车型概览

Abarth 595 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在长途稳定感和乘客舒适度。

版本方面，Abarth 595 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Abarth 595 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Standard 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Abarth 595 的核心规格，最重要是把数字翻译成生活里的感受。

Abarth 595 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Abarth 595 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Abarth 595 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把长途稳定感和乘客舒适度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Abarth 595 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Abarth 595 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Aeolus Yixuan GS 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在它和同级车相比的生活适配度。

版本方面，Aeolus Yixuan GS 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Aeolus Yixuan GS 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Standard 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Aeolus Yixuan GS 的核心规格，最重要是把数字翻译成生活里的感受。

Aeolus Yixuan GS 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Aeolus Yixuan GS 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Aeolus Yixuan GS 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把它和同级车相比的生活适配度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Aeolus Yixuan GS 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Aeolus Yixuan GS 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Aston Martin Valhalla 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在日常场景里的便利程度。

版本方面，Aston Martin Valhalla 目前可围绕 2025 4.0T Standard 来比较。

购车价格指南

评估 Aston Martin Valhalla 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 4.0T Standard 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Aston Martin Valhalla 的核心规格，最重要是把数字翻译成生活里的感受。

Aston Martin Valhalla 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Aston Martin Valhalla 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Aston Martin Valhalla 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把日常场景里的便利程度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Aston Martin Valhalla 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Aston Martin Valhalla 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Audi Q3 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在长途稳定感和乘客舒适度。

版本方面，Audi Q3 目前可围绕 2025 Sportback 40 TFSI quattro S Line、2025 40 TFSI quattro S Line、2025 Sportback 35 TFSI S Line、2025 35 TFSI S Line 来比较。

购车价格指南

评估 Audi Q3 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Sportback 40 TFSI quattro S Line、2025 40 TFSI quattro S Line、2025 Sportback 35 TFSI S Line、2025 35 TFSI S Line 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Audi Q3 的核心规格，最重要是把数字翻译成生活里的感受。

Audi Q3 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Audi Q3 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Audi Q3 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把长途稳定感和乘客舒适度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Audi Q3 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Audi Q3 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Audi S3 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在保险、路税、轮胎和日常能源成本。

版本方面，Audi S3 目前可围绕 2025 Sedan quattro、2025 Sportback quattro 来比较。

购车价格指南

评估 Audi S3 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Sedan quattro、2025 Sportback quattro 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Audi S3 的核心规格，最重要是把数字翻译成生活里的感受。

Audi S3 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Audi S3 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Audi S3 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把保险、路税、轮胎和日常能源成本放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Audi S3 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Audi S3 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

"In the first 5 months of this year, hundreds of new car models launched, but sales contracted. The combination of declining sales, revenue, and profits is unprecedented." At the just-concluded 2026 China Automotive Chongqing Forum, Wang Xia, President of the Automotive Division of the China Council for the Promotion of International Trade and President of the Automotive Chamber of the China Chamber of Commerce, pinpointed the chronic involution in the current auto market.

The first half of this year has not ended yet, with 544 new car models launched domestically, including 71 brand new and facelifted models. However, national passenger car retail sales dropped nearly 20% year-on-year in the first 5 months. If exports are excluded, this figure is 23.8%. Not only fuel vehicles, but new energy vehicles also declined over 15% year-on-year. The auto market has fallen into 'false diligence' where the more effort one puts in, the more poignant it becomes.

The most terrifying aspect is that the automotive industry's profit margin was only 3.2% in Q1, a historical low. Regarding this, President Wang Xia stated: "Sales without profit support are just empty number games; profits maintained by subsidies are ultimately a castle in the sand."

As top new force players, Li Auto and Xpeng reported revenue growth rates of -11.4% and -17.6% respectively in Q1 2026. NIO benefited significantly from high-end models like the new ES8 launched in Q4 last year, with a growth rate of 112.2% in Q1, but still reported a net loss of 330 million yuan. Leapmotor, ranked first in deliveries, had a growth rate of 8%, with revenue hitting a record high for the same period last year. Why was Leapmotor able to achieve a 'double kill' of sales and revenue during the Q1 downturn in the auto market? Will the newly launched C Series help Leapmotor achieve its annual million sales target?

C Series sales share decline 'reasonable'? Will it definitely return to 50% after new launch!

Leapmotor was the new force sales champion of 2025. Following a full-domain self-research route, over 65% of core components are self-produced, resulting in lower manufacturing costs than competitors. The product matrix simultaneously covers the 100,000-200,000 yuan market segment. Pure electric + extended range dual lines have no shortcomings. Coupled with sufficient capacity support for continuous delivery, the pragmatic industrialized car manufacturing route and the 'half-price home SUV' label perfectly fit current mainstream consumer demands. This is the reason for its counter-trend growth.

In the past two years, C10/C11/C16, C Series models contributed massively to Leapmotor's sales. Sales share was 77% in 2024, 55% in 2025, but only 36% in Q1 2026. Why do the sales pillars fail? Because Leapmotor knows that to achieve the million sales target, C Series alone cannot support it; they must optimize product structure and bloom at multiple points.

So at the end of last year we saw the volume-driving A Series, profit-guaranteeing B Series, foundation C Series, and premium D Series. These four pillars support Leapmotor's sales. This year Q1 was also the C Series gap period, old models clearing stock, users waiting for facelifts, demand will concentrate on the second half.

The recently launched Leapmotor C Series focuses on unchanged prices with upgraded configurations. The whole range gets 8295 chips, LiDAR is moved down, and range is improved. This product structure repair was very timely, filling all pain points, so C Series sales share will significantly recover in the second half. Bold prediction: it will return to 50%.

Can the million sales target still be achieved? Where is the bottleneck? How to win?

Conclusion first: The 1 million annual sales target is challenging to reach, but likely achievable. Leapmotor's annual sales target composition is 900,000 domestically, 100,000-150,000 overseas.

Bottlenecks remain, a well-worn topic being slow capacity ramp-up. The Jinhua, Zhejiang factory producing the 100,000 yuan main model A10 started two-shift production in April, aiming for 30,000+ capacity in June. It still has distance from the 100,000 per month target. The Hefei factory just started production in May, with two-shift annual output 200,000-400,000, but capacity release is late, contributing limitedly in the short term. Plus battery cells, chips, and automotive-grade storage are still tight and prices are rising, restricting full production progress.

However, Leapmotor is very confident in the Jinhua, Hangzhou, Hefei golden triangle capacity layout, with a total annual planned capacity of 1.46 to 1.51 million units, nearly 1.5 times the million sales target. There is determination that as long as orders continue to pour in, they can handle this tremendous fortune.

Back to products, A10 first month firm orders broke 40,000 units, D19 broke 15,000 firm orders in 15 days. Plus this month's facelifted C Series, sales will likely hit new highs in the second half. Also, there is an ace card positioning the 50,000-70,000 yuan range, targeting the sinking market—A05 launching soon. This small car can add L2-level driving assistance systems, crushing competitors at the same level.

As long as Leapmotor can take a huge market share in this price range, other competitors will have no chance to turn the tables. Consumers at this price point are usually very price-sensitive. Either first-time buyers with budget constraints, or second family cars with limited demand, so price will be the biggest factor in decision-making. A05 will likely become a rocket accelerator on Leapmotor's million sales journey.

Except for the domestic market, Leapmotor Q1 overseas exports were about 40,000 units, exports skyrocketed 442% year-on-year, ranking first in export volume and export share among new forces. This benefits from Stellantis Group's 40 countries, 800+ store resources. Leapmotor doesn't need to build global channels itself, which is unique among all new forces. In the second half, with factories in Spain, Malaysia, etc., going into production, Leapmotor's overseas sales might have even bigger surprises.

In the road to smashing the million sales target, Leapmotor has one last trick: trade price for volume. Compared to competitors, Leapmotor still has room for price cuts in the 100,000 yuan range, but Leapmotor leading sales won't take risks desperately. After all, once prices drop, it's hard to recover.

Another reason for confidence in Leapmotor's second half sales is market laws. Looking at the past 5 years, the auto market shows a pattern of slow first half, busy second half. Usually, the second half accounts for 55%–60% of the full year. As Leapmotor Vice President Li Tengfei said: "Annual sales will show a trend of first suppress then rise. We are very confident in the goal of hitting 1 million units."

Can selling at low prices break the predicament where bigger scale means weaker profitability?

From annual loss of 5.1 billion to profit of 540 million, Leapmotor interpreted a textbook loss reduction curve in just three years. But Q1 2026 Leapmotor welcomed new challenges. Gross margin 9.4%, less than the 14.9% of the same period last year. Net loss 390 million yuan. Last year same period lost only 130 million yuan. And last year Q4 still made 360 million.

Leapmotor car profit in 2025 was 903 yuan per unit, less than one-tenth of BYD, one thirty-fifth of Li Auto. Selling the most, but earning the least. And B10 new model R&D, overseas channel deployment, Malaysia and Spain factory production, all require continuous investment.

Although Leapmotor has run through the economies of scale loop through extreme cost control and high sales turnover, the profit ceiling under the low-price strategy is gradually becoming clear. Leapmotor sales are still new highs, scale is still growing. By 2028 economies of scale will be fully released, fixed cost per unit significantly diluted.

Additionally, Leapmotor's LEAP 3.5 architecture, C/B Series model component commonality rate reached 88%, amplifying 'reuse effect' not only shortened new model development cycle by 25% compared to previous generation, whole vehicle R&D investment will also reduce by 40%. It also improved procurement bargaining power by sharing core parts like chassis, lights, seats. Only then will economies of scale welcome the true inflection point on profits. At the same time, Leapmotor also announced plans to launch its own second high-end independent brand in 2027. New product pricing will target the 300,000 yuan+ high-end market, opening price ceiling, boosting brand premium.

Domestically using high specs low prices to seize market, overseas Leapmotor actively borships seeking premium space. Global fourth largest carmaker Stellantis Group, after announcing deepening strategic cooperation with Leapmotor on May 8 this year, decided to hand over operation rights even ownership of its European flagship factory to Leapmotor. In the near future the Spain Zaragoza Plant that once produced Opel, Peugeot will produce Leapmotor's B10. And the Madrid Villaverde Plant that once produced Citroën will also start producing Leapmotor in 2028.

Besides this, based on Stellantis Group's advantage of over 30% market share in South America, Leapmotor's Brazil Plant is also progressing in an organized manner. And with South East Asia market performance year-on-year improvement this year, Leapmotor is also actively advancing Indonesia, Malaysia, Thailand plant plans. In the future high gross margin overseas business share will rise, balancing Leapmotor's domestic low-price involution losses.

Conclusion

Leapmotor founder Zhu Jiangming once said: "Only by surviving can we develop. Making scale bigger is a goal more important than profitability." So at this stage after Leapmotor completes the million sales target, it will smoothly pass through the cycle. But profitability yields to scale expansion, annual 5 billion net profit goal will be missed.

Just as President Wang Xia said at the beginning, scale without profit is poison. In this final elimination race of global new energy giants, million sales were never the goal. To get the ticket to the future, either run through unmanned driving, get the next baton of technical revolution, or run through overseas markets, become the 'Toyota' of the new energy era.

