Valentino Debius, pembalap profesional Kejuaraan Super Motor Dunia WSBK, terkenal sejak muda kerjaya profesionalnya agak mencabar. Pada awal kerjaya kerana kekurangan dana sokongan yang cukup, untuk jangka masa panjang hanya boleh menyertai acara peringkat rendah melalui status pembalap pengganti dan peserta wildcard. Lagipun Debius tidak putus asa, sentiasa mengejar impian dirinya di jalan perlumbaan, sehingga 33 tahun baru memenangi trofi kejuaraan pertama WSBK. Tahun ini menyertai Kereta Motor Zhang Xue, menunggu letupan besar dalam kerjaya, sudah merekod enam kejuaraan stesen musim ini, serentak itu juga telah dikenali oleh ramai warganet China.

Bekerjasama dengan Pembalap Juara, Dari Leapmotor ke Dunia

Dulu tidak diundi oleh ramai, Debius berlari hampir 10 tahun di WSBK sebelum menunggu kejuaraan, dia dan Zhang Xue sendiri sama, ada impian untuk mengejar, kekal dengan arah tuju sendiri, walaupun terumbang-ambing juga perlu terus ke depan, kini akhirnya terkenal di seluruh dunia. Kereta Leapmotor juga sama, dulu diperolok oleh orang, berusaha buat kereta selama 10 tahun, kini akhirnya menjadi juara jualan kumpulan baharu China, serentak itu juga berdiri di pentas dunia yang lebih luas.

Baru-baru ini, Kereta Leapmotor mengisytiharkan Debius menjadi pemilik pertama di Eropah bagi Leapmotor Lafa5, slogan pada poster ialah "Dari Leapmotor ke Dunia", memang sangat sesuai dengan keadaan positif Kereta Leapmotor serta Debius sekarang. Leapmotor mampu menonjol di kalangan banyak kumpulan baharu, bukan sahaja pelabelan produk sangat tepat, melalui kos keupayaan yang ekstrem buat kuasa teknologi rata, pelabelan pemasaran juga sangat tepat, seperti menyambut pemilik pertama Eropah Debius Leapmotor Lafa5, ialah sebuah Hot Hatch Elektrik, penuh bergaya dan dinamik, membolehkan orang menikmati keseronokan memandu penuh semangat, dan imej pembalap juara Debius saling melengkapi.

Pemasaran Tepat, Leapmotor Masih Ada Chen Duling, Fei Xiang Sebagai Duta

Sebelum ini, Kereta Leapmotor juga telah mengisytiharkan Chen Duling sebagai duta Siri A, Fei Xiang sebagai duta Siri D. Leapmotor bersama Chen Duling drama baharu "Pengembara" melakukan pemasaran kreatif, membentuk imez Leapmotor A10 sebagai pemimpin muda bergaya di kalangan kereta, harga model asas lebih daripada 60,000 sangat mesra untuk kelompok pelanggan muda.

Fei Xiang berpostur 1.91 meter, matang, elegan, duduk di dalam kerusi Graviti Sifar SUV Flagship D19 Leapmotor, menerusi pengalaman peribadi sebagai pemilik pertama mentafsirkan "Kelas Pertama di Darat". Leapmotor berharap pengguna dapat merasakan daya tarikan SUV flagship ini daripada wibawa dan personaliti Fei Xiang, mempunyai kualiti mewah melampaui kelas, malah lebih ada harga mesra pengguna yang membolehkan ketenangan, tidak akan menimbulkan tekanan besar kepada kehidupan harian.

Menguasai Pasaran Luar Negara, Berlari ke Jalan Globalisasi

Dalam bulan Mei yang baru lalu, Kereta Leapmotor menghantar kereta baru melebihi 81,000 unit, bukan sahaja menduduki tempat pertama kumpulan baharu, serentak itu juga mencatatkan rekod tertinggi historik jualan bulanan jenama. 5 bulan pertama tahun ini, jumlah kumulatif jualan Leapmotor kira-kira 263,000 unit, peningkatan tahun-ke-tahun 49.6%. Serentak itu, Kereta Leapmotor juga aktif mengembangkan pasaran luar negara, 2025 dengan rekod 67,000 unit menduduki puncak kejuaraan keluaran luar negara kumpulan baharu China, suku pertama tahun ini eksport melebihi 40,000 unit, Mei Itali pendaftaran tunggal bulan tunggal 4,765 unit, bahagian pasaran kereta elektrik tulen mengambil 34.5%. Baru-baru ini, model utama di bawah jenamanya Leapmotor C10 telah rasmi bermula pengeluaran dan pemasangan tempatan di kilang Gurun, negeri Kedah, Malaysia, menandakan sistem pengeluaran luar negara Leapmotor semakin berjaya.

Kereta Leapmotor bermula dari sifar, cepat tumbuh menjadi pemimpin jualan kumpulan baharu China, dua tahun pertama bersama kumpulan automotif keempat terbesar di dunia, menubuhkan syarikat perkongsian Leapmotor Antarabangsa, di Eropah, Asia Tenggara dan tempat lain menjadi pilihan elektrik. Kini Kereta Leapmotor bersama Debius, satu pihak boleh memanfaatkan pengaruh pembalap juara ini di Eropah, meningkatkan ketenaran luar negara sendiri, satu pihak juga menunjukkan pendiriannya, Leapmotor bukan sahaja mahu menjadi juara jualan kumpulan baharu China, malah mahu berlari ke puncak dunia.

2026年5月26日，江铃集团新能源在南昌举行“左右同行 向新全球”易至EV3新品发布暨全系产品推介会，正式面向全球发布全新易至EV3。这场发布会的特殊之处在于全程英文、全球直播，台下坐着来自全球40多个国家的海外经销商。一家有着79年造车历史的国企，用一场国际化发布会宣告了一款A00级纯电小车的全球野心。

市场寒冬中的逆势突围

2026年的微型电动车市场并不乐观。数据显示，2026年1至4月，国内8万元以下新能源车销量下跌接近50%，纯电微型车零售同比骤降近七成。曾经蝉联微型电车销冠的五菱宏光MINIEV月销跌破5000台，零跑T03、吉利熊猫、长安Lumin等主力车型月销均在2000台以下。政策层面，新能源购置税从全额免征调整为减半征收，价格敏感的下沉市场买家面临额外压力。

正是在这样的市场环境下，全新易至EV3打出了一张与众不同的牌——“百项升级，全系标配L2级智能驾驶辅助系统”。

“Easy”哲学的五个维度

“我们把复杂留给自己，把Easy交给用户。”发布会主讲人、江铃集团新能源市场营销部王金华以一位普通妈妈的身份开场，讲述五个真实用户的日常困扰——停车难、空间小、安全焦虑。这份务实的思考，恰恰回应了一个行业核心命题：在配置内卷的时代，什么才是消费者真正需要的？

全新易至EV3的产品定义围绕五个“Easy”展开：Easy Joy、Easy Drive、Easy Park、Easy Use、Easy Fun。这五个维度对应五类真实用户——追求时尚的小娟、讲究皮实耐用的老陈、害怕停车的莉莉、需要大空间的弗兰克、渴望放松的职场妈妈艾米丽。这正是全球小型电动车最真实的需求缩影。

安全配置的“降维打击”

在10万元以内的小型电动车市场，L2级智能辅助驾驶系统几乎是“奢侈品”。全新易至EV3打破这一惯例，全系标配L2智驾，集成AEB自动紧急制动、ACC自适应巡航、FCW前碰撞预警、LDW车道偏离预警及BSD盲区监测五大核心功能。

被动安全同样不含糊。新车采用高强度笼式车身结构，前防撞梁抗拉强度高达1500MPa，配合540°全景影像（含透明底盘），实现全方位无盲区守护。更值得关注的是，全新易至EV3是同级别唯一配备第三代WCBS线控制动系统的车型，从100km/h到刹停仅需39米，响应速度达150毫秒级，比同级竞品足足短了4米。在紧急情况下，这4米可能就是安全与危险的界限。

全新易至EV3还是四款6万元级纯电小车中唯一的五门五座布局车型，后排配备三个独立可调节头枕，真正实现了“坐下五个人不凑合”。86.59%的超高得房率最大化释放了乘坐空间，后排即使坐三位成年人也不局促，后排放倒后后备箱容积可扩展至1000L。在A00级市场普遍存在的储物焦虑和应急痛点面前，全新易至EV3给出了一个近乎完美的解决方案。

智能化与空间的越级体验

智能化方面，全新易至EV3全系标配5寸液晶仪表与10.1寸中控大屏，首次接入豆包AI语音大模型，支持“可见即可说”与自然连续对话。同时兼容CarPlay、在线导航及影音娱乐。手机APP远程控车支持一键解锁、空调开关、电池包加热、一键除雾等功能，全球通用。

动力方面，全新易至EV3搭载50kW液冷永磁同步电机，峰值扭矩125N·m，0-50km/h加速仅需4.5秒。30.24kWh磷酸铁锂电池提供330km CLTC续航，具备IP68级防尘防水与智能热管理系统。首任非营运自然人车主可享三电系统终身质保，并额外享有8年或15万公里内电池衰减超30%免费更换、电池自燃“烧一赔一”的双重安全承诺。

全球化布局的战略深意

全新易至EV3的全球同步上市，最大亮点在于实现了左舵与右舵版本同步研发、同步上市、同步交付，直接适配全球绝大多数国家与地区交通法规。这在同级别车型中并不多见——多数车企先推左舵，再花数月甚至一年适配右舵市场。而江铃集团新能源选择左右舵同步开发、同步投产，意味着产品平台从立项之初就具备全球化的底层架构。

这一战略选择背后是清晰的商业逻辑。右舵市场恰恰是中国新能源出海的重要增量空间，东南亚的泰国、马来西亚等国新能源政策持续加码，且以右舵为法定通行标准。全新易至EV3从平台架构阶段就按全球法规设计，经销商拿到车即可直接销售，交付效率与市场竞争力大幅提升。

数据印证了这一策略的有效性。截至2026年5月，江铃集团新能源海外业务已拓展至超过40个国家及地区，覆盖欧洲、非洲、中东、东南亚、南美洲五大洲。出口业务连续三年正增长，2023年同比增长70%，2024年同比增长25%，2025年同比增长203%。

六万级+八重礼的诚意

新车提供舒适型、豪华型两款配置，指导价分别为6.28万元和6.68万元。即日起至2026年6月30日，通过官方渠道下定即可享价值20000元的上市尝鲜八重礼。购车环节可享不限品牌、不限拥车时长的5000元/台增换购补贴与3000元购置税补贴，浅云米、天水碧、暮烟蓝三款个性车色限时免费选配，同时可免费获赠充电枪或充电桩（二选一）。

写在最后

全新易至EV3的发布，不仅是一次产品的满配进化，更是江铃集团新能源对“让美好易至”品牌理念的深度践行。在微型电动车市场整体承压的背景下，江铃集团新能源没有选择价格战的短期策略，而是用“百项升级”和“L2智驾标配”重新定义了A00级产品的价值标准。

当然，挑战同样存在。品牌认知度和渠道覆盖仍是江铃新能源需要持续攻克的课题。在6万元这个价位段，消费者对价格的敏感度远高于品牌忠诚度。但对于那些把安全放在第一位、追求高性价比的家庭用户来说，全新易至EV3提供了一个难以忽视的选择。

正如江铃集团新能源海外事业部总经理聂小勇所言：“JMEV不是做短期跟风，而是下决心做长期生意。”从产品定义到全球化布局，从安全配置到智能化体验，全新易至EV3展现的不仅是一款车的进化，更是一家拥有79年造车底蕴的国企，在新能源时代的思考与行动。美好出行，本该So easy。

June 14, “AI Symbiosis & Resilient Growth — Data Story Smart Mobility Industry Growth Forum” was successfully held in Chongqing. The forum gathered industry research institutions, university experts, platform representatives, ecosystem partners, and automotive industry partners to conduct in-depth exchanges on topics such as the development situation of the “15th Five-Year Plan” automotive industry, AI-driven GTM full-link upgrades, Chinese automotive brand globalization mindset construction, brand GEO strategy, AI marketing implementation, and platform growth closed loops.

In Chongqing, an important automotive industrial base, Data Story and industry partners discussed together: In the new cycle of deep integration of AI and mobility, how can car companies transform technical variables into deterministic growth capabilities and truly build resilient growth that transcends cycles.

In the opening speech of the forum, Liu Shihua, Director of Chongqing Municipal Financial Development Service Center emphasized: "Smart mobility is essentially a complex systematic engineering project with 'high investment, long cycle, and multiple entities'. It requires coordinated promotion of finance, technology, and industry to build a sustainable ecosystem. At the critical moment of industrial transformation and upgrade and intelligent globalization breakthrough in the automotive industry, finance is not only a tool for resource allocation with numbers, but also an important force to promote industrial resilient development. With digital technology penetrating the transportation industry comprehensively, finance is forming a more three-dimensional support network from payment system, infrastructure support to risk sharing mechanism."

And the meaning of this support ultimately points to a more realistic question: How to make a highly complex industrial system continue to operate in an uncertain environment. Wu Shouxi, Director of Industry Development Research Department, China Automotive Information Technology (Tianjin) Co., Ltd. brought “15th Five-Year Plan” Automotive Industry Development Situation and Analysis theme sharing, pointing out from three dimensions of global economy, domestic consumption, and industrial structure: The automotive industry has entered the "low-speed steady state + structural differentiation" stage from the high-speed growth stage, and the core of industry competition has shifted from "incremental contention" to "stock efficiency". Exports, intelligence, and new energy penetration rates are still core variables, but the overall market is entering a longer-term and more complex game cycle.

In his opinion, the automotive industry is entering "structural competition" from "scale competition", and enterprises need to shift from "short-term response" to "long-term capability construction".

01 GTM Intelligent Upgrade, Let AI Truly Enter Car Company Growth Link

"If you compare business competition to a marathon, what ran on the track in the past was 'people'. Enterprises invested a lot of digital construction in the past five to ten years, which was like building supply stations along the road to support employees to run faster and further. But today, the protagonist on the track has changed — what is truly running has become AI, while people have stepped back to become coaches setting directions from a higher dimension." Zhao Xiaodong, Vice President of Data Story mentioned in the theme speech "GTM Intelligent Upgrade Under AI-Driven Organizational Transformation". He pointed out that just as robots compressed half-marathon results from 2 hours 40 minutes to 50 minutes in a short year, the evolution speed of the business world has also been completely reset.

Under this irreversible trend, the organizational form of enterprises is undergoing a qualitative change. He emphasized a core strategic concept proposed by Data Story this year — Agent Enterprise, that is, an Enterprise Driven by AI Agents. In this new form, AI is no longer a software tool passively waiting for clicks, but has become a "new type of labor force" existing in the corporate address book. To support this transformation, enterprises need not only to build a "World Model" that fuses business objective data and organizational emotional culture as the decision-making brain, but also need to establish a management system to recruit, train, and even assess AI employees just like managing human resources, allowing AI to deeply participate in business processes and collaborative decision-making.

To truly complete such transformation, enterprises need to build three layers of capabilities:

The first is the Business Decision Layer, building the "Enterprise World Model", letting AI understand the enterprise's real business logic, shifting strategic decisions from experience-driven to data and model-driven, achieving AI participation in decision-making to form a closed loop.

The second is the AI Organization Layer, establishing an AI Agent and Digital Employee Management Platform, giving AI clear role definitions, training mechanisms, and collaboration relationships, managing AI like managing human resources, achieving "AI can be recruited, trained, and assessed".

The third is the Application Scenario Layer, embedding AI capabilities into the full process of marketing, sales, and services, forming a human-machine collaboration closed loop from content production to sales conversion.

Current automotive marketing has shifted from the past quarterly planning model relying on large media exposure and premium large-scale production to content competition that responds daily or even hourly. Users no longer simply enter the sales funnel preset by brands, but enter a "Content River" composed of search, social media, AI Q&A, and KOC content. In the environment of budget pressure, traffic fragmentation, and intensified competition, car companies must possess content scale, trust density, response speed, and data memory capabilities simultaneously.

After reconstructing organizational forms, how to break the dead knot of "tight budget, difficult conversion" for car companies? Zhao Xiaodong proposed an AI-driven KOX Brand Growth Operating System of "One Center, Two Approaches, Five Grasps" on site: Using AI-ified Center as the command system, using AI Agents to collaborate with real consumers, sales personnel, employee partners, cooperative ecosystems, and AI entrance touchpoints. One end completes brand planting, the other end takes on sales conversion, fully connecting the business closed loop from brand long-line "planting" to lead "conversion".

Entering the Agent Enterprise era, Data Story has taken the lead in practice, building the AI Business Decision Management Platform — EntVerse+Navi, structuring enterprise organization knowledge through Context Engineering, enabling AI to understand and call real business contexts. The automotive enterprises we serve can also rely on this platform to take the lead in building their exclusive "Enterprise-Level Commercial World Model", truly owning an "AI Brain" that understands mobility business and can go down to the ground to fight, effectively transforming technical variables into visible resilient growth.

02 Chinese Automotive Brand Globalization, From Market Entry to Mindset Entry

Chinese automotive brands are accelerating towards the global market, but true globalization is not just about selling products to overseas markets.

A more critical question is: Do overseas users understand the brand? Are they willing to trust the brand? Can the brand establish long-term mindset in different cultural contexts?

