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Di pasaran SUV Malaysia, ramai pembeli membandingkan Proton X50 dan Mazda CX-3 ketika memilih kereta. Kedua-dua model ini agak hampir dari segi harga dan kedudukan. Hari ini, kita akan buat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa.
Harga OTR Proton X50 di Malaysia ialah RM 89,800 - 113,300, ada 4 versi, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Harga OTR Mazda CX-3 di Malaysia ialah RM 126,159 - 139,159, ada 2 versi, termasuk 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang RM 36,359 lebih murah berbanding Mazda CX-3. Jika bajet anda terhad, versi masuk Proton sudah mencukupi untuk keperluan harian. Tetapi perlu diingat, ribuan ringgit yang lebih murah itu mungkin ada pertimbangan dalam kelengkapan, lihat keperluan anda sendiri.
Proton X50 dilengkapi enjin 1.5L 4 silinder, tenaga 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Mazda CX-3 dilengkapi enjin 1.5L Turbo, tenaga 140 hp. Penggunaan bahan api rasmi 7.0 L/100km.
Dari segi kuasa, Turbo 1.5L Mazda CX-3 ada 35 tenaga kuda lebih berbanding 1.5L 4 silinder Proton X50. Tapi untuk memandu di bandar, kuasa kedua-dua kereta cukup, tidak akan rasa kurang tenaga.
Penilaian keselamatan Proton X50 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Penilaian keselamatan Mazda CX-3 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk i-Activsense.
Penilaian keselamatan kedua-dua model sama, dalam kelas ini kelengkapan keselamatan agak lengkap. Keselamatan kereta baharu sekarang tidak buruk, jangan terlalu risau.
Proton X50 panjang badan 4400 mm, bak bagasi 400 L.
Mazda CX-3 panjang badan 4500 mm, bak bagasi 450 L.
Dari segi ruang, badan Mazda CX-3 100 mm lebih panjang daripada Proton X50, ruang penumpang lebih unggul. Tapi Proton X50 lebih fleksibel memarkir di bandar, ada pertimbangan masing-masing.
Proton X50 dan Mazda CX-3 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih menitikberatkan reputasi jenama dan harga semula, utamakan yang mempunyai reputasi lebih baik; jika anda lebih mementingkan nilai dan kelengkapan, pilih yang mempunyai konfigurasi lebih lengkap. Akhir sekali, disarankan untuk memandu ujian kedua-duanya, pengalaman sendiri adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Mazda CX-3 adalah model kereta yang cukup baik di pasaran Malaysia. Memilih yang mana, kunci utama bergantung kepada keperluan peribadi dan bajet anda. Disarankan para pengguna membuat kajian terlebih dahulu, bandingkan sebut harga beberapa penjual kereta, kemudian pergi memandu ujian untuk buat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa membuat kajian tidak akan salah.
Dalam pasaran SUV di Malaysia, ramai pembeli semasa memilih kereta akan membandingkan Proton X50 dan Mazda CX-3. Kedua-dua kereta ini mempunyai harga dan pelancaran yang agak hampir. Hari ini, kita akan melakukan perbandingan terperinci dari pelbagai aspek, untuk membantu anda menjimatkan masa membuat kajian.
Proton X50 mempunyai harga jual OTR di Malaysia dari RM 89,800 - 113,300, terdapat 4 versi, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Mazda CX-3 mempunyai harga jual OTR di Malaysia dari RM 126,159 - 139,159, terdapat 2 versi, termasuk 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159) dan lain-lain.
Ditinjau dari segi harga, harga permulaan Proton X50 memang lebih murah sebanyak RM 36,359 berbanding Mazda CX-3. Jika bajet anda terhad, versi permulaan Proton sudah boleh memenuhi keperluan harian. Tetapi juga perlu ambil perhatian, perbezaan harga beberapa ribu ringgit ini, mungkin ada pengorbanan pada peralatan, bergantung kepada keperluan anda.
Proton X50 dilengkapi dengan 1.5L 4-cyl, kuasa 105 hp. Konsumsi bahan api rasmi 6.0 L/100km.
Mazda CX-3 dilengkapi dengan 1.5L Turbo, kuasa 140 hp. Konsumsi bahan api rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo Mazda CX-3 mempunyai 35 hp lebih berbanding 1.5L 4-cyl Proton X50. Walau bagaimanapun untuk penggunaan harian di bandar, kuasa kedua-dua kereta sudah mencukupi, tidak akan rasa kurang kuasa.
Proton X50 menggunakan sistem pemanduan 4WD.
Mazda CX-3 menggunakan sistem pemanduan FWD.
Proton 4WD dan Mazda FWD mempunyai pengalaman pengendalian yang berbeza, disarankan untuk ujian memandu dan membandingkan.
Proton X50 waranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Mazda CX-3 waranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Syarat waranti kedua-dua kereta sama, tidak perlu risau dalam aspek ini. Kos penyelenggaraan sebenar bergantung pada rangkaian perkhidmatan jenama dan harga komponen, disarankan bertanya dalam kumpulan pemilik kereta lain untuk pengalaman pemilik sebenar.
Proton X50 dan Mazda CX-3 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mengutamakan reputasi jenama dan harga kereta terpakai, boleh memprioritaskan model yang mempunyai reputasi lebih baik; Jika anda lebih mengutamakan nilai dan peralatan, maka pilih model yang mempunyai peralatan lebih lengkap. Akhirnya, disarankan untuk membandingkan kedua-dua kereta dengan ujian memandu, pengalaman sendiri adalah yang paling penting.
Secara keseluruhannya, Proton X50 dan Mazda CX-3 adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih mana satu, adalah bergantung pada keperluan dan bajet peribadi anda. Disarankan untuk membuat kajian, bandingkan lebih banyak sebut harga daripada peniaga kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, menghabiskan masa untuk membuat kajian tidak akan salah.
On July 16, the GAC Group 30 Million Users Gratitude Event was held at the GAC Trumpchi factory. Relevant leaders from Guangdong Province, Guangzhou City, and Panyu District, Executive Vice President and Secretary-General of China Automotive Industry Association Fu Bingfeng, GAC Group Chairman Feng Xingya, General Manager Ge Xianqing, other members of the leadership team, industry partners, suppliers and dealers' representatives, as well as domestic and international car owners' representatives, employee representatives, media representatives, etc. all attended together to witness the milestone moment of GAC welcoming its 30 millionth user.
[Attendees Witness GAC Welcoming 30 Million Users Milestone Moment]
From the first complete vehicle off the line to the delivery of the 30 millionth vehicle, GAC has experienced a 29-year development journey. Behind the number 30 million is the selection and trust of tens of millions of users, GAC's determination to long-term adhere to quality and safety, the determination to transform towards electrification and intelligence, and it is also a microcosm of the Chinese automotive industry growing from large to strong, from scale expansion to value leap.
Global Synchronization: Intelligent New Energy Matrix Highlights Transformation Progress
At the event site, GAC's multiple global production bases were connected simultaneously. GAC Honda P7, GAC Toyota Platinum Wisdom 7, Qijing GT7, GAC AION N60, and GAC Hyper S600 went off the line sequentially as vehicles numbered 29,999,995 to 29,999,999 respectively for GAC. Finally, the right-hand drive version GAC Trumpchi M8 PHEV made a shining debut on the on-site stage as the 30 millionth complete vehicle. The collective debut of the entire lineup of new energy off-line models became a direct proof of GAC speeding up its electrification and intelligence transformation.
[GAC's 30 Millionth Complete Vehicle - Right-hand drive GAC Trumpchi M8 PHEV Rolls Off the Production Line]
[GAC Intelligent New Energy Matrix Shines on Stage]
Subsequently, Feng Xingya handed the key of the 30 millionth vehicle to Mr. Tony Jaa, a Thai car owner. This moment captures not just a number, but a warm testimony of the mutual pursuit between GAC and global users.
[Feng Xingya (Left) Hands New Car Keys to Thai Owner Tony Jaa (Right)]
[Ge Xianqing (Left 1) Awards Honorary Owners of All GAC Group Brands]
This trust spanning mountains and seas is the confidence for GAC to break out amidst industry changes. In the first half of this year, GAC Group sales reached 773,100 vehicles, a year-on-year increase of 2.35%; among them, new energy vehicle sales increased by 68.8% year-on-year; overseas exports exceeded 120,000 vehicles, a significant increase of 132% year-on-year, running a steady rhythm during the period of deep industry restructuring.
Quality as Foundation: Building Strong Confidence for 10 Million Users' Travel
"Quality is the bottom line GAC will never compromise." Feng Xingya said in the concluding speech. In GAC's development, scale growth always takes quality as the background. For many years, GAC Group has always adhered to the "Quality First" concept, integrating Honda's Total Quality Management (TQM), Toyota's Production System (TPS), and Lingnan Culture, building a quality management model centered on "Integration and Innovation". The focus of all these is to build good cars that let users drive with peace of mind, use with ease, and ride comfortably.
[Witnesses of Important Milestones in GAC's Development Journey Tell the Story of GAC Walking with Quality]
[“National Excellent Engineer Team” GAC Powertrain Independent R&D Team Tells the Journey of R&D Innovation]
[GAC Styling Design Team Tells the Journey of Design Innovation]
[GAC AION Intelligent Ecological Factory]
From the R&D end to the manufacturing end, GAC has established a strict quality control system for the full chain: Every new car before launch must undergo extreme environment tests such as high cold, high heat, high altitude, high humidity, high corrosion, mountainous areas, sand and dust, etc., "Five Highs, One Mountain, One Dust", completing "Two Winters, One Summer" field road tests; relying on test tracks and laboratories covering 12 major items of the complete vehicle and over 1,500 verification sub-items to achieve systematic quality verification; GAC AION Intelligent Ecological Factory, as the "Global First New Energy Vehicle Lighthouse Factory", ensures stable volume quality with a digital intelligent manufacturing system.
[GAC Star Spirit Security Protection System]
At the core safety technology level, the Star Spirit security protection system builds four protection dimensions, with eight key systems adopting dual redundant design, having protected nearly 2 million users and avoided 6.28 million potential travel risks; Cassette batteries have cumulatively been installed in 1.5 million vehicles, with safe driving mileage exceeding 160 billion kilometers; the service side also increases guarantee simultaneously, GAC was the first in the industry to launch the autonomous brand "Three Responsibilities" policy, actively underwriting battery and intelligent driving assistance issues that users focus on, eliminating users' concerns about using cars. It is exactly these safety defense lines and service commitments that support the brand confidence behind GAC's 30 million sales.