日前，北汽株洲超级工厂里，BJ30旅行家迎来了第十五万台下线。这个数字背后有个值得关注的行业坐标——它是中国轻越野SUV品类里最快达到15万台销量的车型。

从市场逻辑看，15万台意味着产品已经经过了大规模用户检验，不是期货式的新车承诺，而是实打实的口碑沉淀。北京越野选择在这个节点推出高光版，并且把全系价格通过3万元超级置换政策拉到6.99万元起，意图很明显：趁着市场热度，把轻越野的门槛再压低一档，让更多人从轿车换SUV的时候，不必为了预算放弃通过性。

价格永远是C端用户最敏感的神经。6.99万元起是什么概念？放在当下市场，这基本是一台小型合资轿车的入门价，而BJ30旅行家给的是一台轴距2820毫米、带三排七座布局的方盒子SUV。即便是高光版，超级置换价也只要8.29万元起。

更关键的是，这次置换政策不限于旧车换新车的传统逻辑，置换用户和新购用户都能享受，相当于把补贴面放宽了。

在此基础上，五重礼遇的含金量也不低：首任车主整车终身质保、0首付金融方案、终身OTA免费升级、基础流量终身免费、娱乐流量两年不限量——这些政策直接切中了家庭用户怕坏、怕贵、怕过时的痛点。尤其是整车终身质保，对于一台带混动系统的SUV来说，很大程度上消解了用户对后期维修成本的顾虑。

当然，价格只是敲门砖，产品能不能打才是留客的关键。BJ30旅行家之前能在市场上跑量，靠的是超野、超大、超省三个标签，这三个标签并不是营销话术，而是有具体技术参数支撑的。

超野的核心是那套三擎四驱六模HEV混动架构，41%热效率的混动专用发动机搭配前后双电机，智能四驱响应速度30毫秒，0.5秒就能爆发峰值扭矩。

对于普通用户来说，这些数据翻译过来就是：遇到雨雪天的湿滑路面，或者周末去郊外遇到的泥地、沙地，这套系统能自动切换最优模式，不需要你像开硬派越野车那样手动锁止差速器。轻越野的精髓就在这里——不是让你去爬石头坡，而是让你在面对烂路时有底气，平时又不牺牲公路舒适性。

超大是家庭用户更在意的点。2820毫米轴距、66%得房率、1496升超大后备箱，后排纯平放倒后能形成1.92米的大床。三排七座布局在同价位SUV里并不多见，B级方盒子的宽体设计让第三排也能坐下1.8米的成年人，全车38处储物空间。

这些数字背后是一个实用场景：一家五口周末露营，帐篷、折叠椅、孩子的自行车都能塞进去，晚上把后排放倒，直接能在车里休息。对于预算10万以内、又需要大空间的家庭，这个尺寸利用率确实很有竞争力。

超省则是长期使用成本的保障。五国汽车博主在南非、印尼、阿联酋、波兰、墨西哥的实测中，BJ30旅行家都跑出了百公里不超5升的成绩，一箱油续航超过1000公里。作为HEV车型，它不需要找充电桩，加油即走，对于没有固定车位、装不了家充桩的用户来说，这种无感节能比插电混动更实用。首任车主整车终身质保的政策，也进一步降低了持有成本。

这次上市的高光版，是在上述基础上做了针对性升级。外观上增加了电感潮改套件、专属星环轮毂、前后同色运动保险杠，内饰换成了橙色配色和金属纹理饰板。

性能方面，换装高性能AGM电瓶，循环寿命是普通电瓶的3倍；后电机功率从55千瓦提升到70千瓦，匝道汇入和路口起步时的响应更快。

体验层面，感应雨刷自动关窗、64色氛围灯随音乐律动、座椅加热通风和方向盘加热，这些配置把轻越野往精致通勤的方向拉了一把。说白了，高光版不是让你去更野的地方，而是让你在城里开的时候，更像一台有品质的SUV。

最有说服力的，是发布会上的那场15万公里拆解直播。在央视财经的镜头下，一台行驶了15万公里的BJ30旅行家被拆开，发动机涡轮积碳很少，动力输出依旧充沛；变速箱外壳完好无漏油，内部齿轮无明显磨损；电池包没有鼓包、漏液或衰减；底盘副车架和悬挂摆臂无锈蚀、无渗油，平整度接近新车。

15万公里相当于普通家庭近十年的使用强度，这个拆解结果比任何广告词都直接：用料扎实、工艺可靠，意味着更低的维修频率和更长的换车周期。

拆解的底气来自制造端。北汽株洲超级工厂的焊接车间实现了百分百自动化，涂胶误差不超过一根头发丝；冲压车间用五千多吨巨型设备一次性压制车身板材；喷涂车间采用环保水性漆，有害挥发物质降低六成以上，新车异味小，漆面耐腐蚀性更强。每道工序都设有品控检查关口，这种制造标准放在6.99万元起的价位上，性价比逻辑是成立的。

回到消费者视角，BJ30旅行家高光版适合谁？如果你预算10万元左右，需要一台空间大、油耗低、偶尔能走烂路的SUV，同时对新能源充电条件有顾虑，那么这台HEV轻越野是个务实的选择。6.99万元起的入门价降低了试错成本，8.29万元起的高光版则在颜值和体验上做了加法。世界杯期间还有猜冠军和比分赢5万元购车补贴的活动，虽然命中概率不高，但算是个额外的营销噱头。

十五万台是一个里程碑，但更重要的是它证明了一个市场逻辑：中国家庭不需要为越野支付过高的溢价，一台价格实在、品质可靠、使用成本低的轻越野SUV，完全可以成为主流选择。BJ30旅行家高光版的上市，把这个逻辑又往前推了一步。

    June 11th, the 2026 Kuala Lumpur International Auto Show officially opened, SAIC Maxus participated with a full range of commercial vehicle matrix and unveiled three new pickup models. During the event, SAIC Maxus reached landmark cooperation results with two major leading enterprises in Malaysia: a procurement cooperation for 300 units of Maxus eDeliver 5 (Domestic Daman V1) was reached with local green technology group Yinson, and the popular **Daman achieved further success overseas, setting a record for the largest single order of new energy light commercial vehicles in Malaysian history**; meanwhile, a procurement cooperation for 155 units of special purpose vehicles of Maxus Deliver 9 (Domestic Maxus V90) was reached with Global Komited, specializing in special purpose vehicles and customized vehicle solutions under Weststar. These vehicles will be built into **the first batch of factory-modified special purpose vehicles in Malaysia**.

SAIC Maxus × Yinson Signing Ceremony

    Malaysia Deputy Prime Minister and Minister of Energy and Water Transformation Fadila Yusof personally arrived at the scene, giving high praise to the solid product quality and leading new energy technology after observing the exhibition vehicles one by one and experiencing SAIC Maxus new energy models on site. SAIC Commercial Vehicle Executive Management Committee Chairman and SAIC Maxus General Manager Huaijing Yang, as well as senior executives from partner enterprises such as Weststar Group, Yinson Group, Global Komited, all attended to witness. The simultaneous landing of two benchmark orders fully confirms the trust of overseas customers in SAIC Maxus products, technology, and comprehensive service capabilities, and also promotes the brand to achieve breakthrough progress in two niche tracks in Malaysia: new energy commercial vehicles and high-end customized special purpose vehicles.

Malaysia Deputy Prime Minister Experiences and Praises Maxus Products

    Two Benchmark Orders Signed Centrally; Multiple "Largest" Records Refresh Malaysian Auto Market Landscape

    At this auto show, Yinson GreenTech's electric mobility brand drivEV under the green technology sector of Yinson Holdings Berhad, a Malaysian global energy infrastructure industry leader, officially finalized a procurement agreement for 300 units of Maxus eDeliver 5 new energy light commercial vehicles. **This is not only the largest new energy light commercial vehicle procurement project in terms of volume since the establishment of Yinson GreenTech, but also the largest single order of new energy light commercial vehicles in Malaysia to date**. Maxus eDeliver 5 relies on SAIC Maxus Hongtu 2.0 Super Commercial Electric Architecture and CATL Tianhang Battery, perfectly adapting to diverse operation scenarios such as urban distribution logistics and trunk transportation. After the vehicles are put into operation, it will significantly promote the transformation of Malaysia's logistics industry towards low-carbon, efficient, and sustainable directions.

Maxus Daman V1

    At the same time, SAIC Maxus reached a cooperation with Global Komited, an enterprise under the local authorized dealer Weststar, the latter will procure 155 units of special purpose vehicles built based on the Maxus Deliver 9 model. Global Komited has deeply cultivated in the fields of Malaysia special purpose vehicles and military/police defense vehicles, possessing a perfect custom modification system and rich industry service experience. Maxus Deliver 9 has solid chassis quality and extremely strong modification expansion capability. After modification based on the factory standardized system, these vehicles will become **the first batch of special purpose vehicles in Malaysia to complete whole vehicle modification and delivery by the factory**. The landing of this project means SAIC Maxus has officially deeply laid out the Malaysia high-end customized commercial vehicle market, achieving full scenario product coverage from standardized logistics vehicles to specialized special vehicles.

Government and Business Guests Attend the Event

    Multiple New Pickup Models Unveiled with Great Impact; Catering to Market Needs to Fortify Overseas Competitive Advantages

    Relying on the platform of this Kuala Lumpur International Auto Show, SAIC Maxus officially unveiled **Terron9, eTerron9, T60 three new pickup models** for the Malaysian market, precisely catering to local market consumption and usage needs. With solid accumulation in the local market over many years, SAIC Maxus has now **solidly ranked first in Malaysia's electric VAN market share**, and its leading position in the local commercial vehicle field continues to consolidate. Currently, SAIC Maxus products are sold to over 100 countries and regions globally, the export volume of light commercial vehicles and high-end pickups has been ranked first among Chinese brands for years, and it is also a long-term partner of international logistics giants such as DHL and Royal Mail UK, with the international influence of **Chinese Smart Manufacturing** commercial vehicles continuously increasing.

Maxus New Pickup Model Launch

國內硬派越野產業正處於結構性變革週期，細分市場由過去小眾圈層消費轉向大眾化規模化發展，賽事賦能量產已經成為自主品牌技術迭代的標準化路徑。隨着國產供應鏈體系完善與戶外消費需求持續擴容，2025 年國內硬派越野車整體銷量突破 35 萬輛，行業增速常年領跑乘用車大盤，各大車企紛紛借助環塔等頂級拉力賽事完成產品可靠性摸底與技術落地轉化。不同於新能源車企聚焦極速與風阻優化的技術路線，傳統燃油硬派越野品牌選擇長距離極限拉力作為產品驗證載體，2026 環塔拉力賽落幕之後，212 越野車落地青島收官慶典，這場行業聚會不僅複盤車隊賽事成績，更完整釋放品牌依托賽事打通研發量產後市場用戶培育全鏈條的產業佈局，為國內老牌越野品牌轉型升級提供可參考的落地範本。

極限賽事完成量產技術規模化驗證

本屆環塔拉力賽總里程 7500 公里，戈壁荒漠高溫沙塵與連續交叉路況構成天然全工況可靠性測試環境，行業普遍將環塔 T2.1 量產組別視為民用硬派越野車的權威性能考場，參賽規則限定核心動力底盤架構必須沿用量產原廠規格，大幅壓縮車企重度改裝空間，成績含金量直接映射整車原廠製造水準。212 車隊選用近乎原廠狀態的 T01 車型出戰，直面一眾搭載 3.0T 大排量動力的合資與自主品牌賽車，依托 2.0T 動力總成實現跨級別競技，SS10 至 SS13 四個賽段拿下兩冠一亞，成為 T2.1 廠商組別唯一全員完賽品牌並斬獲組別亞軍，成績背後是整套動力與底盤系統經過極端工況的實測背書。

車輛核心硬件全部沿用量產在售配置，2.0T 發動機搭配采埃孚 8AT 變速箱與博格華納大分動器的動力組合，在滿載拖拽爬坡場景下實現媲美大排量車型的低扭輸出，4L 模式 2.64 倍扭矩放大設計經過長途不間斷實測優化。非承載車身搭配前後整體橋的經典越野架構，依托整車鍍鋅板材與底盤專項調校，解決傳統硬派越野車身易形變底盤鏽蝕的行業通病。乘員艙結構強化帶來 16% 頂部承載力提升，籠式車身搭配全景影像緊急救援配置，完成越野性能與民用安全配置的同步驗證。

從產業維度觀察，這套原廠車極限參賽模式省去實驗室高額模擬測試成本，把戈壁極端環境下零部件損耗動力衰減等實測數據反向輸入研發體系，縮短產品改良週期，是國產越野降本增效的典型落地模式。

全鏈路佈局完善國產越野產業生態閉環

賽場數據落地民用產品轉化，是賽事產業化最核心的落地環節，212 依托環塔實測數據推進改裝套件商用化，全套包含底盤護甲防脫輪轂專業輪胎脫困裝備的環塔同源改裝產品登陸官方商城，補齊國產越野後市場原廠改裝品類缺失短板。長期以來國內越野改裝市場以第三方作坊產品為主，配件兼容性與可靠性缺乏權威測試，原廠賽事套件落地可以規範化細分後市場，推動越野改裝從非標改裝走向標準化量產，完善整車製造之外的產業鏈配套環節。

品牌同步敲定多場海內外頂級賽事參賽規劃，喀爾拉力賽馬來西亞沙巴雨林賽阿拉善 T3 與 2027 環塔悉數納入賽程，持續以不同地貌賽事完成多場景技術標定。面向終端用戶啟動 2027 環塔民間車手招募，攜手職業車手韓魏搭建專業越野培訓學院，打通普通車主學車練車參賽的完整通道。這套佈局跳出單一車輛銷售的傳統車企盈利模式，向上依托賽事迭代整車技術，向下延伸改裝配件與駕駛培訓業務，形成產品賽事服務三位一體的產業閉環。

產業模式革新映照國產越野發展大勢

212 借環塔賽事完成產品驗證與產業佈局的系列動作，映射國內老牌硬派越野產業轉型升級的共性邏輯。中國汽車產業的成熟體現於細分賽道多元化突破，新能源品牌深耕三電極速技術，硬派越野品牌扎根長距離可靠性與全產業鏈建設，兩條路線並行夯實中國製造整體實力。過去國產硬派長期受制於核心配件依賴進口研發成本居高不下，如今依托環塔等本土頂級賽事完成整車與零部件同步實測，疊加國內完備的上游下游供應鏈配套，逐步擺脫外資技術桎梏。從單一車型生產到賽事研發改裝銷售車手培育全鏈路運營，212 的發展路徑代表國產越野由產品製造向生活方式服務商轉型的大勢。

"Keluar ke luar negara", sesetengah syarikat automotif melihatnya sebagai tali penyelamat untuk mengalihkan jualan; jika tidak mampu bersaing di dalam negara, mereka menjual kereta ke luar negara; sesetengah syarikat melaksanakannya dengan serius, bukan sahaja memastikan keupayaan di dalam negara, malah memperkuat daya saing di luar negara.

