计出口汽车94.38万辆，同比增长71.5%；连续四个月刷新中国汽车单月出口纪录，平均每17秒就有一辆“奇瑞造”驶向海外。如今，奇瑞产品畅销全球130多个国家和地区，海外用户接近700万，约占全球2000万用户的35%——每3位奇瑞车主，就有1位在海外。

来自高法规市场的认可，验证了用户选择的含金量。1-6月，奇瑞在欧洲累计销售17.4万辆，同比增长超212%；在英国连续四个月跻身全市场全品牌新车销量榜前二，JAECOO 7更拿下单月全市场全品牌销冠。

图为奇瑞出海车辆即将登船

“种树人”的逻辑：在哪里，为哪里

今年7月3日，南非行政首都比勒陀利亚。奇瑞宣布，将改造升级从外企手中收购的罗斯林工厂，使其恢复生产，承诺保留原有的全部692名员工，并带动上下游近3000个就业岗位。消息宣布时，现场爆发出欢呼声。

图为奇瑞南非罗斯林工厂启动

奇瑞走到全球任何一个地方，都代表着中国品牌的形象，不能做逐利而居的“风滚草”，而要做扎根当地的“种树人”——在哪里，为哪里，成为当地的一份子。

在国内，奇瑞2000万辆车背后是一条条产业链，关联着全国各基地的产业发展、就业岗位、纳税和民生事业。仅在芜湖，奇瑞就带动上下游超3000家配套企业集聚，吸引了30多家世界500强企业落户，更助力安徽成为稳居汽车产量、新能源汽车产量、汽车出口“三项全国第一”的汽车大省。

图为奇瑞在芜制造基地

在海外，奇瑞也从“产品出海”升级为“生态出海”。2024年，奇瑞与西班牙EV MOTORS合作，复兴了西班牙国民品牌EBRO，还创造了1000多个就业岗位，被两国政府、公众誉为“中西合作典范”。目前，奇瑞集团在全球有15万员工，其中海外员工超2万人，更带动着上下游数以百万计的就业岗位。

产业扎根之外，“种树人”的公益绿荫也在全球延展。奇瑞践行ESG可持续发展理念，在售车型碳足迹覆盖率达100%；与世界自然保护联盟（IUCN）开展长期合作，投入地中海海草床修复、马来西亚红树林保护西班牙、南非重点自然保护区域等项目；作为联合国儿童基金会全球合作伙伴，2023年以来累计承诺捐赠1200万美元，用于支持全球教育项目。

图为奇瑞携手IUCN开展地中海海草床修复环保活动

2000万辆之后：从“造车”到“造美好生活方式”

2000万辆之后，奇瑞往哪里走？奇瑞给出的回答是：奇瑞的使命是助力中国品牌由大变强，助力中国汽车改变世界汽车；奇瑞不只是一家车企，还是一家通过技术创新，不断突破能源制约、出行边界、产业瓶颈，不断为全球用户创造美好生活方式的科技生态公司——奇瑞要面对的，是人类可持续发展的终极课题。

答案已显出雏形：猎鹰驾辅、灵犀智舱已在主力车型上车，L3/L4级自动驾驶加速量产；eVTOL飞行汽车成功试飞，墨甲机器人已销往60个国家和地区，不断拓展出行的边界；犀牛固态电池能量密度达400Wh/KG并向600Wh/KG冲刺；可控核聚变“人造太阳”研究也开启战略布局。聚焦电芯与高算力芯片（2C技术）、Robotaxi和墨甲机器人（2R技术）、绿色材料、绿色能源、绿色算力（3G技术）的前沿布局，以及备件精品生态、数字内容订阅生态（2E生态），构成了奇瑞面向未来的技术底座。

图为奇瑞代表性技术生态布局

70年前，新中国汽车工业从零起步；29年前，奇瑞汽车从荒滩出发。2000万辆，是这条创业路上的里程碑，也是奇瑞下一段路的新起点。

面对2027年即将到来的“三十而立”，奇瑞要从“造车”走向“造可持续的美好生活方式”——这是奇瑞“三十而立”的课题，也是今年29岁的奇瑞，和“百年奇瑞”的约定！

2026 年 5 月 20 日，小鵬汽車宣佈旗下首款全尺寸新科技旗艦 SUV—— 小鵬 GX 正式推出市場，限時優惠價 26.98 萬元起。官方喺宣傳中提及呢款車獻給所有為咗自己、亦為咗時代努力拼搏嘅人。長久以來，呢班中堅奮鬥者喺揀一台大六座 SUV 時，往往陷入大空間同難操控、高配置同高溢價、長續航同差體驗嘅取捨困局。小鵬 GX 嘅推出唔單止係一場產品發佈，更加係一次對行業積弊嘅公開宣戰。佢全系標準配備超百項 50 萬級領先技術，試圖以面向物理 AI 時代嘅科技實力，終結全尺寸 SUV 長久以來嘅核心痛點。

科技豪華對傳統堆料嘅降維打擊與空間平權

長久以來，高端豪華汽車嘅話語權被傳統主機廠嘅材質崇拜所壟斷。真皮、實木、水晶、金箔等工業時代嘅奢侈品符號，構成了高溢價嘅護城河。然而，小鵬 GX 嘅上市，實際上係代表新汽車勢力宣告：真正嘅豪華唔係堆砌傳統工藝，而係優秀嘅設計、精緻嘅配置疊加科技嘅差異，即係科技豪華。

喺內飾設計上，小鵬 GX 並未落入炫目浮夸嘅窠臼。拂曉白、林霧紫、铂金棕三款配色，搭配觸感細膩嘅 NAPPA 真皮，奠定咗輕奢嘅基調。最能體現佢科技豪華巧思嘅，係業界首创嘅星柔透光皮革工藝。佢將氛圍燈巧妙咗隱藏喺皮革下方，點亮時如星河璀璨，熄滅後隱於無形。呢種內斂嘅設計哲學，恰恰契合咗新一代奮鬥者高雅、唔盲從嘅審美趨勢。座艙仲配備咗可同時舒躺嘅雙零重力座椅、88 英寸追光全景抬頭顯示等五屏聯動系統、以及無菌雙開門雙溫區車載冰箱同靜感柔風中央空調 2.0，整車應用六塊 AI 調光隱私玻璃同 ENCRNC AI 智能降噪技術，喺時速 60km/h 行駛時車內噪聲能量降低 50%，喺細節之處體現咗深刻嘅人文關懷。

更重要嘅係，小鵬 GX 透過技術創新實現咗一排超 7 系、二排邁巴赫、三排愛爾法嘅越級空間體驗。傳統嘅全尺寸 SUV 往往將重心放喺一二排，第三排則淪為空間妥協下嘅小板凳。小鵬 GX 擁有最寬第三排橫向空間同最大頭部空間，且第三排座椅支持 0 到 180 度靠背同頭枕電動無級調節，滿配坐墊同靠背加熱，真正實現咗第三排與一二排嘅空間平權。

此外，佢嘅空間靈活度同樣令人矚目。新車配備全球唯一嘅三排電動三折疊技術，第三排座椅支持 50:50 獨立電動收納。喺 6 人滿載出行時，後備箱容積達同級第一嘅 673L，可輕鬆容納 6 個 24 寸行李箱；當第三排全部電動收納後，則進化為超級大四座，後備箱最大拓展容積飆升至 1748L，可唔摺疊並排放進 4 輛自行車。呢種對空間嘅極致壓榨與靈活組合，徹底消解咗全尺寸 SUV 滿載六人卻無法放下行李嘅傳統窘境，令大六座 SUV 嘅公共價值得以完整釋放。

終結大車難開嘅物理學魔法與安全冗餘

喺汽車工程學中，車輛嘅物理尺寸同操控靈活性係一對天然嘅矛盾。車長超 5.2 米、軸距超 3.1 米嘅龐然大物，點樣喺城市狹窄車道同立體車庫中從容穿梭？小鵬 GX 畀出嘅解法係依靠面向物理 AI 時代打造嘅原生線控底盤，徹底扭轉咗全尺寸 SUV 笨重難開嘅駕駛感受。

小鵬 GX 搭載嘅原生線控底盤，擁有 AI 智能底盤融合運動控制系統 X-VMC、線控轉向、後輪轉向、雙腔空氣懸掛等核心技術。其中，新車全系標準配備後輪轉向，輕鬆實現咗 5.4 米嘅最小轉彎半徑，靈活度媲美 A0 級轎車。而業界首发嘅線控前輪轉向系統更加打破咗傳統物理轉向限制，實現全速域可變轉向比，低速最小轉向比僅為 0.6，調頭只需打半把方向，單手即可從容操作。X-VMC 系統則實現咗對驅動、制動、轉向、懸掛嘅智能融合控制，令車輛能夠做到冰雪路面唔甩尾、爆胎唔失控。

喺動力同能耗上，小鵬 GX 同步推出純電、超級增程兩大動力版本。純電四驅版 CLTC 續航 750km，能耗低至 15.2kWh100km，搭配 5C 超充技術 12 分鐘即可補能 525km。而首发搭載新一代鯤鵬超級四驅增程技術嘅版本，更加係徹底攻克咗滿電一條龍、虧電一條蟲嘅行業痛點，喺車輛剩餘 10% 低電量狀態下，零百加速衰減少於 1 秒，並可加 92 號汽油。超級增程版實現 CLTC 純電續航 430km、綜合續航 1585km，每公里出行成本低至 3 分錢。喺增程器介入時，透過主動降噪同靜謐專用發動機等五大降噪技術，噪音少於等於 0.5dB，保證咗堪比圖書館嘅座艙靜謐性。

