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競爭對手比較內容
將 特斯拉賽博皮卡 放喺同級車名單度時，唔建議只睇品牌或外形。真正有用嘅比較順序係：最後睇空間係咪適合家人同行李。
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用車全週期指南
擁有 特斯拉賽博皮卡 嘅關鍵，係要將充電安排諗清楚。家充、公司充電或商場快充只要其中一項穩定，日常體驗就會輕鬆好多。
如果你經常行南北大道，動力同座艙舒適度會比單純低價更重要；如果主要喺市區，停泊靈活性、視野同低速順暢度會更影響心情。
Written by | Zhang Linyu
Edited by | Zhang Nan
Designed by | Zhen Youmei
At 4:30 PM Central Time on July 22, Tesla's Q2 earnings call began, with little mention of its traditional automotive business.
During the Q&A session, analysts no longer asked when the low-cost model colloquially known as Model 2 would go into mass production. Tesla has never officially used this name, nor did they inquire about the progress of the next-generation model.
Elon Musk and his core executives shared information with the audience regarding FSD (Full Self-Driving, Tesla's fully autonomous driving software, which still requires driver supervision at all times in the current version), Robotaxi, Optimus robot, and chip factory.
This forms a certain contrast with Tesla's current revenue structure.
Revenue Increase Without Profit Increase
In Q2 2026, Tesla delivered a total of 480,126 vehicles globally, a 25% year-over-year increase and a 34% quarter-over-quarter increase, marking the company's best Q2 delivery record, second only to the historical record of 497,099 vehicles set in Q3 2025.
Among them, 467,762 Model 3 and Model Y vehicles were delivered, accounting for 97.4% of total deliveries; other models including Model S, Model X, Cybertruck, and Semi trucks totaled 12,364 deliveries, accounting for only 2.6%.
Production for the same period was 451,758 units. Deliveries exceeded production by 28,368 units, and global vehicle inventory days dropped from 27 days in the previous quarter to 15 days.
Tesla did not disclose absolute sales by region for Q2, but Chief Financial Officer Vaibhav Taneja revealed that compared to Q1, deliveries grew 60% in the Americas, 27% in Asia-Pacific, and 12% in EMEA. He also stated that Tesla ended Q2 with the largest order backlog since 2023.
The shareholder letter listed the markets where Q2 delivery records were set: South Korea, Australia, Colombia, Japan, Taiwan, Thailand, Portugal, Philippines, Chile, Slovenia, and Lithuania. Taneja additionally noted that Model Y set sales records in the Netherlands, Australia, and New Zealand.
Sales grew, but profits did not increase correspondingly.
In Q2, Tesla's total revenue was $28.236 billion, up 26% year-over-year, marking the first time revenue over the past 12 months exceeded $100 billion. Among them, automotive business revenue was $20.516 billion, up 23% year-over-year, accounting for 72.7% of total revenue; energy generation and storage business revenue was $3.139 billion, up 13%; service and other business revenue was $4.581 billion, up 50%, becoming the fastest-growing business.
Tesla's gross profit for the quarter was $4.751 billion, up 23% year-over-year; GAAP gross margin was 16.8%, down 41 basis points from 17.2% in the same period last year.
Operating profit was only $398 million, down 57% year-over-year; operating margin dropped from 4.1% to 1.4% compared to the same period last year.
In other words, Tesla's revenue increased by $5.74 billion year-over-year, but operating profit decreased by $525 million.
One source of pressure on profits came from expenses. In Q2, Tesla's R&D expenses reached $2.371 billion, up 49% year-over-year; sales, general, and administrative expenses reached $1.982 billion, up 45%. The two expenses totaled $4.353 billion, almost eating up all gross profit.
The shareholder letter attributed expense growth to three areas: R&D projects such as AI, equity incentives (including 2025 CEO compensation plan), and sales and admin expenses. Equity incentive expenses were $1.151 billion pre-tax this quarter, compared to $635 million in the same period last year.
Automotive regulatory credit revenue dropped from $439 million last year to $146 million, down 67% year-over-year; it was $380 million last quarter. The $7,500 U.S. federal EV tax credit expired on September 30, 2025; after federal law amendments, fines for automakers failing to meet fuel economy standards were zeroed out, removing the motivation to buy Tesla credits.
Automotive business GAAP gross margin was 16.9%; automotive gross margin excluding regulatory credit revenue was 16.3%, higher than 15.0% in the same period last year, but significantly lower than 19.2% in Q1 this year.
Taneja explained that Q1 automotive gross margin was helped by approximately $230 million in reserve reversals for warranties and tariff reductions; these benefits did not repeat in Q2; excluding these impacts, automotive gross margin excluding credits was roughly flat with the previous quarter.
In the attribution of revenue and profit in the shareholder letter, 'decline in average selling price per vehicle' is listed as a negative factor in two places.
The energy business also saw 'revenue increase without profit increase'.
In Q2, Tesla's energy storage deployment reached 13.5 GWh, up 41% year-over-year and 53% quarter-over-quarter, the second-highest quarter in history. However, due to approximately $240 million in warranty expenses caused by supplier cell issues, the energy business gross margin dropped from 39.5% in Q1 to 20.4%.
Service and other businesses became one of the few clear profit growth points.
This business's gross profit grew from $166 million in the same period last year to $648 million, an increase of $302 million quarter-over-quarter; gross margin rose from 5.5% last year and 9.2% last quarter to 14.1%, a historic high.
Tesla's GAAP net profit for the quarter was $1.114 billion, down 5% year-over-year; diluted EPS was $0.32, down 3% year-over-year.
This $1.114 billion includes an unrealized gain from a SpaceX equity investment, $1.005 billion pre-tax and $763 million after-tax. Tesla bought this SpaceX equity for $2.002 billion in Q1 2026, realizing a paper gain of $1.005 billion one quarter later.
Taneja said this approximately $1 billion gain was offset by approximately $300 million in foreign exchange losses and about $100 million in Bitcoin losses. On the income statement, the total 'Other income (expense), net' for the quarter was $590 million.
Excluding equity incentives, SpaceX paper gains, digital asset fluctuations, and special tax items, Tesla's non-GAAP net profit was $1.153 billion, down 17% year-over-year; non-GAAP diluted EPS was $0.33, down 18% year-over-year.