Oleh itu, untuk strategi penukaran di luar negara, ia berlaku sekali gus seterusnya. Dalam masa setahun, Changan, SAIC, GAC, Great Wall, semuanya telah "mengambil tindakan" terhadap pengurus antarabangsa.

Suku tahun kedua 2025, Changan Automotive telah menyelesaikan beberapa kali penyesuaian struktur organisasi yang menumpu pada pasaran antarabangsa.

Pertama, Ye Pei dinaikkan pangkat menjadi Naib Presiden Eksekutif Tetap Changan Automotive, menggantikan Wang Hui yang sebelum ini mengendalikan perniagaan antarabangsa, menjadi pengeraja utama strategi globalisasi Changan Automotive.

Seterusnya, Deng Zhitao, Naib Presiden Eksekutif Changan Mazda sebelum ini, dipindahkan untuk menjadi ketua bahagian Asia Tenggara, melaporkan terus kepada Naib Presiden Eksekutif Tetap Ye Pei. Selain itu, sebagai Naib Presiden Eksekutif, Peng Tao, mengendalikan pasaran Amerika Tengah dan Selatan serta Timur Tengah dan Afrika.

Sebelum ini, Changan telah mendorong Wang Hui dinaikkan dari Ketua Pengarah Bahagian Pembangunan Perniagaan Antarabangsa menjadi Pengerusi Avatr Technology, di mana pemilihan lokasi dan pembinaan kilang Rayong, Thailand yang dipandunya adalah susun atur penting bagi Changan keluar ke luar negara.

Berbeza dengan syarikat automotif lain, pengeluar luar negara Changan, boleh dikira sebagai pengeluar luar negara yang sebenarnya, bukan sahaja jenama sendiri, malah termasuk jenama kongsi modal, semuanya dimasukkan ke dalam strategi perancangan.

Januari hingga Mei tahun ini, jumlah jualan terkumpul Changan di luar negara ialah 363,648 kenderaan, merentasi 39.66% daripada jumlah kumpul kumpulan, menunjukkan perniagaan antarabangsa telah menjadi sebahagian yang tidak boleh diketepikan bagi Changan. Banyak Naib Presiden Eksekutif berada di sana, kepentingannya sendiri sudah tentu tidak biasa.

Sumber awam menunjukkan, Yu De sebagai ketua SAIC International, memainkan peranan yang tidak dapat digantikan semasa tempoh penting "keluar ke luar negara" SAIC. Sejak 2025, jawatan Pengurus Besar SAIC International telah diserahkan kepada Cui Weiguo.

Cui Weiguo adalah pegawai lama SAIC, semasa bertugas di SAIC General Motors, pernah terlibat secara penuh dari pengenalan Buick GL8 generasi pertama hingga kepelbagaian susulan pelbagai model, merupakan orang penting yang berjaya meneruskan penjualan model ikonik tersebut.

Tahun 2014, Cui Weiguo dinaikkan menjadi Naib Presiden Syarikat Kereta Persendirian SAIC, dan dalam masa singkat memulihkan pengalaman kejayaan yang terkumpul dari jenama kongsi modal untuk memacu pembangunan produk sektor autonim.

Awal 2025, Kumpulan SAIC melancarkan reformasi struktur organisasi yang dinamakan "Sektor Kereta Persendirian Besar", mengintegrasikan Roewe, MG, Rising, SAIC International, Akademi R&D Utama, LingShu Technology dan sektor pengangkutan antarabangsa, dan melaksanakan keputusan kolektif bagi perkara penting sektor autonim.

Dalam penyesuaian mendalam ini, Cui Weiguo dilantik menjadi Pengarah Eksekutif Pemasaran Antarabangsa Sektor Kereta Persendirian Besar, menyusun rohol Roewe, MG, Rising dan jenama autonim lain untuk perniagaan antarabangsa. Pada masa yang sama, beliau juga secara rasmi mengambil alih SAIC International, maklumat perniagaan menunjukkan, Ogos 2025, Cui Weiguo ditambah sebagai Pengurus SAIC International.

Selepas gelombang perubahan strategi ini, menyerahkan tanggungjawab antarabangsa ke tangan, boleh dilihat, Cui Weiguo adalah salah seorang pegawai yang paling dihargai oleh SAIC.

Perlu diperhatikan, semasa SAIC melancarkan "Strategi Antarabangsa 3.0 – Strategi Glocal" secara terbuka, persekitaran pasaran antarabangsa juga berubah dengan ketara. Tahun 2026, perniagaan antarabangsa SAIC menunjukkan ketahanan pertumbuhan yang kukuh. Januari hingga Mei 2026, SAIC telah mengeksport 543,000 kenderaan dalam jumlah terkumpul, menduduki tempat ketiga dalam kalangan syarikat automotif dalam negara, meningkat tahun ke tahun lebih daripada enam puluh peratus, bahagian pasaran kira-kira 13.4%.

Perubahan orang GAC dalam urusan antarabangsa adalah paling radikal.

November 2025, Chen Jiacai secara rasmi menyertai GAC, menjadi Timbalan Ketua Pegawai Eksekutif Kumpulan GAC, dan secara menyeluruh mengendalikan perniagaan antarabangsa GAC. Tidak lama selepas itu, secara rasmi diumumkan, Chen Jiacai tersenarai dalam barisan kepimpinan kumpulan.

Perlu diketahui, Chen Jiacai bukan pegawai lama GAC, adalah "orang luar" tulen, setelah menyertai serta-merta mengendalikan perniagaan antarabangsa yang sangat dihargai oleh GAC, boleh dikatakan "radikal" tidak berlebihan.

Di bawah pimpinan Chen Jiacai, eksport GAC Januari hingga Mei tahun ini hampir 100,000 kenderaan, walaupun peratusan kurang daripada seperenam, tetapi meningkat tahun ke tahun 135%, di bawah pemerintahan Chen Jiacai, GAC International, masa depan tidak dapat dianggar.

10 Mei, Hari Jenama China, GAC muncul di liputan khas CCTV, Chen Jiacai mewakili kumpulan menerima temu bual khas. Mengapa beliau mampu memperoleh kehormatan sedemikian hanya dalam tempoh setengah tahun selepas menyertai?

Pandangan penulis adalah, Chen Jiacai tidak mengecewakan jangkaan kumpulan, dengan baik menggunakan dan mempamerkan pengalaman keluar ke luar negara yang terkumpul di Chery, membolehkan GAC secara beransur-ansur merealisasikan perubahan dari "eksport produk" ke "eksport berstruktur", dari "eksport skala besar" ke "eksport bernilai."

Mengalihkan kuasa kepada orang luar, pisau yang ditarik oleh GAC ini, nampaknya ditarik dengan betul.

Great Wall yang kerap berlaku perubahan orang, akhirnya telah memikirkan semula bahagian antarabangsa.

Jun 2026, banyak media melaporkan Presiden Great Wall International Shi Qingke telah mengajukan perletakan jawatan, penggantinya adalah Presiden Wilayah Brazil-Meksiko Zhang Gengshen. Waimpunan Great Wall membalas "laporan tidak betul", tetapi dari perubahan struktur DingTalk, tandatangan semula kontrak kerja dan tindakan keras yang lain, menunjukkan penyesuaian struktur luaran secara besar-besaran adalah fakta yang tidak dapat dielakkan.

Intipati penyesuaian adalah peralihan dari "pusat kuasa" ke "pengagihan kuasa". Sebelum ini "Great Wall International" sebagai organisasi tahap bebas mempunyai kuasa peruntukan seragam R&D, pengeluaran, bekalan, jualan, dan perkhidmatan; selepas penyesuaian kuasa keputusan dinaikkan ke Ketua Pegawai Eksekutif Kumpulan Mu Feng, fungsi antarabangsa yang berbeza dipecahkan dan diagihkan ke platform tengah yang sepadan dalam kumpulan.

Penyesuaian ini dari segi permukaan nampaknya adalah keseimbangan semula kecekapan organisasi, tetapi di sebalik ada logik ketua yang lebih mendalam. Sumber berita menunjukkan, penyesuaian kali ini berkaitan dengan pengesanan "keburuan pengagihan kuasa" oleh Pengerusi Wei Jianjun — isu seperti kos kawalan, premium jenama, risiko kepatuhan undang-undang yang semakin ketara seiring dengan pengembangan skala antarabangsa.

Data menunjukkan, Januari hingga Mei tahun ini, jumlah jualan Great Wall di luar negara ialah 231,258 kenderaan, merentasi 48.60% daripada jumlah kumpul kumpulan. Secara asasnya, tahap kepentingan perniagaan Great Wall di luar negara, telah mencapai tahap yang setara dengan Chery, pada masa ini melakukan penyesuaian strategi, mungkin juga masuk akal dan munasabah.

Pada awal pengeluaran kereta China ke luar negara, secara asasnya adalah aktiviti luar negara dengan eksport produk sebagai teras, pengurus antarabangsa terutamanya melaksanakan fungsi jualan. Kini, jalan lama ini tidak lagi boleh dilaksanakan.

Changan mengurai perniagaan luar negara mengikut wilayah, SAIC membina sistem rotasi talenta global, GAC menurunkan rantaian keputusan dari ibu pejabat kumpulan ke pengurus BU jenama, Great Wall memecahkan "kerajaan bebas" antarabangsa. Menyerang bahagian antarabangsa, syarikat automotif China tidak sepakat menumpu pada kekutan besar lain.

June 12, the BJ30 Traveler 150,000-unit production exit and Highlight Edition launch event themed "150,000 Loves, Arriving for Glory" was grandly held at BAIC Zhuzhou Super Factory. The scene not only welcomed the smooth exit of the 150,000th BJ30 Traveler vehicle, the brand new BJ30 Traveler Highlight Edition also officially debuted. The new car is positioned as a light off-road SUV, all series enjoy a 30,000 yuan super trade-in subsidy, ordinary version super trade-in price starting at 69,900 yuan, Highlight Edition super trade-in price starting at 82,900 yuan. Meanwhile, Beijing Off-road partnered with CCTV to conduct a live stream of a 150,000-kilometer real vehicle disassembly, using real vehicle condition and factory traceability dual forms to verify the product's solid quality and Chinese intelligent manufacturing strength to the whole network.

Zhang Guofu, Vice President of BAIC Group and Chairman of Beijing Off-road, stated on site that the BJ30 Traveler is currently the fastest-selling light off-road SUV to achieve 150,000 units sales volume domestically. Behind the sales of 150,000 units is the recognition and trust of global users. This model not only presented an eye-catching answer to Chinese HEV technology, but is also a powerful declaration of Chinese intelligent manufacturing going global. As the first HEV hybrid vehicle in the Chinese Box SUV category, the BJ30 Traveler relies on Beijing Off-road's sixty-plus years of off-road technology accumulation, leveraging three core advantages of **Super Off-road, Super Large, Super Savings**, successfully establishing a foothold in the global market.