User-Oriented: Building a Full-Cycle Warm Service System
"What users care about, we keep in mind; what users expect, we go all out." Feng Xingya said, this user-centric concept has long been deeply integrated into GAC Group's development genes. For many years, GAC Group has always adhered to the corporate philosophy of "People-oriented, Trust as Way, Innovation First", among which the core meaning of "People-oriented" is user-oriented.
[GAC "User All Open Mic" Event Site]
On one hand, to face problems directly and listen to users' voices, GAC regularly holds the User All Open Mic activity, inviting users to "home" for face-to-face communication. At the same time, a full-process closed-loop management mechanism is established to ensure that every suggestion is properly handled, and common issues are optimized for all users in the first instance.
Furthermore, GAC has also established an exclusive user insight department, promoting a full-process change from problem discovery to solution, guaranteeing that every user request has a response and every matter has a settlement in terms of organizational mechanisms.
On the other hand, the service network accelerates penetration simultaneously. At the channel end, promoting service network sinking into county levels, planning to add 1,000 county-authorized stores within the year; at the response end, launching the "Super Butler" service to achieve 5-second response and 2-hour request resolution, guaranteeing that user requests are directed and handled quickly. At the energy replenishment end, building a "9 Verticals and 10 Horizontals" energy replenishment network, already covering 31 provinces and 213 cities nationwide, achieving "a station must exist within 1 kilometer straight line" in core urban areas, with self-operated charging pile quantity exceeding 27,000, among which supercharging piles exceed 20,000, providing convenient energy replenishment services for new energy car owners.
[GAC Energy "9 Verticals and 10 Horizontals" Energy Replenishment Network]
The core theme of this gratitude event is to express sincere feedback and thanks for the long-term support of 30 million users. At the event site, Feng Xingya announced that, starting from today, GAC officially launches the "GAC Group 30 Million Vehicles Off-Line · Renewal Gratitude Season", with GAC Honda, GAC Toyota, GAC Trumpchi, GAC AION, GAC Hyper, and Qijing Automotive six passenger car brands launching characteristic policies around new purchase, trade-in to additional purchase respectively, to reward every bit of companionship and support.
[GAC Group 30 Million Vehicles Off-Line · Renewal Gratitude Season Officially Launched]
Tech Centric: Empowering Real Travel with Cutting-Edge Technology
Taking 30 million as a new starting point, GAC will drive innovation and embark on a new journey towards electrification and intelligence, truly transforming cutting-edge technology into user-perceivable peace of mind and convenience.
In the power field, Xingyuan Power developed by the "National Excellent Engineer Team" covers three technologies: Xingyuan Extended Range, Xingyuan Plug-in Hybrid, and Xingyuan Super Dual-Motor, and will be mass-produced in more models. Every product must undergo 100,000 hours of test bench and complete vehicle verification, with equivalent mileage exceeding 10 million kilometers, ensuring that performance remains steady as a rock under all scenarios and all regions.
[GAC Xingyuan Power Allows Users to Choose "No More Settling"]
In the "Three Electrifications" field, GAC continues to tackle industry pain points such as battery ultra-fast charging and low-temperature range, having built an all-solid-state battery pilot production line, launched ultimate energy consumption technology, with the mass-produced Quark Electric Drive Motor highest efficiency exceeding 99%, which is the highest level in the industry.
In the intelligent connectivity field, the Super Brain Star Spirit Architecture continues to evolve, connecting intelligent driving assistance, intelligent cockpit, power, chassis, body, and internet of vehicles six systems, achieving "One brain unified command", with comprehensive performance improved by 40%; Galaxy Intelligent Cockpit achieves terminal-cloud integration, making the car a true partner "capable of thinking, understanding people's hearts". GAC will also fight alongside top partners such as Huawei, CATL, Didi, Tencent, and Alibaba to build a more powerful AI intelligent ecosystem.
As of now, GAC Group's cumulative R&D investment exceeds 62 billion Yuan, and the global R&D team exceeds 6,800 people. Continuous technology investment is driving GAC's products to evolve from commuting tools to intelligent travel partners, mobile smart spaces, and green energy ecosystems.
Standing at the new starting point of 30 million vehicles, GAC will continue to take user needs as anchors, quality as the foundation, technological innovation as the core driver, and global layout as the development path, accelerating to advance towards Ecological Tech GAC.
【导语：广汽的3000万辆，汇聚每一条支流的峥嵘岁月。3000万辆，不是冰冷的数据，是3000万引擎启动的能量，是3000万用户的选择与信任。江水奔流不息，记忆绵延不绝。3000万辆也是一个全新的起点，广汽随着更汹涌澎湃的新能源浪潮以及更璀璨的智能化之光，奔向星辰大海。】
作者：李溯婉
2026年7月16日，广汽集团迎来3000万辆整车下线的历史时刻。先行一步是广本P7、广丰铂智7、启境GT7、广汽埃安N60、广汽昊铂S600，分别作为29999995到29999999辆车依次下线，而万众期待的第3000万辆新车定格在来到发布会现场的右舵版广汽传祺M8 PHEV身上，车主是来自泰国的国际动作巨星Tony Jaa。
这释放着一些信号，广汽全速推进电动化、智能化转型，加快从广州驶向世界，自主品牌国际化成为未来的主旋律之一。
广汽集团董事长冯兴亚在发布会上感慨地谈到：“从0到3000万，我们仅用了29年。”
实际上，从1999年3月26日的广本第一辆雅阁轿车下线算起，广汽集团实现从1到3000万辆的跃迁，仅用了27年。这些年，斗转星移，无论是中国汽车工业还是广汽，都发生翻天覆地的变化。中国汽车工业经历了从“跟跑”到“并跑”再到“局部”领跑，而广汽经历了从燃油车到电动车的转型，从“引进来”到“走出去”的转变。
3000万辆背后，奔流不息
3000万辆，究竟藏着多少记忆? 雅阁缔造“一车难求”的神话以及广本开创造国内“4S”汽车销售服务模式之先河，凯美瑞一飞冲天实现广丰“当年投产、当年盈利”的神话， GS4一炮而红上演传祺神话，埃安凭借AION Y等纯电车型一度实现月销量超越特斯拉并跻身新能源BAT，昊铂SSR成为中国首款量产的百万级纯电超跑，启境GT7打开第一境大门……在汽车行业千帆竞渡、百舸争流的浪潮中，广汽一次次勇往直前。在中国汽车工业发展进程中，广汽虽然不是起步最早的车企，也不是规模最大的车企，但依然留下浓墨重彩的一笔，地位不可或缺。