In Q2, Tesla's operating cash flow was $4.697 billion, up 85% year-over-year; capital expenditures reached $5.789 billion, up 142% year-over-year, resulting in $1.092 billion of negative free cash flow.
The company expects capital expenditures for the full year 2026 to exceed $25 billion, and capex will continue to grow in the next two to three years.
As of the end of June, Tesla held $43.524 billion in cash, cash equivalents, and short-term investments, down $1.219 billion from Q1.
Automotive remains Tesla's largest revenue source and the foundation supporting cash flow and capital expenditures, but the earnings call is no longer about cars.
Elon Musk Only Discussed Three Things
After the earnings call began, Elon Musk sounded emotionally down. He later explained to analysts that he was sick that day, 'If I sound a bit off, it's because I'm sick today and feeling unwell.'
He briefly mentioned three things.
The first thing was Cybercab. He announced that Cybercab production has started at the Texas Gigafactory. As a two-seater model designed specifically for Robotaxi with no steering wheel or pedals, Cybercab is seen as the core carrier for Tesla shifting from selling cars to operating an autonomous driving fleet. Tesla has provided Cybercab ride experiences for employees within the Texas factory campus since July.
However, Cybercab will not scale up rapidly in the short term.
Since it uses a completely new chassis, Tesla must first let test vehicles equipped with steering wheels, accelerator pedals, and brake pedals accumulate sufficient driving data to complete the autonomous driving system calibration for the Cybercab chassis.
The second thing was the Optimus robot.
Musk again called Optimus 'the largest product ever', but he also admitted this will be the hardest product for Tesla to date to achieve mass production.
Cars at least have mature supply chains for tires, glass, mirrors, and body parts, but almost all components of Optimus need to be redesigned and supply systems established.
Tesla has dismantled the Model S and Model X production lines at the Fremont factory and started installing the first-generation Optimus production line; the Optimus building at the Texas factory is also under construction.
The shareholder letter said the first batch of Optimus will be deployed within Tesla's Optimus Academy for collecting training data and developing features.
Musk stated that Optimus production ramp will follow a typical S-curve, but due to many new components, the initial flat phase of the curve will be very long.
Musk hopes the third-generation Optimus will eventually reach an annual production of 1 million units, and the fourth generation 10 million units. However, he immediately emphasized these are ideal targets, and achieving true mass production is 'surprisingly difficult'.
The third thing was the chip factory.
This is a massive chip manufacturing project in cooperation between Tesla and SpaceX. Terafab not only produces logic chips but also covers storage chips, advanced packaging, testing, and photomask manufacturing.
Musk did not disclose the site location at the earnings call, only stating there will soon be a separate launch event because this project 'deserves its own day' and should not be squeezed into an earnings call.
He envisioned placing photomask manufacturing, logic chips, storage chips, packaging, and testing in the same building to shorten chip design and validation cycles.
Terafab's main task is not to produce traditional chips for cars, but to solve the AI computing power needed for future large-scale Optimus mass production.
Musk believes that without its own chip manufacturing capability, Optimus will eventually be constrained by AI chip supply.
There was another chip statement in the shareholder letter: Tesla's semiconductor wafer fab in Austin is advancing construction and equipment procurement; the project is still in early stages, aiming to build its own chip manufacturing capability to ensure long-term supply of logic and storage chips. The full shareholder letter does not mention Terafab.
June 4, 2026, Hsinchu, Taiwan, TSMC 2026 Annual Shareholders' Meeting.
A corporate shareholder representative asked TSMC Chairman and CEO C.C. Wei how he viewed Musk building his own wafer fab. Wei said: 'My only comment is to 'bless him'.' He also said TSMC has never lacked opponents; the only way to face them is to continue to strive and win.
Cybercab, Optimus, and Terafab form the main axis of Musk's entire narrative at this earnings call. The traditional automotive business only exists as a cash source and AI implementation platform.
The Limitation on Production Is Not Demand, but Battery Packs
The shareholder letter stated in two places that battery pack capacity is the main limiting factor for recent vehicle production increases. Taneja added at the meeting that production growth will be limited by supply chains, not just batteries, but also electronic components.
In the same quarter, Tesla faced the largest order backlog since 2023.
As of the end of Q2, Tesla's paid FSD subscriptions reached 1.48 million, up 56% year-over-year; global paid users approached 1.5 million, with 55% one-time purchase and 45% subscription. Over 55% of new cars in North America had FSD subscriptions activated at delivery.
The shareholder letter stated Tesla has pushed FSD v14 lite to vehicles equipped with AI3 hardware in the U.S. and South Korea, by distilling driving behaviors from the v14 series on AI4 into the camera and compute configuration of AI3.
Hardware 3 and Hardware 4 correspond to AI3 and AI4. Musk said in the Q&A session that upgrading vehicles below Hardware 4 'will eventually be economically reasonable', but Tesla public documents have no hardware upgrade plans.
The shareholder letter listed nine Robotaxi metro areas: California's SF Bay Area with safety drivers; Texas Austin, Dallas, Houston and Florida Miami, Orlando, Tampa in unsupervised operational ramp-up phase; Arizona Phoenix, Nevada Las Vegas in preparation.
Tesla claimed Robotaxi is online in 7 major metro areas, cumulatively driving over 380,000 miles safely with no accident records.
Analyst Q&A Transcript
Below is the transcript of the Q&A session from Tesla's Q2 2026 Earnings Call, compiled by this publication from the conference call recording, with omissions.
Earnings Call Executive List
Host: Travis Axelrod (Travis Axelrod, Head of Investor Relations at Tesla)
Musk (Elon Musk, Tesla Co-founder and CEO)
Vaibhav Taneja (Vaibhav Taneja, Tesla CFO)
Ashok Elluswamy
Karn Budhiraj
Lars Moravy (Lars Moravy, Vice President of Vehicle Engineering at Tesla)
Brandon Ehrhart (Brandon Ehrhart, Tesla General Counsel and Corporate Secretary)
Q1: Currently there is no mature Optimus supply chain, so Tesla has to do much of the work internally. In the process of advancing this, are there suppliers willing to co-invest with you to establish local manufacturing capability in the U.S., helping Tesla achieve scale faster? From an investment cycle perspective, having partners advance together could improve capital efficiency. How do you consider this?