安全係最大嘅豪華被小鵬 GX 深刻地刻進咗骨子入面。被動安全上，佢採用同級最大 16000T 前後一體大压铸技術打造城堡式車身，車身扭轉剛度達同級最大嘅 56000Nmdeg，配合覆蓋三排乘員嘅 11 個安全氣囊，築牢物理防線。主動安全方面，業界首发全天候全場景穩行系統，包含冰雪 AES、爆胎穩行、700mm 涉水穩行等七大系統，並標準配備 2 個專業涉水級雷達。更具顛覆性嘅係，小鵬 GX 融合咗來自飛行汽車嘅安全冗餘設計，喺轉向、制動、車門解鎖系統上配備四重安全備份，驅動、供電、通信系統採用雙重冗餘，將汽車嘅功能安全與故障防護推向咗航空級標準。

Robotaxi 技術下放嘅全場景進化

作為長期以智駕為核心標籤嘅科技車企，小鵬喺 GX 上展現咗佢十二年技術積澱嘅最高結晶 —— 全棧自研 Robotaxi 技術嘅首次量產下放。新車全系搭載圖靈 AI 芯片，擁有至高 3000TOPS 嘅頂級算力，為智能駕駛提供咗極其強大嘅算力底座。

隨著小鵬 GX 嘅發佈，第二代 VLA 亦迎來咗 6.2.0 版本嘅推送。此次更新新增園區地庫無導航遊覽及全場景原地起步，實現咗純視覺大模型全場景能力嘅跨越。倚靠統一基座大模型，一套模型即可貫通園區、地庫、城區、高速，憑藉出色嘅類人泛化能力、超强嘅視覺理解能力同埋人機共駕技術，車仔能夠似人類老司機一樣時刻觀察、理解世界，真正做到行到哪、睇到哪、開到哪。喺面對十字路口鬼探头、暴雨倒伏樹木等極限意外情況嘅直播實測中，小鵬 GX 展現咗平穩減速並流暢變道繞行嘅強悍能力。針對突發性嘅人身安全風險，新車配備嘅駕駛員失能輔助系統，能喺智駕時監測到駕駛者突發暈厥等意外，自動完成警示、變道、駐車、求救全流程，用智能體系為生命爭取每一秒。

小鵬 GX 所展現嘅高階技術實力，唔單止服務於國內市場，更加服務於小鵬嘅全球化大航海戰略。從佢嘅發展軌跡嚟睇，小鵬喺海內外均展現出龐大嘅體系化布局。自 2025 年 7 月宣佈首個海外本地化生產項目喺印尼落地，到同年 9 月歐洲本地化生產項目喺奧地利格拉茨麥格納工廠正式啟動，再到 12 月啟動馬來西亞本地化生產項目，小鵬汽車已經組建咗一支規模化、多元化、重自研嘅跨界團隊。

小鵬 GX 超級四驅增程版喺成功挑戰 1318km 零補能京滬直達後，不久後仲將開啟北京 - 迪拜 12000 公里跨國遠征續航挑戰，並於 6 月中旬喺中東正式上市。小鵬 GX 作為面向物理 AI 時代嘅科技大成之作，佢喺海外市場嘅落地，代表住中國汽車出海已經告別咗低價內卷嘅舊時代，正式跨入以智駕技術同高端智能平台為核心輸出嘅技術同標準出海 20 時代。

小鵬 GX 嘅上市，用全系標準配備嘅超百項 50 萬級實用科技配置，畀長期存在溢價同技術擠牙膏嘅高端大六座 SUV 市場帶來咗劇烈嘅震撼。佢向業界證明，透過底層技術嘅重構，企業完全可以喺維持極具競爭力價格嘅同時，提供超越傳統豪車嘅產品體驗。對於嗰啲喺時代洪流中努力拼搏嘅奮鬥者嚟講，小鵬 GX 唔單止係一台更安全、更聰明、更省心嘅出行工具，更加係一個能陪佢哋從容奔赴山海、探索生活無限邊界嘅物理 AI 夥伴。

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唔保證以上內容嘅準確性同真實性。市場有風險，投資交易須謹慎。所涉標嘅唔做任何推薦，據此投資交易，風險自負。

科記匯，資深財經科技媒體人創辦，財經科技報道先鋒，年閱讀觀看量數億。設有財經科技媒體人社群。研究重大財經動態、企業家精神、商業文明發展歷程，報道大型企業、上市公司、創業公司關鍵發展節點。內容同步數十家网络平台。歡迎提供報道線索同採訪機會。

May 20, 2026, XPeng Automobile announced the official launch of its first full-size new technology flagship SUV — XPeng GX, with a limited-time offer price starting at 269,800 RMB. The official campaign states that this car is dedicated to everyone who strives for themselves and for the times. For a long time, this group of dedicated fighters has often fallen into the dilemma of trade-offs when choosing a large six-seater SUV, such as large space vs. difficult handling, high configuration vs. high premium, long range vs. poor experience. The launch of XPeng GX is not just a product release, but an open declaration of war against long-standing industry issues. It comes standard with over 100 leading technologies in the 500,000 RMB level category, attempting to end the core pain points of full-size SUVs with technological strength aimed at the physical AI era.

Technological Luxury Deconstructing Traditional Spec-Sheeting and Spatial Equality

For a long time, the discourse power of high-end luxury cars has been monopolized by the material worship of traditional OEMs. Symbols of luxury from the industrial age such as genuine leather, solid wood, crystal, and gold leaf form the moat of high premiums. However, the launch of XPeng GX actually represents the new automotive forces declaring: true luxury is not piling up traditional craftsmanship, but excellent design, exquisite configuration stacked with technological differences, i.e., technological luxury.

In interior design, XPeng GX has not fallen into the trap of dazzling extravagance. Three color schemes, Dawn White, Forest Mist Purple, and Platinum Brown, paired with delicate touch NAPPA genuine leather, set the tone of light luxury. Most embodying its technological luxury cleverness is the industry-first Star Soft Translucent Leather craft. It cleverly hides ambient lighting underneath the leather, shining like a starry river when lit, disappearing invisibly when extinguished. This reserved design philosophy precisely fits the elegant, non-herd mentality aesthetic trend of the new generation of fighters. The cockpit is also equipped with dual zero-gravity seats that can recline simultaneously, a five-screen linkage system including an 88-inch Follow Light Panoramic Head-Up Display, and a sterile double-door double-zone car refrigerator and Silent Sensation Soft Wind Central Air Conditioning 2.0. The whole vehicle applies six pieces of AI dimming privacy glass and ENCRNC AI intelligent noise reduction technology. When driving at 60 km/h, the in-car noise energy is reduced by 50%, embodying profound humanistic care in details.

More importantly, XPeng GX has achieved a cross-class spatial experience of Row 1 surpassing Series 7, Row 2 Maybach, Row 3 Alphard through technological innovation. Traditional full-size SUVs often focus the center of gravity on the first and second rows, while the third row becomes a small stool under space compromise. XPeng GX has the widest third-row lateral space and maximum headroom. And the third-row seats support 0 to 180-degree backrest and headrest electric stepless adjustment. Full configuration seat cushion and backrest heating, truly realizing spatial equality between the third row and the first two rows.

In addition, its spatial flexibility is equally remarkable. The new car is equipped with the world's only third-row electric three-fold technology. The third-row seats support 50:50 independent electric storage. When traveling with 6 people fully loaded, the trunk volume reaches 673L, first in its class, easily accommodating 6 24-inch luggage. When the third row is fully electrically stored, it evolves into a super large four-seater. The trunk's maximum expanded volume soars to 1748L, 4 bicycles can be placed side by side without folding. This extreme squeezing and flexible combination of space completely dissolves the traditional dilemma of full-size SUVs fully loaded with six people but unable to put down luggage, allowing the public value of large six-seat SUVs to be fully released.

Ending the Physics Magic of Large Cars Being Hard to Drive and Safety Redundancy

In automotive engineering, a vehicle's physical dimensions and handling flexibility are a natural contradiction. How does a behemoth over 5.2 meters long and over 3.1 meters wheelbase navigate effortlessly in narrow city lanes and multi-story parking garages? The solution given by XPeng GX relies on the native steer-by-wire chassis built for the physical AI era, completely reversing the heavy and difficult-to-drive feeling of full-size SUVs.

XPeng GX's native steer-by-wire chassis possesses core technologies such as AI intelligent chassis integrated motion control system X-VMC, steer-by-wire, rear-wheel steering, and dual-chamber air suspension. Among them, the new car standardizes rear-wheel steering across the series, easily achieving a minimum turning radius of 5.4 meters, flexibility comparable to an A0-class sedan. And the industry-first steer-by-wire front-wheel steering system breaks traditional physical steering limits, achieving variable steering ratio across all speed ranges. The minimum steering ratio at low speed is only 0.6, U-turn requires only half a turn of the steering wheel, can be operated calmly with one hand. The X-VMC system achieves intelligent integrated control of drive, brake, steering, and suspension, allowing the vehicle to not skid on ice/snow and not lose control on tire blowout.