当前，汽车行业电动化、智能化变革持续深化，市场格局加速重构。广汽面临合资承压、行业内卷、技术攻坚等多重挑战，同时也迎来全新发展的窗口期。广汽过去依靠广本、广丰两大“现金奶牛”赚取丰厚利润的格局已变。由于国内市场内卷加剧、行业整体销量下滑、各大车企降价竞争，受终端销量下降、销售投入持续加大及原材料成本上涨等因素影响，广汽合资企业的投资收益同比减少。与此同时，为抢占市场销售投入激增，叠加原材料成本上涨，自主品牌利润也同比下滑。2026 年上半年，广汽集团预计归母净亏损 40.6 亿-45.7 亿元。
处于跌宕变局中的广汽经历阵痛，正蓄力转型，谋求破局。面对国内车市骤变，广汽采取“以利换量”的策略，初见成效。2026年上半年，广汽累计销量达77.31万辆，同比增长2.35%，自主板块快速增长、海外市场翻倍突破，既是市场交出的答卷，也是用户投出的信任票。
随着“番禺行动”改革积极效果传导到市场端，广汽自主品牌增长势头强劲，上半年累计销量达34.60万辆，同比增长35.69%，新能源渗透率达到62.82%。埃安成功摆脱网约车标签，埃安i60等车型热销，家用车型销量走高，C端占比突破80%；传祺依靠M8持续稳坐国内MPV第一梯队；昊铂深耕高端新能源市场。此外，广汽携手华为深度合作打造启境品牌，首款车启境GT7上市首日便收获5200台大定，成功叩开20‑35万元高端智能新能源大门。借助华为的技术势能，广汽跳出传统车企智能研发慢的短板，拿到AI汽车时代的入场券，重塑品牌价值上限。同时，启境获得宁德时代、央企资本加持，为后续发展筑牢资金根基。埃安、传祺、昊铂以及启境形成梯度布局，自主板块正成为广汽增长核心动力。
与此同时，广汽合资板块尚有底盘优势，体系底蕴深厚。广丰转型成效突出，铂智3X成为合资纯电销冠，凯美瑞、赛那持续热销；广本雅阁常年稳居中保研G级安全评级，保值率常年领先行业，深厚的用户口碑、百万公里车主认可、完善经销商网络依旧是宝贵资产，此外，广本正在落地本土化电动车型。合资板块依旧可以稳定基本盘，和自主板块双向赋能。
长风破浪会有时，直挂云帆济沧海
当前销量增长仅是表象，广汽背后暗流涌动，是深层次变革，形成新的竞争体系。
记忆是一条江，广汽在其上摆渡，不止于行船，更在于润物细无声照看每一位渡客的冷暖。线下的渠道如支流漫溯，向县域深处蜿蜒，欲年内千店落子，半年已完成600家网点认定，将看车、保养等便捷服务触达更多用户身边；线上的“超级管家”则如江面迅捷的舟楫，把诉求直送中枢，件件有回响。而补能之网，是它沿江布下的灯塔，“9纵10横”横贯南北，两万七千根自营桩如星火散落，核心城区一公里内必有站点，让长途跋涉者的焦虑，消融于沿途可及的暖光。至于安全，则是这条江最沉静的底色——国内首个“三担责”承诺，是它对风浪的庄严应答；星灵守护体系护已服务近200万用户，累计预防潜在事故628万次；弹匣电池已托起150万辆新能源车的安全，累计行驶超1600亿公里，托举每一段出行的安心。如此，广汽的服务，恰似江水长流，不喧哗，却处处抵达。
广汽全力守护用户用车安全，从产品源头抓起。品质是广汽的立身之本，也是3000万用户信赖的底层支撑。从合资合作时期沉淀的精益制造经验，到自主创新阶段的技术突破升级，对品质的极致追求，始终贯穿产品从研发到交付的全生命周期。记忆的江水裹挟着汗水、图纸、试验场上的极端天气，以及无数个攻克卡脖子技术的深夜。作为全球首批新能源汽车灯塔工厂，广汽埃安智能生态工厂每53秒即可下线一台整车，可满足超10万种个性化配置、20余种车色车型的混线生产。生产检测环节深度融合华为前沿智能技术，并通过AI视觉检测、AI异音分析等数字化手段，全方位保障每一台下线车辆的品质稳定。广汽每款新车上市前，均需经过超500名工程师、上千个日夜、近万项测试验证，累计等效测试里程超1300万公里，全方位覆盖各类极端使用场景。
在技术航道上，广汽有厚积薄发之姿。早年间，它是三电布局的先行者之一，桨声入水，但在智能化的潮头，却似缓行半步，自研之力一时未激荡成浪。然而，这家车企的航行，始终以安全为底线——不急于一时的浪花飞溅，而求长河万里中的稳渡与远行。星灵安全守护体系，便是它暗藏于水下的坚固防线，四大维度层层设防，八大系统双冗余并立，以双倍投入，在看不见的地方筑牢出行的堤岸。同时，它亦不孤舟独楫，与华为等优秀科技伙伴共拓航道，合流共进，期许1+1>2的奔涌之势。海纳百川，广汽以开放之态拥抱新机遇，叩响新汽车时代的门扉，以硬核科技引领未来。与此同时，广汽借涨潮之力寻找新航道，固态电池、Robotaxi、飞行汽车、人形机器人等正成为它奋力的新支流，谋一场更长远的奔流。
当旧河道日益拥挤，广汽劈开新的出海口。“One GAC 2.0”战略是新罗盘，指引着产品出海转向体系出海。2026年上半年，广汽自主品牌出口量达12.15万辆，同比大增132%，加速为全球3000万用户版图注入强劲增长动力。目前，广汽国际化业务已覆盖亚太、中东、美洲、欧洲等五大板块110个国家和地区，建成746家销售服务网点、6座海外生产工厂与9个海外零部件仓库，形成覆盖研发、生产、供应、销售的全价值链本地化运营能力，将国内成熟的混动、纯电产品输往全球，避开国内价格战泥潭，在更开阔的出海口打开长期增长的新空间。
珠江之水滔滔向前，一边是古城文脉，一边是新城繁华。位于珠江畔的广汽集团，自从脚踩着广州标致的废墟创建那天起，注定命运几经辗转，如同潮起潮落又潮起，3000万辆汽车汇成另一条江，车水马龙，奔腾不息。在时代浪潮里，机遇与考验向来相伴相生。广汽前行途中，时而江面平缓澄澈，安然流淌；时而遇到礁石，翻涌激荡。长风破浪会有时，直挂云帆济沧海。对于广汽而言，虽然当下面临转型的阵痛与短期的挑战，而其面对未来的一系列布局逐渐清晰，在新浪潮中正在积蓄力量，把船推向更远的大海。
点评
汽车行业处于变革时期，大浪淘沙、起伏不息。虽然广汽在当前遇到诸多挑战，但是其拥有近三十年的制造底蕴、中外领先技术合作优势与全球化增量空间，未来通过加快合资革新、自主造血以及海外拓展的步伐，以及加速朝电动化、智能化转型，将可穿越行业周期。3000万辆是广汽的全新起点。
（本文系《禾颜阅车》原创，未经授权，不得转载）
廣汽第 3000 萬輛車下線了。
慶典喺番禺工廠舉行。開場短片之後，全球多座生產基地同步連線，廣汽本田 P7、廣汽豐田铂智 7、啟境 GT7、廣汽埃安 N60、廣汽昊鉑 S600 依次下線。最後一台，右軚版傳祺 M8 PHEV，作為第 3000 萬輛整車駛上舞臺。廣汽集團董事長馮興亞將鑰匙畀泰國影星 Tony Jaa，全場快門聲響成一片。
呢次係廣汽集團成立 29 年來最重要嘅時刻之一。國內第五間邁過 3000 萬輛門檻嘅車企，新能源同出海構成嘅兩個戰略方向喺舞臺上清晰可見。
但過去一年，推動呢家公司發生實質性變化嘅，係另一條唔太被注意嘅線。2024 年 11 月，廣汽把總部由廣州珠江新城 CBD 搬到番禺汽車城。決策層同研發、製造之間嘅距離，由幾十公里縮短到幾百米。緊接住，一個 200 人嘅用戶洞察部門成立，產品開發流程被重新梳理，導入 IPD 同 IPMS 體系，車型開發周期由 26 個月壓到 18 個月。
呢啲調整有一個共同方向：讓離用戶更近嘅人做決策，讓用戶嘅聲音更快進入產品。
一、由珠江新城到番禺
2024 年 11 月，廣汽啟動“番禺行動”。外界睇到嘅係總部由珠江新城 CBD 搬遷到番禺汽車城，但呢次搬遷嘅本質唔係地理位移，而係一次決策鏈條嘅物理縮短。
喺此之前，廣汽嘅決策層同研發、製造、營銷之間隔住幾十公里嘅距離。信息每傳遞一層，損失一分。總部落地番禺後，決策者同工程師、生產線喺同一地，“聽到炮火聲嘅人做決策”由口號變成日常。
更實質嘅變化發生喺組織層面。廣汽將自主品牌板塊整合為產品本部、採購本部、財務本部同三大品牌營銷本部，隨後成立傳祺 BU，將品牌由業務單元升級為具備完整經營權責嘅市場主體。喺產品本部下新設用戶洞察部，規劃團隊 200 人。同時由全球引入職業經理人，推進項目制改革。
呢啲調整指向同一個目標：打破“部門牆”。過去，研發部門造車、營銷部門賣車、售後部門修車，各自管一攤，用戶嘅聲音喺部門之間被稀釋。改革後，廣汽導入 IPD（集成產品開發）同 IPMS（集成產品營銷同銷售）流程，搭建起“由用戶洞察、需求分析到產品開發、交付體驗”嘅端到端管理體系。
效果以數字呈現：業務效率同決策效率提升約 50%，車型標準開發周期由 26 個月縮短至 18 個月，研發成本降低 10% 以上。市場反應速度提升 6 倍——喺汽車行業，呢樣意味著一個產品決策由“等得起”變成“等唔到”。
但呢啲數字背後係：廣汽開始好似一個創業公司咁運轉。一個 200 人嘅用戶洞察部門，喺傳統車企嘅組織架構中幾乎唔可想象——佢意味著有人專門負責“聽”，而不僅僅係“做”。
二、“全開麥”唔設限
組織變革如果唔落地到具體嘅用戶觸點，就只係一堆 PPT。
2025 年以來，廣汽常态化舉辦“用戶全開麥”活動。馮興亞帶隊，研發、營銷、質量、售後等部門一把手集體出席，同來自全國各地嘅用戶面對面。
2024 年北京車展上，一位傳祺 E8 用戶提出三個問題：翼子板外置攝像頭易被泥水遮擋，導致 360 全景影像受限；日行燈辨識度有待提升。廣汽現場逐條認領任務，24 小時內組成跨部門專項團隊。兩個月後，攝像頭改良方案裝車，優化後嘅日行燈應用喺新車款式上。
呢個案例嘅價值唔在於“速度啲”，而在於佢揭示咗轉型中最難嘅部分：讓一線用戶嘅反饋，有制度化嘅通道直达決策層，並且形成閉環。
廣汽為此建立咗一套全流程閉環管理機制——編號建檔、周度跟進、月度複盤，共性问题第一時間同步全量用戶，整改完成後逐一回訪確認。三期內“用戶全開麥”收集嘅 161 條用戶建議，直接轉化為產品優化方案。
由商業邏輯睇嚟，呢種“笨功夫”嘅成本唔低——每次活動涉及多部門高管嘅數小時時間、跨部門協作嘅人力成本、後續整改嘅研發投入。但汽車行業正在發生嘅變化係：當產品本身嘅差距逐漸縮細，服務嘅可靠性同響應速度，越來越成為用戶選擇嘅關鍵變量。
三、將最敏感嘅問題寫進承諾
2025 年 12 月 28 日，廣汽宣佈旗下三大自主品牌聯手推出“三擔責”政策——三電系統自燃，廠家賠新车；電池衰減超限，廠家免費換新電池；智能泊車出事故，廠家承擔維修同第三方損失。
呢個係國內首個自主品牌系統性提出“三擔責”承諾。電池衰減標準被細化為量化指標：2 年或 5 萬公里衰減不超過 10%、3 年或 6 萬公里不超過 15%、6 年或 10 萬公里不超過 20%。
呢項政策嘅經濟含義唔難理解。喺新能源汽車行業，電池衰減、自燃風險、智駕事故責任係用戶最關心嘅三個問題，亦係車企最唔願意承諾嘅三個領域——因為承諾意味著成本。如果電池衰減超標需要免費更換，如果自燃要賠新车，呢啲成本最終要計入企業嘅財務報表。
廣汽敢於咁做，基於兩個前提：一係對自身產品質量有足夠信心——彈匣電池累計裝車 150 萬輛，安全行駛超 1600 億公里；二係喺價格戰邊際遞減嘅當下，將競爭由“配置戰”升級為“責任戰”。
由市場反饋睇，呢項策略正在見效。2026 年 1 月，廣汽傳祺終端銷量 26937 台，環比增長 25.07%；第一季度傳祺全球銷量突破 9.2 萬輛，同比增長 33.06%。“三擔責”被市場解讀為“廠家對產品有信心嘅信號”。
四、縣城入面嘅廣汽
如果話“用戶全開麥”解決係“聽到”嘅問題，“三擔責”解決係“信得過”嘅問題，咁渠道下沉解決係“夠到”嘅問題。
中國縣域市場貢獻咗近 60% 嘅汽車增量，但多數品牌嘅服務網絡仍集中喺一二線城市。廣汽嘅計劃係：年內新增 1000 家縣域授權門店，截至 6 月底已完成 600 家網點認定。
呢 600 家門店唔係傳統 4S 店嘅縮小版。廣汽推出“多品牌授權 + 輕量化代理”模式——同一間門店可同時展示傳祺嘅燃油/混動車同埃安嘅純電車。投資人只需 100 萬左右即可啟動，200-300 平方米就能開業，資金門檻比傳統 4S 店下降 90% 以上。經銷商支持零庫存運營，客戶通過 APP 網上落單，採用訂單式營銷。
呢套模式背後嘅商業邏輯並唔複雜：縣域市場嘅單店產出唔足以支撐千萬級投資嘅 4S 店，但“百萬級投入 + 多品牌集合 + 零庫存”嘅組合，令單店經濟模型變得可行。廣汽招商信息显示，發布後報名嘅投資人超過 1000 家。
渠道下沉嘅意義唔止於賣車。縣域用戶嘅核心痛點係“維修遠、響應慢”。廣汽打造嘅“體驗 + 服務 + 補能”一體化網點，配合“9 縱 10 橫”補能網絡——覆蓋全國 213 座城市，自營充電樁超 2.7 萬根，核心城區實現“直線 1 公里必有站”——試圖把一二線城市嘅服務密度複製到縣域。
呢係一場需要耐心嘅布局。縣域市場嘅消費力、品牌認知度與一二線城市存在差距，輕量化代理模式嘅售後能力亦面對考驗。但如果成功，廣汽喺大多數對手尚未深耕嘅市場建立先發優勢。
五、3000 萬輛之後
回歸 3000 萬個數字。對廣汽嚟講，呢個里程碑嘅真正價值唔在於又多咗一個零，而在於佢提供咗一個審視用戶運營嘅視窗。
廣汽喺用戶運營上嘅投入係可見嘅：200 人嘅用戶洞察部門嘅人力成本、每期“用戶全開麥”嘅多部門協作成本、1000 家縣域門店嘅渠道建設成本、2.7 萬根充電樁嘅資本開支、“三擔責”政策嘅潛在賠付成本。呢啲投入喺財務報表上體現為費用，短期內唔產生直接收入。
但汽車行業嘅商業邏輯正在發生變化。當新車銷售嘅毛利被價格戰持續壓縮，當賣車本身嘅利潤越來越薄，用戶嘅全生命週期價值——售後、增換購、生態服務——成為更可靠嘅利潤來源。而呢一切嘅前提，係用戶願意留喺你嘅體系入面。
廣汽上半年自主品牌銷量 34.60 萬輛，同比增長 35.69%。呢個數字背後，係 3000 萬存量用戶中願意繼續選擇廣汽嘅人，以及新用戶中被“三擔責”、渠道覆蓋、用戶溝通吸引入嚟嘅人。
慶典散場之後，真正嘅考驗先至開始。第 3000 萬輛車交付到 Tony Jaa 手中嗰一刻，廣汽同用戶嘅關係正在重新被定義，正式邁入咗一個嶄新嘅階段。
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Perodua Aruz dan Mitsubishi Xforce semasa memilih kereta. Kedua-dua kereta ini mempunyai harga dan kedudukan yang agak sama. Hari ini kita akan buat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat kajian.