Musk: Our suppliers are performing exceptionally well. To support Optimus, Robotaxi, and other projects, they have invested and are continuing to invest huge funds.
Especially Samsung Electronics and TSMC, both building wafer fabs. TSMC is building in Arizona, Samsung is building in Texas, investing tens of billions of dollars to produce AI computing chips for Optimus and Robotaxi.
Panasonic has also invested billions of dollars to expand battery production.
Please excuse me, I'm feeling a bit unwell today, slightly sick. If my voice sounds off, it's because I'm indeed feeling unwell today.
Our partners are all excellent. I want to thank them for their support, their investments, and their hard work.
Karn Budhiraj: I want to add a point on this basis. A significant portion of Samsung's wafer fab capacity will be used for future projects. This is a massive investment involving billions of dollars.
We also see investment of similar scale in the storage chip sector. Additionally, investment has emerged in some new dedicated parts areas, such as metal injection molding parts, flexible printed circuits, and various non-traditional technologies. These technologies are mostly designed for robots, differing from our traditional automotive supply chains in the past.
In some areas, if we cannot find suitable partners, we never hesitate to move production internally. We have a very strong manufacturing engineering team and design team that can help us scale up production of these products.
Musk: I also want to thank Micron Technology (Micron Technology, U.S. storage chip manufacturer) for allocating storage chip capacity for us. They must make some very difficult decisions on storage chip capacity allocation. Given the crazy high price of storage chips today, we are very grateful that Micron is willing to reserve space for Tesla in the coming years and allocate considerable capacity to us under reasonable terms.
Q2: Regulations in U.S. states seem to be changing, possibly involving sensor configuration requirements. For Robotaxi deployment, what approach do you want regulators to take? To avoid excessive regulation while ensuring Robotaxi lands correctly, what regulatory environment do you hope to see?
Lars Moravy: When discussing regulations, especially the U.S. regulatory environment, significant progress has been made. The federal government has taken very proactive measures around the 'Federal Motor Vehicle Safety Standards' (FMVSS), beginning to accept and promote specifically designed autonomous vehicles. We are very grateful for the support from the U.S. National Highway Traffic Safety Administration (NHTSA) in this regard.
As for individual states, some recent movements in New Jersey are obviously somewhat disappointing.
But as Ashok said in his opening remarks, what we really care about is the vehicle's own performance. Ultimately, it is product performance that drives regulators and the public to accept this technology.
I believe the best way to regulate is to set a goal or task for companies and innovators, then let us find solutions ourselves. If some regulations define the solution before clearly stating the problem, we certainly won't welcome that practice.
Tesla has always proven itself with actual performance in the past, and will continue to do so in the future. This will also become the foundation for our continued expansion.
Q3: Next, what milestones should investors focus on? After reaching which milestones will you accelerate Robotaxi fleet expansion or market deployment? Is it further safety validation, such as mileage per accident, or other metrics? Additionally, will you consider partnering with third parties like ride-hailing platforms to increase vehicle utilization, or continue to maintain full vertical integration?
Musk: We expect Robotaxi to adopt a vertical integration model, like Tesla's other businesses. I don't think Robotaxi will face a problem of insufficient demand. Its economics will be extremely attractive, with many people wanting to use this service, and demand will exceed our service capacity. In this case, vertical integration is obviously the choice.
The real issue is just what we call the progression of reliability 'multiple 9s'. That is, to scale up, how many 9s of reliability does the system actually need to reach?
Ideally, we want reliability to reach 99.999999%. I believe the only limitation to Robotaxi growth is moving towards more 9s of reliability.
Q4: Outsiders have been discussing the possibility of SpaceX and Tesla merging in some way. The two companies have already carried out extensive cooperation. Will merging the two companies eventually produce synergies? As time passes, is this reasonable?
Musk: As everyone can see from the extensive cooperation carried out by the two companies in many fields, the overlap between their businesses is increasing, especially the Terafab project. This will be a true massive project.
But obviously, we cannot discuss matters like company mergers on an earnings conference call. Such matters must be carried out according to appropriate procedures.
Brandon Ehrhart: We have always benefited from our relationship with SpaceX. SpaceX is an excellent partner, and we have conducted many transactions beneficial to both parties with them.
Earlier this year, we deepened the relationship between the two sides through an investment and a framework agreement. This will enable us to continue working with SpaceX to advance the projects Elon just mentioned, such as Terafab and Digital Optimus.
Musk: Additionally, there are many other collaborations. Grok (the large model of Musk's AI company xAI) has now been integrated into the car, and Grok is also helping drive Digital Optimus. Starlink (SpaceX's satellite internet service) is being integrated into Cybercab. In the future, Starlink will also be integrated into all our automotive products, at least in markets where Starlink is already operating.
Because in Robotaxi application scenarios, the network must cover all places.
Even in Silicon Valley, there are many places with very poor mobile network signals, sometimes even no signal at all. When I drive to work, the first 10 to 15 minutes I cannot actually make calls because the mobile network connection is too poor.
We cannot let Robotaxi enter these 'Bermuda Triangles' lacking mobile network connections and get stuck there. Starlink can provide network connections anywhere, so it is very important. This avoids Robotaxi losing connection.
If people are sitting in the car, they might want to handle work efficiently, or they might hope to get an entertainment experience. With Starlink, people can watch 4K live sports events in the car, and the cost per GB of data is very low. This is actually difficult to achieve through mobile communication networks.
Vaibhav Taneja: You can understand this from the Cybercab ride experience. In a world where you don't need to focus on driving, all the time you sit in the car can be used for other things, whether attending conference calls, watching movies, or doing other activities.
Therefore, if you observe the design of Cybercab, you will see it is equipped with a very large screen.
We have started providing Cybercab ride experiences within the Austin factory. In the not-so-distant future, consumers will also be able to experience it. Once you truly experience it, you will understand why network connections become so important.
Q5: Currently Robotaxi is constantly adding operating cities, but according to media reports, the number of vehicles seems to still be only dozens, not hundreds. Why not concentrate on expanding the scale of Austin or one or two cities first? To achieve higher deployment volume in a major city, what else do you need to solve?
Ashok Elluswamy: The reason we chose to expand to different cities instead of focusing on only one city is that we want to ensure the tech stack has strong generality.