In terms of power and energy consumption, XPeng GX launches two power versions simultaneously: pure electric and super extended range. Pure electric four-wheel drive version CLTC range 750km, energy consumption as low as 15.2kWh/100km. Paired with 5C supercharging technology, 12 minutes can replenish 525km. And the version launching with the new generation Kunpeng Super Four-Wheel Drive Extended Range technology completely overcomes the industry pain point of "fully dragon, low power worm". When the vehicle remaining 10% low battery state, 0-100 acceleration decay is less than 1 second, and can use 92-octane gasoline. Super extended range version achieves CLTC pure electric range 430km, combined range 1585km. Travel cost per kilometer as low as 3 cents. When the range extender intervenes, through active noise cancellation and silent dedicated engine etc. five major noise reduction technologies, noise less than or equal to 0.5 dB, guaranteeing cabin quietness comparable to a library.

Safety is the greatest luxury, deeply carved into the bones by XPeng GX. In passive safety, it adopts the class's largest 16000T front and rear integrated die-casting technology to create a castle-style body. Body torsional rigidity reaches the class's largest 56,000 Nm/deg. Cooperating with 11 airbags covering three-row passengers, to build a solid physical defense line. In active safety, the industry launches all-weather all-scenario steady travel system, including ice/snow AES, tire blowout steady travel, 700mm wading steady travel etc. seven major systems, and standardizes 2 professional wading level radars. More subversive is, XPeng GX integrates safety redundancy design from flying cars. Equipped with four-fold safety backups on steering, braking, door unlocking systems. Drive, power supply, communication systems use dual redundancy, pushing automotive functional safety and fault protection to aerospace standards.

All-Scenario Evolution under Robotaxi Technology Downgrade

As a tech car company long with smart driving as its core label, XPeng demonstrated the highest crystallization of its 12-year technology accumulation on the GX — the first mass production downgrade of fully stack self-developed Robotaxi technology. The new car series is equipped with Turing AI chips. Possessing up to 3000 TOPS top-level computing power, providing an extremely powerful computing power base for intelligent driving.

With the release of XPeng GX, the second generation VLA also welcomed the 6.2.0 version push. This update adds park underground garage no-navigation roaming and all-scenario stationary start, achieving the leap of pure vision large model all-scenario capabilities. Relying on the unified base large model, one model can penetrate park, underground garage, urban area, highway. Relying on excellent human-like generalization ability, super strong visual understanding ability and human-machine co-driving technology, the car can observe and understand the world like a human old driver at all times, truly achieving wherever it goes, sees, it drives. In live tests facing extreme unexpected situations like sudden appearance at crossroads, rainstorm downed trees etc., XPeng GX showed strong capability of steady deceleration and smooth lane change detour. For sudden personal safety risks, the new car equipped driver incapacity assist system, can monitor sudden fainting etc. accidents while smart driving. Automatically complete warning, lane change, parking, rescue full process, using intelligent system to fight for every second for life.

The advanced technical strength demonstrated by XPeng GX serves not only the domestic market but also XPeng's global great navigation strategy. From its development trajectory, XPeng has demonstrated a huge systematic layout both at home and abroad. Since July 2025 announced first overseas local production project in Indonesia landing, to September same year European local production project in Austria Graz Magna factory officially started, to December launching Malaysia local production project, XPeng Automobile has already assembled a scaled, diversified, heavy R&D cross-border team.

XPeng GX Super Four-Wheel Drive Extended Range version after successfully challenging 1318km zero-replenishment Beijing-Shanghai direct drive, soon will also start Beijing - Dubai 12000 km cross-country expedition range challenge, and officially launch in the Middle East in mid-June. XPeng GX as a technological masterpiece aimed at the physical AI era, its landing in overseas markets represents that Chinese cars going global have said goodbye to the old era of low-price involution, officially stepping into the technology and standard going global 2.0 era where smart driving technology and high-end intelligent platform are the core output.

XPeng GX launch, using series standard over 100 items 500,000 RMB level practical tech configuration, brought intense shock to the high-end large six-seat SUV market where premiums and technology squeezing toothpaste have long existed. It proves to the industry that through bottom-level technology reconstruction, enterprises can completely while maintaining extremely competitive prices, provide a product experience surpassing traditional luxury cars. For those fighters struggling hard in the torrent of times, XPeng GX is not only a safer, smarter, more worry-free travel tool, but also a physical AI partner that can accompany them calmly to rush to mountains and seas, exploring infinite boundaries of life.

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In the summer of 2026, the perceived temperature of the car market was hotter than the actual air temperature.

In April, the domestic new energy penetration rate historically broke through the 60% mark. The positions held by fuel cars are left with less than 40%.

In May, a new wave of price cuts swept through the domestic joint venture SUV market. Terminal price cuts by half have become the norm, with some models seeing maximum reductions of up to 51%, covering both luxury and ordinary joint venture brands. Sales consultants' social media moments were filled with 'Historical Lowest', 'Clearance Sale', and 'Special Group Approval'.

A more symbolic signal is that Volkswagen officially confirmed Skoda would exit China by mid-year at the end of March. This is no longer just a price war, but a 'Battle Royale'. The short-term store traffic stimulated by prices cannot hide a cold reality—According to data from the China Automobile Circulation Association, the market share of mainstream joint venture brands from January to May 2026 has slipped to around 32%, whereas in 2020 this figure touched 60%. Joint venture vehicles that once generated profits simply by stepping on the accelerator are now collectively trapped in a vicious cycle of 'the lower the price, the greater the loss; the greater the loss, the lower the price'.

Whether it is the short-term 'amputation to stop losses' or the final 'final flicker of life', they all lead to a core proposition: Does the Chinese market still need joint venture brands? If so, what constitutes a 'good joint venture'?

I. Behind the Collective Price Cuts: Common Anxiety Across Factions and Their Individual Cards

The development of joint venture brands to this point can no longer simply attribute price cuts to 'trading price for volume'. Essentially, it is a stress response after three levels of the joint venture camp have lost speed simultaneously: the moat of fuel cars has dried up, the initiative of electrification is missing, and pricing power has shifted to Chinese brands. Moreover, the situation and chips of different factions actually have significant differences.

Japanese: Hybrid Strength Blocked by PHEV 'Interception', Obsession Becomes Shackles

Toyota and Honda's hybrid technology enjoyed a technical premium in China for nearly a decade. Now facing a full-scale siege from domestic brands' PHEVs and range-extended EVs, they have similar fuel efficiency but cannot plug in and lack the green license plate advantage. Price cuts attempt to offset the cross-level strikes from domestic C-segment new energy vehicles with the cost-performance of B-segment fuel/hybrid products. The Japanese ace is the global profit pool and lean production system, but they rely heavily on the path for the 'pure electric transition period', and software definition capabilities are too indebted.

German: Most Effort on Electrification, but Brand Premium is Being 'Deconstructed' by Intelligence

Volkswagen is the most determined in electrification transformation among joint ventures. The ID. series once surged in volume, but software shortcomings and smart driving gaps prevent it from entering the first tier. BBA's electric products are trapped in 'brand premium failure': battery, motor, and electronics have no gap, the signature mechanical quality and chassis tuning have reduced perception in the electric era, but the cockpit experience is far left behind by 300,000-level Chinese brands. Volkswagen chose to increase local R&D, while some luxury brands began considering reducing local capacity and shifting to an import model to protect profits.

American: Caught in the Crack of US-China Decoupling, Not Anchored at Either End

General Motors and Ford's share in China continues to shrink. The unique dilemma of American joint ventures lies in geopolitics: Washington is increasingly wary of China's smart vehicle technology. If GM and Ford deeply bind Chinese supply chains within joint ventures, they may face local review. This makes them waver between 'deep localization' and 'tech decoupling risk avoidance', with chaotic rhythms, pleasing neither side.

Korean and French: 'Pioneers' on the Margins

Hyundai-Kia has become 'Others' in China, and the French brand remains with only a whisper of voice. They provided a rehearsal: closing factories, cutting models, shifting to export bases or light-asset technology providers to protect the profit floor, but also permanently exiting the table of the Chinese mainstream market.

II. Endgame Deduction: Three Paths for Joint Venture Brands, and Their Fatal Bugs

Based on the dilemmas and trends of domestic joint venture cockpits, we attempt to deduce three most realistic endgame paths.

Path 1: Dignified Exit — 'Skoda-Style' Exit and Marginalization

Mainly American, Korean, and European second-tier brands, whose share in China has shrunk below the survival red line and cannot afford high costs of local intelligent transformation. They will copy Suzuki, Mitsubishi, and Skoda paths, officially announcing exit from China within two to three years, transferring capacity and funds to markets like India, ASEAN, or Latin America where the fuel car lifecycle is longer, retaining only a small number of imported cars and brand licensing businesses.