Around this core question, Lai Minru, Vice President of Data Story brought "AI-Empowered Construction of Dual Brand Mindset for Chinese Automotive Brand Globalization" theme sharing. And pointed out that Chinese automotive brands are entering the second stage of globalization — from product going global to brand going global, and the true next stage is "Mindset Going Global".

She mentioned that in the AI era, brand visibility is being redefined. Users no longer rely on search engines to get information, but get answers directly through AI. In this process, whether a brand is mentioned by AI and whether it is recommended by AI is becoming a new key indicator — AI Mindset.

In the AI Brand Mindset research conducted by Data Story in 11 countries, the brand AI mindset levels of different overseas markets show obvious differences. For example, in some Chinese automotive brands in markets like Thailand, Indonesia, the AI mindset performance is relatively good, but in more markets, the Share of Voice where Chinese brands are mentioned by AI remains low. Even if the brand has a certain volume, at the specific mindset positioning level, such as intelligent cockpit, local services, technology credibility dimensions, there is still a gap compared with traditional international brands.

◎ Data Source: 2026 China Automotive Companies Going Global 11 Countries GEO Status Analysis White Paper

Chinese Automotive Brand Going Global is not just about doing exposure, but also about doing well "Source of Trust Construction" in the AI era. Including optimizing official website structure to make brand information easier for AI to index; laying out media reviews, automotive vertical websites, KOL/KOC content, and UGC content to let the brand form more stable and credible expressions in the AI context.

On specific implementation, Data Story built three AI Partners around brand globalization:

AI SOL is used to build the Brand Bible, helping brands complete localization narratives and core asset deposition;

AI MAX is used for consumer mindset construction, covering marketing plans, influencer selection, content creation, ad traffic, and effect monitoring links;

AI ACE focuses on AI Mindset Construction, from keyword discovery, problem library construction, official website optimization, source monitoring to content execution, forming a complete closed loop.

From product going global to brand going global, and then to mindset going global, the globalization competition of Chinese automotive brands is shifting from "selling to overseas" to a new stage of "being understood and trusted by overseas users".

03 Data Story × Chongqing University Releases "Automotive & Two-Wheeler Industry GEO Strategy and Practice White Paper"

When users' way of acquiring information shifts from "searching answers" to "asking AI directly", brand mindset construction also welcomes new variables.

On site, Data Story jointly with Chongqing University released the "Automotive & Two-Wheeler Industry GEO Strategy and Practice White Paper", and Li Xiaoling, Professor of Chongqing University and National Young Talent released and deeply interpreted the report on site. The white paper integrates academic research and industry practice, revolves around GEO strategy importance, new challenges in automotive industry AI search, and GEO full-link monitoring and optimization system, providing systematic ideas for how automotive and two-wheeler brands are seen, understood, and recommended in the AI recommendation era.

Professor Li Xiaoling pointed out that AI Native Apps have entered a new stage of user stickiness and population structure expansion from early traffic sprint. Data shows that AI App overall reach scale reached 440 million in March, and per capita usage frequency and usage time are also continuously increasing, AI search has deeply penetrated into user living habits. Not just young people, senior groups and lower than tier-three sinking markets are also becoming new growth groups for AI search.

Compared to traditional search, the change brought by GEO is more direct. In the past, users told search engines "what I want to find"; now, AI recommendation engines help users get information, and even further influence the decision of "what I should buy". This also brings several pain points of brand marketing in the AI era: Brands might not be mentioned by AI, might prioritize mentioning competitors, or might be mentioned but misunderstood or misquoted. Whether the content released on official websites, news media, and social platforms can be seen, understood, and adopted by AI is becoming a new competitive variable.

Around this change, the white paper proposes the three-layer goal system of GEO:

"Source is cited by AI", letting brand content be seen by AI;

"Source is adopted by AI", letting brand content become trusted information prioritized when AI generates answers;

"Become AI Anchor", forming a stable recommendation position in specific car buying scenarios (such as family cars, commuting SUVs, intelligent cockpits, etc.)

How to influence consumer decisions through "AI"? In the background where AI recommendation mechanisms dominate user decisions, it further proposes an "Scientific Decision Attribution System" reconstructed by AI participation. Based on real consumption paths and brand data structures of the automotive industry, the model constructs the ASEV four-layer decision link, used to explain the complete process of users from "generating needs" to "finally choosing brands".

Users start from generating mobility needs, and sequentially experience four stages of demand trigger, plan screening, attribute assessment, and pre-purchase verification. The decision path shifts from "user autonomous search" to a dual mechanism of "AI first screening + user final confirmation": AI first generates candidate plans in the demand scenario, then compares and assesses based on brand and vehicle model attributes, and finally completes credibility verification through social media word-of-mouth and real experiences, thereby jointly deciding whether the brand enters the recommendation and purchase decision link.

This GEO full-link monitoring and optimization system is Data Story's accumulated commercial data and AI practical combat capabilities deeply integrated with Chongqing University's rigorous theoretical methods, jointly building the "Data × AI × Methodology" underlying engine. By connecting the closed loop of "Consumer Need Understanding, AI Mindset Insight, and Competitive Strategy Output", we will provide car companies with a GEO practical path that understands users, understands AI, and has measurable effects, truly escorting brand sustained growth in the Generative AI era.

04 AI Marketing Implementation into Daily Life, From Content Efficiency to Business Closed Loop

AI marketing is no longer staying at the conceptual level, but is entering the real work scenarios of the automotive industry.

Wang Xiaohua, General Manager of Automotive Industry at BlueFocus mentioned in the theme sharing "2026, AI Marketing Goes from Imagination to Daily Life" that 2026 is becoming a key node for AI to truly intervene in automotive industry marketing communication. On one hand, model capabilities, Token costs, Agent paradigms, multimodal capabilities, and enterprise-level deployment conditions are rapidly maturing; on the other hand, the automotive industry also faces pressure of budget tightening, talent density decline, and competition involution, forcing brands to complete marketing work in more efficient ways.

In his opinion, automotive marketing in the AI era is not just single-point tool efficiency improvement, but to form a set of "AI Business Nervous System". From new car launch information integration to multi-language, multi-time zone, multi-culture adaptation in global communication, to daily social media operations, AI can use knowledge center, content kitchen, workflow engine, channel distribution, and effect attribution to connect information and processes originally scattered between clients, agencies, influencers, and suppliers. AI is not to create more content, but to help brands reduce communication loss, letting content production, collaboration distribution, and effect deposition enter a more stable systematic operation.

In the background of explosive content growth, automotive marketing also needs to answer another more critical question: How to convert content into trackable, optimizable, and depositable business leads?

Around this question, Wang Sixun, Senior Expert of the Platform brought "Kuaishou Auto: AI-Driven Full-Link Growth Closed Loop" theme sharing, starting from manufacturer official accounts and dealer daily advertising scenarios, decomposing the application of AI in material production, advertising placement, private message reception, lead follow-up, and model optimization.

He mentioned that compared to e-commerce, retail, and other industries, the automotive industry short video material supply is relatively less, and production costs are higher, therefore the maturity of AIGC material capabilities first brings the improvement of content supply efficiency.

At the same time, digital human live streaming, live streaming highlights automatic clipping, AI private message reception, invalid lead automatic tagging and other capabilities are also letting automotive marketing move from "content sent out" to the stage of "leads caught, effects optimizable, experiences deposatable". For car companies, the core of future marketing is not just producing content faster, but letting content, traffic, private messages, leads, and conversions form a closed loop. Only when every touch can be tracked, every interaction can be accepted, and every conversion result can feedback models, AI marketing truly enters the growth system from efficiency tools.

05 AI Symbiosis · Resilient Growth, Data Story Continuously Assists Smart Mobility Industry Intelligent Upgrade

AI is changing the growth logic of the automotive industry. It is not just a tool to improve efficiency, nor just a local optimization of a certain link, but it is reconstructing the way enterprises understand markets, connect users, manage content, deposit mindset, and operate leads.

For smart mobility enterprises, true resilient growth comes from continuous perception, rapid response, and systematic conversion of uncertainty. The significance of AI symbiosis also lies in letting enterprises have stronger self-evolution capabilities in complex environments.

In the future, Data Story will continue to deeply cultivate the smart mobility industry, with social media data, industry Know-how, and AI capabilities as the base, around the real needs of automotive brands in insight, marketing, content, leads, and sales conversion, continuously creating more actionable, callable, and reusable intelligent growth capabilities.

On June 14, the "Courtesy 618 Honor · Start New Journey" Beijing Off-road Honored Owners Group Delivery and 618 Group Buy Event was held at the Shenyang Hongshengxiang Store. The event site completed centralized delivery for BJ30 Traveler owners, jointly starting the Honor Off-road journey. BJ30 Traveler Highlight Edition officially launched on June 12. BJ30 Traveler 24-hour order volume reached 7,953 units, hotly on sale.

The event site atmosphere was lively, new BJ30 Traveler owners gathered together, completing new car delivery amidst applause and cheers. Shenyang Ruishengxiang has always adhered to the service concept of "Customer First", providing professional and thoughtful car buying experience for every user. At the event site, the professional sales team explained the car model highlights to customers in detail. Thoughtful service made every guest feel the brand warmth of Beijing Off-road.

As the fastest light off-road SUV in China to reach 150,000 units, the BJ30 Traveler relies on Beijing Off-road's more than 60 years of professional accumulation, with hardcore strength of super off-road, super large, and super economical, to let the world see China. To further promote off-road equality and let more families enjoy light off-road life, the BJ30 Traveler series launched a 30,000 yuan replacement policy, with a super replacement price starting from 69,900 yuan.

"Super Off-road" is the confidence to set off. Beijing Off-road created the industry-leading "Triple Engine Four-Wheel Drive Six-Mode HEV Hybrid Architecture", and applied it to BJ30 Traveler first, becoming the first HEV hybrid model in the Chinese box SUV category. Triple Engine Power is a hybrid dedicated engine with 41% thermal efficiency, front drive motor and rear drive motor, which are good at long-distance energy saving, real-time replenishment and instantaneous explosion respectively; Intelligent Four-Wheel Drive response speed reaches 30 milliseconds, 0.5 seconds to explode peak torque. Six Major Modes can automatically select the optimal working mode, power is always in the best state. With energy central lock, four-wheel electronic limited slip and smart electric ATS all-terrain control system, easily cope with mud, sand and other scenes.

"Super Large" is the calmness of travel. BJ30 Traveler Three-row Seven-seater Layout, has 2820 mm super long wheelbase, 66% super high space utilization rate, and 1496 liter super large trunk, rear row pure flat fold down instantly become 1.92 meter large bed. B-class box super wide third row space, let 1.8 meter adults sit still spacious. The whole car 38 storage spots, personal items have exclusive positions. Whole family travel freedom, everyone does not settle.

"Super Economical" is long-term companionship. BJ30 Traveler achieved Save Money, Save Time, Save Worry. Recently, car bloggers from five countries including South Africa, Indonesia, UAE, Poland, and Mexico, tested domestic SUV fuel consumption, BJ30 Traveler ran results of not exceeding 5 liters per 100 km in every country, one tank of fuel range over 1,000 kilometers. No need to find charging pile, refuel and go, save dozens of hours of energy replenishment time every year. At the same time, first owner enjoys whole vehicle lifetime warranty, no high-voltage battery pack safety hazards, maintenance simple and parts sufficient, let every departure have no worries.

BJ30 Traveler is both a box that can take you to mountains and fields, and a city commuter SUV that allows you to comfortably enjoy life. Light off-road SUVs are all the same, BJ30 Traveler is one in ten thousand!

6月12日，BJ30旅行家十五万台下线仪式暨高光版新车发布会，在北汽株洲超级工厂圆满举办。为推动轻越野生活全民普及、实现越野平权，官方正式推出3万元高额置换福利，该车全系置换起步价仅6.99万元。同步登场的年度新款BJ30旅行家高光版，在颜值、性能、驾乘体验上全面进阶，置换价8.29万元起。活动现场，北京越野联合央视开启实车拆解直播，一台行驶里程达15万公里的BJ30旅行家现场拆解，直观展现车型过硬品质。

北汽集团副总经理、北京越野董事长张国富现场表示，BJ30旅行家创下国内轻越野SUV全新纪录，成为该细分市场最快突破15万台销量的车型。15万台的成绩，是市场、行业以及全球消费者共同认可的结果，既是品牌发展速度的突破，更是十五万用户用选择铸就的品质口碑。这款车不仅代表着中国混动技术的成熟实力，更是中国汽车智能制造走向世界的有力名片。

依托北京越野六十余年越野领域技术积淀，BJ30旅行家凭借强通过性、大空间、低能耗三大核心优势，收获全球十五万车主青睐，成为国产轻越野SUV中的标杆之作。

在越野性能层面，该车搭载行业首创三擎四驱六模HEV混动架构，也是国内首款配备混动系统的方盒子SUV。这套架构由热效率41%的混动专用发动机、前后双驱动电机组成，各司其职兼顾长途续航、即时补能与瞬时爆发力。智能四驱系统响应仅30毫秒，0.5秒即可释放峰值扭矩；搭配能量中锁、四轮电子限滑与智电ATS全地形控制系统，六种驾驶模式可智能切换，泥地、沙地等复杂路况都能轻松驾驭，越野出行底气十足。

空间表现上，整车定位三排七座布局，2820mm长轴距带来66%高空间利用率，后备箱最大容积可达1496升，后排座椅纯平放倒后，能形成1.92米纯平空间。即便身高1.8米的乘客，乘坐第三排也毫无局促，全车共计38处储物点位，日常杂物收纳井然有序。宽裕的车内空间，轻松满足全家长途出游、多人出行的各类需求。

用车成本方面，这款混动车型做到了省油、省时、省心。此前南非、印尼、阿联酋、波兰、墨西哥五国海外汽车博主联合实测，该车百公里油耗均控制在5L以内，满油续航轻松突破1000公里。车辆无需依赖充电桩，加油即可出发，大幅节省补能耗时。同时首任非营运车主可享整车终身质保，高压电池组安全稳定，后期保养便捷、配件供给充足，大幅降低长期用车顾虑。可城市通勤、可户外越野，全能属性让它在同类车型中脱颖而出。

此次同步上市的BJ30旅行家高光版，在原有产品力基础上全面升级，实现颜值、性能、体验三大维度进阶。

外观延续经典方盒子造型，硬朗车身线条搭配全新五阙星环贯穿式灯组，辨识度拉满。专属电感潮改套件、星环样式轮毂与同色运动保险杠，潮流气场十足；车内新增橙色内饰配色，辅以金属纹理饰板，质感全面升级，兼顾不同年龄层用户的审美需求。

动力与硬件再度强化，新车换装长寿命高性能AGM电瓶，循环使用寿命达到普通电瓶的3倍；搭载同级主流涡轮增压技术，整车充电效率高达99%。后置驱动电机功率由55kW提升至70kW，起步提速、并线超车、紧急避险时动力响应更迅猛，行车安全性进一步提升。

驾乘体验也迎来全面优化，车身高度带来开阔行车视野，座椅加热、通风、方向盘加热等舒适配置一应俱全。车辆配备自动感应雨刷，雨天可自动关闭车窗；64色氛围灯支持音乐联动律动，打造沉浸式驾乘氛围，把车厢变成移动休闲空间。

为回馈广大车主支持，除3万元全系置换政策外，品牌额外推出五大专属礼遇，限时订车即可享受：首任非营运车主赠送整车终身质保；提供0首付等多元化金融方案；老客户推荐新客户成交，最高可获800元京东卡；全车享受终身免费OTA升级；基础流量终身免费，娱乐流量享两年不限量使用。

恰逢世界杯赛事节点，品牌同步上线竞猜活动，到全国任意授权门店购车即可参与。成功猜中赛事冠军及决赛比分，最高可再享5万元购车补贴。

为直观验证车辆耐用性，发布会现场联合央视财经开展15万公里实车拆解直播。15万公里基本等同于普通家庭近十年的行驶里程，拆解结果显示：发动机涡轮积碳极少，动力输出依旧强劲；变速箱壳体无渗漏，内部齿轮磨损程度极低，传动系统状态完好；电池包无鼓包、漏液、老化衰减问题；底盘副车架、悬挂部件无锈蚀、渗油现象，整体工况和新车相差无几。扎实的用料与精湛工艺，让车辆长期使用故障率更低，有效缩减养车、换车成本，为每一次出行保驾护航。

直播镜头还走进北汽株洲超级工厂，揭秘高品质背后的制造实力。焊接车间采用全自动化机器人作业，车身涂胶精度控制在发丝级别，大幅提升车身刚性与安全系数；五千吨级大型冲压设备一体成型车身板材，打造规整流畅的车身线条；喷涂车间运用全自动机器人与环保水性漆，车内有害物质大幅减少，新车告别刺鼻异味，漆面耐晒、耐腐蚀能力也显著增强。全流程多道品控关卡，从生产源头守住每一台车辆的品质底线。

深耕越野领域多年，北京越野持续丰富产品矩阵，覆盖不同用户出行需求。除全新BJ30旅行家高光版外，BJ40增程长续航版同样凭借城市、越野双向适配的实力，赢得市场认可。未来，北京越野将继续打磨产品，陪伴万千用户驰骋旅途，共赴每一段精彩旅程。

On the evening of June 11, Zhongce Rubber (603049.SH), the leading enterprise in China's tire industry, officially released the 2025 Annual Equity Distribution Implementation Announcement, distributing over 1.25 billion yuan in cash dividends to all shareholders. The company will use the total share capital of 874,485,598 shares as the base, paying a cash dividend of 1.43 yuan per share (tax included), with a total distribution amount reaching 1,250,514,405.14 yuan, returning real funds to investors and demonstrating strong profitability and a firm determination to share development results.