It is indeed a general system. We just want to prove to ourselves and the outside world that this system can run in many different cities, and entering each city does not require investing too much extra work. This is exactly what we see internally.
As Elon just mentioned, the growth rate is actually rising exponentially, it's just that it's currently in the early stage of the exponential curve, so the outside world finds it hard to understand this growth.
As for whether to focus on mileage or vehicle count, since vehicles in the Robotaxi fleet will basically run continuously, while human drivers might only use vehicles a few hours a day, there is a huge difference between the two.
These vehicles will operate continuously for the vast majority of the time. This means that even if the number of vehicles is small, a large amount of mileage can be generated. Therefore, we focus more on unsupervised driving mileage rather than simply the number of vehicles.
We hope to operate a very efficient fleet. All work that improves operational efficiency will further increase the mileage each vehicle in the fleet can contribute.
Vaibhav Taneja: We are trying to expand this business, while also ensuring to solve various problems that may exist. These problems involve not only software but also operations, and we are also working on handling them. Therefore, we hope to first expand the geographic coverage, and before truly large-scale deployment, solve these problems through a smaller, controllable fleet.
Musk: Regarding Cybercab, one point needs special explanation. Because Cybercab uses a completely new vehicle chassis, before mass deployment, we must accumulate driving data specifically for Cybercab.
Model 3, Model Y, and other models already have millions of cars driving on the road, we have a lot of data, but Cybercab does not yet have such data foundation.
We must first let Cybercab equipped with devices such as steering wheels, accelerator pedals, and brake pedals accumulate mileage, thereby completing system calibration for the Cybercab chassis.
When we establish sufficient confidence in this, everyone will see a significant increase in the number of Cybercabs in various cities.
Lars Moravy: Another reason to point out is that total cost of ownership and transportation regulatory environments are not the same between different cities and different states. Currently, there is no unified federal regulatory framework.
The reason we expand city by city is to ensure we can meet these requirements separately and respond to the specific requirements of each city as much as possible.
We must enter every city to meet local requirements. We will continue to do this, and expand the scale further after meeting all conditions.
Q6: The U.S. National Highway Traffic Safety Administration is pushing to cancel pedals and steering wheels. Will these become factors limiting Cybercab production expansion? At the federal level, are there any other problems that need to be solved to truly release your ability to expand Cybercab scale?
Lars Moravy: The short answer is, no. We maintain a very good relationship with the U.S. National Highway Traffic Safety Administration, especially with Administrator Jonathan Morrison.
I think they are just catering to public demand and the trend known worldwide to be coming. They are trying to stay ahead of the trend to ensure appropriate measures are taken.
In the past few years, we have always honestly introduced our plans and ongoing work to them.
I don't want to say the two sides are completely in step, but I feel we have a partner there, and both sides are advancing relevant work together.
[Editor's Note: Morrison was confirmed by the U.S. Senate to serve as NHTSA Administrator on September 18, 2025. He served as NHTSA General Counsel from 2017 to 2021. Before returning to NHTSA in 2025, he was responsible for legal, regulatory, government affairs, and policy in Apple's Special Projects Group (i.e., Apple's car project)]
Q7: Starlink has been integrated into Cybercab. Can Cybercab in turn become a remote hotspot for Starlink mobile services? Also, when do you expect to start developing autonomous driving for Tesla Semi? Considering the shortage of truck drivers, autonomous driving trucks also seem to be a market of large scale.
Musk: As you mentioned, there is indeed a very serious shortage of truck drivers now. Not enough people are willing to drive trucks, and trucks are crucial for U.S. freight transportation. Autonomous Semi will be very important for solving the truck driver shortage problem and also helps improve safety.
For Tesla Semi still driven by truck drivers, autonomous driving functions will also significantly improve driving safety and comfort.
Since the number of Tesla Semis is currently still very small, even by the end of this year, its proportion in Tesla's total vehicles will still be very low, therefore, it is reasonable to prioritize autonomous driving R&D resources for high-volume models.
We will prioritize solving the autonomous driving problems of Model 3, Model Y, and Cybercab, truly making these models achieve universal, unsupervised autonomous driving.
We expect Tesla Semi's autonomous driving function might be realized by the end of this year or early next year. I just don't want the Semi project to distract our attention from continuously improving safety reliability and moving towards more 9s on Model 3, Model Y, and Cybercab.
Therefore, in the next approximately six months, the priority of the autonomous Semi project will be slightly pushed back. However, it will definitely be achievable next year and able to catch up with Tesla Semi's process of large-scale production increase.
As for communication, we might treat the Starlink terminals in Tesla cars as mobile communication base stations, or some kind of network connection relay towers, providing network relay to mobile phones on the ground and anyone who wants to use Wi-Fi.
Obviously, fixed Starlink terminals can also provide similar services. [Editor's Note: Shareholder letter states Tesla Semi will start production at a new factory in Nevada this year]
Q8: Optimus will use microprocessors, microcontrollers, actuators, and other semiconductors. Tesla can purchase from the market, design them themselves and hand them over to third-party wafer fabs for manufacturing, or design and produce them themselves. For these components, which approach do you prefer?
Musk: Optimus uses a large number of highly specialized power electronic devices and circuit boards. All of these are designed by Tesla, but the manufacturing work is completed by suppliers.
Fourth-generation Optimus will be produced in Austin. Compared to third-generation products, the supply system of fourth-generation Optimus will achieve a higher degree of vertical integration.
Our goal is for the production volume of fourth-generation Optimus to be an order of magnitude higher than third-generation products. Ideally, the annual production of third-generation Optimus will be 1 million units, and fourth-generation products will reach 10 million units per year.
Of course, all relevant cautionary statements need to be added here, because scaling up production is an extremely difficult task.
Fourth-generation Optimus will adopt a higher degree of vertical integration. Therefore, at that time we may complete a large amount of printed circuit board related work internally.
Q9: Does Tesla still plan to upgrade Hardware 3 to Hardware 4 in order to run V15 and future versions of FSD? Will existing vehicles still undergo hardware upgrades?
Musk: I think upgrading all vehicles below Hardware 4 will eventually be economically reasonable, basically all cars already equipped with cameras.
If there is not even a camera system, the required modifications might be too many. For any vehicle already designed around the camera system, upgrading at a certain point in time will be economically reasonable. I think we hope to upgrade these vehicles directly to the next-generation AI compute board.