Fatal Bug: 'Chronic Suicide' and Defense Failure in the Global Battlefield

The Chinese market is the most competitive 'super steelmaking furnace' for global new energy and smart driving technology. Abandoning China means these brands will completely become disconnected from the forefront of automotive technology. When BYD, Geely, and Chery bring generation-gap EVs to overseas markets, the retreating forces have no defenses abroad either, only delaying death by a few years. Moreover, no major multinational automotive company dares to actively give up the 'right to participate on site' in China, the world's largest market. This not only means sales go to zero but also means completely handing over data and scenario iteration rights to opponents, long-term weakening global competitiveness.

Path 2: Global Jumping Board — 'In China, For Global' Export Base

Mainly Japanese and some top European car series. They value China's unparalleled supply chain cost advantages and new energy manufacturing efficiency, upgrading Chinese joint venture factories into global production and R&D hubs. 'Made in China, Sold Globally'. A typical case is Nissan Import & Export (Guangzhou) Co., Ltd. officially established by Dongfeng Nissan at the beginning of this year, with 60% held by Nissan China and 40% by Dongfeng Group. The first shipment of 'N Brand' pure electric cars (such as N7) has been completed, and the strategic intention is also extremely clear:

Borrowing chickens to lay eggs — Utilize China's mature three-electric supply chain and development speed produced through competition to produce high cost-performance electric vehicles to feed the overseas market, without needing to invest heavily overseas to build new EV factories.

Turning burdens into assets — Perfectly digest idle capacity of domestic joint venture automakers. The Chinese side 'borrows a way to go overseas' to earn overseas profits, the foreign side gets ready-made high-quality capacity, achieving a win-win in interests.

Geographical Dividend — Guangzhou Huadu and Nansha Port possess the densest liner routes to Southeast Asia. Superimposed with RCEP tariff dividends, logistics efficiency is pushed to the limit.

Fatal Bug: Geopolitical 'Dimensionality Reduction Strike' and Southeast Asia's 'Frontline Fire'

First, the barrier for this path is not in production but in trade. The tariff walls built by Europe and America against Chinese-made cars are getting higher. As long as cars are assembled in Chinese factories and use Chinese battery supply chains, they may face high tariffs or supply chain compliance reviews. Chinese factories easily become 'besieged' islands trapped by tariffs.

Second, the Southeast Asia battlefield is far from smooth. When Nissan's N7 arrives in Thailand, it will be found that this place has long been dominated by BYD, Great Wall, and Geely. Domestic brands laid out in Southeast Asia 2-3 years earlier. Nissan takes cars empowered by Chinese technology to fight hand-to-hand with Chinese brands of technical origin overseas. It is difficult to create differentiation in smart cockpits and OTA speeds.

A deeper bug lies inside the channels. Nissan's sales companies in various Southeast Asian countries have management and dealer networks deeply entrenched in fuel car interests, influenced by Japanese HQ culture. When the Guangzhou Import/Export Company pushes vehicles with strong 'Chinese New Energy Genes' over there, will local channels be willing to fully cooperate? Will they worry about cannibalizing their high-profit fuel car base? This 'discourse power infighting' within transnational joint ventures often leads to good cars selling poorly overseas.

Brand awareness is also a problem. In the minds of Southeast Asian consumers, NISSAN is 'fuel-efficient, durable, Japanese craftsmanship'. Suddenly Nissan launches a pure electric car focusing on 'smart cockpit, Chinese three-electrics'. Consumers fall into confusion: If you want a tech-heavy Chinese EV, why not buy BYD directly? If you want an authentic Japanese car, why buy a Made-in-China Nissan?

Path 3: If You Can't Beat Them, Join Them — Deep Localization 'Reverse Joint Venture'

Typified by German giants (Volkswagen, Mercedes, BMW). They have thick capital, sufficient cash flow, and are unwilling to give up the Chinese market, choosing 'If you can't beat them, join them'. Completely 'Sinicize' the technical bottom layer — VW invests in XPeng and jointly develops CEA electrical architecture, Audi and SAIC launch a new 'AUDI' brand without the 'Four Rings' logo, Mercedes deeply binds with Momenta to build smart driving. Joint ventures have become a new species where 'the shell is an international giant, the soul is Eastern technology'.

This is currently the direction most favored by the industry, and is also the 'emergency heart medicine' for multinational giants exchanging capital for time. Of course, breaking down from the underlying logic of finance and equity, this cooperation is more complex than it appears on the surface.

First, VW spent about 700 million US dollars back then to acquire about 4.99% of shares of XPeng Motors and obtained a board observer seat. In the US stock and HK stock regulatory systems, 5% is a red line triggering public announcement and anti-monopoly review. VW kept shareholding precisely at 4.99%, showing 'I believe in you' sincerity, avoiding long cross-border approval, while relieving XPeng management's guard against 'loss of control' — this is an extremely smart 'financial bet'.

Audi and SAIC are in a different predicament. Both are locked in the traditional 50:50 joint venture framework of 'SAIC VW / SAIC Audi' and cannot directly buy or sell parent company stocks. So they chose to 'open a new household' — launch a new 'AUDI' brand, without the Four Rings logo. Although equity ratios remain unchanged, the actual product definition rights of the project have undergone a historical shift: SAIC (IM Motors team) outputs core intelligent digital platforms, Audi deploys design and chassis tuning teams. The foreign side made a historical concession on the core 'product definition right'.

But both forms will generate a financial reversal from 'lying and earning franchise fees' to 'paying technical service fees'. The financial model of the past 40 years was: the joint venture sells cars, paying high technology licensing fees to the multinational HQ, the foreign side lies back and takes the bulk of profits. The current model has undergone a 'reverse reversal':

VW pays XPeng 'technical service fees'. R&D costs for software and architecture belong to one-time upfront investment. When XPeng packages and licenses CEA architecture and intelligent software, this revenue in XPeng's financial statements is almost pure profit with gross margins close to 100%. This is the strongest financial hematopoietic stem cell for Chinese new forces when the car manufacturing main business isn't profitable.

A deeper financial weapon is joint procurement. VW and XPeng established a joint procurement organization. VW possesses a terrifying bargaining power of global millions in sales volume. XPeng knows all about Chinese local electronic components, LiDAR, and other innovative supply chains. Both sides combine the procurement list into one, achieving a cliff-like drop in per-vehicle material costs.

Fatal Bug: Dynamic Evolution of IP, Channel Infighting, and Geopolitical 'Soul Castration'

However, this model also has three major hazards:

First, the 'black box evolution' of IP — software is alive, requiring OTA every month. VW buys XPeng's architecture and smart driving code at 'a certain time node'. So when XPeng iterates a more advanced end-to-end AI large model next year, does VW need to pay again? If syncing without reservation, how does XPeng's own cars maintain differentiation? If not syncing, the 'soul' VW bought for billions might become 'zombie code' in 2-3 years. The pricing and IP ownership of this dynamic upgrade are extremely difficult to solidify in contracts.

Second, channel infighting and brand premium avalanche — The new 'AUDI' car cooperated by Audi and SAIC will ultimately be sold through the SAIC Audi channel. If selling well, profit distribution is easy to discuss. But if selling poorly, how to provision for impairment of huge R&D investments from both sides on the balance sheet? More fatal is brand awareness: when consumers find that a joint venture luxury car worth hundreds of thousands has the same cockpit and smart driving as a domestic car worth tens of thousands, or even discounted due to cross-border team compatibility issues, why pay for 'brand premium'? Once the halo of technology worship disappears, joint venture brands will fall into a dead cycle of price wars with domestic cars, fighting hand-to-hand.

Third, the geopolitical firewall of 'Soul Going Overseas' — Multinational giants buy Chinese souls, not just for the Chinese market, they dream of selling this high cost-performance platform to Europe and North America. But the underlying code, smart cockpit servers, and battery supply chains of these models are deeply bound to Chinese local suppliers. Once crossing the Chinese border, they will immediately hit EU data security reviews or North American tariff barriers. The 'souls' VW and Audi spent real money to buy are likely to be physically castrated, able to survive only in this one 'greenhouse' in China, unable to spread financial costs globally. This is the biggest structural bug of the entire model.

III. Ultimate Question: What Kind of Joint Venture is a 'Good Joint Venture'?

In fact, the three paths are not a choose-one-of-three issue. They happen simultaneously to joint venture brands in different situations, and the three may also circulate among each other. As the title says, joint venture brands have at least not just 'one life'.

But all paths convey the same core cognition: The old joint venture model where the foreign side outputs powertrains and brands, and the Chinese side provides land, channels, and labor, has completely died.

What is a 'Good Joint Venture', or which joint venture brands can survive better in this new era, must meet three conditions:

· Equal Ability Complementarity — Chinese side contributes intelligent driving full-stack capabilities, electrical architectures, industrial chain cost efficiency; Foreign side contributes vehicle safety, chassis driving quality, global R&D verification standards, and overseas channels. No longer 'Master and Apprentice', but a consortium where each has their strengths.

· Deep Interest Binding — Both sides possess institutionalized, equal decision-making mechanisms on data management, model definition, and export rights. No longer one side's 'charity cooperation', but a 'You-in-me' strong alliance.

· Transparent Game Rules — Cooperation does not stop at the Chinese market, but is global from the beginning, establishing institutional designs on product definition rights, dynamic IP evolution, and profit distribution that can stand the test of time, jointly making the cake bigger.