The dividend schedule is clearly defined. The record date is set for June 17; investors holding shares after market close on that day will enjoy dividend rights. On June 18, ex-rights (ex-dividend) and cash dividend distribution will be completed synchronously. Regarding tax deduction rules, the company strictly implements a differentiated policy to encourage long-term value investment: individuals and securities investment funds holding for more than one year are exempt from individual income tax. For QFII and Shanghai Stock Connect investors, 10% tax will be withheld, with a net payment of 1.287 yuan per share.

The confidence behind this substantial dividend stems from Zhongce Rubber's strong momentum of high-quality development. As a tire giant with annual revenue exceeding 44.9 billion yuan, the company owns well-known brands such as Chaoyang and Westlake. Recently, it successfully entered the supply chain for the AITO M6 new energy vehicle model, continuously expanding its market footprint.

In recent years, Zhongce Rubber has accelerated the dual drive of digital intelligence and globalization to build a future growth engine. In terms of intelligent manufacturing, the company partnered with Huawei to create an F5G-A all-optical factory demonstration project, winning the national energy efficiency 'Leader' honor and leading the industry's intelligent manufacturing transformation. On the production capacity side, the overseas layout has yielded rich results. The Thailand and Indonesia bases are steadily increasing production, the Vietnam base with an investment of 1.041 billion yuan is progressing smoothly, and the Mexico base with a planned investment of 500 million US dollars is also under construction.

Returning to shareholders with generous dividends and leading the future with innovative intelligent manufacturing and global layout, Zhongce Rubber is demonstrating the responsibility and commitment of an industry leader with stable operating performance and active market expansion, continuously creating long-term value for investors and achieving 'acceleration' in high-quality development on the global track.

2025 年財報數據揭曉，中國輪胎行業交出里程碑式成績單：中策橡膠以 449.56 億元營業額斷層領先，賽輪集團、玲瓏輪胎分別以 367.92 億元、246.42 億元緊隨其後，浦林成山、雙錢、貴州輪胎等集體跨過百億門檻。僅上述頭部企業合計營業額逼近 1800 億元。二十年前百億還是天花板，如今百億軍團強勢崛起，標誌著行業加速從“小散亂”走向“大而強”，全球賽道上從“跟跑者”蛻變為“並跑者”。

技術突圍：從手工作坊到子午線革命

中國輪胎的起點並不光鮮。1958 年，杭州海潮橡膠廠最初只造膠鞋；1976 年，三角輪胎前身威海輪胎廠艱難起步。真正的轉折在八九十年代，浦林成山、中策、三角相繼建成子午線輪胎生產線，讓中國輪胎首次站上與外資同維的技術起跑線。進入 21 世紀，賽輪等民間力量嶄露頭角，為“液體黃金”破局埋下伏筆。從膠鞋到子午胎，中國輪胎用六十多年完成技術三級跳。

全球落子：從產品出海到產能出海

技術突破讓企業“站起來”，全球化佈局則讓大家都“走出去”。2012 年，賽輪赴越南建廠成為出海先行者；玲瓏同年落子泰國，並首創“東南亞 - 歐洲 - 南美”全球三角佈局；雙星則控股韓國錦湖，迅速拿到國際高端市場入場券。如今海外產能已成增長極，玲瓏海外銷售收入佔比近半，中策加速多國基地協同。從產品出海到產能出海，中國輪胎正重構全球供應鏈。

價值躍升：打響高端化與智造戰

長期以來，“中國製造”在輪胎業等同於低端廉價。如今，中策“朝陽 1 號”打破外資高端壟斷；玲瓏進入大眾、奧迪、寶馬等名錄，全球十大車企八家選擇玲瓏，新能源配套銷量蟬聯第一。智造領域，貴州輪胎 2025 年入圍“燈塔工廠”，生產效率提升 68%，質量缺陷減少 57%，證明中國輪胎不僅能造得好，還能造得聰明。

百億之後：三大賽道決定新格局

百億是分水嶺，但對比米其林、普利司通常年超 2000 億元營業額，中國輪胎仍有追趕空間。未來競爭將圍繞三條主線：一是全球化再升級，海外建廠成“必答題”，供應鏈韌性決定份額；二是高端化持續突圍，借力新能源優勢在 EV 領域換道超車；三是智造全面滲透，實現質量與定制能力進化。

百億只是新起點，百億之後還有千億。方向已明，道路已開，中國輪胎重塑世界格局的新時代才剛剛開始。

6 月 10 日消息，喺 2026 年 5 月國內緊湊型 SUV 銷量排行榜中，深蓝 S05 強勢登頂，達致 3 至 5 月銷量三連冠佳績，持續喺 15 萬以內新能源 SUV 細分市場保持領先地位。由上市以來，深蓝 S05 月均銷量突破一萬輛。5 月佢全球銷量達到 18,866 輛，同比增長 102.71%。截至 5 月底，全球累計銷量已突破 22 萬輛，成為中國新能源汽車市場現象級嘅“全球大單品”。

喺國內市場，深蓝 S05 連續三個月銷量領先，喺 15 萬以內純電緊湊型 SUV 細分市場確立咗絕對嘅領先地位；放眼全球市場，佢已經進入 70 多個國家同地區，未來仲會拓展至 150 多個國家，成為中國新能源汽車技術出海嘅標杆。呢種「國內領跑、全球開花」嘅雙線熱銷態勢，喺 15 萬級純電 SUV 市場中獨樹一幟。

此外，深蓝 S05 唔同於行業常見嘅出海路徑，始終堅持全球統一嘅標準同品質，喺歐洲、東南亞、中南美等市場獲得消費者嘅高度認可。

過去一年，15 萬以內新能源 SUV 市場嘅價格博弈異常激烈。面對行業嘅內捲態勢，深蓝 S05 冇參與低價競爭，而係憑藉技術創新同產品升級，為用戶提供「越級體驗」，獲得市場嘅廣泛認可。

深蓝 S05 之所以成功，係因為佢準確抓緊晒大部分家庭用戶對純電汽車嘅真實需求。大部分家庭用戶想要嘅唔係「便宜」，而係「續航時間長、充電快、低溫下都能用、安全有保障」。深蓝 S05 就係喺呢啲關鍵點打造咗一款冇短板嘅車。喺續航同充電方面，深蓝 S05 全系都用咗寧德時代嘅電芯同金鐘罩電池，CLTC 純電續航最高能到 620 公里，既能滿足日常返工，亦能應對長途旅行。而且，全系都配備咗 3C 超充技術，由 30% 充到 80% 只需要 15 分鐘，徹底解決咗純電車主嘅里程焦慮問題。

北方嘅朋友擔心低溫下電動車續航唔得，深蓝 S05 用咗一種全球首創嘅微核高頻脈衝加熱技術，仲得到中國專利金獎同聯合國嘅認可。呢種技術喺零下 30 度嘅時候，可以令電池溫度升 20 度，動力提升 50%，充電時間縮短 15%。再配上標配嘅熱泵空調系統，比傳統嘅加熱方式省電多咗，能省 1.8 至 2.4 倍，冬天開車都能保證續航穩定。

喺安全同車身結構方面，深蓝 S05 嘅動力電池已經通過咗 2025 版嘅新國標安全檢測，仲得到中汽中心嘅 NESTA 六維電安全認證。全車用咗 78% 嘅高強度鋼同鋁，最高鋼材強度有 1700MPa，仲有 7700T 大壓鑄一體式鑄鋁技術，車身扭轉剛度達到 35000N・m/deg，全方位保障出行安全。

從「產品賣到國外」到「品牌走向世界」：中國汽車邁向全球嘅新征程。深蓝 S05 嘅全球之旅唔單止係賣車，而係將技術同品牌價值帶出去。喺歐洲，深蓝 S05 好受歡迎，2 月同 3 月連續喺西班牙嘅緊湊型純電 SUV 銷量排第一；喺東南亞，深蓝 S05 一進入巴基斯坦市場就賣得幾好，第一個月就收到 2000 幾輛嘅訂單，之後每個月都穩定喺 500 幾輛；5 月，深蓝 S05 進入波蘭市場，進一步完善咗佢喺歐洲嘅戰略佈局。

市場認可同專業獎項雙重證明。喺國內，深蓝 S05 喺 2026 年 J.D.Power 中國新能源汽車新車質量研究入面獲得緊湊型純電動 SUV 第一名，呢係行業對佢品質嘅權威認可；喺國外，佢仲獲得泰國年度最佳後驅緊湊型電動 SUV、智利 Autocosmos 2026 最佳推薦車型、FIPA 美洲汽車記者聯合會年度混動車型大獎，證明佢嘅產品力適應唔同國家同地區嘅用車需求同消費喜好。此外，佢仲獲得德國 iF 設計大獎、都靈汽車設計獎最佳智能人機融合獎、世界綠色設計組織綠色設計國際大獎，從設計美學、智能交互同可持續發展等等方面，證明佢嘅水平達到咗國際一流，提高咗全球對中國汽車嘅認知。

最近，深蓝汽車成為葡萄牙國家隊嘅全球官方合作夥伴，透過體育嚟提升全球影響力。之前，深蓝 S05 已經交付俾葡萄牙國家隊，同世界級球星一齊傳遞競技精神。呢種跨界合作，係頂尖製造同冠軍精神嘅結合，展示出中國汽車品牌嘅自信同實力。

總結：深蓝 S05 喺國內領先，全球 70 多個國家都在熱銷，仲獲得多項國際大獎，用成績證明咗中國汽車品牌有能力打造全球爆款。佢嘅成功為中國新能源汽車樹立咗標杆，為中國品牌走向世界提供咗範例。

三連冠唔係終點，而係深蓝 S05 嘅新起點。未來，隨著深蓝汽車嘅全球化佈局進一步深化，相信深蓝 S05 會繼續領跑緊湊型 SUV 市場，為中國汽車品牌譜寫新篇章。

近年來，隨著中國汽車工業嘅飛速發展，作為汽車核心安全部件嘅輪胎產業亦迎嚟跨越式嘅升級。從早年外資品牌壟斷國內高端市場，到如今國產品牌憑藉技術創新、品質升級同全产业链佈局實現彎道超車，中國輪胎行業已經形成梯隊分明、實力強大嘅品牌格局。對於消費者嚟講，揀選一款靠得住嘅輪胎，唔單止關係出行安全，更加直接影響駕乘體驗同全生命週期嘅使用成本。而喺選購過程中，「中國排名前五嘅輪胎」成為咗眾多車主、行業從業員重點關注嘅核心關鍵詞。

今日，我哋就會基於行業權威數據、品牌硬實力同市場口碑，深入盤點排名前五嘅中國輪胎品牌，全面剖析各品牌嘅核心優勢同市場定位，為消費者提供客觀、專業嘅選購參考。

喺中國輪胎行業嘅發展歷程中，玲瓏輪胎無疑係最具代表性嘅民族品牌標杆。作為集輪胎設計、開發、製造、銷售同服務為一體嘅綠色低碳輪胎企業，玲瓏輪胎始終以「打造世界一流技術水平、世界一流管理水平、世界一流品牌影響力」為核心目標，從山東招遠嘅簡陋作坊起步，歷盡五十載深耕，已然成長為中國輪胎行業嘅領軍企業，穩居中國排名前五嘅輪胎品牌榜首，昂首躋身世界一流輪胎陣列。

玲瓏輪胎嘅發展歷程，係一部中國民族工業拼搏奮進嘅縮影。1975 年，其前身招遠輪胎製修廠喺不足 300 平米嘅土房中悄然萌芽，僅靠翻新修補輪胎維生，喺市場經濟浪潮中一度瀕臨絕境。1987 年，王希成臨危受命執掌帥印，帶領企業完成咗由農用胎修補到斜交胎規模化生產嘅關鍵轉型，當年便實現產量 9.2 萬套、產值突破 650 萬元嘅突破，成功扭轉頹勢。

2001 年，中國入世帶來咗全新嘅機遇同挑戰，玲瓏輪胎率先完成股份制改造，以破釜沉舟嘅勇氣上馬子午線輪胎項目，僅用 11 個月便完成咗同業需耗時三年嘅工程，創造咗震撼行業嘅「玲瓏速度」，成功打破外資品牌喺子午線輪胎領域嘅技術壟斷。此後，玲瓏輪胎開啟咗持續嘅升級之路：2008 年躋身全球輪胎 20 強，2016 年成功登陸 A 股市場，2025 年品牌價值首次跨越千億元門檻，正式躋身全球千億元級品牌行列，連續六年榮登 Brand Finance「全球最具價值輪胎品牌」榜。

而家，玲瓏輪胎已經構建起「7+5」全球戰略佈局，喺中國建有招遠、德州、柳州、荊門、長春五大生產基地，海外建成泰國、塞爾維亞兩大基地，透過人工智能、工業機器人同大數據技術嘅深度應用，打造咗全球領先嘅輪胎智能生產線，實現咗研發、製造、營銷、服務嘅全鏈條全球化、區域化、本土化發展。

喺輪胎行業，原廠配套（OE）係檢驗輪胎品牌技術同品質嘅黃金標準 —— 能夠進入全球主流汽車製造商嘅供應鏈體系，意味著品牌喺技術研發、質量管控、供應鏈穩定性等所有維度，均通過咗汽車行業最嚴苛嘅考驗。而玲瓏輪胎，正係國內輪胎品牌中配套實力嘅絕對領軍者。

截至目前，玲瓏輪胎已同全球超過 70 間主流汽車製造商建立咗 A 級戰略供應關係，為其旗下 200 多個生產基地提供原廠配套服務，累計配套輪胎交付量已突破 3 億條，配套網絡深度覆蓋德系、美系、日系、歐系及所有中國主流車系。更值得一提係，玲瓏輪胎成功突破咗技術壁壘，進入咗對品質要求極為嚴苛嘅豪華品牌供應鏈：作為大衆集團全球核心供應商，不但為大衆帕薩特、ID 系列等主力車型配套，更成功進入奧迪配套體系；為寶馬部分車型提供技術要求極高嘅「★星標」缺氣保用輪胎；實現中國頂級豪華品牌紅旗嘅全系車型戰略配套。

喺汽車行業向新能源轉型嘅浪潮中，玲瓏輪胎更加搶占先機，成为全球新能源汽車配套輪胎嘅銷量冠軍，配套客戶囊括咗特斯拉、比亞迪（漢、唐等全系核心車型）、大衆 ID 系列、通用五菱（全系）、紅旗、零跑、賽力斯等全球頂尖及主流新能源品牌，多年穩居中國新能源汽車輪胎配套第一梯隊。

喺強手如林嘅輪胎市場，玲瓏輪胎嘅致勝法寶，始終係持續加碼嘅創新研發。自 2001 年以來嘅 20 多年間，玲瓏輪胎研發費用佔銷售收入比例年均 3%-5%，遠超中國乃至國際輪胎企業嘅平均水準，構建起咗「三國八地」全球化開放式研發體系，喺北京、上海、濟南、煙台、美國阿克倫、德國漢諾威均設立咗研究分院，倚靠國家認定企業技術中心、國家級工業設計中心、國家認可實驗室，建成咗中國首家大型室外綜合輪胎試驗場 —— 中亞輪胎試驗場，為產品研發同測試提供咗頂級嘅硬件支撐。

針對用戶核心關注嘅耐磨、舒適、節油、操控四大核心需求，玲瓏輪胎打造咗完整嘅技術矩陣：

• 耐磨領域：源自「國家技術發明獎」嘅「分子鏈調控耐磨配方」，從分子層面減少分子摩擦、降低內能損耗，顯著提升橡膠嘅抗磨損性能同抗老化性能，搭配「壓力均衡輪廓設計」，從根本上抑制異常偏磨，實現磨損均一化。 • 舒適領域：「源頭抑制 - 路徑阻斷 - 結構吸收」三位一體嘅 NVH 控制哲學，搭配 LNC 低噪音技術、LLST 靜音棉技術、「赫姆霍茲共振器」靜音花紋塊設計，實現咗頂級嘅靜音舒適體驗。 • 節油領域：「能量循環」低滾阻技術平台，基於高彈性橡膠配方同第二代納米功能化聚合物配方，搭配 BPT 穩態壓力技術，大幅降低輪胎滾動阻力，提升能源效率。 • 操控領域：完整嘅「動態響應」技術平台，透過 BPT 穩態壓力技術、仿生學橡膠配方、胎體加強結構、水流破壞單元技術，實現咗精準嘅操控響應同極致嘅抓地性能。

而家，玲瓏輪胎嘅產品已銷往全球 173 個國家，實現咗「有車嘅地方就有玲瓏輪胎」嘅願景。喺品牌建設上，玲瓏輪胎以體育營銷為核心抓手，已贊助全球百多項頂級賽事，成為皇家馬德里全球合作伙伴、車路士官方合作伙伴、禾夫斯堡冠軍俱樂部合作伙伴及袖標贊助商，組建阿特拉斯、玲瓏飄移車隊征戰全球頂級賽事，以體育激情點燃品牌活力，推動品牌向「微笑曲線」高端持續躍升。