In terms of off-road performance, the BJ30 Traveler is equipped with the industry-leading three-engine four-wheel drive six-mode HEV hybrid architecture. This system consists of a hybrid dedicated engine with thermal efficiency up to 41% and front-rear dual drive motors forming a three-engine power combination, respectively adapting to different working conditions such as long-distance energy saving, real-time charging, and instant acceleration; the intelligent four-wheel drive system response is only 30 milliseconds, 0.5 seconds to explode peak torque. With energy center lock, four-wheel electronic limited slip, and Intelligent Electric ATS All-Terrain Control System, the vehicle can freely switch six driving modes, easily conquering mud, sand, gravel roads and other complex road conditions, ensuring neither city commuting nor outdoor light off-road is compromised.

Space performance is the core highlight of home travel. The new car adopts a 3-row 7-seat layout, wheelbase reaches 2820mm, space efficiency rate 66%, 3rd row space is spacious, adults with height 1.8 meters can also sit comfortably. Under normal conditions, trunk capacity is 1496 liters, rear seats fully flat fold down to form 1.92 meters super large rest space. The whole car is set with 38 storage points, large and small personal items can be properly stored, fully meeting diversified needs such as family travel, outdoor camping, daily loading, etc.

In terms of energy consumption and usage costs, the BJ30 Traveler performance is very eye-catching. Previously, auto bloggers from South Africa, Indonesia, UAE, Poland, and Mexico jointly tested, this car combined fuel consumption per 100 kilometers is controlled within 5 liters, one tank of fuel range exceeds 1,000 kilometers. The model adopts an oil-hybrid architecture, no need to rely on charging piles, refuel to go, annually can save users a lot of charging time. Meanwhile, first owners can enjoy whole vehicle lifetime warranty, high-voltage battery no safety hazards, later maintenance convenient, parts supply sufficient, truly achieving save money, save time, save worry.

The BJ30 Traveler Highlight Edition launched this time, on the basis of current car models around **Highlight Appearance, Highlight Performance, Highlight Experience** three dimensions comprehensive upgrade. Appearance continues classic box hard styling, equipped with exclusive five-star ring through light group, exclusive star ring wheels and front-rear same color sports bumpers, at the same time newly added exclusive paint and orange interior, matching metal texture trim plate, hard temperament and fine texture both have.

Power system completed multiple optimization upgrades, replaced cycle life up to ordinary battery 3 times high performance AGM battery, equipped with Porsche same type turbocharging technology, whole vehicle charging efficiency increased to 99%; rear motor power increased from 55 kW to 70 kW, intersection start, ramp merge, emergency avoidance and other scenarios power response is more swift.

Driving experience further advanced, new car equipped with seat heating, ventilation and steering wheel heating functions, equipped with induction automatic window closing system, 64 color ambient lights can follow music rhythm change, turn cabin into comfortable pleasant moving living room, take into account daily commute and long-distance travel ride experience.

To give back to the broad consumers, Beijing Off-road launched multiple limited-time courtesies. All series vehicles can enjoy 30,000 yuan super trade-in subsidy, no limit brand, no limit car age, new purchase and trade-in users can all participate. Stacked five exclusive rights: First non-operating owner can be gifted value 6,000 yuan whole vehicle lifetime warranty; provide 0 down payment etc. flexible financial solutions; old customer referral transaction can collect up to 800 yuan JD card; all series vehicles enjoy lifetime OTA free upgrade; basic traffic lifetime free, entertainment traffic enjoy 2 years unlimited. Just coinciding with the World Cup event period, car buying users can also participate in guessing activity, accurately guessing champion team and final match score, additionally enjoy 50,000 yuan car buying subsidy.

Quality always withstands severe inspection. Event scene, CCTV Finance full process live stream a car driven 150,000 kilometers of BJ30 Traveler disassembly whole process. This mileage is equivalent to ordinary family nearly ten years usage mileage, disassembly result shows, engine carbon accumulation very little, power status still full, transmission no leakage, gear wear tiny; battery pack no bulge, leak, decay and other problems; sub-frame, suspension etc. chassis parts no rust, oil seepage phenomenon, whole car condition close to new car standard. Live stream team also deep into BAIC Zhuzhou Super Factory, visited stamping, welding, painting etc. production workshops. Whole factory mass automation robot operation, stamping, welding precision strict, painting uses environmental friendly water-based paint, from production source control body strength, paint surface quality and cabin health, every process is set with quality control checkpoint, build solid quality foundation.

Currently BJ30 Traveler family model official guide price range is 99,900 - 139,900 yuan, covering fuel standard version, fuel advanced version, fuel seven-seat version, hybrid advanced version and all new highlight version multiple configurations, price gradient clear, can meet different budget, different scenario car use needs. From leading landing hybrid technology box SUV, to iterative upgraded highlight version, to winning 150,000 units market good achievement, BJ30 Traveler walked out a "Can City Can Wild, All-round Practical" development route.

In the future, Beijing Off-road will continue to deeply cultivate light off-road market segment, with hardcore products, affordable price, perfect service, promote off-road life popularization, accompany tens of thousands of users run to mountains and daily life, unlock more highlight travel moments.

Which domestic SUV is the most surprising in 2026? Of course, it's the BJ30 Traveler. Not because it's luxurious, nor because it runs fast, but because it sold 150,000 units in six months, becoming the model that reached this number the fastest in the Chinese light off-road SUV category.

Even more surprising, CCTV Finance actually live-streamed the disassembly of a BJ30 Traveler that had driven 150,000 kilometers. 150,000 kilometers is equivalent to the mileage of an ordinary family driving for over ten years. Upon opening it up, the engine turbo is clean, the transmission casing has no oil stains, and the chassis flatness is not much different from a new car.

To be honest, this "hardcore sales" method is more convincing than hiring a hundred celebrity endorsers. The question arises: In the 100,000 yuan-level SUV market which is competitive to the max, on what basis does the BJ30 Traveler break through the encirclement? The answer is super off-road, super large, super fuel-saving.

First, let's talk about "Super Off-Road": It's not a hardcore off-roader, but it can go wilder than you think

Many people sneer at the word "light off-road", thinking it's just a city SUV with a boxy shell. But the BJ30 Traveler is different; it has over sixty years of Beijing Off-road blood flowing through its bones.

How to understand its off-road capability? I'll use a football formation analogy—"433". Three forwards are responsible for attack, corresponding to its powertrain system; three midfielders are responsible for organization, corresponding to escape capability; four defenders are responsible for defense, corresponding to terrain modes. This system can attack and defend well, it's absolutely not a fake setup.

Let's talk about power first. The BJ30 Traveler uses a "Three Motors, Four-Wheel Drive, Six Modes" HEV hybrid architecture. In plain language: it has three hearts - a hybrid-specific engine good at long-distance fuel saving, a front motor responsible for recharging anytime, and a rear motor with super strong explosive power. The three "people" cooperate by division of labor, using electricity in the city, fuel on the highway, and both going up for climbing, always keeping the car in the most fuel-efficient and powerful state.

Then talk about escape. The electronically controlled energy center lock can adjust front and rear axle power distribution within milliseconds. Four-wheel electronic traction control can intervene in 0.03 seconds. The maximum wheel-end torque reaches 5928N·m. What does that mean? Mud, sand, cross-axis, other city SUVs have to walk carefully around, the BJ30 Traveler just turns a knob to get through.

You might think these numbers are far from you, so let me rephrase: A while ago, automotive bloggers from five countries (South Africa, Indonesia, UAE, Poland, Mexico) tested the fuel consumption of several domestic SUVs under extreme road conditions. The result is the BJ30 Traveler achieved fuel consumption of less than 5 liters per 100 kilometers in every country. South African wildlife reserve unpaved roads, 4.9 liters; UAE high-temperature desert highway, 4.9 liters; Poland icy snowy winding mountain roads continuous climbing, 4.85 liters.

What does this mean? It means you drive it to Inner Mongolia grasslands, Yunnan mountain roads, Xinjiang Gobi, and your heart is at ease. It's not that kind of "showpiece" that can only put on a show on paved roads, but a partner that can really take you into the mountains and also bring you back safely.

Next, let's talk about "Super Large": Moving doesn't need Huolala, family travel is no compromise

If "super off-road" is a bonus item, then "super large" is the core reason many families buy it.

First look at a set of numbers: 2820 mm wheelbase, 66% utilization rate, 1496 liters trunk volume. These parameters might be a bit abstract, but substitute a few specific scenarios, and it's easy to understand.

First is moving. Have you experienced the dilemma of calling Huolala? If not much stuff, it's not worth it; if more stuff, have to pay extra. After the BJ30 Traveler's trunk is folded down, the volume is close to 1500 liters. Snowboards, camping tents, three suitcases, plus hometown specialties stuffed by parents, all done in one trip. The key is after the rear seats are folded flat, it becomes a 1.92-meter bed. Lay a mattress and sleep. Tired from moving, just nap in the car, saving even hotel money.

Next is family travel. The BJ30 Traveler has a three-row seven-seater layout. Sitting a 1.8-meter tall adult in the third row, knees don't hit, headroom is not pressed. This is almost unique in 100,000 yuan-level SUVs. 38 storage spaces in the whole car, umbrellas, water cups, laptops, children's milk bottles... every item has its own "exclusive seat", no need to pile up messily on the center console anymore.

Also camping. No need to set up a tent, no need to book a hotel, rear seats folded down is a bed. The 1.05 square meter panoramic sunroof opens, lie in the car at night to watch stars, that experience is better than any influencer homestay.

Someone might say: "I don't move, don't camp, what do I need such large space for?" But think about it, even if just daily commuting, taking parents and children to the supermarket on weekends, pulling some New Year goods during holidays, large space is never a burden, but the confidence of "I can use it, but you can't not have it".

Finally look at "Super Saving": Saving money, saving time, saving worry, people living life are all calculating this account

Buying a car is for a moment, using a car is long-term. The smartest part of the BJ30 Traveler is that it calculates the family user's economic account thoroughly.

Let's talk about saving money first. The five-country test mentioned earlier, fuel consumption under 5 liters per 100km. Let's calculate at 4.9 liters, drive 15,000 km a year, gas price 8.5 yuan, yearly fuel cost is about 6,247 yuan. For fuel SUVs of the same level, fuel consumption at least 8-9 liters per 100km, yearly fuel cost easily over 10,000 yuan. Just fuel money saves 3-4 thousand a year, drive for five years save 15,000 to 20,000 yuan, enough to buy two new phones.

Then talk about saving time. The BJ30 Traveler is HEV hybrid, no need to find charging piles, no need to queue to charge, no need to argue with property management to install charging piles. Add gas and go, three minutes full blood revival. In a year, save dozens of hours of recharging time, these times to accompany family, watch dramas, isn't it a good idea?

Finally talk about saving worry. First owner whole vehicle lifetime warranty, engine, transmission, 99% of parts are within guarantee scope. No safety hazard of high-voltage battery pack, maintenance simple, parts sufficient, almost any repair shop in the country can fix. 150,000 km disassembly also proved its durability - no rust, no oil leak, no obvious wear. This means low maintenance cost, long car replacement cycle, long-term holding completely no pressure.

"All-Round Traveler" you can drive home for 70,000 yuan, what are you hesitating for?

After talking about the product, we have to calculate the account. The BJ30 Traveler series now launches "30,000 yuan Super Trade-in Policy", no brand limit, no year limit. Even if you have an old car driven for ten-plus years or a commuter motorcycle in hand, can exchange for 30,000 yuan subsidy. New users without old cars, present driver's license to store and enjoy 30,000 yuan directly.

Calculating down, BJ30 Traveler Fuel Standard Version Super Trade-in Price is only 69,900 yuan, seven-seater version 84,900 yuan, Hybrid Advanced Version 106,900 yuan. While the newly launched Highlight Version, Fuel Version 82,900 yuan, Hybrid Version 109,900 yuan. That is to say, you only need to spend the money of a micro electric car, you can drive away a hybrid box that can carry and go off-road, one tank of fuel runs over 1,000 kilometers.

Don't forget there are five gifts: First owner gets value 6,000 yuan whole vehicle lifetime warranty, 0 down payment financial policy, old brings new sends JD Card, OTA lifetime free upgrade, basic traffic lifetime free. Buying car during World Cup can guess champion win 50,000 yuan subsidy.

Back to the question at the beginning: On what basis did the BJ30 Traveler sell 150,000 units explosively? Because it achieved the level of "can carry, can off-road, and fuel saving" in the 100,000 yuan price range where almost no one can do, then used a price that is impossible to refuse, handed the right of choice to every ordinary family's hand. For those who don't want to compromise, but also don't want to spend more money, this car might be the one worth buying most in 2026.