Perodua Aruz mempunyai harga OTR di Malaysia sebanyak RM 72,900 - 77,900, secara keseluruhan terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Mitsubishi Xforce mempunyai harga OTR di Malaysia sebanyak RM 109,930 - 119,930, secara keseluruhan terdapat 2 varian, termasuk 2026 1.5L Ultimate (RM 119,930), 2026 1.5L Urban (RM 109,930) dan lain-lain.
Dari segi harga, harga permulaan Perodua Aruz memang lebih murah RM 37,030 berbanding Mitsubishi Xforce. Jika bajet anda terhad, varian permulaan Perodua sudah boleh memenuhi keperluan harian. Tetapi perlu diperhatikan juga, perbezaan harga ribuan ringgit itu mungkin ada pengorbanan dari segi kelengkapan, bergantung kepada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4-cyl, kuasa 105 hp. Kecekapan minyak rasmi 6.0 L/100km.
Mitsubishi Xforce dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Kecekapan minyak rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo Mitsubishi Xforce mempunyai 35 hp lebih daripada 1.5L 4-cyl Perodua Aruz. Walau bagaimanapun, untuk memandu sehari-hari di bandar, kuasa kedua-dua kereta ini sudah mencukupi, tidak akan terasa kekurangan tenaga.
Perodua Aruz mempunyai garansi 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Mitsubishi Xforce mempunyai garansi 3 tahun/100,000km, selang servis setiap 10,000km atau 6 bulan.
Perodua Aruz dan Mitsubishi Xforce kedua-duanya adalah pilihan utama dalam pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mengutamakan khabar baik jenama dan harga kereta terpakai, pertimbangkan terlebih dahulu yang mempunyai khabar baik lebih baik; jika anda lebih mengambil berat tentang nilai berbanding harga dan kelengkapan, pilih yang mempunyai konfigurasi lebih lengkap. Pada akhirnya disarankan untuk membandingkan kedua-dua model dengan melakukan uji pusing, pengalaman langsung adalah yang paling penting.
Secara umumnya, Perodua Aruz dan Mitsubishi Xforce kedua-duanya adalah model kereta yang sangat bagus dalam pasaran Malaysia. Memilih mana satu, utamanya adalah bergantung pada keperluan dan bajet peribadi anda. Kami sarankan supaya melakukan kajian dengan baik, bandingkan pelbagai sebut harga dari kedai kereta yang berbeza, kemudian buat keputusan akhir setelah uji pusing. Membeli kereta adalah perkara besar, meluangkan masa membuat kajian pasti tidak akan salah.
GAC Group factory viewing platform, a right-hand drive M8 PHEV slowly drove out and was revealed to everyone. 29 years, 30 million vehicles. This number was not achieved overnight; it witnessed the development of the Guangzhou automotive industry and also promoted the development of China's automotive industry.
I noticed at the press conference venue that GAC Group received congratulatory messages from the upstream and downstream supply chains, as well as from many competitors. The highlight was that sitting below the stage were GAC engineers, frontline assemblers, and even owner friends from abroad.
Seeing this scene, my heart was indeed stirred at this moment.
1. 30 Million is a Witness of Quality
GAC Group's 30 million vehicles recorded the journey from the past to "learning to walk" to today, where six major brands — GAC Honda, GAC Toyota, GAC Trumpchi, AION, Hyper, and Qijing — shine brilliantly.
In the first half of this year, GAC Group sold 773,100 units, a year-on-year increase of 2.35%, with new energy vehicle sales increasing by 68.8% year-on-year. This demonstrates GAC Group's determination to transform toward electrification and intelligence.
Not only that, GAC Group also exceeded 120,000 units in overseas exports, a 132% year-on-year surge. From "bringing in" before to "going out" now, it reflects a microcosm of moving from scale expansion to value leap, becoming bigger and stronger.
If asked what leaves the deepest impression of GAC, I believe it is quality.
The 30 millionth vehicle rolled off the line today was chosen as a right-hand drive M8 PHEV; this car was not picked at random. On one hand, the M8 has already made a name for itself in overseas markets; even Thai martial arts superstar Tony Jaa was influenced by it, becoming the 30 millionth owner.
It was unthinkable ten years ago that a Chinese MPV would make overseas celebrities willingly pay for it.
2. What does GAC's "Quality" rely on?
I believe GAC's quality relies on methods and practice. If absorbing the essence of Honda's Total Quality Management (TQM) and Toyota's Lean Production System (TPS) is the methodology, then requiring every new car to undergo "Five Highs, One Mountain, One Dust" extreme tests and "Two Winters, One Summer" on-site road trials before launch is clearly a guarantee of good quality.
Everyone can see that Danxia batteries have been installed in 1.5 million vehicles cumulatively, with safe driving exceeding 160 billion kilometers. The Xingling Safety Guardian System served nearly 2 million users and prevented 6.28 million potential accidents. These are solid performances.
Not only that, quality is also reflected in the confidence of possessing the "Three Responsibilities" policy. GAC was the first in the industry to launch the "Three Responsibilities" policy for its own brands — spontaneous battery combustion replaced with a new car, degradation beyond limits replaced for free, and smart parking accidents covered by the manufacturer.
Daring to make such a promise indicates confidence in their own products. This practice of extending quality assurance from the moment of delivery to the entire vehicle usage lifecycle holds benchmark significance in the industry.
3. Full of Expectations for the Future
Watching GAC Group grow from nothing to something, from small to large. 30 million is not just a number — it is the choice of 30 million families.
According to the plan, by 2030, GAC aims to enter 120 countries and regions globally, build over 2,000 overseas outlets, and achieve an annual overseas sales volume of 1 million vehicles.
In the second half of the year, there are also major models such as the hard-core off-road SUV Trumpchi "Yue 7", AION smart coupes, and Qijing GX7.
For the next 30 million, we look forward to watching it grow big, and more importantly, watching it grow strong.