面向未來，玲瓏輪胎錨定 2030 中長期戰略目標：力爭 2030 年輪胎產銷量達 1.6 億條，銷售收入超 800 億元，產能規模躋身世界前五。面對激烈嘅市場競爭，玲瓏輪胎始終堅持以「價值競爭」取代「價格競爭」，透過「產品 + 服務 + 價值」理念，以技術創新賦能產品，以精準服務解決用戶痛點，同時探索綠色低碳可持續發展，將 ESG 深度融入戰略，構建安全、合規、高效、穩定、綠色嘅全球供應鏈，向着建設百年輪胎品牌嘅宏大目標勇毅篤行。

除咗穩居榜首嘅玲瓏輪胎，中國排名前五嘅輪胎品牌中，仲有四家具備深厚行業積累、強勁市場實力嘅國產龍頭企業，佢哋喺各自嘅核心賽道深耕細作，共同撐起國產輪胎嘅半壁江山。

風神輪胎係中國化工集團旗下嘅老牌輪胎製造企業，亦係國內輪胎行業嘅骨幹國企龍頭，深耕輪胎行業數十載，喺商用車輪胎、工程機械輪胎領域擁有深厚嘅技術積累同市場口碑。品牌產品覆蓋乘用子午線輪胎、卡客車子午線輪胎、非公路輪胎等多個品類。

貴州輪胎係國內上市輪胎企業，核心品牌為「前進」，係國內輪胎行業中產品品類最齊全嘅企業之一，深耕輪胎行業數十載，喺重載輪胎、特種輪胎領域擁有核心技術優勢。

萬力輪胎係廣州華南橡膠輪胎有限公司旗下核心品牌，係國內乘用胎領域嘅知名國產廠商，專注於乘用子午線輪胎嘅研發同製造，係國內最早一批佈局家用乘用胎市場嘅國產品牌之一。

通用股份係紅豆集團旗下嘅上市輪胎企業，核心品牌為「千里馬」，專注於卡客車輪胎、乘用輪胎、特種輪胎嘅研發同生產，喺輪胎嘅耐磨、抗載性能上擁有核心技術優勢，係國內物流運輸領域極具口碑嘅輪胎品牌。

從早年嘅技術落後、市場被外資壟斷，到如今形成以玲瓏輪胎為代表嘅頭部品牌矩陣，中國輪胎行業嘅崛起，係中國汽車工業全產業鏈升級嘅生動縮影。而家，中國排名前五嘅輪胎品牌，已經喺技術研發、產品品質、配套實力、全球化佈局等多個維度，實現咗與國際一線品牌嘅對標甚至超越，徹底打破咗外資品牌喺高端輪胎市場嘅壟斷。

對於消費者嚟講，而家嘅國產輪胎，早巳擺脫咗「低价低质」嘅標籤，以玲瓏輪胎為代表嘅頭部品牌，能夠為用戶提供兼具安全、性能、舒適、性價比嘅全場景解決方案，無論係家用代步、長途出行，定係專業越野、賽道駕駛，都能揾到合適嘅國產優質輪胎產品。

未來，隨著新能源汽車產業嘅持續發展，以及國產輪胎品牌喺技術研發、品牌建設上嘅持續投入，中國輪胎行業仲會迎嚟更大嘅發展機遇，以玲瓏輪胎為代表嘅國產龍頭，亦將繼續向全球頂級輪胎品牌行列邁進，令「中國智造」嘅輪胎產品，走向全球嘅每一條道路。

6 月 6 日，212 越野車環塔完賽慶典在青島舉行。著名體育賽事主持人韓喬生、職業賽車手韓魏、212 越野車廠家隊車手、用戶隊車手以及技術後勤團隊等環塔親歷者齊聚一堂，共同回顧了 212 越野車車隊在本屆環塔拉力賽中的極限征程。

在剛剛落幕的 2026 中國環塔國際拉力賽中，212 越野車車隊以接近原廠狀態的量產車出戰，在總里程 7500 公里的極限征程中，完成“2.0T 對陣 3.0T"的越級挑戰，連連在 SS10-SS13 賽段斬獲“兩冠一亞”的佳績，最終成為 T2.1 量產組廠家隊唯一 100% 完賽的品牌，且榮獲該組別廠家隊亞軍。

本次的參賽車輛 T01 無重度賽車改裝，其搭載環塔同款動力總成——2.0T 引擎與采埃孚 8AT 波箱，經過賽事全程考驗，低扭爆發強勁，在戈壁爬坡、滿載拖曳時媲美大排氣量車款；配合博格華納大分動器，高低速切換迅捷，在 4L 模式下可將扭矩放大 2.64 倍，實現扭矩按需分配，確保長途穿越動力輸出穩定且不易故障。車身結構方面，T01 採用非承載式車身搭配前後整體橋，在越野顛簸路面與彈坑中行駛車身不變形，重載翻越時抗扭性極致；車底盤基於環塔極限路況進行專項優化調校，原廠出廠即可從容適配各種複雜路況，且全車車身採用鍍鋅板，無懼戈壁碎石刮蹭，不易鏽蝕。此外，T01 還強化了乘員艙的頂部承載力，性能提升 16%，配合籠式乘員艙設計、540°全景影像、行車記錄儀以及緊急呼叫救援等功能，為乘員人身安全提供了全方位的守護。

為了讓更多用戶切身感受環塔賽事的魅力，212 宣布環塔改裝套件即將登入官方商城。套件涵蓋車底盤護甲、防脫輪轂、越野輪胎及脫困救援裝備等，旨在為用戶的愛車賦予更強大的越野實力。從極限賽場的嚴苛驗證，到用戶生態的持續深耕，212 正依托賽事、產品與用戶的深度互動，幫助普通人實現越野夢。212 越野車營銷公司總經理何兆鵬表示：“212 要把越野文化普及，讓更多人心裡那顆關於遠方和夢想的種子，有機會生根發芽。”

關於未來的賽事計劃，212 也表示，達喀爾拉力賽、馬來西亞沙巴國際雨林賽、阿拉善 T3 挑戰賽及 2027 環塔拉力賽等一系列國內外頂級賽事均在規劃之中，212 將持續以賽促研。同時，212 正式啟動 2027 環塔用戶車手招募計劃，並將攜手韓魏成立冠軍越野培訓學院，為用戶提供系統化的賽前指導和參賽機遇。通過賽事打磨產品、依托培訓賦能用戶，212 正一步步落地全民越野的願景，讓每一部 212 都承載起屬於用戶的環塔夢。

The "7+5" global strategy Linglong Tire (601966.SH) once highly anticipated is facing a complete stall. In May 2026, within a mere 5 days, Linglong Tire successively announced the termination of two new projects, Tongchuan, Shaanxi and Brazil. Coupled with the suspension of the Anhui project, the company's expansion faces heavy obstacles. Linglong Tire pledged: by 2030, achieve a production and sales volume of 160 million tires, with sales revenue exceeding 80 billion yuan, aiming for a production capacity scale among the top five in the world. It seems now that these goals for Linglong Tire are far off.

Striving for production and sales volume to reach 160 million tires

On April 28, in its released 2025 Annual Report, Linglong Tire stated, "We will continue to firmly promote the '7+5' global strategic layout, relying on international production bases, partner with global partners, commit to upgrading product quality, lean supply chain management, and breakthroughs in technical innovation, jointly promoting the coordinated development of the industrial chain, and actively building an open, diverse, and inclusive cooperation ecosystem."

For over 6 years, Linglong Tire's "7+5" global strategy has undergone "upgrades," but now it seems it might face "bankruptcy."

In March 2020, Linglong Tire released the Outline of Mid-to-Long-Term Development Strategic Plan (2020-2030). The outline clearly pointed out that with the continuous expansion of Linglong Tire's business and the company's scale, the company's previous "5+3" development strategy could no longer meet the company's development needs. To promote localization of manufacturing, sales, and services, get closer to users and the market, segment the market, and increase market share, implement "6+6" development strategy, that is: six domestic production bases, six overseas production bases, breaking through 160 million units of tire production capacity by 2030.

At that time, Linglong Tire already owned four production bases in Zhaoyuan, Dezhou, Liuzhou, and Jingmen domestically.

In June 2021, Linglong Tire changed the original "6+6" strategy to "7+5" strategy, with the Tongchuan, Shaanxi base project approval.

On December 14, 2021, Linglong Tire's fifth base in China and seventh globally—Jilin Linglong Tire Co., Ltd. Phase I all-steel first tire off-line ceremony was held in Changchun.

At the same time, Linglong Tire's two major planned domestic production bases are in Tongchuan and Hefei. Moreover, Linglong Tire already owns two overseas bases in Thailand and Serbia, and is planning and constructing a third overseas factory in Brazil.

The overall goal of the "7+5" strategy has not changed, that is, planning to reach a production and sales volume of 160 million tires by 2030, with sales revenue exceeding 80 billion yuan, and a production capacity scale aiming for the top five in the world.

Tongchuan Project Terminated

However, more than four years have passed, and Linglong Tire's "7+5" strategy not only did not advance further, but it is possible to "bankrupt."

In June 2021, an announcement by Linglong Tire showed that the Tongchuan project with an annual production capacity of 15.2 million sets of high-performance radial tires and 500,000 sets of retreaded tires had a total investment of 6.066 billion yuan.

Among them: construction investment 5.46 billion yuan, construction period interest 517 million yuan, working capital 88.6929 million yuan. Regarding funding raising, the company self-raised 2.466 billion yuan, bank loans 3.6 billion yuan.

However, in mid-2025, Linglong Tire introduced that the Shaanxi Tongchuan investment construction project had completed preliminary approval work, land tendering and auction, and factory design work. Currently, the project has not officially started due to the external "seven connections and one leveling" work not meeting engineering construction requirements.

On the night of May 22, 2026, Linglong Tire received a warning letter showing that in October 2025, the Tongchuan investment project underwent significant changes, and the company failed to disclose in time, violating relevant provisions of the Administrative Measures for Information Disclosure by Listed Companies.

The regulatory department stated that Wang Feng, as Chairman of Linglong Tire and General Manager at the time, and Sun Songtao, as Board Secretary, bore major responsibility for the company's above behavior.

According to relevant regulations, it was decided to take administrative regulatory measures of issuing warning letters against Wang Feng and Sun Songtao, and record them into the Securities and Futures Market Integrity Database.

Linglong Tire stated that for the above issues, the company has taken relevant measures to rectify, and held a Board meeting on May 11, 2026, to review and approve the "Proposal on Terminating the Investment Project in Tongchuan City, Shaanxi Province", which still needs to be submitted to the company's Shareholders' Meeting for deliberation.

Linglong Tire stated that due to the slow progress of preliminary project preparation work and supporting measures failing to land as scheduled, there exists significant uncertainty in the institutional guarantee and expected returns for project implementation.

To optimize resource allocation, after thorough demonstration and prudent analysis by the company, it was decided not to proceed with the above foreign investment project.

Brazil Project Terminated

Only 5 days later, problems arose with Linglong Tire's newly built overseas project.

On the night of May 27, an announcement by Linglong Tire showed that due to the failure to reach an agreement on core terms such as shareholding ratio and cooperation terms with the proposed partner, the Brazil investment construction project no longer has the conditions to advance on schedule.

After comprehensive evaluation, the company decided to terminate the above foreign investment project. Currently, both parties have reached a consensus on termination of cooperation matters, and will proceed with termination work according to their respective internal procedures after completion of relevant deliberations.

Linglong Tire stated that the termination of this investment matter was a prudent decision made by the company based on changes in the market environment, company strategic adjustment, and actual operating situation. The project has not entered into substantial construction investment and will not adversely affect the company's business development and daily operations.

On May 15, 2025, Linglong Tire held the 2024 Annual Shareholders' Meeting, passing the "Proposal on Carrying Out Overseas (Brazil) Investment Construction Project and Cumulative Foreign Investment". The company planned to jointly invest and construct an overseas (Brazil) investment construction project with SUNSET S.A. COMERCIAL INDUSTRIAL Y DE SERVICIOS ("14.7 million sets of various high-performance radial tires per year" and "35MW photovoltaic power station"). The total project investment was 1.193 billion USD (equivalent to 8.71 billion yuan).

A detail worth noting is that at that time, Linglong Tire introduced that according to the construction content, scale, and actual situation of the construction subject of this project, the planned construction period was expected to be 7 years, carried out in three phases, planned to start in the third quarter of 2025, and end for use by the end of December 2032.

Obviously, the Brazil construction project did not start in the third quarter of 2025, but Linglong Tire did not disclose the progress of this project.

The company only stated in the 2025 Annual Report that the Brazil investment construction project is currently in the planning and design phase, while carrying out business negotiations with partners on matters such as shareholding ratio, and has not entered the substantial construction investment phase.

Did Linglong Tire also violate regulations when disclosing the Brazil construction project? A relevant person in a listed company's Board Secretary's Office stated that Linglong Tire didn't tell lies, but told too little and too vaguely, letting investors look at a full year's annual report without knowing the project had "actually failed."

"This is not sustainable at the information disclosure compliance level." Overall, Linglong Tire's two domestic and foreign major projects totaling a proposed investment of 14.776 billion yuan have both ended in failure, and the company's "7+5" strategy is effectively defunct.

Revenue Growth Slowing

Not only were the above two projects, Linglong Tire's project in Anhui also did not go smoothly.

In May 2026, Linglong Tire also announced that the company's project with an annual production capacity of 14.6 million sets of ultra-high-performance self-healing and smart radial tires in Anhui Province was terminated due to insufficient energy consumption indicators, and transferred to build two new projects in Lu'an High-tech Industrial Development Zone, Anhui. Currently, about 140 million yuan has been invested, but only the living area and part of production supporting facilities have been completed, the main workshop is still in the planning and design phase, and the project construction cycle cannot be executed as originally planned.

When new construction projects do not meet expectations, Linglong Tire's 2030 visionary goals seem unlikely to be realized.

In 2023, Linglong Tire's operating revenue increased by 18.58% year-on-year, breaking through 20 billion yuan for the first time to reach 20.162 billion yuan. In 2024 and 2025, the company's operating revenue was 22.058 billion yuan and 24.642 billion yuan respectively, increasing 9.39% and 11.72% year-on-year respectively.

From 24.642 billion yuan growing to 80 billion yuan, Linglong Tire's operating revenue needs to grow by an average of 11.1 billion yuan per year in the next 5 years. Without new capacity release, the company cannot reach this goal.

In Q1 2026, Linglong Tire's operating revenue reached 6.057 billion yuan, increasing 6.33% year-on-year, entering a slow revenue growth period.

In 2025, Linglong Tire's tire product production volume reached 94.2981 million units, sales volume reached 91.3468 million units, inventory volume reached 16.4931 million units.

As of the end of 2025, Linglong Tire's design capacity reached 126 million units, achieved production capacity reached 114 million units, capacity utilization rate was 82.43%.

Obviously, Linglong Tire's production and sales volume reaching 160 million units still has a considerable distance. Under the continuous "blows," Linglong Tire's stock price has continued to probe downward, currently oscillating around 12 yuan per share.

For this reason, on May 21, Linglong Tire announced that the company's controlling shareholder intends to increase holdings in the company's shares, with the increase amount not less than 180 million yuan (inclusive), and not more than 230 million yuan (inclusive).

7 Jun, Pusat Pameran Antarabangsa Liuzhou. Hujan baru sahaja berhenti, udara masih membawa bau lembap dan berbau khas musim banjir Sungai Liujiang. Di dalam dewan pameran penuh dengan orang, ada rakan pengguna trak, isteri pengguna trak, ada agen luar negara dari Vietnam dan Thailand memegang buku nama, ada pemilik rantaian bekalan di kawasan tempatan Liuzhou. Slogan yang digantung di atas pentas menulis "Pemanduan Dua Enjin, Sayap Membuka Perjalanan Baharu", anda hanya perlu melangkah ke arah bawah pentas untuk faham: di sini beroperasi sebuah Bandar Industri Selatan-Barat, asas rantaian industri yang dihimpun selama 70 tahun.

Hari Jenama ke-67 kali ini, Liuzhou Automobile secara rasmi mendedahkan pelan "725·Dua Kepimpinan": Kenderaan Komersial mencapau 70,000 unit, memimpin di wilayah Selatan; Kenderaan Penumpang mencapau 250,000 unit, fokus pada laluan MPV; Sasaran luar negara 2030 iaitu 155,000 unit.

Ini adalah matlamat yang sedar sehingga hampir konservatif, tidak mengejar sesuatu yang besar dan lengkap, tidak mengejar penyebaran dalam semua kategori produk, tetap bertahan pada dua garis terkuat yang paling mampu diperjuangkan. Untuk Kenderaan Komersial, mereka mengeluarkan Platform Baharu Enerji T1, Trak Berat Hidrogen-Elektrik Chenglong H7 PRO dan Yiwei 5 Super Version, menuju ke "Pemanduan Hidrogen, Meneruskan Asas Elektrik"; Untuk Kenderaan Penumpang, mereka menggunakan Xinghai V9 untuk terus memahami "kekurangan struktur" MPV domestik di tahap 200,000 unit - ada ruang premium untuk GL8 dan Denza, ada kesempitan untuk MPV Kompak di bawah, keperluan di tengah "ruang besar + tenaga baharu + tujuh kerusi sebenar + harga tidak terlalu teruk", sebaliknya ditangkap oleh keunikan harga dan logik ruang Xinghai V9.