Specifically, there might be two options. We have an upgraded AI4 chip, with a certain degree of improvement compared to AI4, which might go into production around mid-next year. Then there is AI5, we hope AI5 can also achieve mass production around mid-next year. AI5 will initially be applied to Optimus.
Currently, we have made very good progress in AI5. Tesla's chip team is performing excellently, advancing AI5 R&D at an unbelievable speed.
I am very excited about the design of Tesla's AI6 chip. I think it will become the world's best edge computing chip. If someone owns a better chip, I really want to meet him and shake hands, because the AI6 chip is really too excellent.
Progress in chips is very smooth. Thank you again to TSMC, Samsung, and Micron for their support.
Q10: In the current round of capital expenditure cycle, to what extent is the investment speed limited by efficiency? If investment continues to increase, will it lead to a decrease in capital efficiency? To what extent does the capital expenditure speed determine Tesla's progress in lifting supply constraints?
Musk: The requirement I put to the Tesla team is that as long as it doesn't cause excessive waste, we should carry out capital expenditure as quickly as possible.
We are not pursuing extreme high efficiency of capital investment, because that would slow down project progress. We need to strike a balance between capital efficiency and time.
If the project can be completed earlier, then slightly lower capital efficiency is acceptable, because from the company's perspective, this will actually bring higher net present value.
Overall, I am quite satisfied with the current progress. We are carrying out construction and capacity expansion of astonishing scale in multiple completely different fields simultaneously.
I think, previously no company has advanced so much work on such a large scale at the same time. Perhaps when Henry Ford expanded Model T production, it was close to this situation in relative scale; or during World War II, enterprises once tried to massively expand weapon production.
I think, this might be the fastest industrial-scale expansion in the United States since World War II.
Vaibhav Taneja: If you observe our capital expenditure, you will find that all expenditures are used to build assets that can be put into production. We are expanding various factories, including Optimus factories, Cybercab factories, Lithium Iron Phosphate Battery factories that started production earlier this year, Semi factories, and even semiconductor wafer factories.
In addition, we also plan to build large-scale solar manufacturing capacity in the U.S., raising the scale of solar manufacturing in the U.S. by an order of magnitude. This point is very important, the importance of solar manufacturing is underestimated.
None of this work is easy. To build a factory, you must start from zero. Due to too many construction projects underway, Tesla eventually became the general contractor for almost all construction projects.
We are expanding at a very fast speed. This means we need to advance many things simultaneously. Therefore, we can only move forward at the fastest speed humans can reach to ensure these projects can truly operate in the real world.
Musk: I think our capital expenditure efficiency is good beyond conventional scales.
Q11: In the foreseeable future, to what extent will the energy storage business be limited by supply? Of the current energy storage projects, how much is used for public utility peak shaving and valley filling, and how much is used to solve power quality problems caused by drastic fluctuations in electricity consumption at data centers? What is the state of demand in the data center and utility sectors respectively?
Musk: This is not just peak shaving and valley filling, it also includes grid balancing. Battery packs are not only activated for short periods. For balancing the power generated by wind power and solar power, batteries are an excellent tool.
In the future, the vast majority of global energy will be produced through a combination of solar and batteries. All Starlink satellites are also powered by solar panels and batteries. You can completely imagine the Earth as a huge satellite.
The energy the sun can provide far exceeds any other energy source. We believe that power constraints will become a major problem facing AI. In fact, it is already a major problem.
Just starting AI computers requires consuming a large amount of power. The power demand for AI computing is very high, and even super-large cloud computing companies find it difficult to find enough power for AI computing and smoothly enable relevant equipment.
In addition, power fluctuations must be suppressed. Especially during AI model training, power demand will change drastically in a very short time.
During a training process, power consumption might drop 70% within 100 milliseconds. This requires very fast-responding advanced power electronic equipment to suppress large power changes, especially changes during AI model training.
This is why SpaceX bought a large number of Megapacks (Tesla's large-scale energy storage product) for data centers. They are mainly used to suppress power fluctuations appearing during training. Batteries can also help data centers obtain more power from the grid.
If you tell utility companies that during the few hours or days with the worst power usage conditions in the year, they don't need to supply power to you because batteries can undertake the power supply task, then they will be easier to provide power access to you.
In fact, the best way to increase the total output of energy in the United States might be to use batteries on a large scale. The United States has about 1.2 to 1.3 terawatts of power generation capacity, but the average power consumption is only about 0.5 terawatts. That is to say, the power generation capacity in the United States is about 2.5 times the average power consumption.
This means that by just using batteries, the energy output of the United States could potentially double. Therefore, we believe that the demand for Megapacks in the future market will be very high.
Di pasaran SUV di Malaysia, ramai pembeli semasa memilih kereta sering membandingkan Proton X50 dan Chery Tiggo Cross. Kedua-dua kereta ini mempunyai harga dan penempatan pasaran yang agak hampir, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa mencari maklumat.
Proton X50 mempunyai harga OTR di Malaysia sebanyak RM 89,800 - 113,300, terdapat 4 versi, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Chery Tiggo Cross mempunyai harga OTR di Malaysia sebanyak RM 88,750 - 99,750, terdapat 2 versi, termasuk 2025 HEV 1.5L CSH (RM 99,750), 2025 1.5T Standard (RM 88,750) dan lain-lain.
Dari segi harga, harga permulaan Chery Tiggo Cross lebih murah RM 1,050 berbanding Proton X50. Jujur berkata, pada julat harga ini, perbezaan beberapa ribu sebenarnya tidak besar, yang utama adalah melihat nilai keseluruhan dan kos penggunaan jangka panjang.
Proton X50 dibekalkan enjin 1.5L 4-silinder, 105 hp. Penggunaan minyak rasmi 6.0 L/100km.
Chery Tiggo Cross dibekalkan enjin 1.5L 4-silinder, 105 hp. Penggunaan minyak rasmi 6.0 L/100km.
Kedua-dua kereta menggunakan sistem kuasa yang sama, rasa pemanduan harian adalah hampir sama. Penggunaan minyak juga hampir sama, tidak perlu terlalu memikirkan hal ini.
Penarafan keselamatan Proton X50 adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Penarafan keselamatan Chery Tiggo Cross ialah TBD, sistem keselamatan aktif termasuk Basic.