近日，阿維塔科技在新加坡門市舉辦交車儀式，諾貝爾物理學獎得主、石墨烯發現者康斯坦丁·諾沃肖洛夫正式接過阿維塔 07 車匙，成為該車型全球第十萬名車主。這場特殊嘅交付不僅係阿維塔 07 銷量里程碑嘅見證，更代表國產高端智能電動車收穫全球頂尖科技圈層嘅認可，為中國新能源汽車全球化高端佈局寫下標誌性一笔。
諾沃肖洛夫與阿維塔嘅緣分始於今年 5 月嘅重慶之行，喺實地體驗車輛後，極具辨識度嘅原創外觀設計、舒適嘅座艙空間與流暢自然嘅智能互動，讓他下定決心購入呢款車型，這都係佢人生中第一台中國品牌汽車。喺交付現場，佢直言車輛兼具前沿科技質感與豪華駕乘體驗，完全契合自身用車與審美需求，呢番評價都直觀印證，國產新能源汽車早巳擺脫以往低端刻板印象，喺設計、智能、品質層面實現全方位躍升。
作為品牌主打都市豪華智能 SUV，阿維塔 07 依靠一體化產品實力站穩海內外市場，完整嘅智能駕駛、鴻蒙智能座艙、可靠安全體系構成核心競爭力，短短時間內全球交付突破十萬台，直接帶動阿維塔品牌整體累計銷量跨越 26 萬台，成為支撐品牌海外擴張嘅核心走量車型。喺新加坡市場，阿維塔採取對標國際豪華品牌嘅定價策略，車型起售價突破百萬元，直面當地成熟豪華車市場競爭。自 2025 年 7 月進駐新加坡以來，品牌攜手當地高端汽車集團搭建完善嘅線下門市與本地化售後服務網絡，此前已有多國政要、王室成員選擇阿維塔車型，高端圈層影響力持續擴大。
放眼全球市場，阿維塔嘅業務版圖已覆蓋 43 個國家同地區，東南亞、中東、歐洲係重點深耕區域，海外渠道與服務體系穩步落地。按照品牌長期發展規劃，到 2030 年，阿維塔將完成超 110 個國家同地區嘅市場佈局，持續針對不同區域需求優化產品與配套服務，穩步推進全球化戰略落地。
從十萬台銷量突破到諾獎得主主動選擇，雙重利好印證阿維塔「全球新豪華」路線嘅可行性。長久以來，海外高端汽車市場長期被海外傳統品牌佔據，國產電動車出海多以性價比為突破口，而阿維塔走出一條差異化道路，依靠自研技術、原創設計同高端服務切入全球豪華賽道。頂尖科學家嘅認可，係國際市場對中國工業汽車技術創新能力嘅權威背書，亦將會進一步助力品牌拓寬海外高端用戶圈層，讓兼具科技與豪華屬性嘅中國智能電動車，喺全球舞臺收穫更多話語權。
2026 年 6 月，輕越野方盒仔市場迎來歷史性轉折點。BJ30 旅行家以 8609 輛嘅月銷量，超越哈弗大狗，登頂十萬級方盒仔市場第一。與此同時，BJ40 穩居硬派越野市場第一，BJ40 增程霸榜增程方盒仔市場第一，北京越野，三線奪冠。
呢組數據背後，揭示咗一個值得我哋深思嘅現象，即係當流量造車嘅熱潮逐漸退去，真正經得起時間檢驗嘅產品正在重新奪回市場主導權。
更值得關注嘅係，BJ30 旅行家全系推出 3 萬元超級置換政策，超級置換價低至 6.99 萬元起，將硬派方盒仔嘅入手門檻拉到 7 萬級，讓更多家庭用戶能夠輕鬆開啟輕越野生活。
那麼喺銷量熱度之上，BJ30 旅行家為咩能打破後起者居上嘅行業定律，喺競爭最激烈嘅十萬級市場快速登頂呢？ 今日就讓我哋來探討一下呢一命題！
格局重塑
6 月銷量 8609 輛、15 萬台整車下線、超越哈弗大狗登頂，呢三組數據構成咗 BJ30 旅行家市場地位嘅硬核註腳。但比數字更值得關注嘅係市場格局嘅結構性變化
輕越野賽道，BJ30 旅行家超越哈弗大狗，登頂十萬級方盒仔市場。呢樣意味著輕越野方盒仔市場，正式進入 BJ30 旅行家領跑嘅新周期。專業越野賽道，BJ40 增程版上市 24 小時訂單突破 7000 台，BJ40 持續守護硬派越野标杆地位，反超坦克 300。雙線合力之下，北京越野成為唯一同時喺專業越野同輕越野兩個賽道壓制長城嘅中國品牌。
呢唔係運氣，係六十餘年造越野車嘅底蘊使然。 當前，方盒仔市場嘅競爭已從單一產品較量，升級為品牌體系力嘅全面對決。BJ30 旅行家嘅登頂，本質上係北京越野六十餘年專業積澱對速成式造車嘅一次降維打擊。
正如北汽集團副總經理、北京越野董事長張國富喺十五萬台下線發佈會所言： “十五万台 BJ30 旅行家，承載着市場、行業同全球用戶嘅信賴，呢唔僅係速度嘅突破，更係十五萬次堅定嘅選擇、十五萬份用戶鑄就嘅品質豐碑。”
喺越野車呢條賽道上，六十年嘅專業積澱，永遠比嗰啲流量故事更有說服力。
產品制勝
跟住，讓我哋聚焦 BJ30 旅行家，睇下呢一銷冠嘅底色。個人認為，呢部車嘅產品邏輯清晰而務實，即係唔堆砌冗餘配置，而是圍繞輕越野家庭用戶最真實嘅三重需求構建核心价值錨點。
首先係超野，BJ30 旅行家讓越野從專業門檻變為生活日常。 作為中國方盒仔 SUV 品類首款 HEV 混合動力車型，BJ30 旅行家搭載行業領先嘅三擎四驅六模 HEV 混合動力架構，三擎動力由一台 41% 熱效率混合動力專用發動機、前驅動馬達同後驅動馬達組成，分別擅長長距離節能、實時補能同瞬時爆發。智能四驅響應速度達 30 毫秒，0.5 秒即可爆發峰值扭矩。
度有一個值得玩味嘅行業現象，過去幾年，方盒仔市場湧入大量形似而神不至嘅產品，造型夠硬派，但越野能力聊勝於無。而 BJ30 旅行家選擇咗用 HEV 混合動力技術降低越野門檻，用智能電子控制系統讓越野變簡單咁樣一條更紮實嘅路徑。 唔係人人都需要硬核攀爬，但人人都值得擁有即刻就走嘅底氣。
個人睇嚟，HEV 輕越野嘅邏輯，正係把越野從專業裝備降級為家庭功能。當方盒仔從小眾審美變成大眾選擇，產品必須從情緒價值回到使用價值。BJ30 旅行家要做嘅，正係讓越野從少數人嘅專屬，變成萬千家庭嘅日常。
其次係超大，BJ30 旅行家唔止係能裝，更係能瞓嘅家庭移動空間。 2820 毫米超長軸距、66% 超高得房率、1496 升同級最大後尾箱、後排純平放倒秒變 1.92 米大牀.....呢啲數據背後係北京越野對輕越野嘅本質唔係野，而係帶住全家一起野呢一用戶訴求嘅清晰洞察。全家出行自由，就係每個人都唔遷就!
最後係超省，BJ30 旅行家讓輕越野唔再玩得起、養唔起。 兩驅版百公里綜合油耗僅 5.85 公升，一箱油跑 1000 公里。喺六月，南非、印尼、阿聯酋、波蘭、墨西哥五國汽車博主，喺極端路況下實測國產 SUV 油耗，BJ30 旅行家喺每個國家都跑出百公里唔超 5 公升嘅成績。口碑無須翻譯，認可唔限時區，呢份跨越國界嘅成績，係中國 HEV 技術交給世界嘅答卷。
總結嚟講，BJ30 旅行家之所以能快速登頂，係因為佢率先讀懂咗方盒仔用戶嘅消費升級邏輯，佢哋要嘅唔再係硬派圖騰，而係一台既有越野姿態、又兼顧家用實用性嘅全能伴侶。
長期主義
如果產品力係冰山之上，那麼品牌底蘊就係決定冰山大小嘅水面之下。BJ30 旅行家嘅登頂，有三個更為深入嘅支撐點，佢分別係品質驗證、保值率第一同用戶生態。
講返品質驗證，近期北京越野聯合央視財經，對一輛行駛 15 萬公里嘅 BJ30 旅行家進行全網直播拆解，最終顯示發動機渦輪無積碳、變速箱無滲漏無磨損、電池組無鼓包無衰減、底盤無銹蝕無滲油，整體車況近乎新車。央視鏡頭仲深入北汽株洲超級工廠，揭密其 100% 自動化焊接車間、5000 噸級沖壓設備等高端製造工藝。BJ30 旅行家用 15 萬公里拆解證明“睇唔到嘅地方先係真功夫”， 呢唔係廣告，係拆俾你睇嘅硬核真誠。
再講保值率第一，據中國汽車流通協會《2026 年 6 月汽車保值率報告》，BJ30 旅行家以 69.5% 嘅超高保值率，登頂 10-15 萬自主緊湊型 SUV 保值率榜首。高保值率嘅背後，係市場對品質、口碑、品牌韌性嘅綜合認可。喺二手車市場，用戶用腳投票，而 BJ30 旅行家贏咗
最後再聊聊用戶生態，北京越野 “悅野五 +”用戶生態體系覆蓋基地、俱樂部、活動、服務、改裝五大維度。全國 366 家俱樂部、超 10 萬名會員，年均 1500 多場活動，仲有三大免費主題越野基地向車主免費開放。北京越野賣嘅從來唔係一台車，而係一種生活方式。
喺呢個流量造車盛行嘅時代，北京越野選擇咗一條更難但更踏實嘅路，那就係用六十餘年造車積澱做時間嘅朋友。 BJ30 旅行家嘅 8030 台月銷，唔係爆款偶然，而係長期主義喺市場上嘅必然兌現。
正如張國富所言： “我哋始終相信，用戶就係北京越野嘅答案。” BJ30 旅行家嘅每一刻高光，來自市場嘅肯定、來自行業嘅掌聲、更來自全球用戶嘅信賴。
總結：
BJ30 旅行家登頂嘅意義，遠不止一款車型嘅銷量勝利。佢標誌住方盒仔市場嘅競爭邏輯正發生根本性轉變，從邊個嘅造型更方正到邊個更懂用戶嘅全場景需求，從邊個嘅流量更大到邊個嘅品質更經得住時間檢驗。疊加 3 萬元超級置換政策、6.99 萬元起嘅超值入手門檻、首任車主整車終身質保！當前，BJ30 旅行家正用超野超大超省嘅產品力疊加真誠到極致嘅用戶權益，重構十萬級方盒仔嘅價值標準。當 BJ40 反超坦克 300、BJ30 旅行家超越哈弗大狗，BJ40 增程持續霸榜，北京越野用三線奪冠嘅成績證明咗喺越野車呢條賽道上，六十年嘅專業積澱，永遠比三年嘅流量故事更有說服力！
Today let's talk about the battery industry.
The supply chain landscape of the current new energy vehicle industry is undergoing a disruptive reversal.
Many car manufacturers are accelerating their "reducing reliance on CATL".
This trend is not just empty talk in the industry, but is implemented in the new car iterations and supply chain adjustments of major car manufacturers.
Many top car manufacturers, who have long been deeply bound to CATL, are introducing diversified battery suppliers to break the exclusive supply pattern, with typical cases seen across independent high-end, new forces, and mainstream new energy brands.
Harmony Intelligence, which once used "deep binding with CATL" as a supply chain advantage, has completely reversed the cooperation model.
Previously, all AITO models used CATL batteries, with both parties locking in an exclusive supply agreement for a long time, which was a benchmark cooperation case in the industry.
But the 2026 new AITO M6 Pure Electric version completed the core supply chain switch and officially adopted Gotion batteries.
Luxeed and Stelato also completed battery supplier expansion simultaneously: Luxeed included Gotion and Sunwoda, and Stelato supplemented Gotion's capacity.
Completely ending the single reliance on CATL.