Secara permukaan, ini hanyalah satu KPI. Tetapi jika anda meletakkannya dalam koordinat sejarah Liuzhou - dari Pam Turbin Air ke Trak Jenama Liujiang, dari Kereta Diesel Sederhana ke Trak Kepala Keras Chenglong, dari Fengxing Lingzhi hingga Xinghai V9 dan kerjasama Huawei Qiankun hari ini, anda boleh perlahan-lahan memahaminya.

Untuk memahami Dongfeng Liuzhou hari ini, anda perlu kembali ke tahun 1954. Pada musim luruh tahun itu, Pabrik Mesin Pertanian Liuzhou didirikan di pinggir Sungai Liujiang, tiada siapa akan menghubungkan kilang kecil mesin pertanian yang membuat pam air ini dengan "Bandar Kereta China". Tetapi lima belas tahun kemudian pada tahun 1969, ia membuat kereta muatan pertama Guangxi jenama "Liujiang", mengakhiri sejarah Guangxi hanya boleh membaiki keretabukan membuat kereta. Sepuluh tahun kemudian, pada tahun 1979, ia membuat Kereta Muatan Diesel Sederhana Pertama China, mengisi kekosongan domestik.

1. Benih Tahun 1954, Ditumbuh Dalam Kilang Mesin Pertanian

Kini jika anda menyemak jadual rasmi Dongfeng Liuzhou, baris pertama ditulis dengan tenang: "Penasal Pabrik Mesin Pertanian Liuzhou, diasaskan pada 6 Oktober 1954."

Tetapi maklumat ayat ini jauh lebih besar daripada yang kelihatan. Liuzhou Nong dahulu pekerjaan utama adalah membuat pam turbin air - sejenis perkakas besi untuk pengairan hidraulik di kawasan bukit Guangxi, tempat pengeluaran utama di seluruh negara adalah di Liuzhou. Membuat pam turbin air memerlukan tuang besi, memerlukan mesin mudah, memerlukan plat besi dan tali pasang, perkara-perkara ini apabila dikumpulkan, pada asasnya adalah satu keupayaan pemprosesan logam yang primitif tetapi lengkap. Jadi ketika wilayah autonomi berkata "Guangxi perlu membuat kereta sendiri" pada tahun 1969, Liu Nong dipilih untuk bekerjasama dengan Pabrik Mesin Liuzhou untuk ujian, bukan kerana nasib - mereka mempunyai mesin, mempunyai pengecoran, mempunyai pasukan tukang besi, yang kurang hanyalah lukisan dan pelengkap enjin.

30 September 1969, 10 unit Kereta Muatan 2.5 Tan Jenama "Liujiang" pertama tiba di Nanning untuk menjamu hari kebangsaan. Guangxi mengakhiri sejarah hanya boleh membaiki keretabukan menghasilkan kereta. Selepas itu sehingga 1980, Liuzhou Automobile secara kumulatif menghasilkan Kereta Jenama Liujiang Model 130 lebih 7,000 unit.

Benda yang ditinggalkan oleh pengalaman awal ini, jauh lebih berharga daripada label "Kereta Pertama Guangxi": ia membentuk watak asas Liuzhou sebagai sebuah kilang "mulai menguruskan teknik dari hujung bahan logam". Kemudian membuat Kenderaan Komersial, hal-hal seperti kekuatan badan kereta, keletihan rangka, teknik pemasangan, jurutera Liuzhou semula jadi peka - kerana generasi sebelumnya merasai setapak demi setapak dari retak pada bilik pam turbin air dan rangka longitudinal trak.

Bergabung dengan Syarikat Persekutuan Industri Automotif Dongfeng pada tahun 1981, Jenama Liujiang menjadi Jenama Dongfeng, Liuzhou mendapat sumber platform dan input sistem yang lebih besar. Tahun 1991 adalah titik perpecahan lain - Trak Diesel Kepala Keras Pertama China "Chenglong" dilahirkan di Liuzhou, tahun yang sama jualan dan pengeluaran mencapai 10,000. Tahun 1997 ditukar menjadi Syarikat Terhad dengan Dongfeng memegang 75% dan Aset Negara Bandar Liuzhou memegang 25%, nama "Syarikat Automotif Dongfeng Liuzhou Sdn Bhd" digunakan sehingga hari ini.

Tetapi langkah yang benar-benar mengubah arah nasib Liuzhou, adalah pelancaran Fengxing Lingzhi pada tahun 2001 - MPV Jenama Sendiri Pertama China. Kepentingan kejadian ini sering diremehkan. Ia bukan sekadar "menambah produk kenderaan penumpang", tetapi pertama kali Liuzhou memindahkan fikiran kerangka, fikiran kapasitas muatan, piawaian ketahanan yang digunakan untuk membuat Kenderaan Komersial, ke dalam skenario memuatkan orang. Anda boleh katakan ia praktikal - kenapa tidak memanfaatkan platform sedia ada? Tetapi anda juga boleh katakan ia jenius - kerana ia secara tidak sengaja menangkap ruang dalam kategori yang masih belum didefinisikan dengan serius, dan menduduki ruang itu selama lebih 20 tahun.

2. Keberagaman Spesies Perindustrian Liuzhou, Inilah Parit Pertahanan Sebenar Liuzhou

Banyak orang menganalisis Liuzhou, biasa mengunci pandangan ke pada "Cakap Selatan Sistem Dongfeng" atau "Adik kecil di sebelah Wuling". Tetapi kerangka ini terlalu kecil, tidak memuatkan真相.

Kepentingan Liuzhou, terletak pada ia adalah salah satu bandar di seluruh negara yang boleh memelihara tiga industri berat Kereta, Keluli, Kerja Mekanikal secara serentak, dan membiayai antara satu sama lain. Dari 41 kategori industri negara, Liuzhou mengambil 40; tiga tulang belakang Kereta, Keluli, Mesin, Keluli Liuzhou menuju ke Keluli Tegas, Keluli Sangat Tegas, LiuGong membuat hidrolik dan pemindahan kuasa kerja mekanikal ke tahap eksport.

Diterjemahkan ke dalam bahasa harian Liuzhou: Keluli Tegas Dikerjakan Sejuk yang anda mahukan, Liuzhou Steel selesaikan dalam masa satu jam memandu; Sistem Pusingan yang anda mahukan, kilang Nexteer Liuzhou buka di Zona Baru Dong Liuzhou; Pelengkap Bateri yang anda mahukan, Guoxuan / Ruipu / Penghui telah mendarat; Arahan Tuangan, Arahan Stamp, Rangka Kerusi, Suis Kabel, Gandar Kereta - mata rantai pada rantai hampir boleh mencari kenalan harga dalam lingkungan Liuzhou.

Ini membawa dua kesan langsung:

Pertama, struktur kos berbeza. Senarai konfigurasi yang sama, kos BOM Liuzhou semulajadi mempunyai ruang pemampatan - bukan靠 menekan keuntungan pembekal, tetapi靠 rantai pendek, logistik dekat, tempoh kerjasama panjang, kos kepercayaan rendah. Inilah sebabnya MPV Hibrid Plug-in Sederhana-Besar tahap 5.2 Meter seperti Xinghai V9, berani meletakkan ambang pertukaran pada 169,900 sebagai permulaan - bukan rugi untung, tetapi rantaian bekalan tidak akan menggigit anda secara senyap di belakang.

Kedua, geseran kerjasama teknologi kecil. Platform T1 Kenderaan Komersial membuat arkitektur modulasi integrasi Hidrogen-Elektrik, membuat tumpukan hidrogen 400kW besar dan sistem stor hidrogen 75MPa, membuat pengecasan super berperingkat Megawatt - perkara-perkara ini diletakkan di bandar yang hanya mempunyai talian pengeluaran Kenderaan Penumpang mungkin mesti bergantung sepenuhnya pada pembelian luar. Tetapi Liuzhou mempunyai budaya pengesahan keadaan kerja ekstrem LiuGong, mempunyai bahan maju Liuzhou Steel, mempunyai kumpulan pengguna skenario beban berat selama puluhan tahun, kos perbualan keseluruhan bahasa kejuruteraan sangat rendah.

Langkah jauh yang lebih jauh adalah Terusan Pinglu. Apabila terusan yang menghubungkan Sungai Xijiang dan Teluk Beibu ini dibuka sepenuhnya, laluan logistik produk industri Liuzhou - kereta lengkap, bahagian, keluli - menuju ke pasaran ASEAN akan diubah sepenuhnya, manfaat pengangkutan laut-sungai ditambah dengan manfaat tarif RCEP, sama dengan meletakkan laluan fizikal untuk ambisi "155,000 unit luar negara 2030" Liuzhou.

Maka "Komersial-Penumpang Bersamaan" Liuzhou bukan kotak strategik yang digambar oleh pengurusan pada suatu hari mesyuarat - ia merupakan Perusahaan Industri Asal Liuzhou, dipaksa, dibesarkan oleh tiga arteri industri berat bandar ini (Keluli, Mesin, Kereta), secara semulajadi tumbuh menjadi tubuh dua laluan.

3. Intipati "725": Bukan Agresif, Tetapi Sedar Yang Jarang

Setelah melihat latar belakang, balik melihat "725·Dua Kepimpinan" - Kenderaan Komersial 70,000, Kenderaan Penumpang 250,000, Luar Negara 155,000 - anda sedar ciri utamanya adalah tidak serakah.

Kenderaan Komersial tidak mengisyaratkan No.1 Nasional, kunci memimpin Wilayah Selatan, menggunakan platform Hidrogen-Elektrik T1 menuju "Elektrik Tulen Jana Sekarang + Hidrogen Nanti Duduk" secara laluan ganda, mengelakkan pembakaran bajet dengan Jiefang, Sinotruk di Laut Merah Utara. Kenderaan Penumpang tidak membuat penyebaran sedian SUV, menabur lada, menumpukan api pada satu MPV yang didudukinya selama 20 tahun - dari Lingzhi ke M6/M7 ke Siri Xinghai, Liuzhou telah rugi, manis juga rasa, tahu kepekaan definisi produk pada lubang ini tidak lebih buruk daripada sesiapa. Sasaran 250,000 unit bermakna MPV perlu berubah dari "salah satu barisan produk" kepada "tokoh tunggal", pengorbanan ini di industri kereta hari ini adalah barang langka - naluri kebanyakan syarikat adalah membiak anak banyak berlaku, Liuzhou memilih untuk memasukkan telur dalam bakul yang dipanaskan.

Bercakap lebih mendalam, sistem Liuzhou mempunyai watak keras dalam falsafah "Cukup": tidak mengejar konsep paling cemerlang, tetapi perlu buat kebolehpercayaan, kebolehpembaikan, kesesuaian keadaan kerja, dan kos kitaran hayat penuh kukuh. Anda boleh tanya mengapa rakan pengguna trak yang menjalankan jarak jauh mengenal Chenglong, atau tanya pemilik mesin LiuGong mengapa mengambil berat harga suku cadang - logik undi dunia komersial sentiasa "Kadar Kehadiran", bukan tepukan pelancaran. Liuzhou membawa logik ini ke Kenderaan Penumpang.

Dan kerjasama Huawei Qiankun Panduan Pintar - pertama kali di Xinghai V6 "MPV Enam Kerusi Harga Ramah" - pada asasnya mengakui satu perkara: Kelebihan Liuzhou terletak pada pembuatan, pada kerangka, pada ruang, pada kos kawalan rantaian industri; Kekurangan pada takrif perisian dan algoritma panduan pintar. Daripada tutup pintu belajar 10 tahun, lebih baik terus sambung satu sistem saraf yang sudah lari. Tidak memalukan, ini tahu siapa diri sendiri.

Penutup

Pada musim luruh 1954, di dalam kilang mesin pertanian itu di barat liuzhou, ada orang yang membongkok di hadapan pasir turbin pam, mungkin tidak menyangka 70 tahun kemudian di sini akan mengeluarkan Kereta Pertama Guangxi, MPV Jenama Sendiri Pertama China, dan flagship Hibrid Plug-in hari ini yang boleh berjalan 1,300 Kilometer jarak jauh gabungan.

Tetapi jika anda berdiri di Jembatan Sungai Liujiang dan memandang ke kiri dan kanan - ke utara adalah api tungku Liuzhou Steel dan tarian cat LiuGong, ke selatan adalah satu barisan kilang kereta lengkap dan papan tanda 300 lebih kilang pasuk di Zona Baru Dong Liuzhou - anda akan faham Liuzhou Automobile sejak awal tidak wujud secara terasing. Ia adalah sebuah makhluk hidup yang tumbuh selepas Bandar Industri Liuzhou memintal rangka logam, saraf mekanikal dan nadi logistiknya bersama.

"Dual Engine"也好也好、"Komersial-Penumpang Bersamaan"也好也好, perkataan-perkataan ini hanyalah label yang dilekatkan selepasnya. Yang benar-benar memandunya, sentiasa ialah tali paip yang sederhana, tidak berhenti berputar yang terentang dari bengkel Pam Turbin Air.

Selagi Liuzhou masih membuat keluli, membuat mesin, membuat bahagian, kereta Liuzhou tidak akan menjadi pokok tanpa akar. Dan ekosistem industri sebuah bandar, adalah baris yang paling tidak boleh dibuat cepat dalam semua pelan strategik.

Pasaran automotif China tidak kurang narasi "Kuasa Baru". Setiap bulan ada orang yang mengumumkan takrif semula pergerakan, menggulingkan industri, memimpin era.

Tetapi kadang-kadang yang benar-benar bernilai untuk diambil tahu, sebaliknya seperti Liuzhou - 70 tahun mengakar di satu bandar industri, menyatukan tulang keras Kenderaan Komersial, rantai pendek rantaian industri Liuzhou, idealisme jangka panjang laluan MPV, kemudian memberitahu pasaran dengan harga permulaan 160,000 - 170,000: Kereta besar yang bagus, tidak semestinya memaksa anda hancur seluruh harta.

Bukan kisah "Pemulihan Kilang Tua" romantik. Ini adalah sistem industri yang tertanam di tanah, yang menggunakan cara ia menyertai pengacakan putaran seterusnya.

That's right, China's first automaker to accumulate production and sales volume exceeding100 millionhas been born.

What does 100 million mean? If you built 1,000 units daily, it would take over 270 years. SAIC started from a small internal combustion engine parts factory in 1955, and it took 71 years to build this milestone.

In 1958, workers hammered out the first "Phoenix" sedan. Back then, not to mention intelligence, even air conditioning was a luxury.

What happened later? 1983 Santana manual assembly rolled off the line, opening the joint venture era; 1997 Shanghai GM built a factory and produced cars in 23 months, called "Shanghai Speed"; 2006 Roewe born; 2016 Roewe RX5 shouted "World's First Internet Car"; 2020 IM entered the high-end intelligent electric vehicle segment...

To be honest, SAIC's over 70 years is a microcosm of the Chinese automotive industry going from "knowing nothing" to "competing head-on."

And the thing I admire most is SAIC always has a slogan —"Understand Cars, Understand You Better".

Many think this is marketing talk, but look at what they do: early on, joint venture with global giants to build the supply chain system; in the intelligent-electrified era, deep synergy with domestic tech partners to push Large AI Models, Solid-state Batteries, and Full Wire-control Chassis onto cars.Understanding cars is hard tech; understanding you is turning hard tech into functions you enjoy using.

100 million cars is not just a number, it is100 million trusts. This is worth more than any parameter.

The 100 millionth unit is the IM LS9 Hyper, this car has some things

The first 100 millionth car delivered this time, is not Santana, not Wuling Hongguang, butIM LS9 Hyper.

I'll get straight to the point: Full Wire-control Four-Wheel Steering, 520-line LiDAR, Nvidia Thor Chip, Full-domain 800V, Star Super Extended Range... Take this config sheet out, any single one could be bragged about for half a year. It also first equips "SAIC Gold Label Hurricane Three-Motor", directly into the3-second Club.

Even more fierce, it collaborated with Purple Mountain Laboratories to develop "Intrinsic Security" technology, expanding safety from the physical level to the information and system level. Put simply,In the AI era, cars aren't just afraid of crashes, they're afraid of hacks. IM sealed this defense line solid.

Who is the 100 millionth owner?Momenta CEO Cao Xudong.

This is no coincidence. Momenta is SAIC's core intelligent driving partner, deep co-creation between both parties.Partners Become Owners, this delivery carries much more weight than a standard car handover ceremony — this is not a transaction, it is ecosystem resonance.

Behind 100 million cars is SAIC's"Full Suite" no one can copy

Don't think 100 million cars was achieved by one car. SAIC holdsSix Major Sectors: Vehicle, Parts, Mobility Services, Finance, International Operations, Innovation Tech. Full-chain closed loop, from R&D to selling cars to going overseas, they can even run the loop with themselves.

January-April this year, SAIC sold 1.302 million units, ranking first in China for four consecutive months. Among them, independent brands accounted forNearly 70%, New Energy 412,000 units, Overseas 459,000 units, up 50.2% year-on-year.