Volkswagen-XPeng, Stellantis-Leapmotor, Audi-SAIC are walking on this path, but even they are far from submitting satisfactory answers. Because the biggest Bug of 'Good Joint Venture' is: Both sides are partners and opponents. The model jointly launched today may face off against their own independent brands tomorrow. This 'competitive collaboration' balance beam requires extremely high strategic stability.

IV. Conclusion: The Era of Arrogance and Lying Earnings is Over

Joint venture brands have not died. What died is the 'Old Joint Venture Model of Arrogance and Lying Earnings'. The future Chinese car market will no longer distinguish between Chinese capital or foreign capital, only distinguishing between 'Evolutionists who Follow Chinese Speed' and 'Retreatists Who Hold onto Broken Things'.

The only certainty is: The joint ventures that survive will certainly not be relics of the old world, but co-constructors of the new order. On the three paths leading to the new order, none is a smooth road — every step is stepped on the blade of geopolitics, technology iteration, and human nature game.

2026年夏天，车市的体感温度比气温更滚烫。

4月，国内新能源渗透率历史性突破60%大关，燃油车固守的阵地，只剩不到四成。

5月，国内合资 SUV 市场掀起新一轮降价风暴，终端价格 “腰斩” 已成常态，部分车型最大降幅达到51%，涵盖豪华品牌与普通合资品牌。销售顾问的朋友圈清一色“历史最低”“清库甩卖”“集团特批”。

更具象征意义的信号是，3月底大众正式确认斯柯达将于年中退出中国。这不再是简单的价格战，而是 “大逃杀”，被价格刺激出的短期到店量，掩盖不了一个冰冷现实——中国汽车流通协会数据显示，2026年1–5月主流合资品牌市场份额已滑落至32%左右，而2020年这个数字还曾触及60%。曾经踩一脚油门就能收割利润的合资车，如今正集体深陷“越降越亏，越亏越降”的泥潭。

无论是短期的“断臂止损”或是最后的“回光返照”，都引向一个核心命题：中国市场还需要合资品牌吗？如果需要，怎样的合资才算“好合资”？

一、集体降价背后：不同派系的共同焦虑与各自底牌

合资品牌的态势发展到现在，已经不能将降价简单归结为“以价换量”的。本质上，是合资阵营三个层面同时失速之后的应激反应：燃油车护城河干涸、电动化主动权缺失、定价权向中国品牌转移，而且不同派系的处境和筹码，其实也是有很大差异的。

日系：混动长板被插混“截胡”，执念成为枷锁

丰田、本田的油电混动曾在中国享受近十年技术溢价，如今面对自主品牌插混、增程的全面围剿，节油率相仿却无法插电、无绿牌优势。降价是试图用B级燃油/混动产品的性价比，对冲自主C级新能源的越级打击。日系底牌是全球利润池和精益生产体系，但对“纯电过渡期”的路径依赖严重，软件定义能力欠账太多。

德系：电动化最用力，但品牌溢价正被智能化“解构”

大众是合资中电动化转型最决绝的，ID.系列一度冲量，但软件短板和智驾差距让其始终无法进入第一阵营。BBA的电动产品陷入“品牌溢价失灵”：三电拉不开差距，招牌的机械素质和底盘调校在电动时代感知力下降，车机体验却被30万级中国品牌远远甩开。大众选择加码本土研发，而部分豪华品牌开始考虑缩减本土产能、转向进口模式保利润。

美系：夹在中美脱钩裂缝，两头不靠岸

通用和福特在华份额持续萎缩，美系合资的独有困境在地缘政治：华盛顿对中国智能车技术日益警惕，如果通用、福特在合资公司深度绑定中国供应链，可能招致本土审查。这让它们在“本土化深入”和“技术脱钩避险”之间摇摆不定，节奏混乱，两头不讨好。

韩系法系：边缘化的“先行者”

现代起亚在中国已沦为“其他”，法系只剩一丝声量。它们提供了某种预演：关闭工厂、削减车型，转做出口基地或轻资产技术提供方，保住利润底线，但也永久退出了中国主流市场的牌桌。

二、终局推演：合资品牌的三条路，以及各自的致命Bug

基于国内合资车机的困境和动向，我们试图推演三种最具现实可能性的终局路径。

路径一：体面离场——“斯柯达式”退出与边缘化

主要是以美系、韩系及欧洲二线品牌为主，在华份额已萎缩至生存红线以下，无法负担高昂的本土智能化转型成本。它们将复制铃木、三菱、斯柯达的路径，在两三年内官宣退出中国，将产能和资金转移至印度、东盟或拉美等燃油车生命周期更长的市场，仅保留少量进口车和品牌授权业务。

致命Bug：“慢性自杀”与全球战场的防御失效

中国市场是全球新能源和智驾技术最卷的“超级炼钢炉”。放弃中国，意味着这些品牌将彻底与最前沿的汽车科技脱节。当比亚迪、吉利、奇瑞带着代差级的电动车卷到海外时，退守者在海外同样无险可守，只是把死亡时间推迟了几年。更何况，没有任何一个主流跨国车企敢于主动放弃中国这个全球最大市场的“现场参与权”——这不仅意味着销量归零，更意味着将数据、场景迭代权完全让给对手，长期削弱全球竞争力。

路径二：全球跳板——“在中国，为全球”的出口基地

以日系和部分头部欧洲车系为主。它们看中中国无与伦比的供应链成本优势和新能源制造效率，将中国合资工厂升级为面向全球的生产与研发总基地。“中国造，全球销”。典型案例是东风日产今年初正式成立的日产进出口（广州）有限公司，由日产中国持股60%、东风集团持股40%，已完成首批“N品牌”纯电车（如N7）的发运，战略意图也是极为清晰的：

借鸡生蛋——利用中国卷出来的成熟三电供应链和开发速度，生产高性价比电动车去喂饱海外市场，无需在海外砸重金新建电动车工厂。

化包袱为资产——完美消化国内合资车企的闲置产能。中方“借道出海”赚取海外利润，外方拿到现成的优质产能，实现利益双赢。

地理红利——广州花都、南沙港拥有通往东南亚最密集的班轮航线，叠加RCEP关税红利，将物流效率拉到极限。

致命Bug：地缘政治的“降维打击”与东南亚的“正面炮火”

首先，该路径的壁垒不在生产端，而在贸易端。欧美对中国产汽车筑起的关税墙越来越高，只要车在中国工厂组装、使用中国电池供应链，就可能遭遇高额关税或供应链合规审查，中国工厂极易沦为被关税“围困”的孤岛。

其次，东南亚战场绝非坦途。当日产的N7运到泰国时，会发现这里早已是比亚迪、长城、吉利的天下。自主品牌在东南亚的布局早了整整2-3年，日产拿着中国技术赋能的车去跟技术源头的中国品牌在海外贴身肉搏，在智能座舱、OTA速度上很难打出差异化。

更深层的Bug藏在渠道内部。日产在东南亚各国的销售公司，其管理层和经销商网络深度固守燃油车利益，且受日本总部文化影响。当广州进出口公司把带有浓厚“中国新能源基因”的车辆推过去时，当地渠道是否愿意全力配合？他们会不会担心蚕食掉自己利润极高的燃油车基本盘？这种跨国合资公司内部的“话语权内耗”，极易导致好车在海外卖不动。

品牌认知也是难题。东南亚消费者心中的NISSAN是“省油、耐操、日系工艺”。突然间日产推出主打“智能座舱、中国三电”的纯电车，消费者会陷入混乱：想买科技感十足的中国电动车，为什么不直接买比亚迪？想买纯正日系车，为什么要买中国制造的日产？

路径三：打不过就加入——深度本土化的“反向合资”

以德系巨头（大众、奔驰、宝马）为典型。它们家底厚、现金流足，绝不愿放弃中国市场，选择“打不过就加入”。彻底将技术底层“中国化”——大众入股小鹏并联合开发CEA电子电气架构、奥迪与上汽推出不挂“四环”标的全新“AUDI”品牌、奔驰深度绑定Momenta打造智驾。合资公司变成了“外壳是国际大厂，灵魂是东方科技”的新物种。

这是目前最被行业看好的方向，也是跨国巨头用资本换时间的“速效救心丸”。当然，从财务与股权的底层逻辑拆解，这种合作比表面看起来复杂。

第一种，大众当年斥资约7亿美元收购小鹏汽车约4.99%的股份，并获得一个董事会观察员席位。在美股和港股监管体系中，5%是一条触发举牌公告和反垄断审查的红线。大众将持股精准卡在4.99%，既展现了“我看好你”的诚意，又避免了漫长的跨国审批，同时解除了小鹏管理层对“丧失控制权”的戒备心——这是一个极其聪明的“财务对赌”。

而奥迪与上汽则处于不同的困局。双方被锁死在“上汽大众/上汽奥迪”的传统50:50合资框架里，无法直接买卖母公司股票。于是他们选择“另立门户”——推出全新“AUDI”品牌，不挂四环标。股权比例虽未变，但项目的实际产品定义权发生了历史性位移：由上汽（智己团队）输出核心智能数字化平台，奥迪派驻设计和底盘调校团队。外方在核心的“产品定义权”上做出了历史性让步。