The adjustment of Li Auto, the benchmark of new vehicle manufacturers, is even more thorough, known as a landmark move in the industry "de-CATL-ization".
The older model Li Auto L8 adopted a tiered supply strategy, high and mid-spec models exclusively equipped with CATL batteries, only low-spec versions used other brand cells, CATL has always been the core support for its high-end models.
The new Li Auto L8 completed a full switch, all systems uniformly equipped with Sunwoda cells, the battery PACK was jointly built by the Li Auto and Sunwoda joint venture company, externally marked with Li Auto self-developed battery logo.
Xiaomi Automotive also started supply chain diversified layout, breaking reliance on a single battery supplier during the startup phase.
The flagship model SU7 Standard Edition adapts to CATL and BYD Fin Dream batteries, Pro and Max versions retain CATL high-end cells, spreading supply chain risk through dual supplier layout.
Arriving at the latest second sequenceXiaomi Pengcheng, differentiation went further. The new series fully no longer uses CATL batteries, but chooses CALB and Sunwoda batteries.
Former comrades, why have they become so different in mind while sleeping in the same bed?
Behind this, it is actually CATL's increasingly expanding domination, which made car manufacturers feel the dual fear of profits being hollowed out and souls being controlled.
Car manufacturers collectively started "reducing reliance on CATL", which is not an accidental supply chain adjustment, but a inevitable counterattack on the long-term imbalance of industry chain interests and misplaced discourse power.
Profit Black Hole: Who is working hard and sweet for whom?
In 2025, CATL's full-year net profit attributable to parent company reached a high of 72.201 billion yuan.
In the first quarter of 2026, the net profit attributable to parent company for the single quarter reached 20.738 billion yuan. This valueexceeded the total first quarter net profit of seven mainstream independent car manufacturers BYD, Geely, Chery, SAIC, Great Wall, Seres, and Changan.
Data shows that in 2026, the average profit margin of the domestic automobile whole vehicle industry is only about 3.4%, continuously at a historical low, while CATL maintains a sales net profit margin of above 17% for years, the difference is significant.
Simply put, many car manufacturers spend huge R&D expenses, bear the loss of intense price wars, carry the pressure of terminal market sales, and the total profit from hard operation for the whole year is still less than the profit scale of one enterprise CATL.
At the 2022 World Power Battery Conference, GAC Group former Chairman Zeng Qinghong said, "The cost of power batteries has accounted for 40%-60% of the cost of the whole vehicle, and it is increasing continuously, so am I not working for CATL now?"
Still ringing in the ears.
Transgression of Definition Power: My High-End, Defined by You?
If the uneven distribution of profits is the underlying contradiction that car manufacturers tolerate, then CATLcrossing boundaries to grab automotive high-end definition power, has completely touched the core bottom line of car manufacturers, becoming the key fuse for the breakdown of the relationship between the two parties.
According to industry division of labor, batteries are core parts of the whole vehicle, car manufacturers as the first party control the final definition power of vehicle positioning, product pricing, high-end attributes, battery enterprises only need to provide matching technical solutions and products.
But now CATL is gradually breaking industry boundaries, attempting to control the high-end standard discourse power of new energy vehicles.
At the 2026 April CATL Super Tech Day, CATL CTO Gao Huan publicly threw out controversial views, stating directly "For high-end new energy vehicles worth more than 250,000 yuan, using Lithium Iron Phosphate batteries is a disguised reduction in configuration, Ternary Lithium is the only optimal solution for high-end long-range models".
This statement directly denied the high-end product positioning of many car manufacturers, forcibly dividing the whole vehicle high-end grade by battery material, completely overstepping boundaries to interfere with car manufacturers' product definition.
In response, at the Beijing Auto Show, BYD Battery Business Group CTO Sun Huajun strongly counterattacked, clearly stating "Battery manufacturers do not have the right to define high-end cars", hitting the core contradiction of the industry.
Also giving Denza Z a free ad, this car has started pre-sale, starting from 680,000 yuan.
Track version domestic pre-sale price is even over one million (1.18 million, excluding optional).
This car uses Lithium Iron Phosphate batteries (BYD Second Generation Blade Battery).
In addition, CATL, relying on technology and capacity advantages, formed invisible industry rules: high-end cells have adopted limited supply and priority bargaining models for a long time.
This situation where Party A is counter-constrained by Party B, and core discourse power is encroached, is what all car manufacturers cannot tolerate for a long time.
But constrained by CATL's technology barriers and capacity advantages, for the past few years car manufacturers could only passively compromise and swallow their anger, while supply chain diversification became the only way out for car manufacturers to break the passive situation.
To break through the dual dilemma of squeezed profits and encroached discourse power, domestic car manufacturers started all-round "de-CATL self-rescue".
First, fully introducing second-tier and third-tier battery suppliers, building a multi-tier supply system, achieving supply chain risk diversification and cost control.
Previously, most car manufacturers adhered to the "Ning Stable Not Change" principle, prioritizing binding CATL to ensure quality, but now actively started supplier expansion.
Supporting Gotion, Sunwoda, CALB and other high-quality battery enterprises, forming a diversified pattern of "Main Supply + Second Supply + Third Supply".
Leapmotor Chairman Zhu Jiangming previously stated in an interview: "For each type of cell, we will configure multiple suppliers, on one hand it can enhance procurement bargaining power, on the other hand it can also balance different enterprise capacities, achieving comprehensive control of quality, cost and supply risk."
In addition to Li Auto, Harmony Intelligence, and Xiaomi mentioned before, many car manufacturers have completed supply chain adjustments.
At the same time, the technical iteration of second-tier battery manufacturers continues to accelerate, product cost-effectiveness advantages highlighted, quotes generally lower than CATL by about 10%, sufficient to meet the performance needs of home use and mid-range models, providing solid support for car manufacturers' supply chain replacement.
Through diversified procurement, car manufacturers effectively lowered battery procurement costs, reversing the passive bargaining situation of a single supplier.
Second, large-scale layout of battery self-research and self-production, grasping the autonomy of core parts, escaping external dependence from the root.
More and more car manufacturers realize that power batteries as core parts accounting for 30%-60% of whole vehicle costs, long-term reliance on external procurement, inevitably falling into passivity.
For this, top car manufacturers have invested huge funds to build self-developed battery systems, creating exclusive battery technology and capacity.
BYD is the first car manufacturer to achieve battery autonomy and control, its subsidiary Fin Dream batteries not only fully supply own models but also open supply to the outside, completely escaping external dependence.
Great Wall has SVOLT, Geely has Jiyao Tongxing, GAC has its own Yinpai battery, three car manufacturers already have a considerable proportion of batteries that can be supplied by themselves.
Li Auto deeply binds Sunwoda through joint venture mode, while promoting battery self-developed packaging technology, new model battery packs are all marked with self-developed logos, gradually mastering battery core packaging and adaptation technology.
SAIC Group and Qingtao Energy jointly developed semi-solid power batteries, completed multi-model adaptation testing.
Dongfeng then started layout on solid-state batteries from 2019, this year second half new generation semi-solid batteries will welcome mass production and assembly.
The core logic of car manufacturers' self-developed batteries is not only reducing procurement costs, but more importantly taking back the core discourse power of battery technology adaptation, product definition, cost control, completely ending the situation constrained by battery giants.
Facing car manufacturers' collective "de-CATL-ization" moves, CATL did not respond passively, but consolidated its leading position through two major measures: capacity expansion and C-end mind occupation, continuously reinforcing its own industry barriers.
But the overly dominant layout and boundary-crossing industry intervention also gradually consumed the cooperation trust of car manufacturers.
On one hand, CATL continues to increase investment in capacity expansion, maintaining absolute scale advantages.
The company continues to invest huge funds to expand domestic and overseas production bases, laying out capacity in multiple provinces and cities in China and overseas regions such as Germany, Hungary, Indonesia, diluting production costs through scale production, guaranteeing global supply ability, relying on huge capacity to continuously consolidate market share, guarding the industry basic position.
At the same time, it continues to lead in frontier technology fields such as solid-state batteries, condensed-state batteries, ultra-fast charging batteries, technology barriers are difficult to subvert in the short term, still the optimal choice for core batteries of high-end models.
On the other hand, CATL strives to deeply cultivate the C-end market, seize user minds, and create the public cognition of "Battery High-end Benchmark".
In the past, parts enterprises mostly focused on B-end car manufacturers, rarely faced terminal consumers directly, while CATL broke industry conventions, starting all-round C-end marketing layout.
In recent years, continuously sponsoring, embedding various popular variety shows, high-frequency exposure of brand image; setting up independent brand booths at major international auto shows, separating from car manufacturers to display battery technology and products separately, directly conveying "CATL Battery = High Quality, High Range, High Safety" brand cognition to consumers.
This C-end gameplay effect is extremely significant. When terminal consumers choose cars now, they have formed the habit of actively identifying battery brands, "Equipped with CATL batteries" has become an important bonus item for many users to buy cars, even many consumers default "Only CATL batteries are reliable, only high-end".
Data shows that in 2025, in high-end luxury electric cars over 300,000 yuan, "Ning Content" reached as high as 60%, and most were exclusive supply, consumers' mind binding, reverse prompting car manufacturers not dare to completely break away from CATL.
In fact, up to this step, no fault to blame.
But after speaking the statement "Using LFP over 250,000 is reducing configuration", CATL's boundary-crossing behavior directly triggered industry resistance.
A parts supplier attempted to forcibly define whole vehicle high-end standards, dividing car model grades by battery technology, intervening in car manufacturers' product positioning and pricing system.
Completely broke the division of labor boundaries between whole vehicle and parts enterprises.
This "Party B managing Party A" mismatched pattern is the bottom line that car manufacturers cannot accept.
Car manufacturers can tolerate CATL earning reasonable profits, maintaining technology advantages, but cannot tolerate their own product definition power, high-end discourse power being completely deprived.
It is also CATL's over-expansion and boundary-crossing that let the originally benign supply-demand cooperation be completely unbalanced, accelerating the process of car manufacturers' "de-CATL-ization".
Car manufacturers' "de-CATL-ization" has never been a thorough "breakup revolution", but is therational reconstruction of discourse powerof the new energy industry chain.
Objectively speaking, CATL's technology accumulation, capacity scale and quality control capabilities are still at the top level of the industry, cannot be completely replaced in the short term, high-end flagship models still need its core batteries to support product power.