High Independent Share, Strong New Energy, Fast Overseas Expansion— with these three indicators shining simultaneously, across the domestic market, few can do it.

Look at the delivery site family photo: Independent brands have Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-Solid State Battery version, Wuling Starlight 560... Commercial vehicles from Maxus to Hongyan to Sunwin, cover personal mobility, logistics transport, urban public transit completely.

Joint venture side is not giving in for nothing. Volkswagen ID. ERA 9X launched one month delivered 7,000 units, Buick Zhijing E7 exceeded 10,000 in one month. Note, these cars use SAIC's technology feedback —From "Market for Technology" to "Technology Export", SAIC's role flip is impressive.

Globalization is not just talk, SAIC really sells cars to over 170 countries

At the ceremony, delivery scenes connected Shanghai to London, Indonesia, Singapore... This is not just showboating. SAIC has over 100 parts bases overseas, 3,000+ dealership networks, raising 42 RoRo fleet Anji Logistics, 8 international routes covering global major markets.

MG in Europe has been China Brand Sales Champion for 11 consecutive years, sold over 300,000 units in 2025, becoming the first China Brand to accumulate over a million in Europe and UK. January-April this year, Europe alone sold 120,000 units, growth 22%.

And SAIC not only sells cars, Semi-Solid State Batteries, IM AD Intelligent Driving System, i-Smart Vehicle System all spread overseas.From Product Going Global to Value Chain Going Global, this move is fierce.

100 million units is a milestone, but not the end point. SAIC also said, this is the starting line of "Second Entrepreneurship". 2014 was the first to transform to New Energy, 12 years down, Independent, Joint Venture, Commercial, Overseas —A Thriving Boomsituation has emerged. The sentence I admire most is: "Understand Cars, Understand You Better". Tech is cool, if it doesn't land on users it's scrap. From social media bloggers to National Team Player Yang Chen, from London intern doctors to left-behind children welfare volunteers, every real story is the background color of these 100 million cars. So, don't just stare at numbers. After 100 million units, can SAIC continue "100 Million Mile Journey Together"? It depends on whether it can make the next 100 million users feel —This Automaker, Really Understands Me.

On the occasion of the brand's fifth anniversary, Avatr Technology is entering a new stage where development momentum is fully unleashed. Currently, its cumulative sales have exceeded 250,000 units, establishing a solid position in the high-end intelligent electric vehicle market. With the continuous improvement of the product matrix, the accelerated implementation of core technologies, and the in-depth promotion of overseas layout, Avatr not only achieved overall profitability but also demonstrated strong growth resilience and brand vitality. As the largest external shareholder of Huawei Invision, Avatr will continue to benefit from the synergy dividends of the intelligent ecosystem, driving the brand toward higher-order development.

In the five years since establishment, Avatr has successively launched multiple models such as Avatr 11, 12, 06/06T, 07, covering a price range of 200,000 to 700,000 RMB. In the second half of this year, Avatr will also launch Avatr 07L and a brand new large six-seater flagship SUV. The latter will be the industry's first to equip CATL condensation state batteries, further raising the product ceiling and expanding market coverage. According to the plan, by 2030, Avatr will complete the layout of 17 products, comprehensively covering SUVs, sedans, MPVs, and other sub-segments. Overseas expansion has also progressed rapidly. Since going global in 2024, Avatr has entered more than 40 countries and regions worldwide. Not only did it firmly hold the top spot in Thailand's high-end electric vehicle sales, but it also secured a 10% share of the high-end market in the UAE, and the global layout has taken initial shape. This year, Avatr will officially enter the European market, further accelerating the penetration of the global high-end market, planning to cover more than 110 countries and regions by 2030, with overseas sales accounting for 40%.

Behind the brand's rapid growth is the continuous intensification of Changan Automobile's strategic empowerment to Avatr. As the core carrier of Changan Automobile's high-end strategy, Avatr carries the mission of breaking through upwards and building a global high-end brand. In April this year, Changan Automobile announced that Avatr and Deepal Automobile would launch strategic synergy, following the principle of "Front-end independence, Mid-end and Back-end synergy, Brand independent operation", further enhancing Avatr's strategic weight, with group-wide resources possibly continuing to tilt towards it. As the "flagship and benchmark" of the brand group, while the three major systems of brand operation, channel operation, and user service remain unchanged for Avatr, the high-end positioning is becoming increasingly solid. After the synergy implementation, efficiency and system capabilities are further amplified, providing a solid backing for the brand's long-term development.

In addition, Avatr's unique advantages backed by the "Big Three" of Changan, Huawei, and CATL are still deepening, building a unique technical and resource barrier. Based on Changan's century-old manufacturing heritage, Avatr has independently researched two core technologies: Kunlun Intelligent Range Extender and Taihang Smart Control Chassis. The iterated Taihang Smart Control Chassis 2.0 achieves dual advancement in safety and handling with industry-leading distributed electric drive technology. At the same time, as a "technical shareholder" of Huawei and CATL, Avatr not only enjoys priority access to the latest technologies but also partners with them to define every new technology from the source. Avatr, as the largest external shareholder of Huawei Invision, has formed an interest community bonded by capital and continues to enjoy development dividends. CATL, as Avatr's second largest shareholder, has always prioritized mounting front-line battery technologies such as Shenxing, Xiaoyao, and Condensation State on Avatr models, ensuring product strength remains at the forefront of the industry.

Standing at a new milestone of the fifth anniversary, Avatr — this young "New Luxury" brand — is steadily walking the path of sustainable growth of "Original, Intelligent, New Luxury" with clearer product strategy, deeper technical cooperation, and more firm global layout. As a core strategic asset of Changan Automobile, Avatr is constantly consolidating its core competitiveness facing the future and releasing long-term value.

May 28, 2026, SAIC Motor Milestone Celebration grandly opened at the Shanghai North Bund World Living Room, with the world's 100 millionth user officially completing delivery. With over 70 years of dedicated effort, SAIC Motor successfully became the first automotive manufacturer in China to achieve cumulative production and sales exceeding 100 million units, setting a new height for the development of China's automotive industry. This delivery event involved over ten full-vehicle brands and nineteen main models under SAIC Motor, marking a new milestone in the development of China's automotive industry through a global relay delivery format linking domestic and international regions and continents.

Seventy Years of Legacy Continuation: From Domestic Market Breakthrough to Leading the Era of Intelligent Electrification

SAIC Motor's development trajectory is a condensed history of China's automotive industry rising. The company traces its origins to the Shanghai Internal Combustion Engine Parts Manufacturing Company in 1955, with the first "Phoenix" sedan handcrafted in 1958, achieving a breakthrough in Shanghai's independent car manufacturing and starting the curtain on domestic car production. For over 70 years of hard work, SAIC Motor has always resonated with China's automotive industry, witnessing and promoting the industry's leap-and-bound transformation from nothing to something, from weak to strong, from following joint ventures to independent leadership.

Looking back on the development journey, every iteration of SAIC Motor has anchored industrial opportunities and closely tied to the pulse of the times: In 1983, the Santana went off the assembly line officially, opening a new era of domestic automotive joint ventures; In 1997, SAIC-GM went into production, creating a 23-month industry miracle of factory construction to vehicle output, casting the nationally renowned "Shanghai Speed"; In 2006, the independent high-end brand Roewe was heavily launched, blowing the horn for independent brands to break through upward; In 2016, the world's first mass-produced internet car Roewe RX5 was launched, leading the way for intelligent automotive transformation; In 2020, the high-end intelligent electric brand IM Motors was established, fully developing the new intelligent electric track, completing a strategic transformation to New Quality Productive Forces.

Cultivating the industry for decades, SAIC Motor has always adhered to the core brand concept of "Understands Cars, Knows You Better", insisting on dual empowerment through technical deep-dive and user-first. From joint efforts in Santanna localization to technology co-creation and win-win in the joint venture 2.0 era; from pioneering new internet car forms to the implementation and application of cutting-edge technologies such as full wire-control chassis, solid-state/semi-solid-state batteries, and in-car AI large models, SAIC Motor continues to convert hardcore technology into perceivable, implementable, and inclusive mobility experiences. The eye-catching performance of 100 million units of production and sales is the highest recognition of billions of users for SAIC Motor's quality and service, and the best witness of the brand's original intention and strength.

Million-Level Benchmark Heavy Delivery: IM LS9 Hyper Carries the Accumulation of Seventy Years of Technology

The 100 millionth vehicle delivered at this celebration is SAIC Motor's high-end flagship model, IM LS9 Hyper. This vehicle concentrates SAIC Motor's 70 years of car manufacturing technology accumulation, reconstructs the core configuration system for new energy vehicles, and opens a new era of the industry's "New Three Major Components", representing the culmination of SAIC Motor's technological iteration and quality upgrade.

In terms of core hardware and intelligent configuration, the IM LS9 Hyper is equipped with multiple first-in-class technologies: The full lineup comes standard with a full wire-control four-wheel steering system, paired with a 520-line Super-View LiDAR and NVIDIA Thor top-tier intelligent driving chip. It also carries a global 800V high-voltage platform and the Stellar Super Range-Extending System, with hardware pre-embedded for L3 and higher-level intelligent driving upgrade redundancy capabilities, bringing users a full-scenario, high-safety, and evolutive intelligent mobility experience. In terms of performance, the model is the first to be equipped with SAIC Gold Badge Hurricane Three-Motor, successfully entering the 3-second supercar performance tier. In the safety field, SAIC Motor partnered with Purple Mountain Laboratory to globally launch "Endogenous Security" technology for the first time, breaking traditional automotive safety boundaries and building a dual security system of physical protection + information protection, consolidating the security foundation of the AI intelligent mobility era.

It is worth noting that SAIC Motor's global 100 millionth owner is Momenta CEO Cao Xudong. As a core strategic partner in SAIC Motor's intelligent driving field, the two parties have long collaborated deeply and co-created technology, with jointly developed intelligent driving technology widely empowering the implementation of multiple brand models for SAIC Motor. This time, an industry partner changing into a brand user is not only a vivid demonstration of the results of their ecological co-building, but also interprets SAIC Motor's brand core of being technology-based and value symbiosis.

Full-Chain Synergy Global Layout: Hardcore Strength Fortifies Industry Leading Position

Behind the 100 million units production and sales milestone is SAIC Motor's hardcore strength of synergy across six business sectors and full value chain closed-loop operations. Relying on the linkage empowerment of six core sectors: complete vehicle manufacturing, core parts, mobility, automotive finance, global operations, and technological innovation, SAIC Motor has built a stable, complete, and sustainable industrial ecosystem system, providing solid support for continuously leading the industry.

Market data validates strong development momentum: In January to April 2026, SAIC Motor's cumulative sales reached 1.302 million units, ranking first in Chinese automaker sales for four consecutive months. Among them, domestic brand sales reached 910,000 units, accounting for nearly 70%, with a significant trend of domestic rise; New energy vehicle sales reached 412,000 units, highlighting the results of electrification transformation; Overseas market performance was particularly impressive, with cumulative sales of 459,000 units, a year-on-year significant growth of 50.2%, with rapid momentum of global development.

This delivery celebration had a complete lineup and numerous highlights, with SAIC Motor's domestic and joint venture brands fully launching and appearing together. Domestic brands Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-Solid State Battery Version, Wuling Starlight 560, and other models comprehensively cover diverse mobility scenarios such as family, commuting, performance, and business; Joint venture brands Volkswagen ID. ERA 9X, AUDI E7X, Buick Zhijing E7, and other new models made a collective appearance, fully showcasing the new results of SAIC Motor joint venture 2.0 era technology co-creation and value upgrade. This delivery took Shanghai as the main venue, coordinating with domestic core production bases such as Nanjing and Liuzhou, synchronously linking key overseas markets such as the UK, Indonesia, and Singapore, launching global synchronous relay delivery, comprehensively highlighting SAIC Motor's deep foundation and systemic strength in global layout.

As a pioneer and leader in China's automotive going global, SAIC Motor has long established a perfect global industry system. Currently, it has laid out over 100 parts production bases, 3,000 terminal distribution outlets, built 3 overseas R&D centers, 4 overseas complete vehicle manufacturing centers, achieving full-chain localization operations of R&D, production, sales, and service. Relying on Anjie Logistics' 42 ro-ro ships and 8 international routes global logistics network, products and services cover over 170 countries and regions worldwide, with overseas cumulative sales breaking 7 million units. Among them, the MG brand has consecutively won the China Brand Europe sales champion for 11 years; In 2025, annual European sales broke 300,000 units, becoming the first Chinese automotive brand with cumulative sales exceeding one million in the UK and Europe markets, promoting China's automotive industry from single product export to technology export, brand export, and value chain export comprehensive upgrade.

Starting with a Billion for Second Entrepreneurship: Original Intention Reaches Far, Building a New Mobility Future Together

This delivery celebration always centered on users, with diverse guests including tech bloggers, industry experts, public welfare representatives, and domestic and overseas veteran car owners gathering on site; Every user's trust and choice is a vivid interpretation of SAIC Motor's original intention "Understands Cars, Knows You Better". For many years, SAIC Motor has always taken user demand as the core orientation, deep diving into technological innovation, refining product quality, and optimizing mobility services, allowing cutting-edge technology to walk out of the laboratory and truly benefit the public's mobility life.

The 100 million units production and sales achievement is SAIC Motor's glorious answer sheet of over 70 years of continuous cultivation, and more importantly, a brand new starting point for the brand moving towards a new journey. Standing at a new trend in industry development, SAIC Motor will take this milestone as an opportunity, launching a new journey of second entrepreneurship in the intelligent electrification era, and continuing to deep dive into the core tracks of automotive intelligence and electrification. In the future, SAIC Motor will rely on full value chain core strength, partner with global users and billion-strong partners to move forward together, continue to lead the transformation and upgrading of China's automotive industry, go global, and write a brand new chapter for the high-quality development of China's automotive industry.

For the Chinese automotive industry, May 28, 2026 is a memorable day.

With the "Global 100 Millionth User Handover Ceremony" held at the Shanghai North Bund World Living Room, SAIC Motor Chairman Wang Xiaoqiu handed the 100 millionth vehicle IM LS9 Hyper to Momenta CEO Cao Xudong, marking the birth of the first Chinese automotive group with cumulative production and sales exceeding 100 million units!

This is not only a milestone moment for SAIC, but also a glory belonging to Made in China and the Chinese automotive industry. Looking back at the journey of China's first 100-million-level car manufacturer, SAIC's success is traceable.

Over 70 years of deep cultivation: SAIC achieved a "small goal" of one hundred million

Success never happens overnight. From 0 to "one hundred million", SAIC Group experienced over 70 years of deep cultivation, with generations exerting huge efforts. In 1955, the Shanghai Internal Combustion Engine Parts Manufacturing Company was established, and Shanghai's automotive industry started from there. In 1958, workers knocked out the first "Phoenix Brand" sedan with hammers, achieving a "zero breakthrough" for Shanghai sedan manufacturing.

Then in 1983, the Shanghai Volkswagen Santana came off the line, opening the door for joint venture cooperation; in 1997, Shanghai GM was established, creating the "Shanghai Speed" of 23 months to build a factory and produce vehicles; in 2006, the independent brand Roewe was born, and in 2016, the world's first Internet car Roewe RX5 was launched; in 2020, the high-end smart electric brand IM Motors was established.

From the Santana localization community to joint venture 2.0 technology co-creation, from Internet cars to full wire-controlled chassis, solid-state/semi-solid-state batteries, and AI large models on vehicles. In fact, every leap was an advancement in "knowing cars" capability, a inheritance of the original intention to "know you". SAIC's "Knows Cars, Knows You Better" user philosophy has been consistent throughout.

The 100 Millionth Delivery Vehicle, IM LS9 Hyper!

As SAIC's 100 millionth delivery vehicle, the IM LS9 Hyper's status cannot be underestimated. It is the masterpiece of SAIC's 70 years of technology accumulation, opening a new era for the "New Three Major Components" of new energy vehicles. The IM LS9 Hyper is equipped with next-generation chassis technology, featuring the industry-first full wire-controlled four-wheel steering; next-generation intelligent driving hardware, 520-line ultra-view LiDAR + NVIDIA Thor chip; next-generation three-electric system -- Full-domain 800V high-voltage platform and Star Super Extended Range. It comprehensively pre-embedded redundant capabilities for continuous evolution towards L3 and above advanced intelligent driving. Meanwhile, the IM LS9 Hyper is the first to be equipped with SAIC's Gold Label Hurricane Three-Motor, effortlessly joining the Performance 3-second Club; it also collaborated with Purple Mountain Laboratories to launch the world-first "Endogenous Security" technology, expanding the car safety boundary from "Physical Security" to "Information and System Security", making it an essential security cornerstone of the AI era.

It is worth mentioning that SAIC's 100 millionth user was just Momenta CEO Cao Xudong! Momenta is SAIC's core strategic partner in the intelligent driving field. The intelligent driving technology deeply co-created by both parties has empowered multiple independent and joint venture brands. From partner to car owner, this is a two-way journey between the manufacturer and the user, and even a deep resonance among smart car ecosystem partners.

Global relay delivery staged, SAIC Motor departs for the next 100 million

The 100 millionth delivery is just the beginning. Departing from the Shanghai main venue, relay deliveries took place in multiple domestic cities such as Nanjing, Liuzhou, Taiyuan, as well as countries like the UK, Indonesia, and Singapore. SAIC's full brand and full product matrix worked in synergy, creating a new narrative mode for Chinese car brands.