China's tire industry is undergoing a profound transformation.

2025 financial report data shows: Zhongce Rubber leads by a wide margin with 44.956 billion yuan in revenue, followed closely by Sailun Group and Linglong Tire with 36.792 billion yuan and 24.642 billion yuan respectively. Pulin Chengshan, Double Coin Group, Guizhou Tire, Sanle Tire, etc., collectively crossed the 10-billion-yuan threshold. The combined revenue of the aforementioned top enterprises is close to 180 billion yuan, and industry concentration continues to shift toward the top.

Twenty years ago, a revenue of 10 billion yuan was an unreachable ceiling for Chinese tire companies. From "low-end lock-in" to "led by billion-yuan scale", it took the Chinese tire industry an entire generation to cross this path.

From Handicraft Workshops to Billion-Yuan Giants: A Comeback Story

The starting point of the Chinese tire industry was far from glamorous compared to today.

In 1958, the "Hangzhou Hai Chao Rubber Factory" on the site of the former Hangzhou Hai Chao Temple initially produced rubber shoes and pushcart tires. In the same year, the Guizhou Rubber Factory successfully trial-produced its first automotive tire. In 1976, the predecessor of Sanle Tire — Weihai Tire Factory broke ground, with 67 employees achieving "construction and production in the same year". These unremarkable starting points later grew into the backbone of China's tire industry.

The true turning point occurred in the 1980s-1990s. In 1988, the predecessor of Pulin Chengshan completed China's first domestic radial tire production line with an annual output of 300,000 units; in 1989, Zhongce Rubber completed its radial tire production line; in 1995, Sanle Tire's first all-steel radial tire rolled off the line. The breakthrough in radial tire technology allowed Chinese tire companies to stand on the same technical starting line as foreign brands for the first time.

Entering the 21st century, private sector strength emerged. In 2002, Sailun Group was established in Qingdao, relying on the equipment capabilities of Qingdao University of Science and Technology and Soft Control Co., laying the groundwork for its future breakthroughs in "Liquid Gold" technology.

From rubber shoes to bias tires, from bias tires to radial tires, from low-end to high-end — the Chinese tire industry completed a three-stage leap in technical capabilities over more than sixty years.

Globalization Chess Game: Overseas Factories Rewrite the Rules

Technological breakthroughs allowed companies to "stand up", while global layout enabled everyone to "go global".

In 2012, Sailun Group built its first overseas factory in Vietnam, becoming the first to build overseas factories. When the US imposed anti-dumping and anti-subsidy investigations on China in 2015 and on Southeast Asia in 2021, Sailun already had mature experience accumulated in Vietnam and quickly replicated it to Cambodia, Mexico, and Indonesia.

Linglong Tire built a factory in Thailand in 2012, and the Serbia factory started construction in 2020 — marking China's first entry into Europe. In 2025, the Brazil factory was completed, finalizing the "Southeast Asia-Europe-South America" global layout.

Double Star Group took a unique path — in 2018, it acquired a controlling stake in Korea Kumho Tire. Kumho has 9 production bases and 5 R&D centers globally, serving as a major supplier for top-tier brands like Mercedes-Benz, BMW, and Volkswagen. This acquisition allowed Double Star to quickly obtain an entry ticket to the international premium market.

Today, overseas capacity has become an important growth pole for top enterprises. In 2024, Linglong Tire's overseas sales revenue reached 10.73 billion yuan, accounting for nearly half of total revenue. Zhongce Rubber has laid out overseas bases in Thailand, Indonesia, and Mexico, and in 2026 announced an investment of 1.041 billion yuan to establish a production base in Vietnam. From "product going global" to "capacity going global", Chinese tire companies are reconstructing the global supply chain.

From Price Wars to Value Wars: Technology Opens the Way to Premiumization

For a long time, "Made in China" in the tire industry was equivalent to low-end and cheap, and premium fitment was long monopolized by foreign capital.

Change is happening. Zhongce Rubber's launched "Chaoyang No. 1" premium tire focuses on the New Energy Vehicle (NEV) market. Relying on excellent quietness, grip, and low rolling resistance performance, it broke the monopoly of foreign brands in the premium fitment field, marking the shift of Chinese tire companies from "scale-driven" to "technology-driven".

In the OEM market, Zhongce's "Chaoyang" brand matched with the largest automaker in the world, Toyota for the first time; Linglong Tire entered the supplier lists of Volkswagen, Audi, Mercedes-Benz, BMW, Toyota, etc. Eight out of the global top 10 automakers chose Linglong, and its NEV fitting sales retained the global number one spot.

Guizhou Tire set a benchmark in the field of intelligent manufacturing. In 2025, Guizhou Tire was selected by the World Economic Forum as a "Lighthouse Factory", becoming the first enterprise in China's tire industry to receive this honor. Through technologies such as 5G and Artificial Intelligence (AI), its production efficiency increased by 68%, and quality defects reduced by 57% — the "Lighthouse Factory" proved to the world: Chinese tires can be made well, and can also be made smart.

What does the rise of the Billion-Yuan Army mean?

Zhongce 44.956 billion, Sailun 36.792 billion, Linglong 24.642 billion, Pulin Chengshan 11.807 billion, Double Coin 11.351 billion, Guizhou Tire 10.946 billion, Sanle 9.821 billion — this report card has profound significance.

A 10 billion yuan revenue is a watershed, meaning companies possess scale advantages, continuous R&D capabilities, and global allocation levels. Ten years ago, few companies reached this threshold; today, the combined revenue of just the aforementioned few companies is close to 180 billion yuan. The industry is shifting from "small, scattered and chaotic" to "large and strong".

Of course, gaps remain obvious. Bridgestone and Michelin have annual revenues consistently exceeding 200 billion yuan. Chinese companies still have room for catch-up in terms of scale, brand premium, and proportion of premium fitment. But with the release of overseas capacity and expansion into new tracks, the Billion-Yuan Army is expected to expand further.

Future Trends: Three Tracks Determine New Layout

Looking ahead, competition will revolve around three main lines.

First, upgrading globalization capabilities again. Building overseas factories has changed from an "optional choice" to a "must-answer question". Who has a more reasonable layout, more resilient supply chain, and stronger localization capability will gain a larger share. Sailun's "diversified presence", Linglong's "global triangular layout", and Zhongce's multi-base synergy are all exploring different paths.

Second, continuing to break through in premiumization. Whether it is Liquid Gold technology or NEV specialized tires, technical content and brand premium will determine how far a company can go. Leveraging the leading advantages of the new energy vehicle industry, Chinese tires have the opportunity to "overtake on a bend" in the EV field.

Third, comprehensive penetration of intelligent manufacturing. The demonstration effect of Guizhou Tire's "Lighthouse Factory" will push more enterprises towards digital transformation. From "Manufacturing" to "Smart Manufacturing", it is not only an efficiency improvement but a comprehensive evolution of quality, cost, and customization capabilities.

Conclusion: From "Chasing" to "Running Side by Side"

From the humble workshops of the Hangzhou Hai Chao Rubber Factory in 1958 to today's listed company with a market cap near 50 billion yuan; from the difficult trial production of the first automotive tire to the increasing number of Chinese names on the global top 10 list — this is a history of struggle about chasing, breaking through, and surpassing.

A 10 billion yuan revenue is no longer a dream, but a new starting point. Chinese tire companies are changing from "chasers" to "peers", starting to play the role of "leaders" in niche areas.

But after 10 billion, there is 100 billion. Compared to giants like Michelin and Bridgestone, brand premium, core technology, and global networks still require long-term forging. The direction is clear, the road is open. The brand new era of China's tire industry has just begun.

6月6日，212越野车环塔收官庆典在青岛举行。在刚刚落幕的2026中国环塔国际拉力赛中，212越野车车队以接近原厂状态的量产车出战，在总里程7500公里的极限征程中，完成“2.0T对阵3.0T”的越级挑战，接连在SS10-SS13赛段斩获“两冠一亚”的佳绩，最终成为T2.1量产组厂商队唯一100%完赛的品牌，且荣获该组别厂商队亚军。

本次的参赛车辆T01无重度赛事改装，其搭载环塔同款动力总成——2.0T发动机与采埃孚8AT变速箱，经过赛事全程检验，低扭爆发强劲，在戈壁爬坡、满载拖拽时媲美大排量车型；配合博格华纳大分动器，高低速切换迅捷，在4L模式下可将扭矩放大2.64倍，实现扭矩按需分配，确保长途穿越动力输出稳定且不易故障。

车身结构方面，T01采用非承载式车身搭配前后整体桥，在越野颠簸路面与炮弹坑中行驶车身不变形，重载翻越时抗扭性拉满；底盘基于环塔极限路况进行专项优化调教，原厂出厂即可从容适配各种复杂路况，且全车车身采用镀锌板，无惧戈壁碎石剐蹭，不易锈蚀。此外，T01还强化了乘员舱的顶部承载力，性能提升16%，配合笼式乘员舱设计、540°全景影像、行车记录仪以及紧急呼叫救援等功能，为乘员人身安全提供了全方位的守护。

为了让更多用户切身感受环塔赛事的魅力，212宣布环塔改装套件即将登陆官方商城。套件将涵盖底盘护甲、防脱轮毂、越野轮胎及脱困救援装备等。

关于未来的赛事计划，212也表示，喀尔拉力赛、马来西亚沙巴国际雨林赛、阿拉善T3挑战赛及2027环塔拉力赛等一系列国内外顶级赛事均在规划之中，212将持续以赛促研。同时，212正式启动2027环塔用户车手招募计划，并将携手韩魏成立冠军越野培训学院，为用户提供系统化的赛前指导和参赛机遇。通过赛事打磨产品、依托培训赋能用户，212正一步步落地全民越野的愿景，让每一台212都承载起属于用户的环塔梦。

Another company specializing in autonomous driving for mining areas is applying for a listing.

On May 20, Tage Zhixing submitted its prospectus to the Hong Kong Stock Exchange, with Huatai International serving as the sole sponsor.

Founded in 2016, Tage Zhixing mainly focuses on autonomous driving transport technology for mines and smart mine solutions, with its core product being a "Vehicle-Land-Cloud" system called "Kuangu".

Once the prospectus was made public, several key figures were quickly highlighted: revenue of 527 million yuan in 2025, a surge of 246.7% year-on-year; gross margin turned positive for the first time, rising from -45.5% to 4.8%; operating cash flow also finally "turned from negative to positive", with a net inflow of 37.88 million yuan.

However, the numbers on the other side were equally eye-catching: cumulative losses over the past three years exceeded 800 million yuan, with the top five clients contributing nearly 90% of the revenue, and the largest single client accounting for more than 40%.

How exactly is this autonomous driving company for mines, founded by a Beihang University professor, ranked in the top three domestically, and with cumulative financing of 1.5 billion yuan?

01

A Beihang University Professor, Why the Determination to "Go Down to the Mines"?

The story begins in 2016.

That year, the autonomous driving sector was booming. Looking around, many startups set their sights on Robotaxi, attempting to tell the grand story of "changing transportation methods", causing valuations to rise with the tide.

But Yu Guizhen, founder of Tage Zhixing and a professor at the School of Transport Science and Engineering, Beihang University, made a decision that seemed "unsexy" at the time: instead of going to the city, go down to the mines.

Tage Zhixing Founder Yu Guizhen

Yu Guizhen was not acting impulsively. At the beginning of the venture, Tage Zhixing initially entered the autonomous driving scenario of logistics parks. But he soon found that the "pain points" of park transport were not painful enough—drivers were relatively easy to recruit, and the working environment was not harsh. The situation in mining areas was completely different.

To clarify exactly what mining areas needed, Yu Guizhen spent over two months visiting more than 20 open-pit mines across the country.

He identified three core problems.

First, drivers could no longer be recruited. Almost no young people work as drivers in mines; they are all over 50 years old. Second, occupational diseases are shocking. Third, safety accidents are the biggest red line.

Therefore, in 2017, after internal team discussions, Yu Guizhen decided: All in on open-pit mining areas.

Tage Zhixing Partial Financing Situation. Data Source: Qichacha

That year, Tage Zhixing secured tens of millions of yuan in Pre-A financing.