Dari segi peralatan keselamatan, kedua-dua kereta mendapat penarafan yang baik. Walau bagaimanapun, ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) pada Proton X50 dan Basic pada Chery Tiggo Cross mempunyai perbezaan dari segi fungsi. Jika anda lebih mengutamakan keselamatan aktif, boleh bandingkan dengan teliti senarai fungsi antara keduanya.
Proton X50 menggunakan sistem penggerak 4WD.
Chery Tiggo Cross menggunakan sistem penggerak FWD.
Perbezaan 4WD pada Proton dan FWD pada Chery memberikan rasa yang berbeza dari segi pengendalian, disarankan untuk membandingkan semasa ujian memandu.
Proton X50 dan Chery Tiggo Cross adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mengutamakan reputasi jenama dan harga kedua, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih mengambil kira nilai dan kelengkapan, maka pilih yang lebih kaya dengan konfigurasi. Akhir sekali disarankan kedua-dua unit perlu diuji memandu, pengalaman peribadi adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Chery Tiggo Cross adalah model yang bagus di pasaran Malaysia. Memilih mana satu, kunci adalah melihat keperluan dan bajet anda. Disarankan anda melakukan penyelidikan terlebih dahulu, bandingkan lebih banyak harga di agen kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, mengambil masa untuk membuat penyelidikan tidak akan salah.
Dalam pasaran SUV Malaysia, ramai pembeli yang membandingkan Proton X50 dan Mazda CX-30 semasa memilih kereta. Kedua-dua kereta ini berada pada harga dan kedudukan yang agak hampir. Hari ini, kita akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Harga OTR Proton X50 di Malaysia adalah RM 89,800 - 113,300, terdapat 4 varian, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Harga OTR Mazda CX-30 di Malaysia adalah RM 122,409 - 146,409, terdapat 4 varian, termasuk 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang RM 32,609 lebih murah berbanding Mazda CX-30. Jika bajet anda terhad, model permulaan Proton sudah boleh memenuhi keperluan harian. Namun, perlu diingat, beberapa ribu ringgit yang lebih murah itu mungkin mempunyai kompromi dari segi peralatan, bergantung pada keperluan anda.
Penilaian keselamatan Proton X50 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Penilaian keselamatan Mazda CX-30 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk i-Activsense.
Penilaian keselamatan kedua-dua kereta adalah sama, peralatan keselamatan dalam kategori ini dianggap cukup lengkap. Keselamatan kereta baru sekarang tidak buruk, tidak perlu terlalu risau.
Panjang badan Proton X50 ialah 4400 mm, ruang muatan 400 L.
Panjang badan Mazda CX-30 ialah 4500 mm, ruang muatan 450 L.
Dari segi ruang, badan Mazda CX-30 lebih panjang 100 mm berbanding Proton X50, ruang duduk lebih unggul. Namun, Proton X50 lebih fleksibel untuk parkir di bandar, masing-masing ada kelebihan.
Proton X50 jaminan 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Mazda CX-30 jaminan 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Syarat jaminan kedua-dua kereta adalah sama, tidak perlu bimbang mengenai ini. Kos penyelenggaraan sebenar bergantung pada rangkaian servis jenama dan harga komponen, disarankan bertanya pengalaman pemilik sebenar dalam kumpulan kereta.
Proton X50 dan Mazda CX-30 adalah pilihan utama di pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih mementingkan reputasi jenama dan harga pasaran semula, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih mementingkan nisbah harga dan prestasi serta peralatan, pilih yang lebih kaya konfigurasi. Akhir sekali, disarankan kedua-duanya dipandu, pengalaman langsung adalah yang paling penting.
Secara keseluruhannya, Proton X50 dan Mazda CX-30 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih mana satu, kuncinya bergantung pada keperluan dan bajet peribadi anda. Kami sarankan anda membuat kajian, membandingkan beberapa tawaran daripada dealer, kemudian membuat ujian jalan untuk keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa membuat kajian tidak akan rugi.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Proton X50 dengan Honda WR-V semasa memilih kereta. Kedua-dua model ini mempunyai julat harga dan penempatan yang agak hampir. Hari ini, kami akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat penyelidikan.
Harga OTR Proton X50 di Malaysia adalah RM 89,800 - 113,300, terdapat 4 varian, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan sebagainya.
Harga OTR Honda WR-V di Malaysia adalah RM 89,900 - 107,900, terdapat 4 varian, termasuk 2023 1.5L V (RM 99,900), 2023 1.5L E (RM 95,900), 2023 1.5L S (RM 89,900) dan sebagainya.
Dari segi harga, harga permulaan Proton X50 memang RM 100 lebih murah berbanding Honda WR-V. Jika bajet anda terhad, versi permulaan Proton sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, perbezaan harga beberapa ribu itu mungkin melibatkan kompromi pada kelengkapan, bergantung pada keperluan anda.
Panjang kenderaan Proton X50 4400 mm, stor belakang 400 L.
Panjang kenderaan Honda WR-V 4400 mm, stor belakang 400 L.
Dimensi kedua-dua kereta hampir sama, ruang dalaman tidak terlalu berbeza. Kereta kelas ini cukup untuk penggunaan harian.
Proton X50 jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Honda WR-V jaminan 5 tahun/tanpa had jarak, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Proton X50 dan Honda WR-V adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mementingkan reputasi jenama dan nilai jualan semula, utamakan yang mempunyai reputasi lebih baik; jika anda lebih mementingkan nisbah harga-perlengkapan, pilih yang lebih kaya konfigurasi. Pada akhirnya disarankan untuk mencuba kedua-dua model, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Honda WR-V adalah model kereta yang sangat baik di pasaran Malaysia. Memilih salah satu, penentu utamanya adalah keperluan peribadi dan bajet anda. Kami sarankan membuat penyelidikan awal, bandingkan sebut harga dari beberapa dealer kereta, kemudian buat ujian jalan untuk keputusan akhir. Membeli kereta adalah urusan penting, meluangkan masa untuk membuat penyelidikan pasti tidak salah.
Pasar SUV di Malaysia, ramai pembeli membuat perbandingan antara Perodua Aruz dan Subaru Crosstrek semasa memilih kereta. Kedua-dua model ini mempunyai harga dan penjenamaan yang hampir sama, hari ini kami akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat persiapan.