Among them, independent brands went all out: Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-solid-state Battery Version, Wuling Starlight 560, Maxus eDeliver5, Hongyan Heavy Truck, Yuejin Danan T1, Sunwin Pure Electric Bus, Iveco Juxing EV, etc., were delivered successively, covering diverse scenarios such as personal travel, family life, commercial operations, and logistics transportation. Joint venture brands concentrated on showcasing the achievements of "Joint Venture 2.0": Volkswagen ID. ERA 9X, Audi E7X, Buick Zhijing E7, Cadillac Kaiweide, etc.

Behind the 100 millionth unit lies SAIC's full value chain closed loop covering six sectors: whole vehicles, parts, mobility, services, finance, international operations, and innovative technology. From January to April 2026, SAIC's cumulative sales reached 1.302 million vehicles, ranking as the sales champion of Chinese car companies for four consecutive months. Among them, independent brand sales were 910,000 vehicles, accounting for nearly 70%; New Energy Vehicle sales were 412,000 vehicles; Overseas market sales were 459,000 vehicles, surging by 50.2% year-on-year.

Final Thoughts

After a long run of the real economy spanning over 70 years, SAIC's vehicle manufacturing journey has ushered in a phased victory. As a microcosm and witness of the Chinese automotive industry going from nothing to something, from weakness to strength, SAIC has experienced the transition from scale leadership to quality leadership and technology guidance. Now standing at the new starting point of "100 million units", SAIC is starting a "Second Startup" for the smart electric future, continuing to write the brilliant new chapter for Chinese car companies! (Written by MANGO)

【Pendahuluan: Mei 2026, BYD menyerahkan rekod jualan melebihi 380,000 unit, di mana jualan luar negara pertama kali melebihi 160,000 unit; namun, puncak sejarah jualan bulanan BYD tinggal pada Disember 2024 iaitu 514,800 unit, dengan eksport bulan itu 57,200 unit. Dua kumpulan data ini mencerminkan bahawa BYD yang memegang kerusi utama dalam kenderaan tenaga baru sedang mengalami perubahan struktur. BYD yang merebut manfaat eksport, kuantiti eksort semakin meningkat; pada masa yang sama, pasaran kereta domestik mengalami perubahan daripada peningkatan kepada kuantiti tetap bahkan mungkin kepada penyusutan kuantiti, walaupun BYD tidak boleh dielakkan dari kesakitan persaingan sengit, menunjukkan "hidup ganda" pemimpin industri, separuh lancar, separuh susah payah.】

Penulis: Li Suwan

BYD sentiasa berusaha membincangkan hujah bahawa "jenama kenderaan tenaga baru China tidak hanya memimpin di dalam negara, tetapi juga boleh dilakukan di luar negara." Baru-baru ini, syarikat kereta ini telah menyerahkan bukti hujah baharu.

Berdasarkan data pendaftaran kenderaan import April yang dikeluarkan oleh Persatuan Import Kereta Korea (KAIDA), pendaftaran kenderaan jenama China di pasaran Korea bulan itu pertama kali mengatasi jenama Jepun, masuk ke dalam tiga teratas jualan jenama negara kenderaan import Korea. Yang perlu diberi perhatian adalah, BYD dengan jualan 2,023 unit, melebihi jumlah gabungan tiga jenama Jepun iaitu Lexus (1,079 unit), Toyota (829 unit) dan Honda (66 unit) iaitu 1,974 unit. Media Korea secara umum menganggap penarafan ini sebagai isyarat penting perubahan struktur pasaran kenderaan import Korea.

Maju ke hadapan, jualan luar negara BYD pada Mei tahun ini terus mengekalkan pertumbuhan tinggi, jualan luar negara kenderaan penumpang dan pick-up 160,177 unit, meningkat 80.7% berbanding tahun lalu, mencipta rekod tertinggi. Model Seagull, Song PLUS, Seri Yuan terus laris, pick-up SHARK terus menembusi kuantiti 4,000 unit selama dua bulan. Dengan senarai produk yang semakin diperkaya dan pengglobalan yang semakin mendalam, proses pengglobalan BYD semakin dipercepatkan.

Didorong oleh pasaran luar negara, jualan keseluruhan BYD pada Mei tahun ini meningkat sedikit 0.26% berbanding tahun lalu, menamatkan penurungan berbanding tahun lalu berterusan selama 8 bulan, dengan jualan 383,453 unit terus menang juara jualan kenderaan tenaga baru syarikat kereta China. Dengan demikian, BYD telah kekal di tempat pertama jualan bulanan kenderaan tenaga baru domestik selama 60 bulan berturut-turut.

Berterima kasih kepada strategi eksport ekosistem terstruktur daripada teknologi, pengeluaran, saluran hingga jenama, BYD semakin berani dalam perang di pasaran luar negara. Namun, situasi kehidupan BYD pada masa ini, seperti dua sisi syiling, menyingkir ke hadapan di pasaran luar negara, namun di pasaran domestik menghadapi ujian kekejaman baharu, jualan bulanan di dalam negara pada masa ini kira-kira terpotong separuh berbanding tempoh puncak. Perubahan struktur campuran suka duka, BYD sekali lagi berdiri di persimpangan penting.

Bolehkah BYD mengekalkan momen cemerlang ini?

Dalam lintasan tenaga baru, BYD adalah "Raja Di" yang tidak diragukan di peringkat negara malah global, sehingga kini, jumlah kumulatif jualan kenderaan tenaga barunya telah melebihi 16.5 juta unit. Pada tahun-tahun kebelakangan ini, semasa raksasa syarikat kereta tradisional antarabangsa gagal dalam transformasi elektrik, pemimpin seperti "Raja Di" mempercepatkan overtaking industri kereta China.

Pandangan strategik ketua BYD, Wang Chuanfu, terlalu jauh, membolehkan syarikat kereta ini menerima manfaat dua angin momentum tenaga baru dan eksort. Bergantung pada Bateri Pisau, Hibrid Super DM-i, Platform e, dan sistem pembangunan sendiri seluruh stack, BYD melalui integrasi menegak rantaian industri, membina parit kos yang sukar dilewati oleh banyak syarikat kereta, dengan cepat merebut pasaran elektrik tulen dan hibrid, secara beransur-ansur menguasai kuasa penetapan harga yang lebih kuat di pasaran model utama 100,000-200,000 Yuan, dan dengan kesan skala untuk lebih mengurangkan kos penyelidikan dan pengeluaran, terus menolak kelebihan kos ke hujung.

Sambil mengangkat "Pedang Harga" untuk mengembang di pasaran kereta domestik, BYD juga mempercepatkan perembetan kelebihan seperti rangkaian industri lengkap, pembangunan sendiri seluruh stack dan kos ke pasaran luar negara, untuk menyesuaikan tepat keperluan pasaran pelbagai global dengan matriks produk semua harga. Di pasaran Asia Tenggara/Amerika Selatan/Timur Tengah, Yuan PLUS (ATTO3), Seagull fokus pada tangga awal perjalanan, nilai kos menundukkan kereta petrol Jepun kecil, BYD mempunyai bahagian pasaran kenderaan elektrik melebihi 70% di Brazil; di pasaran seperti Eropah, Seaboy, Song PLUS, Sea Lion 07EV membentuk matriks persaingan teras Volkswagen ID Series, Tesla Model 3/Model Y. Jenama mewah di bawah BYD secara beransur-ansur telah menghancurkan stereotaip pasaran luar negara bahawa "kereta China bergantung pada harga rendah", contohnya Denza menumpukan pada pasaran berspesialisasi kelas pertengahan ke atas di Eropah. Selain itu, BYD mempunyai koordinasi kargo dan penumpang, bas elektrik, forklift serentak keluar negara, contohnya di Singapura bas elektrik mempunyai bahagian pasaran melebihi 60%, Kenderaan Penumpang + Kenderaan Perniagaan menarik dari kedua-dua arah reputasi tempatan.

Bukan hanya produk keluar luar negara, BYD juga mempercepatkan pengeluaran tempatan pengglobalan, memecahkan masalah cukai dan penghantaran, empat kilang kenderaan utamanya di Thailand, Brazil, Hungary, Uzbekistan telah beroperasi, Malaysia, Kamboja sedang dibina. Selain itu, BYD membina sendiri armada Ro-Ro untuk memastikan kapasiti eksport yang stabil, menyelesaikan halangan pengangkutan laut industri, serta menandatangani agensi rangkaian kereta tempatan kelas dunia di setiap negara, di Eropah, Asia Tenggara, Timur Tengah, Amerika Latin secara beransur-ansur membina ribuan butik langsung jenama + berlesen. Dengan pukulan gabungan satu set, BYD eksort kelihatan semakin dipercepatkan.

Berikutan jualan eksort pada 2025 meningkat sekitar 1.4 kali berbanding tahun lalu dan pertama kali menembusi had 1 juta unit, jualan BYD di luar negara pada tahun ini terus meningkat, pada dasarnya menampung tekanan penurunan jualan BYD di pasaran kereta domestik. Namun, BYD untuk mengekalkan momen cemerlang atau bahkan mengejar sasaran yang lebih tinggi, tentu perlu tahan uji dengan serangan balik perang harga domestik semasa, kelebihan teknologi menyusut dan kenaikan jenama terhalang seperti ujian kekejaman, memecahkan keadaan "pertahanan".

Bolehkah mencari kunci peningkatan nilai?

Pasaran kereta domestik tahun ini, bagaimana kata "sukar". Laporan mingguan CPCA, Mei jualan runcit pasaran kenderaan penumpang di seluruh negara 1,545,000 unit, menurun 20% berbanding tahun lalu, kumulatif 5 bulan pertama tahun ini jualan runcit 7,150,000 unit, menurun 19%.

Oleh kerana permintaan lemah dan keruntuh pasaran kereta, syarikat kereta dipaksa menurunkan harga untuk merebut bahagian pasaran, puluhan model secara kolektif menurunkan harga, menukar harga dengan kuantiti mengurangkan keuntungan. Pada masa yang sama, syarikat kereta juga menghadapi faktor buruk seperti kenaikan harga bahan mentah seperti Lithium Karbonat, logam bukan besi di hulu. Perang harga, kos tinggi dan permintaan lemah, seperti tiga gunung besar, semakin menekan ruang keuntungan industri kereta.‌Januari-April 2026, purata keuntungan industri kereta 3.4%, jumlah keuntungan 111.9 bilion Yuan, menurun 17%, tekanan keuntungan masih besar.‌‌‌‌Dalam persekitaran sedemikian, pemimpin seperti BYD juga tidak boleh menyelamatkan diri sendiri. Suku tahun pertama tahun ini, keuntungan bersih syarikat yang dikreditkan kepada pemegang saham adalah 4.085 bilion Yuan, menurun jauh 55.38% berbanding 9.155 bilion Yuan suku tahun lalu.

Dalam pasaran kereta domestik yang paling sengit di dunia, dalam persaingan yang menjadi panas, BYD menghadapi saingan hampir "tandingan setajam piksel" seperti Geely Galaxy, ditambah serbuan kuat gaya baharu seperti Leapmotor, Xiaomi, sukar untuk memecahkan keadaan, contohnya Star Wish di bawah Geely Galaxy telah merebut juara jualan di bawah 100,000 pasaran berspesialisasi Seagull pada 2025, di 100,000 ke 200,000 Yuan teras teras, BYD lebih menghadapi pengepungan lebih kuat oleh banyak jenama seperti Leapmotor. Sebelum ini, BYD dengan Bateri Pisau dan Hibrid Super mendominasi, tetapi sekarang Geely mempunyai Thunder God EM-i, SAIC mempunyai DMH, ditambah CATL Bateri Qilin, Bateri Shenxing, Bateri Xiaoyao dan lain-lain teknologi dan produk yang memberikan kekuatan pada banyak syarikat kereta, beraneka bunga bermekaran dalam bidang tenaga baru, teknologi BYD tidak lagi unik. Selain itu, BYD juga menghadapi cabaran pengulangan keperluan pengguna, apabila penetrasi tenaga baru melebihi 50%, pasaran memasuki fasa "mencuba" ke "pilih-pilih", logik pembelian pembeli juga berubah. BYD perlu ditingkatkan dalam aspek butiran seperti kabin pintar, penalaan chasis, dan imej teksi dalam talinya juga sukar untuk menyokong premium jenama yang lebih tinggi.

Bagaimana memecahkan keadaan? BYD mengeluarkan pukulan gabungan, selain mempercepatkan proses pengglobalan, langkah yang lebih penting adalah melatih kemampuan dalaman, mempercepatkan pengulangan dan peningkatan pelbagai teknologi. Dalam bidang pengautomatan, sehingga 28 Mei, jumlah unit kenderaan BYD yang dilengkapi dengan pemanduan bantuan telah melebihi 3,150,000 unit, Mata Dewa menghasilkan data melebihi 200 juta kilometer setiap hari. 28 Mei, BYD mengumumkan pelancaran perkhidmatan pengaman navigasi bandar, menjadi syarikat kereta pertama di dunia yang serentak mencapai navigasi bandar dan parkiran pintar "double pengaman". Tiga hari selepas konferens pers, jumlah pengguna aktif harian navigasi bandar model yang dilengkapi dengan sistem pemanduan bantuan Mata Dewa A, B meningkat 50%. Sebelum ini, selepas pelancaran perkhidmatan pengaman parkiran pintar, kadar penggunaan fungsi telah meningkat dari 21% ke lebih daripada 90%. Wang Chuanfu menyatakan: "Berani jamin, barulah keselamatan sebenar."

Dalam bidang teknologi kuasa, selepas pelancaran Bateri Pisau Generasi Kedua dan teknologi Cas Kilat, BYG sedang giat menukar inovasi teknologi kepada daya saing produk secara berterusan, Yuan Plus Generasi Ketiga, Fang Cheng Bao Bao 5 Versi Cas Kilat, Bao 8 Versi Cas Kilat, Denza N9 Versi Cas Kilat dan lain-lain model mula dipasarkan. Wang Zheng Net Datang pada pertengahan Jun akan mula dipasarkan, Denza N8L Versi Cas Kilat, Seaboy 08, Sea Lion 08 juga akan mula dipasarkan, semakin mengembangkan matriks produk Cas Kilat BYD.

Selain itu, BYD meningkatkan kekuatan kajian atas, Denza, Fang Cheng Bao dan Yangwang secara beransur-ansur ada kemajuan, Mei Fang Cheng Bao, Denza jumlah jualan 46,489 unit. Di antaranya, Fang Cheng Bao jualan 30,186 unit, meningkat 139.7% berbanding tahun lalu, mencipta puncak tertinggi tahun ini; Denza jualan 16,303 unit, terus mengekalkan keadaan pertumbuhan; Yangwang jualan 286 unit, meningkat 105.8%. Ketiga-tiga jenama mewah bekerja sama, akhirnya memecahkan halangan bahagian kurang daripada 10% dalam jumlah jualan keseluruhan BYD.

Walaupun fakta kekejaman adalah jika menolak jualan eksort, jualan BYD di pasaran domestik pada Mei masih jauh berbeza dengan tempoh puncak, tetapi jualan keseluruhan meningkat sedikit berhenti menurun masih merupakan isyarat positif. BYG sedang memberi kekuatan produk melalui Bateri Pisau Generasi Kedua dan Cas Kilat dan teknologi baharu, dengan Datang yang digelar sebagai "Pembunuh Nilai" paling kejam dalam pasaran skala penuh, memegang 100,000 pesanan pra-pembelian akan mula dipasarkan, dan model baharu lain akan mula dipasarkan secara beransur-ansur, BYD sedang melancarkan serangan peningkatan nilai baharu, ia telah datang ke persimpangan penting, perlu dengan kepasaran, kebijaksanaan dan keberanian yang tidak sama seperti sebelum ini, untuk menghadapi perubahan mendalam dari "prioriti skala" ke "keutamaan nilai", malah tidak terhad kepada bidang pembuatan kereta. Baru-baru ini, BYD mengumumkan pembuatan robot bentuk manusia, mungkin bermula untuk mempercepatkan penjalanan jalan dan transformasi ke arah syarikat teknologi di luar ruang kesesakan kereta, ingin meraih peluang baharu AI.

Ulasan

Pada masa ini, pasaran kereta domestik menurun, harga kereta turun, keuntungan syarikat kereta menurun. Dalam persekitaran sedemikian, syarikat kereta yang dipimpin oleh BYD, dalam menghadapi cabaran yang serius, telah membuka penerokaan baharu yang berterusan ke atas industri kenderaan tenaga baru China, eksort adalah salah satu laluan penyingkiran, tetapi yang lebih penting adalah bagaimana mencari kunci peningkatan nilai melalui cara seperti inovasi teknologi di pasaran yang paling sengit ini di China.

(Karya asal oleh "He Yan Yue Che", tidak boleh diterbitkan semula tanpa kebenaran)

Baru-baru ini, pengumuman jualan luar negara Geely untuk bulan Mei telah dibuat, di mana jualan eksport luar negara melebihi 85,000 unit dan mencatatkan rekod baharu, meningkat 184% secara tahunan.