Subsequently, the company underwent multiple financing rounds. From Pre-A to Series D, the total financing scale was approximately 1.5 billion yuan, with investors including GSR Phase 3, Baotong Investment, Qianhai Investment, Hefei Industry, Beihang Asset Management, Beijing Guoneng, Zhiyun Cloud Innovation, Wuxi Dingqi, Puxin Yixin, etc.

Regarding the shareholder structure, as of the latest practicable date, Yu Guizhen directly and indirectly held shares (11.7%), Ningbo Dongge held 7.18%, acted in concert with Zhou Huasheng (0.71%), and acted in concert with the Beihang Education Foundation (1.46%), controlling a total of 21.04% of the company equity, making it the single largest shareholder group. Beijing Guoneng and New Energy Innovation held shares totaling 16.92%, making them the second-largest shareholder.

Tage Zhixing Equity Structure

The prospectus shows that the proceeds from this IPO are mainly used for main businesses, including R&D activities, business growth and expansion, and general working capital purposes.

02

The Prettiest Report Card, and The Most Eye-Catching Numbers

This disclosure of the prospectus laid out the most authentic side of Tage Zhixing on the table.

First, look at the eye-catching data.

In 2025, Tage Zhixing's operating revenue reached 527 million yuan, a year-on-year growth of 246.7% compared to 152 million yuan in 2024.

The company mainly has three types of businesses: first, solutions equipped with Tage-specialized vehicles, i.e., collaborating with OEMs to sell wide-bodied mining trucks with integrated autonomous driving systems, supporting ground facilities, and cloud control platforms; second, solutions for third-party vehicles, targeting retrofitting of existing mining wide-bodied trucks and rigid mining trucks; third, smart operations and other services, including maintenance, technical services, and smart transport services billed by transport volume.

From the revenue structure, "solutions equipped with Tage-specialized vehicles" has become the core revenue source, contributing 376 million yuan in 2025, accounting for 71.4% of total revenue. This means the market is rapidly accepting Tage Zhixing's software and hardware integration solutions.

Based on 2025 revenue, Tage Zhixing ranks third in the Chinese mining autonomous driving transport solution market, with a market share of 13.3%, trailing Company A (38.1%) and Company B (21.0%).

2025 China Mining Autonomous Driving Supplier Ranking (By Revenue)

More critical signals are: gross margin turned from negative to positive for the first time in 2025, reaching 4.8%; while the gross loss rates for 2023 and 2024 were 24.8% and 45.5% respectively. For Tage Zhixing which has been in a high-investment period, this means the phase of "losing money on every unit sold" is passing.

Cash flow also gives positive signals. In 2023 and 2024, operating cash flow net outflows were 204 million yuan and 177 million yuan respectively; by 2025, this number became a net inflow of 37.88 million yuan. The company is finally starting to "generate blood" on its own.

But on the other side of the coin, there is also much to examine.

The problem of losses still exists. From 2023 to 2025, Tage Zhixing's cumulative losses were approximately 822 million yuan. Although losses narrowed to 164 million yuan in 2025, there is still a way to go before true profitability.

Low gross margin is one of the core problems. A gross margin of 4.8% means running almost "along the cost line". Many core hardware components of autonomous mining trucks (such as the mining truck body itself) are outsourced, and Tage Zhixing currently plays more of an "integration + software" role, with limited premium power.

High customer concentration is also a common problem for many startups. In 2025, the top five clients of Tage Zhixing contributed 88.2% of revenue, with the largest single client accounting for a high of 40.5%. Of course, this is not a problem unique to Tage; the current business model of autonomous mining in mines is naturally large-customer driven.

Supplier concentration is equally high. In 2025, the procurement proportion of the top five suppliers reached 84%, with the largest supplier accounting for 44.8%. Major procurement contents include mining wide-bodied trucks, rigid mining trucks, and core components such as radar. Overly concentrated supply chains mean limited bargaining power and risks of supply interruptions.

Another detail worth noting is: the proportion of government subsidies in profits is not low. From 2023 to 2025, the company received government subsidies of 5.77 million yuan, 2.78 million yuan, and 3.93 million yuan respectively, accounting for 77.5%, 63.9%, and 57.6% of other income.

As of the end of 2025, Tage Zhixing's cash and equivalents were 122 million yuan, an increase of approximately 41.73 times compared to 2.86 million yuan at the end of 2024.

03

The Technology Behind 557 Mining Trucks: "Kuangu" System

Tage Zhixing's core competitiveness lies in a system called "Kuangu".

Tage Zhixing "Kuangu" System

This system adopts a "Vehicle-Land-Cloud" integrated architecture, driven by three AI Large Model bases, covering core capabilities such as end-to-end autonomous driving, multi-agent scheduling control, and full life-cycle equipment health management. Simply put: install "eyes" and "brain" for mining trucks, and schedule them uniformly via the cloud.

What truly forms the barrier for "Kuangu" is large-scale cluster scheduling capability. As of April 2026, Tage Zhixing has deployed over 140 autonomous driving mining wide-bodied trucks in a single mine field.

In terms of product adaptation, Tage Zhixing is also very active. The 12 models of mining wide-bodied trucks it supports cover various configurations such as hybrid, pure electric, and methanol power. The 100-ton level hybrid electric autonomous driving mining wide-bodied truck TG136HA, independently developed in 2024, reduced comprehensive energy consumption by 30% compared to traditional fuel vehicles and achieved large-scale deployment in northwest China.

Customer relationships are another point worth attention for Tage Zhixing. Their client list is almost a "National Team" roster: China National Energy Group, State Power Investment Corporation, Baogang Group, Jiangxi Copper... These large central and state-owned SOEs are not only clients, some are also shareholders.

As of December 31, 2025, Tage Zhixing had provided services for 31 intelligent open-pit mining projects in China, with projects spanning Xinjiang, Inner Mongolia, Jiangxi, Guangdong, and Heilongjiang.

Tage Zhixing Unmanned Wide-Body Truck Features

Regarding vehicles, as of the end of 2025, Tage Zhixing had delivered and served 557 autonomous driving mining transport vehicles, including 114 autonomous driving rigid mining trucks.

According to Frost & Sullivan data, the number of autonomous driving rigid mining trucks delivered and served by Tage Zhixing ranks second in China; the number of autonomous driving mining transport vehicles delivered and served ranks in the top four in China.

Regarding the overseas market, Tage Zhixing also has layouts. The prospectus shows, as of the end of 2025, calculated by contract value and solution delivery volume, Tage Zhixing has obtained the largest overseas commercial order in China, involving delivery solutions for more than 40 third-party rigid mining trucks.

04

A Market Worth Billions, and A Group of Players Still Losing Money

Tage Zhixing's choice to sprint for the Hong Kong stock market at this point is not coincidental.

According to Frost & Sullivan data, the global mining autonomous driving market has expanded from 900 million yuan in 2021 to 8.6 billion yuan in 2025, and is expected to reach 56.5 billion yuan in 2030. Among them, Central Asia, Africa, Australia, and South America are the main growth regions.

China Mining Autonomous Driving Solution Market Size

Policy end is also continuously increasing support: the national requirement is that the proportion of intelligent coal mine production capacity in 2026 should not be less than 60%, providing a deterministic incremental space for the entire industry.

But this is also a track with a strong taste of "winner takes all", and the competitive landscape is accelerating differentiation.

OEMs like XCMG and Yutong extend downwards with their chassis manufacturing advantages; solution providers are fighting to list on the capital market—Bolltron listed on the HKEX in May 2025, Hidi Smart Driving completed Hong Kong listing in December of the same year, becoming the "Global Autonomous Driving Mining Truck First Share", E-Kontrol and Bolai Tech have also submitted prospectuses.

Tage Zhixing's advantage lies in the technical accumulation brought by industry-academia-research background. But in terms of pure commercial delivery scale and market share, it still needs to catch up.

Another signal worth attention is: the entire industry is "rushing while bleeding".

Hidi Smart Driving's first financial report after listing showed that full-year revenue in 2025 was 885 million yuan, a year-on-year increase of 115.8%, but the loss within the year was as high as 1.02 billion yuan, expanding by 75.8% compared to the same period last year. E-Kontrol's revenue for the first three quarters of 2025 was 921 million yuan, with a loss of 442 million yuan during the period.

What does this mean? The autonomous mining truck track is still in the typical stage of "revenue growth without profit increase". High R&D investment, low gross margin, combined with intense industry competition, means that even with explosive revenue growth, losses are still difficult to narrow quickly.

Yu Guizhen once compared entrepreneurship to "the process of solving equations".

Looking back, Tage Zhixing has already solved the first question: technology landing. From modifying China's first unmanned mining wide-bodied truck in 2018 to achieving "security guard getting off the vehicle" in 2020, to large-scale deployment of 100-ton hybrid wide-bodied trucks in 2024, Tage took nearly ten years to prove that the road of autonomous driving in mining areas works.

But the second question is just unfolding: scaled profitability.

The financial data of 2025 gave positive signals—revenue more than doubled, gross margin turned positive, and operating cash flow turned positive. But a gross margin of 4.8%, large customer concentration of 88.2%, and cumulative losses of more than 800 million yuan are all "hard bones" laid on the table.

The industry window is opening. Policy dividends, technology maturity, market expansion, three favorable conditions superimposed. But the window period will not be open indefinitely. When more players rush in, when OEMs start to "compatibilize", when large customers start R&D, can Tage Zhixing defend its position?

In the prospectus, Tage Zhixing tells a long-term story of "AI + Industry": solving the most dangerous work with technology, and improving the most traditional mining with algorithms. This story logic holds, but under the spotlight of the capital market, investors are more concerned with when they will truly make money.

Hong Kong listing is just the first small exam venue. The answer sheet is just unfolding.

五月嘅車市銷量一出，幾家歡喜幾家愁。但長安汽車份 209,100 輛嘅成績單，仲係令唔少人心裡「咯噔」咗一下。唔係因為總量——畢竟長安體量一直擺喺嗰度，而係份成績單入面嘅「含金量」，透住一股與往常唔同嘅味道。

我哋需要將視線從嗰個被講爛咗嘅「內捲」國內市場暫時移開。長安今次最令我關注嘅，唔係新能源 5.8% 嘅增長，亦唔係啟源、深藍各自嘅表現，而係嗰組數據：海外交付 70,700 輛，按年增長 38%。將近三分之一嘅銷量來自海外，呢個比例，放喺整個中國汽車品牌入面，都係相當炸裂嘅存在。

要知道，就喺上個月，長安剛宣佈成為葡萄牙國家足球隊嘅全球官方合作夥伴。嗰陣好多人都以為，這不過係又一次體育營銷。但結合五月嘅海外銷量再看，你就會明白，呢係長安「海納百川」計劃 2.0 落咗嘅關鍵一子，佢背後嘅全球化思路已經非常清晰——唔係喺海外賣車，而係成為一個真正嘅全球品牌。

呢幾年，我去過唔少自主品牌嘅海外工廠，見過各種「出海」模式。有些就係將國內庫存車拉出去換個匯率攞錢，有些係真心實意地建渠道、做服務。長安屬於後者，而且係那種「紮硬寨，打呆仗」嘅類型。從東南亞開始，一步步將供應鏈、服務體系、品牌認知扎落去。今次葡萄牙國家隊嘅合作，更像係吹響咗進軍歐洲主流市場嘅號角。呢份從容同戰略定力，坦白講，喺好多急於求成嘅品牌身上睇唔到。

將海外市场做落去，有一個好容易忽視嘅好處：佢可以反哺國內嘅產品力。道理好簡單，要滿足全球唔同地區、唔同路況、唔同法規標準嘅需求，你嘅研發標準就必須「就高不就低」。

具體到產品上，呢種感覺會更明顯。比如長安嘅藍鯨動力，以前大家覺得「自製引擎」就係個噱頭。但你睇五月剛上市嘅 CS75PLUS 同逸動藍鯨超擎雙車，直接打出「上市搶購價 7.99 萬起」，同時喊出「油耗下降一半」。這唔係簡單嘅價格戰，呢係技術普及戰。能将一套成熟、高效嘅動力總成，用呢個價格打到市場上，考驗嘅係整個供應鏈同研發體系嘅整合能力。對於普通消費者嚟講，花更少嘅錢，得到更省油、更可靠嘅車，呢係實實在在嘅获得感。這比堆砌一啲你用唔到嘅智能化配置，要真誠得多。