但两种形式都会产生从“躺赚特许权费”到“支付技术服务费”的财务倒灌。过去40年的财务模型是：合资公司卖车，向跨国总部支付高昂的技术许可费，外方躺着拿走利润大头。现在的模型发生了“反向倒灌”：

大众向小鹏支付的是“技术服务费”。软件和架构的研发成本属于前期一次性投入，当小鹏把CEA架构和智能化软件打包授权时，这部分收入在小鹏的财务报表中毛利率几乎是接近100%的纯利润。这是中国新势力在造车主业不赚钱时，最强大的财务造血干细胞。

更深层的财务武器是联合采购。大众和小鹏成立了联合采购组织。大众拥有全球千万级销量的恐怖议价能力，小鹏对中国本土电子元器件、激光雷达等创新供应链了如指掌。双方把采购清单合二为一，让单车物料成本实现了断崖式下降。

致命Bug：IP的动态演进、渠道的内耗与地缘政治的“灵魂阉割”

但是，这套模式也存在三个大隐患：

第一，IP的“黑箱演进”——软件是活的，每个月都要OTA。大众买的是小鹏“某一个时间节点”的架构和智驾代码。那么当小鹏明年迭代出更高级的端到端AI大模型时，大众需不需要重新付费？如果毫无保留同步，小鹏自己的车怎么保持差异化？如果不同步，大众花几十亿买到的“灵魂”可能在2-3年后变成“僵尸代码”。这种动态升级的定价和IP归属，在合同上极难固化。

第二，渠道内耗与品牌溢价的雪崩——奥迪与上汽合作的“AUDI”新车，最终要放进上汽奥迪的渠道去卖。如果卖得好，利润分配自然好说。但如果卖不好，前期双方投入的巨额研发费如何在资产负债表上做减值准备？更致命的是品牌认知：当消费者发现几十万的合资豪车，里面的车机和智驾与十几万的国产车一模一样，甚至因跨国团队兼容问题打了折扣，为什么还要为“品牌溢价”买单？一旦技术崇拜的光环消失，合资品牌将陷入与国产车贴身肉搏价格战的死循环。

第三，“灵魂出海”的地缘防火墙——跨国巨头买中国灵魂，绝不仅为了中国市场，他们做梦都想把这套高性价比平台卖到欧洲和北美。但这些车型的底层代码、智能座舱服务器及电池供应链深度绑定中国本土供应商，一旦跨出中国国门，就会立刻撞上欧盟的数据安全审查或北美的关税壁垒。大众和奥迪砸下真金白银买来的“灵魂”，大概率被物理阉割，只能在中国这一个“温室”里存活，无法在全球范围分摊财务成本。这是整个模式最大的结构性Bug。

三、终极拷问：怎样的合资才是“好合资”？

事实上，三条路径不是三选一的问题，是同步发生在不同处境的合资品牌身上，而且三者之间也可能会互有流通，正如标题所说，合资品牌至少不只有“一条命”。

但所有路径都传达同一个核心认知：外方输出动力总成和品牌，中方提供土地、渠道和劳动力的旧合资模式，已经彻底死亡。

何为“好合资”，或者说更能在这个新时代生存下来的合资品牌，要满足三个条件：

·能力对等互补——中方贡献智能驾驶全栈能力、电子电气架构、产业链成本效率；外方贡献整车安全、底盘行驶质感、全球研发验证标准以及海外渠道。不再是“师傅与徒弟”，而是各有所长的联营体。

·利益深度绑定——双方在数据管理、车型定义、出口权益上拥有制度化、对等的决策机制。不再是一方的“施舍式合作”，而是“你中有我”的强强联合体。

·博弈规则透明——合作不止步于中国市场，而是一开始就面向全球，在产品定义权、IP动态演进、利润分配上建立经得起时间考验的制度设计，共同把蛋糕做大。

大众-小鹏、Stellantis-零跑、奥迪-上汽，正走在这条路上，但即便它们也远没有交出满意的答卷。因为“好合资”最大的Bug是：双方既是伙伴又是对手，今天联合推出的车型，明天可能正面迎战各自的独立品牌，这种“竞合”的平衡木，需要极高的战略定力。

四、结语：傲慢与躺赚的时代已经落幕

合资品牌并没有死，死掉的只是“傲慢与躺赚的旧合资模式”。未来的中国汽车市场，不再分什么中资还是外资，只分“顺应中国速度的进化者”和“抱残守缺的退场者”。

唯一可以确定的是：能活下来的合资，一定不是旧世界的遗老，而是新秩序的共建者。而通往新秩序的三条路上，没有一条是坦途——每一步，都踩在地缘政治、技术迭代与人性博弈的刀锋之上。

2026 年夏天，車市嘅體感溫度比氣溫更滾燙。

4 月，國內新能源滲透率歷史性突破 60% 大關，燃油車固守嘅陣地，仲剩唔到四成。

5 月，國內合資 SUV 市場掀起新一輪降價風暴，終端價格「腰斬」已成常態，部分車型最大降幅達到 51%，涵蓋豪華品牌與普通合資品牌。銷售顧問嘅朋友圈清一色「歷史最低」「清庫甩賣」「集團特批」。

更具象徵意義嘅信號係，3 月底大眾正式確認斯柯達將於年中退出中國。這唔再係簡單嘅價格戰，而係「大逃殺」，被價格刺激出嚟嘅短期到店量，掩唔蓋唔到一個冰冷現實——中國汽車流通協會數據顯示，2026 年 1–5 月主流合資品牌市場份額已滑落至 32% 左右，而 2020 年呢個數字仲曾觸及 60%。曾經踩一腳油門就能收割利潤嘅合資車，而家正集體深陷「越降越虧，越虧越降」嘅泥潭。

無論係短期嘅斷臂止損抑或是最後嘅回光返照，都引向一個核心命題：中國市場仲需要合資品牌嗎？如果需要，乜樣嘅合資先至算「好合資」？

一、集體降價背後：不同派系嘅共同焦慮與各自底牌

合資品牌嘅態勢發展到而家，已經唔能將降價簡單歸結為「以價換量」嘅。本質上，係合資陣營三個層面同時失速之後嘅應激反應：燃油車護城河干涸、電動化主動權缺失、定價權向中國品牌轉移，而且不同派系嘅處境同籌碼，其實都有很大差異。

日系：混動長板被插混「截胡」，執念成為枷鎖

豐田、本田嘅油電混動曾喺中國享受近十年技術溢價，而家面對自主品牌插混、增程嘅全面圍剿，節油率相仿卻無法插電、無綠牌優勢。降價係試圖用 B 級燃油/混動產品嘅性價比，對沖自主 C 級新能源嘅越級打擊。日系底牌係全球利潤池同精益生產體系，但對「純電過渡期」嘅路徑依賴嚴重，軟件定義能力欠賬太多。

德系：電動化最用力，但品牌溢價正被智能化「解構」

大眾係合資中電動化轉型最決絕嘅，ID.系列一度衝量，但軟件短板同智駕差距令佢始終無法進入第一陣營。BBA 嘅電動產品陷入品牌溢價失靈：三電拉唔開差距，招牌嘅機械素質同底盤調校喺電動時代感知力下降，車機體驗卻被 30 萬級中國品牌遠遠甩開。大眾選擇加碼本土研發，而部分豪華品牌開始考慮縮減本土產能、轉向進口模式保利潤。

美系：夾喺中美脫鉤縫隙，兩頭唔靠岸

通用同福特喺華份額持續萎縮，美系合資嘅獨有困境喺地緣政治：華盛頓對中國智能車技術日益警惕，如果通用、福特喺合資公司深度綁定中國供應鏈，可能招致本土審查。呢令佢哋喺「本土化深入」同「技術脫鉤避險」之間搖擺不定，節奏混亂，兩頭唔討好。

韓系法系：邊緣化嘅「先行者」

現代起亞喺中國已淪為「其他」，法系仲剩少少聲量。佢哋提供咗某種預演：關閉工廠、削減車型，轉做出口基地或輕資產技術提供方，保住利潤底線，但也永久退出中國主流市場嘅牌桌。

二、終局推演：合資品牌嘅三條路，以及各自嘅致命 Bug

基於國內合資車機嘅困境同動向，我哋試住推演三種最具現實可能性嘅終局路徑。

路徑一：體面離場——「斯柯達式」退出與邊緣化

主要係以美系、韓系及歐洲二線品牌為主，喺華份額已萎縮至生存紅線以下，無法負擔高昂嘅本土智能化轉型成本。佢哋將複製鈴木、三菱、斯柯達嘅路徑，喺兩三年內官宣退出中國，將產能同資金轉移至印度、東盟或拉美等燃油車生命週期更長嘅市場，僅保留少量進口車同品牌授權業務。

致命 Bug：「慢性自殺」同全球戰場嘅防禦失效

中國市場係全球新能源同智駕技術最捲嘅「超級煉鋼爐」。放棄中國，意味著呢啲品牌將徹底同最前沿嘅汽車科技脫節。當比亞迪、吉利、奇瑞帶住代差級嘅電動車捲到海外嘅時候，退守者喺海外同樣無險可守，只係將死亡時間推遲咗幾年。更何況，冇任何一個主流跨國車企敢於主動放棄中國呢個全球最大市場嘅「現場參與權」——呢唔單止意味著銷量歸零，更意味著將數據、場景迭代權完全讓畀對手，長期削弱全球競爭力。