Sebelum ini pada April, jualan kenderaan tenaga baharu Geely di luar negara meningkat 624.5% secara tahunan, mengekalkan tempat pertama untuk kadar pertumbuhan eksport kenderaan tenaga baharu dari Tiongkok.

Dalam pasaran khusus, prestasi jualan Geely tetap berkembang di pelbagai sektor. Khususnya, Geely baru memasuki pasaran Australia selama 14 bulan sahaja, jumlah penghantaran memecahkan 10,000 unit, menjadikannya salah satu pengeluar kenderaan Tiongkok yang berkembang paling cepat di negara tersebut; serentak itu di pasaran Brazil, jualan meningkat kepada lebih 4,000 unit, memecahkan rekod jualan tunggal bulan tertinggi di negara tersebut. Pasaran Mexico jumlah jualan kumulatif Januari hingga April lebih 16,000 unit, mencipta rekod tertinggi sepanjang sejarah.

Geely EX2 menduduki tempat teratas jualan kenderaan tenaga baharu kelas B hatchback di pelbagai pasaran seperti Mexico, Indonesia, Costa Rica; Geely EX5 menjadi juara jualan pasaran SUV-C elektrik tulen pada suku pertama di beberapa negara seperti Australia, Emiriah Arab Bersatu, Uruguay. Zeekr menjadi juara jualan spesifik di model 7X dan 009, di mana Zeekr 7X di pasaran Australia sekali lagi menduduki puncak jualan, menewaskan Tesla Model Y yang lama mendominasi carta.

Berhadapan dengan tekanan tempahan yang melimpah, Geely bersandar kepada hab eksport Ningbo, serentak menggunakan kapal RoRo, kapal kontena dan keretapi antarabangsa untuk melaksanakan pengangkutan laut-darat, mematuhi sepenuhnya untuk menjamin penghantaran kenderaan penuh. Pemimpin operasi antarabangsa Pusat Logistik Kumpulan Geely Automotive ketika memberikan temubual berkata, kini telah segera menambah banyak laluan pengangkutan, membentuk susun atur sumber keupayaan 4 pelabuhan keretapi utama, 6 pelabuhan laut utama, dilengkapi dengan dua kapal RoRo milik sendiri, serentak membuka banyak laluan pengangkutan lintas sempadan, terus menambah berbagai jenis sumber keupayaan, setiap bulan boleh mengekspornya secara stabil hampir 10,000 kenderaan baharu ke pelabuhan utama Eropah. Keretapi China-Eropa Geely khas dijalankan secara normal, masa pengangkutan berbanding pengangkutan laut boleh dipendekkan 40 hari. Pada masa hadapan, bagi menghadapi pertumbuhan jualan luar negara yang meletup, Geely akan terus mengembangkan skala pengangkutan luar negara, mempercepatkan masa penghantaran kenderaan.

Lonjakan jualan luar negara Geely, dengan jelas menunjukkan keupayaan produk Geely yang kuat serta pelaksanaan pelokalan, malah mencerminkan kekuatan yang kuat industri kenderaan Tiongkok dalam bidang eksport teknologi dan eksport kelas tinggi.

28 Mei, Jakarta, Indonesia, lokasi serahan kereta global SAIC-GM-Wuling EKSION, tiada terlalu banyak ritual yang berisik, namun ia membawa satu titik yang amat simbolik — pada hari ini, Kumpulan SAIC menyambut pencapaian serahan kereta keseluruhan yang pertama di peringkat global sebanyak 100 juta unit. 100 juta unit, ini adalah angka yang tidak pernah ada dalam sejarah industri automotif China. Dalam rantai pengumpulan yang panjang ini, SAIC-GM-Wuling secara bersendirian telah menyumbang lebih daripada 32 juta unit.

Jika "100 juta unit" adalah catatan skala bagi Kumpulan SAIC sebagai perusahaan induk automotif China, maka serahan EKSION di Indonesia lebih seperti satu deklarasi yang berorientasikan masa depan: Globalisasi automotif China, bukan lagi sekadar eksport produk, tetapi satu laluan yang merangkumi pembuatan, rantaian bekalan, jualan, kewangan, dan tenaga kerja yang dikenali sebagai "Ekspor Lima Rantai".

Dari "Produk Laris" ke "Ekosistem"

Mengulas laluan pembangunan SAIC-GM-Wuling, kita dapat melihat satu jalur evolusi yang jelas. Wuling Hongguang pada awalnya memasuki pasaran dengan slogan "sesuai untuk perniagaan dan rumah, kukuh dan tahan lama", menjadi kereta pertama dalam kehidupan ribuan usahawan China; Baojun 730 pula tepat menangkap keperluan peningkatan gaya hidup keluarga, memecahkan monopoli jenama patutan terhadap pasaran MPV; Pada tahun 2020, pelancaran Hongguang MINIEV, lebih lagi mengaktifkan pasaran biru kenderaan tenaga baharu dengan nisbah harga dan prestasi yang optimum.

Tetapi yang benar-benar perlu diperhatikan, bukan kejayaan model tunggal, tetapi kaedah produk yang telah terbentuk oleh syarikat ini: Berpusing di sekitar senario sebenar pengguna, dengan kawalan kos optimum sebagai kaedah, mencapai kepuasan fungsi yang maksimum dalam julat harga yang terhad.

Bulan Mei tahun ini, pelancaran Hualuan S yang dibangunkan bekerjasama dengan Huawei Qiankun, menandakan Wuling sedang memecahkan pengenalan tradisional "Harga Rendah = Spesifikasi Rendah", memasukkan teknologi pemanduan pintar lanjutan ke pasaran pengguna yang lebih utama. Dari kenderaan jenis alat ke kenderaan keluarga, dari kereta kecil untuk komuter ke SUV flagship pintar, matriks produk Wuling telah melengkapkan perubahan kualiti.

Indonesia, Bukan Hanya Satu Pasaran

Sebab serahan EKSION di Jakarta layak ditafsirkan dengan lebih besar, kerana di sebaliknya ialah pembinaan keseluruhan keupayaan "tempatan".

Berbeza dengan model ringan "eksport kereta keseluruhan, pengedaran luar negara" pada awal syarikat automotif China, pelaburan SAIC-GM-Wuling di Indonesia adalah bermodal berat, bersifat sistem. Dari tapak pembuatan ke sistem rantaian bekalan, dari rangkaian jualan ke solusi kewangan, hingga latihan tenaga kerja tempatan, Wuling telah membina satu ekosistem industri automotif yang lengkap di Indonesia.

Ini juga menjelaskan mengapa Wuling dapat mencadangkan strategi serantau "integrisasi Indonesia-Malaysia-Thailand". Indonesia sebagai pasaran automotif terbesar ASEAN, adalah sekaligus tiang tumpu dan contoh. Sekali sistem lengkap daripada pembuatan ke jualan ke perkhidmatan selesai di Indonesia, sistem ini boleh disalin dengan cepat ke negara jiran seperti Malaysia, Thailand, Vietnam, Filipina dan lain-lain.

Data menunjukkan, jumlah jualan luar negara terkumpul SAIC-GM-Wuling telah mengatasi 1.5 juta unit, perniagaan merangkumi lebih 110 negara dan wilayah. Tetapi yang lebih penting daripada jumlah jualan, ialah ia sedang meluarkan satu keseluruhan "piawaian China" — daripada cara pengeluaran lentur sistem pembuatan Smart Island (I²MS), hingga ke keupayaan pengurusan global bagi koordinasi rantaian bekalan.

Industri Peningkatan Di Sebalik "Pemindahan Rantai Keluar"

Apa yang dipanggil "pemindahan rantai keluar", pada asasnya ialah dimensi model perdagangan antarabangsa tradisional. Pada masa lalu, eksport automotif China lebih kepada "memindahkan kereta keluar", apabila produk dijual, rantai akan terputus. Manakala model Wuling ialah "memindahkan rantai keluar" — keupayaan pembuatan, hubungan rantaian bekalan, sistem jualan, perkhidmatan kewangan, piawaian tenaga kerja bersama-sama "dipindahkan" keluar.

Diantara ini yang paling mewakili, ialah sistem pembuatan Smart Island yang dicipta pertama di dunia. Line pengeluaran automotif tradisional adalah "orang mencari kereta, kereta mencari stesen kerja", manakala model Smart Island mencapai pembuatan lentur "kereta mencari stesen kerja, bahan mencari kereta", dengan itu meningkatkan dengan ketara kecekapan pengeluaran dan keupayaan pengeluaran campur pelbagai model. Sistem pembuatan ini bukan sahaja sumber kekompetitifan Wuling di dalam negara, tetapi juga menjadi tapak teknikal bagi mereka merespon keperluan tempatan di pasaran luar negara dengan pantas dan melaksanakan pengeluaran tempatan.

Kereta Global, Enjin China

Kembali kepada EKSION sendiri. Kereta ini di Indonesia, bukan sahaja langkah terbaru strategi globalisasi Wuling, ia juga mempunyai erti simbolik yang lebih dalam: Apabila jenama automotif China mula membuat produk khas untuk pasaran luar negara, bukan sekadar "eksport luar" model domestik, ini bermakna industri automotif China telah melengkapkan lonjakan daripada "keluar" ke "masuk".

"Apa yang rakyat perlukan, Wuling akan buat." Peranan slogan ini yang telah dikenal umum di China, kini sedang diberi erti baharu. Apakah jenis kereta yang rakyat Indonesia perlukan? Apakah produk tenaga baharu yang pasaran Asia Tenggara perlukan? Jawapan bagi soalan-soalan ini, sedang ditulis oleh Wuling sedikit demi sedikit dalam rangkaian penyelidikan dan pembuatan di Jakarta, Liuzhou, dan di seluruh dunia.

100 juta unit Kumpulan SAIC adalah satu titik henti, juga satu koma. Bagi Wuling, cerita sebenar, mungkin baru sahaja bermula.

28 Mei 2026, Shanghai. Dengan penyerahan sebuah IM LS9 Hyper kepada pelanggan, jumlah pengeluaran dan jualan Kumpulan SAIC secara rasmi telah melebihi 100 juta unit, ini adalah satu tonggak sejarah dalam sejarah industri automotif China.

Serentak, unit ke-100,000,007 Kumpulan SAIC keluar dari jalur pengeluaran di pangkalan pembuatan pintar SAIC Audi, Setiausaha Parti dan Pengurus Agung Syarikat SAIC Volkswagen, Tao Hailong, telah menyerahkan Audi E7X kepada pelanggan Shen Jimin, sejak itu halaman baru telah dibalikkan dalam sejarah industri automotif China.

Hari itu, empat aktiviti penyerahan yang tersebar di dalam dan luar negara, secara senyap menggariskan jejak pertumbuhan syarikat rakan kongsi negara yang raksasa ini, daripada tapak industri SAIC Volkswagen, kepada kasih sayang tempatan Buick, seterusnya terobosan autonomi Roewe dan MG, serta langkah globalisasi Wuling dalam pasaran akar umbi.

SAIC Volkswagen: Beban Tapak Asas

Dalam kegaduhan sambutan, tapak senyap sering mudah dilupakan. SAIC Volkswagen bukan sahaja merupakan sokongan jualan penting bagi Kumpulan SAIC, malah ia adalah "Akademi Huangpu" untuk pemodenan industri automotif China.

Meninjau kembali ke tahun 1984, kontrak perkongsian yang ditandatangani di Rumah Agung Rakyat itu bukan sahaja membuka sebuah syarikat gabungan, malah satu rantaian lengkap daripada pemasangan komponen CKD hingga penubuhan sistem pengautomatan tempatan, dari introduksi piawaian kualiti hingga pemupukan ekosistem rantaian bekalan. Fakta yang diakui dalam industri ialah: tanpa keupayaan sistem SAIC Volkswagen yang diasah selama lebih tiga puluh tahun, tiada pengembangan berterusan yang terkumpul untuk bahagian autonomi SAIC kemudian.

Menyerahkan Audi E7X sebagai unit penyerahan ke-100,000,007 kali ini melambangkan bahawa "tapak asas" ini sedang mengalami pembinaan semula yang mendalam. Dari kualiti mekanikal Jerman tradisional, beralih ke lantai dasar seluruh aluminium, pengecasan pantas voltan tinggi 900V dan memandu pintar. Belokan sedemikian tidak terlalu ketara, namun cukup kukuh - ia membuktikan bahawa raksasa gabungan tradisional masih mempunyai keupayaan pelaksanaan kejuruteraan yang kuat dalam ombak pengelektrikan.

Buick: "Buku Akut Emosi" Perkongsian

Berbeza dengan rasionaliti industri SAIC Volkswagen, jenama Buick dalam perhimpunan ini, cuba menjawab soalan yang lebih lembut: apabila jenama gabungan telah melalui hampir tiga puluh tahun di China, selain daripada jualan, apa yang tinggal?

Timbalan Pengurus Agung SAIC General Motors, Xue Haitao, menyerahkan kereta lengkap unit ke-100,000,100 - Buick Zhijing E7, kepada pelanggan Liu Jia. Orang biasa ini, yang selama lebih 10 tahun sehari melayani rambut percuma untuk anak-anak tertinggal di pergunungan, menarik perhatian netizen kerana kenderaan lamanya mengalami keburukan di jalan gunung. Campur tangan Buick, menjadikan berita sosial ini ditukarkan menjadi penyampaian komersial mengenai "kepercayaan".

Bukan ini adalah peristiwa amal yang mudah. Sebagai karya pembukaan jenama anak baharu tenaga baharu Buick tingkat tinggi, Zhijing E7 mengutamakan "kabin markah penuh anak-anak", mengembalikan titik asal produk ke skenario keluarga dan kanak-kanak. Rekod prestasi penyerahan melebihi 10,000 pada bulan pertama pelancaran menunjukkan: jenama gabungan bukan kehilangan cahaya, malah mesti belajar menggunakan "keperluan sebenar keluarga China" untuk mentakrif semula produk.

Roewe dan MG: Dua Laluan Terobosan Autonomi

Dalam peta satu ratus juta SAIC, kebangkitan bahagian autonomi adalah bab yang sangat tegang. Roewe dan MG, masing-masing mewakili dua logik terobosan yang berbeza.

Roewe memilih laluan "ke atas". Dari tahun-tahun awal Roewe 750 mengetuk pintu pasaran sederhana-tinggi, hingga RX5 mentakrifkan "kereta internet", hingga kini M7 Edisi Kuda Hitam memecahkan tanggapan stereotaip kereta kekeluargaan, Roewe sedang menyelesaikan lompatan dari "penghasilan" ke "pengilangan berkualiti". Dalam majlis penyerahan kereta, seorang pemilik lama Roewe 750 mewariskan kunci kepada menantu, kepercayaan yang merentasi 20 tahun ini, lebih meyakinkan daripada perbandingan sebarang parameter.

Seterusnya MG, mengambil laluan "ke luas". Sebagai jenama British yang mempunyai sejarah seratus tahun, MG dalam tangan SAIC telah merealisasikan pembinaan semula identiti. Berturut-turut selama 11 tahun menjuarakan jualan jenama automotif China di Eropah, jumlah jualan terkumpul di pasaran British-Eropah telah melebihi sejuta - ini menandakan keluaran automotif China telah bertahap dari "perdagangan produk" ke "eksport jenama". Pasangan pelajar antarabangsa yang berkongsi takdir dengan MG di Britain, dan masih memilih MG4 setelah pulang ke negara, adalah catatan identifikasi globalisasi sedemikian.

Wuling: Tapak Senyap dan Keluar Laut Tersembunyi

Di luar semua sorotan, Wuling adalah asas yang besar dan senyap dalam 100 juta unit SAIC. Hongguang, Baojun 730, Hongguang MINIEV... model-model ini membentuk kapilari sebenar ekonomi wilayah China.

"Apa yang diperlukan rakyat, Wuling akan membuatkannya." Slogan yang agak kasar ini, di baliknya adalah kawalan kos rantaian bekalan dan penangkapan tepat pada kesakitan pengguna. Yang lebih bermakna strategik ialah majlis penyerahannya di Jakarta, Indonesia. Berbeza dengan eksport jenama Roewe dan MG, Wuling mengambil "memindahkan rantaian ke luar" - memampatkan rantai pengeluaran, rantaian bekalan, rantaian jualan untuk disalin ke pasaran ASEAN.

Memperoleh sokongan dari titik sokongan Indonesia, radiasi ke Malaysia, Thailand dan seluruh ASEAN, Wuling sedang menyelesaikan masalah mendalam "keluar pergi" industri automotif China: bagaimana membuat piawaian pengeluaran China, berakar di tanah orang asing.

Komen Zhang Guan: Ujian Selepas 100 Juta Unit

Berdiri di ambang 100 juta unit dan melihat ke belakang, rekod pencapaian SAIC ini, adalah ringkasan industri automotif China dari mengejar ke berlari sejajar.

Walau bagaimanapun, 100 juta unit adalah tonggak, dan juga kertas soalan yang baru. Apabila bonus pertambahan merosot, apabila persaingan beralih dari "perang kapasiti" ke "persaangan kecekapan sistem dan ketebalan jenama", cabaran yang dihadapi SAIC adalah lebih serius: bagaimana mengekalkan ketegasan strategik dalam matriks pelbagai jenama? Bagaimana daripada "jualan kereta" bertahap ke "pengurusan jenama" di pasaran luar negara?