說到智能化，長安最近的一個動作都係值到玩味。佢哋自研嘅「天樞」領航端到端技術要量產上車晒。好多媒體可能會去吹多少 TOPS 算力，多少個傳感器。但我更想講嘅係「端到端」呢三個字。呢種嘢過去係特斯拉、係華為這種頂流玩家炫耀嘅資本。長安唔聲唔響，將佢做咗成自己嘅「北斗天樞 2.0」計劃嘅核心。

我去過長安嘅軟件中心，睇過佢哋嘅路測數據。畀我嘅感覺係，傳統大廠一旦決心轉型，嗰種喺硬件、底盤、安全領域嘅積累，反而成咗佢哋喺智能化下半場嘅優勢。智能汽車，首先係一臺好開嘅車。長安嘅智駕方案，畀我嘅感覺係比較「穩」，佢唔像某些新勢力咁激進炫技，而係喺保證安全冗餘嘅前提下，一點點釋放功能。呢種「工程師思維」主導嘅智能化，可能少咗啲話題性，但對真正成日用車嘅用戶嚟講，更踏實。

當然，唔能只吹技術，我哋要睇下各個子品牌嘅表現。深藍汽車五月銷量 33,243 輛，按年增長 30%，1-5 月海外累計銷售更係暴增 167%。呢個數據很有意思。深藍其實承擔咗長安「年輕化」同「電動化」先鋒嘅角色。佢嘅設計語言、營銷方式，都更貼近當下嘅年輕消費者。而海外銷量嘅暴增，說明呢種設計審美同技術路線，係具備全球競爭力嘅。阿維塔五月交付 7,336 輛，雖然絕對數字唔算誇張，但佢嘅意義在於品牌向上，在於同華為呢種頂級科技公司嘅深度綁定，畀長安嘅技術儲備做咗最好嘅「信用背書」。

而長安啟源，五月交付 34,528 輛，大單品 Q05 一款車就賣咗 15,812 輛，甚至喺泰國上市三日訂單就破 3000。這說明什麼？說明長安嘅多品牌戰略，已經唔再係簡單咁將車造出嚟分開賣，而係真正搵到各自嘅細分市場同目標人群。啟源打嘅係家用、舒適、CP 值嘅「基本盤」，深藍攻嘅係個性同運動，阿維塔則守住高端同科技。呢套組合拳，比好多品牌「多生仔好打架」嘅粗放式打法，要精細得多。

最後，我哋仲係得回到「人」同「管理」上面。長安汽車呢幾年嘅轉型，之所以看起來「順」，好大程度上得益於管理層嘅戰略定力。從「香格里拉」新能源計劃，到「北斗天樞」智能化計劃，再到「海納百川」全球化計劃，呢三件事，隨便拎出一件都足夠一家车企忙活十年。長安係同時喺做，而且係實實在在地喺推進。

五年前，你同我講長安會成為一個全球化嘅科技企業，我可能會打個問號。但而家，看着這 20.9 萬輛嘅月銷，看着海外市場 38% 嘅增幅，看着藍鯨、天樞、啟源呢些名背後實實在在嘅產品落地，我覺得呢個問號可以拉直晒。對於消費者嚟講，呢啲宏大敘事最終會落喺一輛更省油嘅 CS75，一輛更好開嘅深藍，或者一輛更智能嘅阿維塔上。而呢，或許就係一家车企「戰略正確」嘅最好證明。

 Two EX30 fire incidents directly exposed the true reality of the so-called "safest automobile brand".

The start of this crisis was on May 15, when an EX30 caught fire while charging at the owner's home, even spreading to the Ford Ranger pickup truck next door. It is reported that this is the second EX30 fire incident occurring in Thailand. Regarding this matter, the Thai Consumer Protection Committee also filed a civil lawsuit against Volvo Thailand.

Of course, Volvo also proposed a remedial plan: replacing the entire battery for 90% of affected vehicles, and replacing modules for only 10%, while the company provided users with charging vouchers worth 8,500 Thai Baht and substitute vehicle services. However, most car owners did not accept this, insisting on returning the car for a refund instead of replacing the battery.

Why was the attitude of Thai consumers so firm? Actually, the source of this controversy can be traced back to February this year, when Volvo had already announced a global recall of more than 40,000 EX30 vehicles to replace battery modules. The reason was that the high-voltage battery had defects that could cause the battery pack to overheat or even catch fire. But unexpectedly, the problem had already been discovered, yet the EX30 still had two fires, so Thai consumers naturally did not give in.

Reviewing the entire incident, the most glaring issue was not just the vehicle fire itself, but that Volvo knew there were safety hazards in the product but failed to solve the problem thoroughly from the root. This treatment method that addresses symptoms but not the cause is essentially indifference to consumer safety rights and directly tore apart Volvo's safety coat maintained for many years.

Perhaps some will defend Volvo: EV fires are an industry-wide ailment, and a car company cannot be heavily criticized. But the problem lies in the fact that Volvo's foundation is "absolute safety". When a car company writes "safety" into the brand name, prints it in every ad, and engraves it into every generation of consumers' cognition, becoming a core brand gene and the premium foundation supporting it above ordinary domestic brands, it must bear higher expectation standards than ordinary car companies.

We do not deny that in the era of fuel vehicles, Volvo built itself as the "safest car" in consumers' hearts; but in the era of electric vehicles, Volvo cannot even guarantee basic battery charging safety. This extreme contrast brings a reputation backlash that is far more fatal than ordinary quality control issues.

In addition, the EX30 fire also affected another brand.

As everyone in the industry knows, Volvo was fully acquired by Geely long ago. And this fire-exposed EX30 was not independently developed by Volvo. The whole vehicle was customized based on Geely's self-developed SEA pure electric architecture. Its core three-electric components such as battery pack, electronic control system, and drive motor are highly homologous with Zeekr X, so many people see it as a "rebadged Zeekr X".

Rebadged car manufacturing is not exactly a "sin", but the point of contradiction is that the SEA architecture, as Geely's exclusive premium pure electric platform, has focused on two major advantages of high safety and high adaptability since its birth. It is Geely's core competitive edge to break into the premium new energy market. Now, derivative models of the architecture have successively exposed battery fire hazards. Does this mean the platform's three-electric system has underlying design or quality control loopholes, rather than a single vehicle individual failure?

Anyway, given the current situation, this hazard not only dragged down Volvo's overseas market reputation, but also seriously stabbed Geely's development pain points. If this matter cannot be properly solved, then consumers in Southeast Asia will significantly reduce their trust in Volvo and even Geely, after all, once a crack is formed, it is very hard to repair.

As for consumers, the author has only one suggestion: Do not believe any marketing jargon like "hundred-year brand" or "safety benchmark". In the face of this new species of electric vehicles, all reputation accumulated in the era of fuel vehicles may be overturned instantly by a battery or a BMS system. Before buying a car, check who the battery supplier of this car is, check if there has been a recall history, these information, actually will be more useful.

Final Thoughts

In short, these two fire incidents in Thailand have sounded the alarm for consumers: safety in the era of electrification is no longer just about how thick the car body steel is; battery and thermal management systems being reliable and safe are also crucial. And in the era of electrification, when Volvo cannot even prevent charging spontaneous combustion, what does it have left?

"Images sourced from the internet, please contact us if there is infringement"

In 2026, the CTCC Electric Racing Cup & XRACING ETCR CUP will continue to contest the season, aiming to promote the standardized and professional development of Chinese electric motorsports. Currently, the preliminary calendar of the event has been officially revealed, spanning professional tracks across multiple domestic regions, linking with internationally renowned circuits, and starting a new journey of electric racing with a diverse track lineup.

From September 19 to 20, the event will kick off the season opener at Shanghai Tianma Race Circuit. As a classic circuit in the Yangtze River Delta, the compact and winding Tianma Race Circuit will comprehensively test the handling and tuning capabilities of ETCR racing cars.

Subsequently, the event will move to Ningbo International Circuit from October 10 to 11. This track, built along the mountains with complex and changeable corner combinations, will once again welcome the ultimate showdown of ETCR.

From October 24 to 25, the event will move to Hunan International Circuit, linking with CTCC and the FIA TCR World Tour on the same circuit, presenting a high-spec racing feast together.

From November 21 to 22, ETCR racing cars will appear in static display form during the Macau Grand Prix event, showcasing the development achievements of domestic electric motorsports to fans.

From December 12 to 13, the season finale will commence at Sepang International Circuit in Malaysia. As the only FIA Grade 1 certified track in Southeast Asia, the wide layout and high-speed sections of Sepang Circuit will add suspense to the birth of the annual champion, bringing the season to a perfect close.

Electric drive galloping, racing against the wind, the 2026 CTCC Electric Racing Cup & XRACING ETCR CUP curtain is about to rise. Stay tuned!

6 月 1 日，長安汽車公佈 5 月交付 209100 輛，當中海外交付 70700 輛，按年增長 38%，新能源交付 92400 輛，按年增長 5.8%。 

旗下子品牌中，長安啟源 5 月交付 34528 輛，主打車型全新 Q05 交付 15812 輛，泰國上市三日訂單數突破 3000 輛；深藍汽車 5 月銷量 33243 輛，按年增長 30%，1 至 5 月海外累計銷售 28704 輛，按年增長 167%；阿維塔 5 月交付 7336 輛，阿維塔 07L 亮相工業和信息化部公告，將首批搭載華為乾崑 ADS 5；長安汽車（引力）5 月交付 48900 輛，CS75PLUS&逸動藍鯨超擎雙車上市交付，上市搶購價 7.99 萬起；長安凱程 5 月交付 21100 輛，新能源銷量按年增長 21%。 

銷量穩步攀升嘅背後，係長安汽車三大戰略紮實推進。5 月，長安汽車重磅宣佈成為葡萄牙國家足球隊全球官方合作夥伴，全球化「海納百川」計劃 2.0 又落下一子；長安自研天樞領航端到端技術即將量產上車，智能化「北斗天樞 2.0」計劃再下一城；長安藍鯨超擎雙車開啟全國百城千店上市交付，新能源「香格里拉」計劃實現藍牌車油耗下降一半。

Tahun 2026 Piala Dunia Amerika Syarikat, Kanada dan Mexico, tinggal kurang dari setengah bulan lagi.

Sesuai kebiasaan, inti perbualan semua ialah sama ada Mbappe boleh mempertahankan gelaran, sama ada Messi masih bermain, atau siapa raja bola baharu. Tetapi jika anda sedikit mengalihkan pandangan dari padang, anda akan mendapati skuad pelakon sokong Piala Dunia kali ini mungkin yang paling luar biasa setakat ini.

Sumber gambar: Jawatankuasa Penganjur Piala Dunia

660 kenderaan rasmi yang ditetapkan, rangkaian Robotaxi merangkumi beberapa tempat pertandingan, 42 bas elektrik dari Shandong, China, robot humanoid Atlas, anjing robot empat kaki Spot.....

"Pelakon sokong" ini, semuanya adalah syarikat automotif.

Upaya panjang Hyundai-Kia selama 27 tahun, wang dibelanjakan, tetapi tidak berbaloi

Jika bercakap mengenai hubungan antara syarikat automotif dan Piala Dunia, Hyundai-Kia tidak dapat dielakkan.

Tahun 1999, Hyundai berpegang tangan dengan FIFA buat pertama kali. Piala Dunia 2002 Korea-Jepun, perbelanjaan kira-kira 15 bilion Euro untuk menewaskan penyokong rasmi, hasil tahun itu jualan pasaran AS meletup 40%, kesedaran jenama melonjak dari 32% ke 67%. Pengiraan ini terlalu cantik, sehingga Hyundai selama lebih dua puluh tahun kemudian tidak pernah memikirkan untuk keluar, kerjasama disambung sehingga tahun 2030.

Piala Dunia kali ini, Kia menyediakan 660 kenderaan rasmi yang ditetapkan, bertanggungjawab ke atas pengangkutan atlet dan pegawai. Industri automotif Korea menganggarkan, hanya dari pendedahan papan iklan di dalam stadium, nilai komersial terkumpul Hyundai Motor Group melebihi 10 trilion Won Korea.

 Sumber gambar: Hyundai-Kia

Tetapi adakah sponzorship Piala Dunia benar-benar boleh ditukar menjadi jualan?

Pengalaman Hyundai sendiri, jawapan yang diberikan tidak pasti. Gelombang bonus tahun 2002 itu benar, tetapi kisah selepas itu tidak sehebat itu. Jualan Beijing Hyundai mencapai puncak 1.14 juta unit pada tahun 2016, selepas itu jatuh merosot. Pada tahun 2021 tinggal 382,000 unit, penurunan lebih daripada 66%, sekarang lagi tidak perlu disebutkan, jualan Hyundai-Kia Januari-April hanya lebih 30,000 unit, lebih rendah daripada penggiat baharu sebulan.