路徑二：全球跳板——「喺中國，為全球」嘅出口基地

以日系同部分頭部歐洲車系為主。佢哋睇中中國無與倫比嘅供應鏈成本優勢同新能源製造效率，將中國合資工廠升級為面向全球嘅生產同研發總基地。「中國造，全球銷」。典型案例係東風日產今年初正式成立嘅日產進出口（廣州）有限公司，由日產中國持股 60%、東風集團持股 40%，已完成首批「N 品牌」純電車嘅發運，戰略意圖亦係極為清晰嘅：

借雞生蛋——利用中國卷出嚟嘅成熟三電供應鏈同開發速度，生產高性價比電動車去喂飽海外市場，無需喺海外砸重金新建電動車工廠。

化包袱為資產——完美消化國內合資車企嘅閒置產能。中方「借道出海」賺取海外利潤，外方拿到現成嘅優質產能，實現利益雙贏。

地理紅利——廣州花都、南沙港擁有通往東南亞最密集嘅班輪航線，疊加 RCEP 關稅紅利，將物流效率拉到極限。

致命 Bug：地緣政治嘅「降維打擊」同東南亞嘅「正面炮火」

首先，呢條路嘅壁壘唔喺生產端，而喺貿易端。歐美對中國產汽車築起嘅關稅牆越來越高，只要車喺中國工廠組裝、使用中國電池供應鏈，就可能遭遇高額關稅同供應鏈合規審查，中國工廠極易淪為被關稅「圍困」嘅孤島。

其次，東南亞戰場絕非坦途。當日產嘅 N7 運到泰國嘅時候，就會發現呢度早已係比亞迪、長城、吉利嘅天下。自主品牌喺東南亞嘅佈局早咗整整 2-3 年，日產拿住中國技術賦能嘅車去跟技術源頭嘅中國品牌喺海外貼身肉搏，喺智能座艙、OTA 速度上好難打出差異化。

更深層嘅 Bug 藏喺渠道內部。日產喺東南亞各國嘅銷售公司，其管理層同經銷商網絡深度固守燃油車利益，且受日本總部文化影響。當廣州進出口公司把帶住濃厚「中國新能源基因」嘅車輛推過去嘅時候，當地渠道是否願意全力配合？佢哋會唔會擔心蠶食咗自己利潤極高嘅燃油車基本盤？呢種跨國合資公司內部嘅話語權內耗，極易導致好車喺海外賣唔動。

品牌認知都係難題。東南亞消費者心中嘅 NISSAN 係「省油、耐操、日系工藝」。突然間日產推出主打「智能座艙、中國三電」嘅純電車，消費者會陷入混亂：想買科技感十足嘅中國電動車，點解唔直接買比亞迪？想買純正日系車，點解要買中國製造嘅日產？

路徑三：打唔落就加入——深度本土化嘅「反向合資」

以德系巨頭（大眾、奔馳、寶馬）為典型。佢哋家底厚、現金流足，絕唔願放棄中國市場，選擇「打唔落就加入」。徹底將技術底層「中國化」——大眾入股小鵬並聯合開發 CEA 電子電氣架構、奧迪同上汽推出新掛「四環」標嘅全新「AUDI」品牌、奔馳深度綁定 Momenta 打造智駕。合資公司變咗成為「外殼係國際大廠，靈魂係東方科技」嘅新物種。

呢而家係最被行業看好嘅方向，亦係跨國巨頭用資本換時間嘅「速效救心丸」。當然，從財務同股權嘅底層邏輯拆解，呢種合作比表面睇落複雜。

第一種，大眾當年斥資約 7 億美元收購小鵬汽車約 4.99% 嘅股份，並獲得一個董事會觀察員席位。喺美股同港股監管體系中，5% 係一條觸發舉牌公告同反壟斷審查嘅紅線。大眾將持股精準卡喺 4.99%，既展現咗「我看好你」嘅誠意，又避免咗漫長嘅跨國審批，同時解除咗小鵬管理層對喪失控制權嘅戒備心——呢係一個極其聰明嘅「財務對賭」。

而奧迪同上汽則處於唔同嘅困局。雙方被鎖死喺「上汽大眾/上汽奧迪」嘅傳統 50:50 合資框架入面，無法直接買賣母公司股票。於是佢哋選擇另立門戶——推出全新「AUDI」品牌，唔掛四環標。股權比例雖未變，但項目嘅實際產品定義權發生咗歷史性位移：由上汽（智己團隊）輸出核心智能數位化平台，奧迪駐派設計同底盤調校團隊。外方喺核心嘅「產品定義權」上做出咗歷史性讓步。

但兩種形式都會產生從「躺賺特許權費」到「支付技術服務費」嘅財務倒灌。過去 40 年嘅財務模型係：合資公司賣車，向跨國總部支付高昂嘅技術許可費，外方躺住拿走利潤大頭。而家嘅模型發生咗「反向倒灌」：

大眾向小鵬支付嘅係「技術服務費」。軟件同架構嘅研發成本屬於前期一次性投入，當小鵬把 CEA 架構同智能化軟件打包授權嘅時候，呢部分收入喺小鵬嘅財務報表中毛利率幾乎係接近 100% 嘅純利潤。呢係中國新勢力喺造車主業唔賺錢時，最強大嘅財務造血幹細胞。

更深層嘅財務武器係聯合採購。大眾同小鵬成立咗聯合採購組織。大眾擁有全球千萬級銷量嘅恐怖議價能力，小鵬對中國本土電子元器件、激光雷達等創新供應鏈瞭如指掌。雙方把採購清單合二為一，令到單車物料成本實現咗斷崖式下降。

致命 Bug：IP 嘅動態演進、渠道嘅內耗同地緣政治嘅靈魂閹割

但是，呢套模式都存在三個大隱患：

第一，IP 嘅「黑箱演進」——軟件係活嘅，每個月都要 OTA。大眾買嘅係小鵬「某一個時間節點」嘅架構同智駕代碼。咁當小鵬明年迭代出更高级嘅端到端 AI 大模型嘅時候，大眾需唔需要重新付費？如果毫無保留同步，小鵬自己嘅車點樣保持差異化？如果唔同步，大眾花幾十億買到嘅靈魂可能喺 2-3 年後變成為「殭屍代碼」。呢種動態升級嘅定價同 IP 歸屬，喺合同上極難固化。

第二，渠道內耗同品牌溢價嘅雪崩——奧迪同上汽合作嘅新「AUDI」新車，最終要放進上汽奧迪嘅渠道去賣。如果賣得好，利潤分配自然好講。但如果賣唔好，前期雙方投入嘅鉅額研發費點樣喺資產負債表入面做減值準備？更致命嘅係品牌認知：當消費者發現幾十萬嘅合資豪車，入面嘅車機同智駕同幾十萬嘅國產車一模一樣，甚至因為跨國團隊兼容問題打咗折，點解仲要為「品牌溢價」買單？一旦技術崇拜嘅光環消失，合資品牌將陷入同國產車貼身肉搏價格戰嘅死循環。

第三，「靈魂出海」嘅地緣防火牆——跨國巨頭買中國靈魂，絕唔止係為咗中國市場，佢哋成日夢都想將呢套高性價比平台賣到歐洲同北美。但呢啲車型嘅底層代碼、智能座艙服務器同電池供應鏈深度綁定中國本土供應商，一旦跨出中國國門，就會立刻撞上歐盟嘅數據安全審查或北美嘅關稅壁壘。大眾同奧迪砸下真金白銀買來嘅靈魂，大概率被物理閹割，只能喺中國呢個「溫室」入面存活，無法喺全球範圍內分摊財務成本。呢係整個模式最大嘅結構性 Bug。

三、終極拷問：乜樣嘅合資先至算「好合資」？

事實係，三條路唔係三揀一嘅問題，係同步發生喺唔同處境嘅合資品牌身上，而且三者之間都可能會有互有流通，正如同標題咁講，合資品牌最少唔止「一條命」。

但所有路徑都傳達同一個核心認知：外方輸出動力總同品牌，中方提供土地、渠道同勞動力嘅舊合資模式，已經徹底死亡。

點算「好合資」，或者講更能喺呢個新時代生存落嚟嘅合資品牌，要滿足三個條件：

·能力對等互補——中方貢獻智能駕駛全棧能力、電子電氣架構、產業鏈成本效率；外方貢獻整車安全、底盤行駛質感、全球研發驗證標準以及海外渠道。唔再係「師傅與徒弟」，而係各有所長嘅聯營體。

·利益深度綁定——雙方喺數據管理、車型定義、出口權益上擁有制度化、對等嘅決策機制。唔再係一方嘅「施捨式合作」，而係「你中有我」嘅強強聯合物體。

·博弈規則透明——合作唔止步於中國市場，而係一開始就面向全球，喺產品定義權、IP 動態演進、利潤分配上建立經得起時間考驗嘅制度設計，共同將蛋糕做大。

大眾 - 小鵬、Stellantis-零跑、奧迪 - 上汽，正喺呢條路上行，但就算佢哋都遠冇交得出滿意嘅答卷。因為「好合資」最大嘅 Bug 係：雙方既係夥伴又係對手，今日聯合推出嘅車型，明日可能正面迎戰各自嘅獨立品牌，呢種「競合」嘅平衡木，需要極高嘅戰略定力。