Therefore, the core demand of car manufacturers is not to completely discard CATL, but to take back "Choice Power" and "Definition Power":
I can choose you, but I must have a backup; I use your battery, but the soul of high-end brands must be defined by me.
It is foreseeable that the next new energy vehicle supply chain will completely say goodbye to the monopoly era of "One Enterprise Dominance", stepping into the new pattern of "Diversified Competition, Autonomous Control, Equal Symbiosis".
CATL will still be an industry core player, but will no longer be able to exclusively enjoy industry dividends, controlling industry rules.
Car manufacturers, through supply chain diversification and technology self-research, gradually escape the predicament, achieving profit repatriation and discourse power return.
This "de-CATL-ization" wave will ultimately push the entire new energy industry chain towards a healthier, more balanced, and more sustainable new development stage.
The End.
2026年6月，轻越野方盒子市场迎来历史性拐点。BJ30旅行家以8609台的月销量，超越哈弗大狗，登顶十万级方盒子市场第一。与此同时，BJ40稳居硬派越野市场第一，BJ40增程霸榜增程方盒子市场第一，北京越野，三线夺冠。
这组数据背后，揭示了一个值得我们深思的现象，即当流量造车的热潮逐渐退去，真正经得起时间检验的产品正在重新夺回市场主导权。
更值得关注的是，BJ30旅行家全系推出3万元超级置换政策，超级置换价低至6.99万元起，将硬派方盒子的入手门槛拉到7万级，让更多家庭用户能够轻松开启轻越野生活。
那么在销量热度之上，BJ30旅行家为何能打破后来者居上的行业定律，在竞争最激烈的十万级市场快速登顶呢？ 今天就让我们来探讨一下这一命题！
格局重塑
6月销量8609台、15万台整车下线、超越哈弗大狗登顶，这三组数据构成了BJ30旅行家市场地位的硬核注脚。但比数字更值得关注的是市场格局的结构性变化
轻越野赛道，BJ30旅行家超越哈弗大狗，登顶十万级方盒子市场。这意味着轻越野方盒子市场，正式进入BJ30旅行家领跑的新周期。专业越野赛道，BJ40增程版上市24小时订单突破7000台，BJ40持续守护硬派越野标杆地位，反超坦克300。双线合力之下，北京越野成为唯一同时在专业越野和轻越野两个赛道压制长城的中国品牌。
这不是运气，是六十余年造越野车的底蕴使然。 当前，方盒子市场的竞争已从单一产品较量，升级为品牌体系力的全面对决。BJ30旅行家的登顶，本质上是北京越野六十余年专业积淀对速成式造车的一次降维打击。
正如北汽集团副总经理、北京越野董事长张国富在十五万台下线发布会上所言： “十五万台BJ30旅行家，承载着市场、行业和全球用户的信赖，这不仅是速度的突破，更是十五万次坚定的选择、十五万份用户铸就的品质丰碑。”
在越野车这条赛道上，六十年的专业积淀，永远比那些流量故事更有说服力。
产品制胜
接下来，让我们聚焦BJ30旅行家，看看这一销冠的底色。个人认为，该车的产品逻辑清晰而务实，即不堆砌冗余配置，而是围绕轻越野家庭用户最真实的三重需求构建核心价值锚点。
首先是超野，BJ30旅行家让越野从专业门槛变为生活日常。 作为中国方盒子SUV品类首款HEV混动车型，BJ30旅行家搭载行业领先的三擎四驱六模HEV混动架构，三擎动力由一台41%热效率混动专用发动机、前驱动电机和后驱动电机组成，分别擅长长距离节能、实时补能与瞬时爆发。智能四驱响应速度达30毫秒，0.5秒即可爆发峰值扭矩。
这里有一个值得玩味的行业现象，过去几年，方盒子市场涌入大量形似而神不至的产品，造型够硬派，但越野能力聊胜于无。而BJ30旅行家选择了用HEV混动技术降低越野门槛，用智能电控系统让越野变简单这样一条更扎实的路径。 不是人人都需要硬核攀爬，但人人都值得拥有说走就走的底气。
个人看来，HEV轻越野的逻辑，正是把越野从专业装备降级为家庭功能。当方盒子从小众审美变成大众选择，产品必须从情绪价值回到使用价值。BJ30旅行家要做的，正是让越野从少数人的专属，变成万千家庭的日常。
其次是超大，BJ30旅行家不止是能装，更是能躺的家庭移动空间。 2820毫米超长轴距、66%超高得房率、1496升同级最大后备箱、后排纯平放倒秒变1.92米大床.....这些数据的背后是北京越野对轻越野的本质不是野，而是带着全家一起野这一用户诉求的清晰洞察。全家出行自由，就是每个人都不将就!
最后是超省，BJ30旅行家让轻越野不再玩得起、养不起。 两驱版百公里综合油耗仅5.85升，一箱油跑1000公里。在六月，南非、印尼、阿联酋、波兰、墨西哥五国汽车博主，在极端路况下实测国产SUV油耗，BJ30旅行家在每个国家都跑出百公里不超5升的成绩。口碑无需翻译，认可不限时区，这份跨越国界的成绩，是中国HEV技术交给世界的答卷。
总结来看，BJ30旅行家之所以能快速登顶，是因为它率先读懂了方盒子用户的消费升级逻辑，他们要的不再是硬派图腾，而是一台既有越野姿态、又兼顾家用实用性的全能伴侣。
长期主义
如果产品力是冰山之上，那么品牌底蕴则是决定冰山大小的水面之下。BJ30旅行家的登顶，有三个更为深层的支撑点，它们分别是品质验证、保值率第一和用户生态。
先说品质验证，近期北京越野联合央视财经，对一台行驶15万公里的BJ30旅行家进行全网直播拆解，最终显示发动机涡轮无积碳、变速箱无渗漏无磨损、电池包无鼓包无衰减、底盘无锈蚀无渗油，整体车况近乎新车。央视镜头还深入北汽株洲超级工厂，揭秘其100%自动化焊接车间、5000吨级冲压设备等高端制造工艺。BJ30旅行家用15万公里拆解证明“看不见的地方才是真功夫”， 这不是广告，是拆给你看的硬核真诚。
再说保值率第一，据中国汽车流通协会《2026年6月汽车保值率报告》，BJ30旅行家以69.5%的超高保值率，登顶10-15万自主紧凑型SUV保值率榜首。高保值率的背后，是市场对品质、口碑、品牌韧性的综合认可。在二手车市场，用户用脚投票，而BJ30旅行家赢了
最后再聊聊用户生态，北京越野 “悦野五+”用户生态体系覆盖基地、俱乐部、活动、服务、改装五大维度。全国366家俱乐部、超10万名会员，年均1500多场活动，并且还有三大免费主题越野基地向车主免费开放。北京越野卖的从来不是一台车，而是一种生活方式。
在这个流量造车盛行的时代，北京越野选择了一条更难但更踏实的路，那便是用六十余年造车积淀做时间的朋友。 BJ30旅行家的8030台月销，不是爆款偶然，而是长期主义在市场上的必然兑现。
正如张国富所言： “我们始终相信，用户就是北京越野的答案。” BJ30旅行家的每一刻高光，来自市场的肯定、来自行业的掌声、更来自于全球用户的信赖。
总结：
BJ30旅行家登顶的意义，远不止一款车型的销量胜利。它标志着方盒子市场的竞争逻辑正在发生根本性转变，从谁的造型更方正到谁更懂用户的全场景需求，从谁的流量更大到谁的品质更经得起时间检验。叠加3万元超级置换政策、6.99万元起的超值入手门槛、首任车主整车终身质保！当前，BJ30旅行家正在用超野超大超省的产品力叠加真诚到极致的用户权益，重构十万级方盒子的价值标准。当BJ40反超坦克300、BJ30旅行家超越哈弗大狗，BJ40增程持续霸榜，北京越野用三线夺冠的成绩证明了在越野车这条赛道上，六十年的专业积淀，永远比三年的流量故事更有说服力！
Dalam pasaran SUV di Malaysia, ramai pembeli akan membandingkan Perodua Aruz dan Mazda CX-30 apabila memilih kereta. Kedua-dua kereta ini agak hampir dari segi harga dan kedudukan, hari ini kami akan membuat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat penyelidikan.
Perodua Aruz di Malaysia harga OTR ialah RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Mazda CX-30 di Malaysia harga OTR ialah RM 122,409 - 146,409, terdapat 4 varian, termasuk 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409) dan lain-lain.
Dari segi harga, harga permulaan Perodua Aruz memang lebih murah RM 49,509 berbanding Mazda CX-30. Jika bajet anda terhad, versi asas Perodua sudah memadai untuk keperluan harian. Namun, perhatikan juga, perbezaan harga beberapa ribu ringgit itu mungkin melibatkan kompromi pada spesifikasi, bergantung pada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4 silinder, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Mazda CX-30 dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Penggunaan bahan api rasmi 7.0 L/100km.
Dari segi kuasa, Turbo 1.5L Mazda CX-30 mempunyai 35 hp lebih berbanding 1.5L 4 silinder Perodua Aruz. Walau bagaimanapun, untuk penggunaan harian di bandar, kuasa kedua-dua kereta ini sudah mencukupi, tidak terasa kurang tenaga.
Perodua Aruz mempunyai jaminan 5 tahun/150,000km, tempoh servis setiap 10,000km atau 6 bulan.
Mazda CX-30 mempunyai jaminan 5 tahun/150,000km, tempoh servis setiap 10,000km atau 6 bulan.
Syarat jaminan kedua-dua kereta adalah sama, tidak perlu bimbang tentang hal ini. Kos servis sebenar bergantung pada rangkaian servis jenama dan harga suku cadang, disarankan bertanya pengalaman pemilik sebenar dalam komuniti pengguna kereta.
Perodua Aruz dan Mazda CX-30 kedua-duanya adalah pilihan utama di pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih menghargai reputasi jenama dan harga jualan semula, pertimbangkan dahulu yang mempunyai reputasi lebih baik; jika anda lebih mementingkan nilai wang dan spesifikasi, pilih yang mempunyai kelengkapan lebih banyak. Pada akhirnya, disarankan untuk memandu uji kedua-dua model, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Perodua Aruz dan Mazda CX-30 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana, penting untuk melihat keperluan dan bajet peribadi anda. Disarankan anda melakukan penyelidikan, membandingkan beberapa kutipan harga dari kedai kereta, kemudian memandu uji untuk membuat keputusan akhir. Membeli kereta adalah urusan besar, meluangkan masa untuk penyelidikan tidak akan salah.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Perodua Aruz dan Mazda CX-3 semasa memilih kereta. Kedua-dua kereta ini hampir sama dari segi harga dan kedudukannya, hari ini kita akan melakukan perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa untuk membuat kajian.