Harga OTR Perodua Aruz di Malaysia adalah RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Harga OTR Subaru Crosstrek di Malaysia adalah RM 145,000 - 160,000, terdapat 1 varian, termasuk 2.0L e-Boxer (RM 150,000) dan lain-lain.
Dilihat dari segi harga, harga permulaan Perodua Aruz memang lebih murah RM 72,100 berbanding Subaru Crosstrek. Jika bajet anda terhad, varian permulaan Perodua sudah memadai untuk keperluan harian. Namun, perlu diingat, perbezaan harga beberapa ribu ini mungkin melibatkan pengurangan kelengkapan, bergantung pada keperluan anda.
Perodua Aruz dilengkapi enjin 1.5L 4-cyl, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Subaru Crosstrek dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Penggunaan bahan api rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo pada Subaru Crosstrek mempunyai 35 kuasa kuda lebih daripada 1.5L 4-cyl pada Perodua Aruz. Namun untuk penggunaan harian di bandar, kuasa kedua-dua kereta sudah memadai dan tidak akan rasa kurang tenaga.
Penilaian keselamatan Perodua Aruz adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk.
Penilaian keselamatan Subaru Crosstrek adalah 5★ (Euro NCAP), sistem keselamatan aktif termasuk EyeSight.
Panjang badan Perodua Aruz 4400 mm, ruang kargo 400 L.
Panjang badan Subaru Crosstrek 4400 mm, ruang kargo 400 L.
Saiz kedua-dua kereta hampir sama, ruang dalam tidak banyak berbeza. Untuk kereta kelas ini, sudah memadai untuk penggunaan harian.
Perodua Aruz memiliki jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Subaru Crosstrek memiliki jaminan 3 tahun/100,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Secara keseluruhannya, Perodua Aruz dan Subaru Crosstrek adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana satu, utamanya bergantung pada keperluan dan bajet peribadi anda. Kami menyarankan anda membuat kajian dengan baik, bandingkan beberapa tawaran dari dealer kereta yang berbeza, dan lakukan ujian memandu sebelum membuat keputusan akhir. Membeli kereta adalah urusan besar, mengambil sedikit masa untuk membuat kajian tidak akan pernah salah.
July 16, heatwaves swept over Guangzhou, but inside the GAC Trumpchi factory, the atmosphere was hotter than the temperature. As a right-hand drive Trumpchi M8 PHEV slowly drove off the production line, GAC Group officially crossed the historical milestone of 30 million cumulative production. This is not just a pile of numbers, but also a strong declaration sent to the global market by another Chinese automotive giant following BYD.
From the first full vehicle roll-off in 1997 until now, GAC has traversed 29 years. In this era where "traffic is king" and price wars are rife, GAC chose to celebrate with a gratitude event full of "engineering-focused" vibes — no flashy performances, but through hardcore technology demonstrations and persistence in quality, interpreting what "steady and far-reaching" means.
Reject 'Unbalanced Capabilities', Embrace New Energy with Full Matrix
The 30 millionth vehicle rolled off this time is a plug-in hybrid MPV, which itself released a strong signal: GAC's transformation is all-around.
At the event site, GAC factories in multiple locations globally connected synchronously. The "New Energy Square" composed of GAC Honda P7, GAC Toyota bZ7, Qijing GT7, GAC Aion N60, and GAC Hyper S600 lined up one by one. This marks that GAC not only exerts force comprehensively in the independent sector, but also accelerates the "electrification" of the joint venture sector. Finally, the Trumpchi M8 PHEV representing GAC's latest technology was delivered to famous Thai movie star Tony Jaa. This detail is meaningful: GAC's 30 million is not only a victory in the domestic market, but also the beginning of a global layout. Data also confirms this, GAC's overseas exports increased by 132% year-on-year in the first half of the year, "Chinese cars" are accelerating towards the world.
Quality is the Bottom Line, and Even More Confidence
"Quality is the bottom line that GAC will never surrender." This sentence by GAC Group Chairman Feng Xingya appears particularly precious at present. Against the background of the auto industry generally pursuing "fast iteration", GAC still adheres to nearly rigorous verification standards.
According to on-site engineers, before every new GAC car is launched, it must undergo extreme tests of "Five Highs, One Mountain, One Dust" (Extreme Cold, Extreme Heat, Extreme Plateau, Extreme Humidity, Extreme Corrosion, Mountainous Areas, Sandstorms) and complete "Two Winters, One Summer" field road tests. This method that sounds somewhat "clumsy" has actually built the most robust moat for GAC. Especially that Star Spirit Safety Protection System, through dual redundancy design, has successfully avoided over 6.28 million potential travel risks. Plus the "Magazine Battery" with cumulative installation of 1.5 million vehicles and safe driving over 160 billion kilometers, these unseen places are exactly the cornerstone of GAC winning the trust of 30 million users.
From 'Selling Cars' to 'Caring for Fans', Service Upgraded Again
In the era of stock competition, how to retain users? The answer given by GAC is: Cherish users in the palm of your hand.
During the event, GAC's normally held "All Users Open Mic" session left a deep impression. Different from past auto companies' one-way output press conferences, GAC invited users into "home", facing criticism and suggestions directly. To ensure response speed, GAC launched "Super Butler" service, promising 5-second response, 2-hour completion. More worth attention is its layout in energy replenishment field. GAC Energy created "9 Verticals, 10 Horizontals" energy replenishment network, covering 213 cities nationwide, core urban areas achieved "1km straight line must have a station". This "hard investment" in infrastructure greatly relieved new energy car owners' range anxiety.
To return this 30 million trust, GAC immediately launched "Renewal Gratitude Season", its six major brands will introduce a series of sincere policies in purchase, trade-in, repurchase and other links.
Technology Centered, Sword Pointing to the Future
Standing on the 30 million steps, GAC's gaze has already been cast towards a more distant future. At the event site, the Star Source Power System developed by the "National Excellent Engineer Team" made a strong debut, covering three major technical routes: Range Extender, Plug-in Hybrid, and Super Dual Engine. In the intelligent connected field known as the car's "Brain", the Star Spirit architecture is continuously evolving, connecting six major systems such as smart driving, cockpit, power, etc., with comprehensive performance improved by 40%.