四、結語：傲慢同躺賺嘅時代已經落幕

合資品牌並冇死，死咗嘅只係「傲慢同躺賺嘅舊合資模式」。未來嘅中國汽車市場，唔再分咩中資定係外資，只分「順應中國速度嘅進化者」同「抱殘守缺嘅退場者」。

唯一可以確定嘅係：能活落嚟嘅合資，一定唔係舊世界嘅遺老，而係新秩序嘅共建者。而通往新秩序嘅三條路上，冇一條係坦途——每一步，都踩喺地緣政治、技術迭代同人性博弈嘅刀鋒之上。

2026 年 5 月 20 日，小鹏汽车宣布旗下首款全尺寸新科技旗舰 SUV—— 小鹏 GX 正式上市，限时权益价 26.98 万元起。官方在宣发中称这款车献给所有为自己、也为时代努力折腾的人。长期以来，这群中坚奋斗者在选择一台大六座 SUV 时，往往陷入大空间与难操控、高配置与高溢价、长续航与差体验的取舍困局。小鹏 GX 的推出不仅是一场产品发布，更是一次对行业积弊的公开宣战。它全系标配超百项 50 万级领先技术，试图以面向物理 AI 时代的科技实力，终结全尺寸 SUV 长久以来的核心痛点。

科技豪华对传统堆料的降维打击与空间平权

长期以来，高端豪华汽车的话语权被传统主机厂的材质崇拜所垄断。真皮、实木、水晶、金箔等工业时代的奢侈品符号，构成了高溢价的护城河。然而，小鹏 GX 的上市，实际上是在代表新汽车势力宣告：真正的豪华不是堆砌传统工艺，而是优秀的设计、精致的配置叠加科技的差异，即科技豪华。

在内饰设计上，小鹏 GX 并未落入炫目浮夸的窠臼。拂晓白、林雾紫、铂金棕三款配色，搭配触感细腻的 NAPPA 真皮，奠定了轻奢的基调。最能体现其科技豪华巧思的，是行业首创的星柔透光皮革工艺。它将氛围灯巧妙地隐藏在皮革下方，点亮时如星河璀璨，熄灭后隐于无形。这种内敛的设计哲学，恰恰契合了新一代奋斗者高雅、不盲从的审美趋势。座舱还配备了可同时舒躺的双零重力座椅、88 英寸追光全景抬头显示等五屏联动系统、以及无菌双开门双温区车载冰箱和静感柔风中央空调 2.0，整车应用六块 AI 调光隐私玻璃与 ENCRNC AI 智能降噪技术，在时速 60km/h 行驶时车内噪声能量降低 50%，在细节之处体现了深刻的人文关怀。

更重要的是，小鹏 GX 通过技术创新实现了一排超 7 系、二排迈巴赫、三排埃尔法的越级空间体验。传统的全尺寸 SUV 往往将重心放在一二排，第三排则沦为空间妥协下的小板凳。小鹏 GX 拥有最宽第三排横向空间和最大头部空间，且第三排座椅支持 0 到 180 度靠背和头枕电动无级调节，满配坐垫与靠背加热，真正实现了第三排与一二排的空间平权。

此外，其空间灵活度同样令人瞩目。新车配备全球唯一的三排电动三折叠技术，第三排座椅支持 50:50 独立电动收纳。在 6 人满载出行时，后备箱容积达同级第一的 673L，可轻松容纳 6 个 24 寸行李箱；当第三排全部电动收纳后，则进化为超级大四座，后备箱最大拓展容积飙升至 1748L，可不折叠并排放进 4 辆自行车。这种对空间的极致压榨与灵活组合，彻底消解了全尺寸 SUV 满载六人却无法放下行李的传统窘境，让大六座 SUV 的公共价值得以完整释放。

终结大车难开的物理学魔法与安全冗余

在汽车工程学中，车辆的物理尺寸与操控灵活性是一对天然的矛盾。车长超 5.2 米、轴距超 3.1 米的庞然大物，如何在城市狭窄车道和立体车库中从容穿梭？小鹏 GX 给出的解法是依靠面向物理 AI 时代打造的原生线控底盘，彻底扭转了全尺寸 SUV 笨重难开的驾驶感受。

小鹏 GX 搭载的原生线控底盘，拥有 AI 智能底盘融合运动控制系统 X-VMC、线控转向、后轮转向、双腔空气悬架等核心技术。其中，新车全系标配后轮转向，轻松实现了 5.4 米的最小转弯半径，灵活度媲美 A0 级轿车。而行业首发的线控前轮转向系统更打破了传统物理转向限制，实现全速域可变转向比，低速最小转向比仅为 0.6，掉头只需打半把方向，单手即可从容操作。X-VMC 系统则实现对驱动、制动、转向、悬架的智能融合控制，让车辆能够做到冰雪路面不甩尾、爆胎不失控。

在动力与能耗上，小鹏 GX 同步推出纯电、超级增程两大动力版本。纯电四驱版 CLTC 续航 750km，能耗低至 15.2kWh100km，搭配 5C 超充技术 12 分钟即可补能 525km。而首发搭载新一代鲲鹏超级四驱增程技术的版本，更是彻底攻克了满电一条龙，亏电一条虫的行业痛点，在车辆剩余 10% 低电量状态下，零百加速衰减小于 1 秒，并可加 92 号汽油。超级增程版实现 CLTC 纯电续航 430km、综合续航 1585km，每公里出行成本低至 3 分钱。在增程器介入时，通过主动降噪与静谧专用发动机等五大降噪技术，噪音小于等于 0.5dB，保证了堪比图书馆的座舱静谧性。

安全是最大的豪华被小鹏 GX 深刻地刻进了骨子里。被动安全上，它采用同级最大 16000T 前后一体大压铸技术打造城堡式车身，车身扭转刚度达同级最大的 56000Nmdeg，配合覆盖三排乘员的 11 个安全气囊，筑牢物理防线。主动安全方面，行业首发全天候全场景稳行系统，包含冰雪 AES、爆胎稳行、700mm 涉水稳行等七大系统，并标配 2 个专业涉水级雷达。更具颠覆性的是，小鹏 GX 融合了来自飞行汽车的安全冗余设计，在转向、制动、车门解锁系统上配备四重安全备份，驱动、供电、通信系统采用双重冗余，将汽车的功能安全与故障防护推向了航空级标准。

Robotaxi 技术下放下的全场景进化

作为长期以智驾为核心标签的科技车企，小鹏在 GX 上展现了其十二年技术积淀的最高结晶 —— 全栈自研 Robotaxi 技术的首次量产下放。新车全系搭载图灵 AI 芯片，拥有至高 3000TOPS 的顶级算力，为智能驾驶提供了极其强大的算力底座。

随着小鹏 GX 的发布，第二代 VLA 也迎来了 6.2.0 版本的推送。此次更新新增园区地库无导航漫游及全场景原地起步，实现了纯视觉大模型全场景能力的跨越。依托统一基座大模型，一套模型即可贯通园区、地库、城区、高速，凭借出色的类人泛化能力、超强的视觉理解能力和人机共驾技术，车子能够像人类老司机一样时刻观察、理解世界，真正做到走到哪、看到哪、开到哪。在面对十字路口鬼探头、暴雨倒伏树木等极限意外情况的直播实测中，小鹏 GX 展现了平稳减速并流畅变道绕行的强悍能力。针对突发性的人身安全风险，新车配备的驾驶员失能辅助系统，能在智驾时监测到驾驶者突发晕厥等意外，自动完成警示、变道、驻车、求救全流程，用智能体系为生命争取每一秒。

小鹏 GX 所展现的高阶技术实力，不仅服务于国内市场，更服务于小鹏的全球化大航海战略。从其发展轨迹来看，小鹏在海内外均展现出庞大的体系化布局。自 2025 年 7 月宣布首个海外本地化生产项目在印尼落地，到同年 9 月欧洲本地化生产项目在奥地利格拉茨麦格纳工厂正式启动，再到 12 月启动马来西亚本地化生产项目，小鹏汽车已经组建了一支规模化、多元化、重自研的跨界团队。

小鹏 GX 超级四驱增程版在成功挑战 1318km 零补能京沪直达后，不久后还将开启北京 - 迪拜 12000 公里跨国远征续航挑战，并于 6 月中旬在中东正式上市。小鹏 GX 作为面向物理 AI 时代的科技大成之作，其在海外市场的落地，代表着中国汽车出海已经告别了低价内卷的旧时代，正式跨入以智驾技术和高端智能平台为核心输出的技术与标准出海 20 时代。

小鹏 GX 的上市，用全系标配的超百项 50 万级实用科技配置，给长期存在溢价与技术挤牙膏的高端大六座 SUV 市场带来了剧烈的震撼。它向行业证明，通过底层技术的重构，企业完全可以在维持极具竞争力价格的同时，提供超越传统豪车的产品体验。对于那些在时代洪流中努力折腾的奋斗者而言，小鹏 GX 不仅是一台更安全、更聪明、更省心的出行工具，更是一个能陪他们从容奔赴山海、探索生活无限边界的物理 AI 伙伴。

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