Pengeluaran besar dalam Piala Dunia tidak boleh menyelamatkan kemerosotan Hyundai-Kia di China. Menariknya, Hyundai nampaknya sedar akan masalah ini.

Piala Dunia 2026, Hyundai membuat penyesuaian penting: Membangunkan ruang sponzorship dari kenderaan konvensional ke pemanduan autonomi, robot dan teknologi perjalanan masa hadapan. Hyundai bekerjasama dengan Boston Dynamics di bawahnya, menubuhkan robot humanoid Atlas dan robot empat kaki Spot di venue yang ditetapkan, bertanggungjawab atas pengoperasian acara dan keselamatan.

  Sumber gambar: Hyundai-Kia

Satu masalah yang agak memalukan ialah, Atlas dan Spot yang kelihatan sangat hebat di dalam padang pertandingan, adakah mereka infrastruktur pengoperasian acara, atau sekadar peragaan jenama yang kosnya sangat mahal?

Penilaian Dianche Tong (ID: dianchetong233) ialah kedua-duanya, tetapi condong kepada yang pertama.

Hyundai perlu menggunakan kolam trafik terbesar di dunia ini, Piala Dunia, untuk menghantar isyarat kepada pelabur dan pengguna: Kami telah bertukar menjadi "syarikat teknologi perjalanan masa hadapan". Robot Boston Dynamics adalah prop terbaik untuk menghantar isyarat ini. Mengenai sama ada mereka benar-benar boleh menjana pendapatan, itu urusan seterusnya.

Walau bagaimanapun, Piala Dunia kali ini memang merupakan masa yang baik untuk Hyundai. Pasaran Amerika Utara mewakili lebih daripada 20% jualan globalnya, ketiga-tiga negara Amerika Syarikat, Kanada dan Mexico mengadakan secara bersama, sama seperti melancarkan pelancaran di laman belakang rumah kepada 3.5 bilion penonton.

Larian jarak jauh 27 tahun, pada saat ini telah menemui arah naratif baharu.

  Sumber gambar: Boston Dynamics

Syarikat automotif China tidak melibatkan sponzorship, Piala Dunia kali ini bermain "meminjam laluan"

Hubungan pasukan bola sepak lelaki China dengan Piala Dunia tahun 2026, disimpulkan dengan satu perkataan — tiada. Tahun lepas, pasukan bola sepak lelaki China tewas kepada Indonesia dalam perlawanan persediaan Piala Dunia, tersingkir satu pusingan lebih awal. Penggemar bola sepak China sekali lagi tidak perlu mengira masa.

Tetapi hubungan syarikat automotif China dengan Piala Dunia kali ini amat rapat. Dan laluan yang diambil, sangat berbeza dengan Hyundai-Kia.

Yang paling ketara ialah Changan.

 Sumber gambar: Changan Motor

22 Mei, Changan menandatangani perjanjian dengan Persatuan Bola Sepak Portugal di Lisbon, menjadi rakan kongsi rasmi global pasukan kebangsaan Portugal. Kerjasama merangkumi Piala Dunia tahun 2026 dan 2030 serta kitaran Piala Dunia Wanita, pelaburan melebihi 500 juta Yuan.

Logik memilih Portugal amat bijak. Ini bukan sponzorship Piala Dunia yang umum, Changan tidak berebut tempat penyokong rasmi FIFA, tetapi mengikat tepat satu pasukan.

Pasukan ini mempunyai Cristiano Ronaldo. Lebih 1 bilion penggemar di seluruh dunia, 660 juta pengikut Instagram, dan pengagihan penggemar sangat sepadan dengan pasaran teras eksport Changan: Eropah, Asia Tenggara, Amerika Tengah dan Selatan, Timur Tengah dan Afrika. Fokus sumber untuk perkara besar.

 Sumber gambar: Changan Motor

Menggunakan kelangkaan Piala Dunia terakhir Cristiano Ronaldo sebagai tuil, untuk mendesak突破 kesedaran jenama pasaran luar negara. Tindakan yang disertakan termasuk filem kerjasama "Bunyi Seperti Changan", penyerahan pertama di Eropah untuk Shenlan S05 di Itali, ujian jarak jauh di Eropah, dan aktiviti penghubung pengedarglobal。Setiap langkah betul, tetapi setiap langkah mempunyai ketidakpastian.

Perspektif tetap pengguna Eropah terhadap jenama automotif China tidak terbentuk dalam sehari, dan tidak akan musnah kerana satu pemasaran sukan. Pengeluar kereta Jepun dan Korea membuka pasaran Eropah dulu, bergantung kepada pengumpulan kualiti dan pengumpulan tempatan selama beberapa dekad. Changan ingin memendekkan proses ini dengan kerjasama 500 juta Yuan dengan satu pasukan, kesan memerlukan masa untuk disahkan.

Kes lain ialah Zhongtong Bus.

42 bas elektrik N12 dua sumber tanpa rel, dihantar dari Liaocheng, Shandong ke Mexico City, menanggung pengangkutan awam semasa Piala Dunia. Sama sekali berbeza dengan laluan pemasaran jenama Changan, Zhongtong mengambil pendekatan produk sebagai pemasaran. Kereta yang berjalan di Mexico City itu sendiri adalah papan iklan bergerak.

 Sumber gambar: Zhongtong Bus

Tahun 2025, eksport automotif China ke Mexico 625,200 unit, Mexico buat kali pertama mengatasi Rusia menjadi negara destinasi utama eksport automotif China. Suku pertama tahun 2026, eksport automotif China 2.226 juta unit, meningkat 56.7% year-on-year, eksport kenderaan tenaga baharu 954,000 unit, meningkat lebih daripada 120%.

Munculnya bas elektrik Zhongtong di Mexico City juga merupakan ringkasan daripada pengacuan sistematik industri automotif China di pasaran Amerika Latin.

Bagaimana dengan BYD? Walaupun tidak menyokong Piala Dunia kali ini secara langsung, peta pemasaran sukan telah menjadi syarikat automotif China yang paling lengkap — Piala Eropah 2024, Piala Amerika 2024, Piala Eropah U21 2025, ditambah dengan kontrak sponzorship Persekutuan Bola Sepak China selama lima tahun bernilai 75 juta Yuan, hampir merangkumi semua IP bola sepak utama. Kini, eksport bulan April BYD melebihi 130,000 unit, terkumpul luar negara melebihi 450,000 unit.

Sumber gambar: BYD 

BYD sekarang, tidak perlu lagi membelanjakan wang besar untuk merebut satu tempat logo di Piala Dunia.

Tiga laluan, satu persetujuan — syarikat automotif China keluar ke laut telah melangkah melalui fasa sama ada perlu terlibat dalam pemasaran global, masuk ke fasa bagaimana terlibat lebih pintar. Pengalaman pemasaran sukan yang dirumuskan Hyundai-Kia selama 27 tahun, syarikat automotif China sedang mengikuti dengan cepat menggunakan tempoh yang lebih pendek dan strategi yang lebih pelbagai.

Robotaxi dan Robot: Ujian Praktikal Paling Mahal

Banyak elemen pemanduan autonomi dan robot muncul dalam Piala Dunia kali ini.

Sebelum ini, mari bincangkan garis masa.

Januari tahun ini, keretapi swasaja Waymo terlanggar dan mencederakan seorang kanak-kanak berhampiran sebuah sekolah rendah di Santa Monica. Bulan yang sama, sebuah Waymo lain di Texas melaluinya sebuah bas sekolah yang berhenti dengan lampu amaran menyala, disiasat oleh Suruhanjaya Keselamatan Pengangkutan Negara AS (NTSB).

12 Mei, Waymo mengumumkan pemanggilan balik 3,791 unit Robotaxi — perisian pemanduan autonomi mempunyai kecacatan pengesan di jalan berlumpur, yang boleh menyebabkan kenderaan memasuki jalan yang terbenam air.

Tetapi pada bulan yang sama, Waymo telah mengembangkan kawasan perkhidmatan di Houston ke hampir 50 batu persegi, merangkumi Stadium NRG secara langsung — salah satu venue acara Piala Dunia tahun 2026.

Sumber gambar: Waymo

Satu pihak sedang memanggil balik, satu pihak sedang mengembang. Nampaknya bercanggah, tetapi percanggahan ini menunjukkan keadaan sebenar — komersialisasi Robotaxi sedang menghadapi fasa membetulkan sambil berlari.  Tidak sempurna, tetapi pihak terlibat sudah tidak boleh menunggu ia sempurna.

Bukan hanya Waymo. Atlanta, Dallas, Los Angeles, Miami, beberapa bandar yang menganjurkan Piala Dunia telah membuka operasi atau ujian komersial Robotaxi. Tesla pada April melabur 573 unit kenderaan sekaligus di Dallas dan Houston untuk memulakan perkhidmatan tanpa pengawasan sepenuhnya, terus melompati fasa pegawai keselamatan — tetapi sehingga kini tidak mendedahkan data keselamatan 573 kenderaan ini.

Mengapakah syarikat-syarikat ini berebut untuk mengembang secara padat sebelum Piala Dunia?

Sebabnya mudah: Piala Dunia adalah ujian tekanan pendedahan global. Jutaan penggemar membanjiri bandar, permintaan pengangkutan meletup, tepat mengesahkan prestasi sistem pemanduan autonomi di bawah beban ekstrem. Kejayaan adalah iklan terbaik, jika ada masalah sekurang-kurangnya terdedah dalam senario sebenar — lebih bernilai daripada ujian tertutup.

 Sumber gambar: Hyundai-Kia

Dan ada ciri umum — rangkaian Robotaxi ini tidak akan ditarik semula apabila Piala Dunia berakhir.

Kawasan perkhidmatan Waymo di Houston bukan ditetapkan sementara, ia adalah infrastruktur pengangkutan bandar kekal. 573 kenderaan Tesla di Dallas juga tidak akan berhenti selepas acara. Piala Dunia hanya satu nod, bukan destinasi akhir.

Kembali ke robot Boston Dynamics, mengapa Hyundai memasukkan mereka ke padang pertandingan?

Because robot adalah aset visual paling langka dalam naratif industri automotif semasa. Pemanduan autonomi sukar disedari oleh mata kasar — anda duduk dalam Waymo, pengalaman hampir sama dengan menaiki Uber. Tetapi robot humanoid setinggi 2 meter mengawal kawasan laluan dalam padang, impak visualnya sangat berbeza.

Hyundai memerlukan imej yang dapat diingati dalam sekali pandang ini.

 Sumber gambar: Boston Dynamics

Angkanya yang diberikan oleh Hyundai sendiri ialah: Rancangan untuk menubuhkan 25,000 unit Atlas di dalam loji pada tahun 2028. Jika rancangan ini berjaya dilaksanakan, beberapa unit di Piala Dunia adalah pengesahan berskala kecil. Jika tidak boleh dilaksanakan, maka ia adalah prop pemasaran tulen.

Setakat ini, kedua-dua kemungkinan wujud.

Berlegar setelah wisel akhir

Membentuk peta automotif Piala Dunia kali ini, beberapa garis sangat jelas.

Hyundai-Kia menggunakan hubungan FIFA yang dikumpul selama 27 tahun, mengemaskini ruang sponzorship dari menempel logo ke memaparkan teknologi. Tetapi berapa banyak manfaat sebenar yang boleh dibawa oleh sponzorship Piala Dunia, bahkan Hyundai sendiri mungkin tidak dapat menjelaskan — kegagalan mereka di pasaran China adalah peringatan.

Sebaliknya, syarikat automotif China memilih laluan melengkung yang lebih pintar — Changan mengikat pasukan Portugal untuk jenama, Zhongtong membuat produk di Mexico City, BYD menggunakan liputan pelbagai IP untuk sistem. Tiga laluan berbeza, tetapi semuanya menjawab: bagaimana membuat pengguna luar negara mempercayai kereta China.

Sementara Robotaxi dan robot adalah elemen paling segar dalam Piala Dunia kali ini, juga yang paling berisiko. Waymo memanggil balik sambil mengembang, kos robot Boston Dynamics kekal tinggi — mereka masih jauh dari infrastruktur yang benar-benar boleh dipercayai, tetapi syarikat automotif sudah tidak boleh menunggu.