Harga OTR Perodua Aruz di Malaysia ialah RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Harga OTR Mazda CX-3 di Malaysia ialah RM 126,159 - 139,159, terdapat 2 varian, termasuk 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159) dan lain-lain.
Dari segi harga, harga permulaan Perodua Aruz memang lebih murah RM 53,259 berbanding Mazda CX-3. Jika bajet anda terhad, varian permulaan Perodua sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, perbezaan harga beberapa ribu ringgit ini mungkin melibatkan pilihan pada spesifikasi, bergantung pada keperluan anda.
Perodua Aruz dibina dengan enjin 1.5L 4-cyl, kuasa 105 hp. Penggunaan minyak rasmi 6.0 L/100km.
Mazda CX-3 dibina dengan enjin 1.5L Turbo, kuasa 140 hp. Penggunaan minyak rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo pada Mazda CX-3 mempunyai 35 kuasa kuda lebih banyak daripada 1.5L 4-cyl pada Perodua Aruz. Namun, untuk penggunaan harian di bandar, kuasa kedua-dua kereta ini sudah cukup, tiada rasa kekurangan kuasa.
Perodua Aruz panjang badan 4400 mm, ruang bagasi 400 L.
Mazda CX-3 panjang badan 4500 mm, ruang bagasi 450 L.
Dari segi ruang, badan Mazda CX-3 lebih panjang 100 mm berbanding Perodua Aruz, ruang duduk lebih mengutamakan. Namun Perodua Aruz lebih fleksibel untuk parkir di bandar, kedua-duanya mempunyai kompromi masing-masing.
Perodua Aruz menggunakan cara pemacu FWD.
Mazda CX-3 menggunakan cara pemacu FWD.
Kedua-dua kereta ini menggunakan cara pemacu yang sama, iaitu FWD, tiada perbezaan besar dalam pengalaman memandu harian.
Perodua Aruz waranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Mazda CX-3 waranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Kandungan waranti kedua-dua kereta sama, tidak perlu bimbang mengenai ini. Kos penyelenggaraan sebenar bergantung kepada rangkaian servisan jenama dan harga komponen, disarankan bertanya pengalaman pemilik sebenar dalam kumpulan pemilik kereta.
Secara keseluruhannya, Perodua Aruz dan Mazda CX-3 adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih yang mana satu, kunci utama adalah keperluan dan bajet peribadi anda. Disarankan membuat kajian terlebih dahulu, bandingkan tawaran harga beberapa kedai kereta, kemudian buat keputusan akhir selepas ujian memandu. Membeli kereta adalah perkara besar, meluangkan masa untuk membuat kajian tidak akan salah.
Di pasaran SUV Malaysia, ramai pembeli akan membandingkan Perodua Aruz dan Mazda CX-3 semasa memilih kereta. Kedua-dua kereta ini harganya dan kedudukannya agak hampir, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa untuk membuat kajian.
Perodua Aruz harga OTR di Malaysia ialah RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Mazda CX-3 harga OTR di Malaysia ialah RM 126,159 - 139,159, terdapat 2 varian, termasuk 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159) dan lain-lain.
Dari segi harga, harga permulaan Perodua Aruz memang RM 53,259 lebih murah daripada Mazda CX-3. Jika bajet anda terhad, varian asas Perodua sudah boleh memenuhi keperluan harian. Tetapi mesti berhati-hati, ribuan ringgit yang lebih murah itu, mungkin ada kompromi pada kelengkapan, bergantung pada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Mazda CX-3 dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Penggunaan bahan api rasmi 7.0 L/100km.
Dari segi kuasa, enjin 1.5L Turbo Mazda CX-3 mempunyai 35 hp lebih daripada enjin 1.5L 4-silinder Perodua Aruz. Namun untuk memandu sehari-hari di bandar, kuasa kedua-dua kereta mencukupi, tidak akan berasa kurang tenaga.
Perodua Aruz panjang badan 4400 mm, ruang bagasi 400 L.
Mazda CX-3 panjang badan 4500 mm, ruang bagasi 450 L.
Dari segi ruang, panjang badan Mazda CX-3 lebih 100 mm daripada Perodua Aruz, ruang duduk penumpang lebih baik. Namun Perodua Aruz lebih cekap memarkir di bandar, kedua-duanya ada kompromi.
Perodua Aruz menggunakan sistem pemacu FWD.
Mazda CX-3 menggunakan sistem pemacu FWD.
Sistem pemacu kedua-dua kereta sama, iaitu FWD, pengalaman memandu sehari-hari tidak akan berbeza ketara.
Perodua Aruz dan Mazda CX-3 kedua-duanya pilihan utama di pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mengutamakan reputasi jenama dan harga sara ulang, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih mengutamakan nisbah harga dan kelengkapan, pilih yang mempunyai kelengkapan lebih banyak. Akhirnya disarankan uji pusingan kedua-dua model, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Perodua Aruz dan Mazda CX-3 kedua-duanya model yang agak baik di pasaran Malaysia. Memilih yang mana, penting bergantung pada keperluan peribadi dan bajet anda. Disarankan buat kajian rapi, bandingkan beberapa tawaran dealer, kemudian uji pusingan buat keputusan akhir. Membeli kereta adalah perkara penting, meluangkan masa untuk kajian tidak akan salah.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Perodua Aruz dan Toyota Yaris Cross semasa memilih kereta. Kedua-dua kereta ini sangat hampir dari segi harga dan penentuan pasaran. Hari ini, kami akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Perodua Aruz dijual dengan harga OTR di Malaysia ialah RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Toyota Yaris Cross dijual dengan harga OTR di Malaysia ialah RM 99,900 - 109,900, terdapat 2 varian, termasuk 2026 1.5L Standard (RM 99,900), 2026 HEV 1.5L Standard (RM 109,900) dan lain-lain.
Dari segi harga, harga permulaan Perodua Aruz memang lebih murah RM 27,000 berbanding Toyota Yaris Cross. Jika bajet anda terhad, varian permulaan Perodua sudah boleh memenuhi keperluan harian. Namun perlu diingat, perbezaan harga beberapa ribu ringgit ini mungkin melibatkan kompromi dari segi pelengkapan, bergantung pada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan minyak rasmi 6.0 L/100km.
Toyota Yaris Cross dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan minyak rasmi 6.0 L/100km.
Kedua-dua kereta menggunakan set sistem pemacu yang sama, pengalaman memandu harian pada dasarnya tiada perbezaan. Dari segi penggunaan minyak pun hampir sama, tiada perlu terlalu berfikir panjang mengenai hal ini.
Perodua Aruz panjang badan 4400 mm, ruang bagasi 400 L.
Toyota Yaris Cross panjang badan 4400 mm, ruang bagasi 400 L.
Saiz kedua-dua kereta hampir sama, ruang dalaman tidak banyak berbeza. Kereta dalam kelas ini sudah cukup untuk penggunaan harian.
Perodua Aruz menggunakan cara pemacu FWD.
Toyota Yaris Cross menggunakan cara pemacu FWD.
Cara pemacu kedua-dua kereta sama, kedua-duanya FWD, pengalaman memandu harian tidak akan terlalu berbeza.
Perodua Aruz waranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Toyota Yaris Cross waranti 5 tahun/jarak tanpa had, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Secara keseluruhannya, Perodua Aruz dan Toyota Yaris Cross adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih yang mana, ia bergantung pada keperluan dan bajet peribadi anda. Kami mengesyorkan anda membuat kajian terlebih dahulu, membandingkan harga dari beberapa pengedar kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara penting, menghabiskan masa membuat kajian pasti tidak salah.
七十多年前，六名英國青年駕駛兩台路虎初代 Series I，完成咗人類歷史上首次倫敦至新加坡亞歐陸路遠征，穿越無數絕境，鑄就傳奇探險故事。
而家呢台史詩級車型落咗上海西岸星美術館，亮相黃浦江畔衛士都市露營空間。
身處樓宇林立嘅都市牢籠，現代人始終懷揣挣脱平庸、奔赴山野嘅本心，而呢場展覽完美詮釋：城野本無邊界，一台路虎衛士，便可串聯城市煙火與曠野自由。
沉淀百年，衛士擁有與生俱來嘅先鋒審美。初代車型淬鍊於極限探險嘅方盒子造型，摒棄冗餘裝飾，以極簡棱角同硬朗結構形成獨有視覺語言。
呢份源於實用主義嘅原生美學，歷經數十年依舊經久不衰。喺造型趨同嘅城市車流中，辨識度拉滿嘅方正輪廓，令衛士跳出都市審美同质化，成為車主獨特品味嘅具象表達。
高顏值嘅皮囊之下，係刻入品牌基因嘅硬核野性。喺全球最嚴苛嘅達喀爾拉力賽上，路虎衛士首秀即包攬全部 14 個賽段冠軍。倚靠 OCTA 八面體高強度車身同 SV 專屬調校 4.4T V8 動力總成，佢擁有碾壓複雜路況嘅越野能力。強悍性能從來唔局限於荒野征途，日常穿行城市道路從容穩妥，隨時可奔赴山野秘境，用頂尖實力為都市人嘅遠方理想兜底。
鋒芒野性之外，係路虎品牌不變嘅責任擔當。衛士憑藉凌厲身形參演《007：無暇赴死》，未上市便驚艷都市熒幕，標誌性 VIN 007 原型車拍賣所得全部捐贈紅十字會。深耕中國市場多年，品牌投入超五千萬落地青少年視力關愛、鄉村助學等公益項目，聯动车主傳遞善意。從征服自然嘅越野利器，到向善共生嘅都市座駕，衛士完成咗產品與價值嘅雙重進化。
西岸濱江呢場都市營地，濃縮咗衛士百年嘅探險、冠軍同人文初心。曠野之上，人們貪戀佢馳騁山河嘅澎湃；都市之中，更能讀懂佢兼容日常同遠方嘅內核。
城市從來唔同山野對立。當代都市生活，正需要咁樣一台衛士：以經典美學打破世俗平庸，以硬核性能守住生活底氣，以責任格局契合精神追求。城野無界，士不可擋，便係都市之中擁有衛士嘅終極答案。
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