Worth mentioning, GAC did not build cars behind closed doors, but actively held hands with Huawei, CATL, Tencent, Alibaba and other tech giants to jointly build AI smart ecology. As of now, GAC's cumulative R&D investment has exceeded 62 billion yuan, this global R&D team composed of 6,800 people is promoting GAC to transform from a traditional car manufacturer to an "Ecological Technology Company".
Looking back at the 29-year journey, 30 million is a milestone, and more so a new starting point. When the industry enters a deep restructuring period, GAC proved with practical actions: no matter how the wind tunnel changes, sticking to the original intention of quality, adhering to user-centricity, and persisting in technological innovation, is the only path to traverse the cycle. The next 30 million is worth looking forward to.
16 Julai 2026, Kumpulan GAC secara rasmi menyambut tonggak sejarah 30 juta unit penjualan dan pengeluaran, serentak memulakanaktiviti terima kasih 30 juta pengguna, membalas kepercayaan 10 juta pemilik kereta di seluruh dunia dengan hasil 29 tahun kepakaran, #30 Juta Kepercayaan Bersama Kualiti #Kumpulan GAC Serahkan Kereta Ke-30 Juta #Kumpulan GAC Aktiviti Terima Kasih 30 Juta Pengguna tiga topik serentak dilancarkan dan disebarkan di seluruh web.
Sejak ditubuhkan pada 1997 sehingga kini, GAC telah mencapai "Kecepatan GAC" yang cemerlang: 20 tahun pertama menyelesaikan penghantaran pertama 10 juta unit, 20 juta unit kedua hanya mengambil masa 9 tahun. Beralas dengan "Tindakan Panyu" sepenuhnya beralih kepada pemikiran pengguna, ditambah dengan kawalan kualiti ketat di seluruh rantaian, pelan ekspansi globalisasi, GAC berjaya mencapai skala 30 juta pengguna, menjadi teladan pembangunan berkualiti tinggi industri automotif China.
Kualiti adalah asas teras daripada 30 juta pilihan. Semua kereta baharu GAC mesti melalui pengesahan kitaran panjang "dua musim sejuk satu musim panas", ujian sempadan persekitaran "Lima Tinggi Satu Gunung Satu Debu", Sistem Batari Penukar dan Sistem Perlindungan Keselamatan Xingling sentiasa memastikan keselamatan perjalanan; janji servis "Tanggungjawab Tiga" terdahulu industri, perlindungan menyeluruh risiko penggunaan tiga sistem elektrik dan parkir pintar untuk Aion, Aion menduduki tempat teratas kualiti kenderaan tenaga baharu selama tiga tahun berturut-turut, pelbagai model di bawahnya memimpin senarai nilai penahanan merentas tahun.
Perayaan kali ini memecahkan tradisi pelancaran model tunggal, GAC Honda P7, GAC Toyota Platinum 7, Trumpchi M8 PHEV, Aion N600, Hyper S600, Qijing GT7 enam model utama, di 7 kilang domestik dan luar negara serentak keluar. Di mana GAC dan Huawei Qiankun bersama dibina Qijing GT7, sebagai membawa Huawei Qiankun Panduan Pintar ADS 5 kenderaan shooting brake pintar kelas tinggi, dilancarkan serta merta meraih minat tempahan yang sangat tinggi, mewakili kekuatan tertinggi dalam transformasi pintar GAC.
Bagi membalas budi pemilik kereta global,16 Julai - 31 Ogos GAC Musim Terima Kasih Baharudilancarkan dengan tiga faedah utama, meliputi enam merek GAC Honda, GAC Toyota, Trumpchi, Aion, Hyper, Qijing: Subsidi pengurangan langsung untuk pembelian baharu, skim kewangan 0 peratus; subsidi tambahan untuk tukar ganti pemilik lama; faedah eksklusif untuk pembelian tambahan Qijing GT7 dalam keluarga, model petrol, hibrid, elektrik tulen, range ekstensi meliputi semua, menurunkan ambang pembelian kereta rakyat.
Pelan globalisasi terus membebaskan tenaga pertumbuhan. Bersandar strategi eksport sistem One GAC 2.0, perniagaan GAC meliputi 110 negara dan wilayah, membina 746 cawangan luar negara, 7 kilang luar negara; Eksport brand mandiri GAC pertama separuh 2026 sebanyak 121,500 unit, meningkat 132% secara tahun ke tahun, jualan di Thailand, Eropah, dan Amerika meningkat serentak, sasaran 2030 masuk ke 120 negara, penjualan tahunan sejuta unit, membina teladan globalisasi pembuatan pintar China.
Dari permulaan bersama hingga kebangkitan mandiri, dari penanaman dalam negara hingga pelan global, 30 juta bukan akhir, tetapi permulaan baharu. GAC menyatakan, masa depan akan terus meningkatkan penyelidikan dan pembangunan mandiri, menyelam ke saluran daerah, menyempurnakan rangkaian tenaga "9 menegak 10 melintang" seluruh negara, dengan kualiti jangka masa panjang, servis mesra sepanjang kitaran, menemani setiap pengguna menempuh perjalanan hidup.
In the domestic automotive market, achieving a production and sales scale of 30 million is by no means an easy task for a car company. Links such as brand building, reputation accumulation, quality control, and product polishing are all indispensable.
On July 16, the GAC Group 30 Million User Gratitude Ceremony kicked off grandly at the GAC Trumpchi factory. From the first complete vehicle officially rolling off the line to the smooth delivery of the 30 millionth car, GAC has moved forward steadily in 29 years of hard work and struggle. This milestone number not only highlights GAC's excellent product strength, but also embodies the group's bold courage to face the transformation of the automotive market, as well as the firm trust and support of the vast majority of users for the brand.
From the 29,999,995th to the 29,999,999th vehicle, the full brand lineup under GAC appeared on the scene. GAC Honda P7, GAC Toyota bZ7, Qijing GT7, GAC AION N60, and GAC Hyper S600 gathered on site, fully presenting the bright answers given by GAC on the new energy track.
This milestone 30 millionth complete vehicle is the right-hand drive version of GAC Trumpchi M8 PHEV, and its owner is the well-known Thai kung fu star Tony Jaa. This fact fully shows that the models under GAC are not only favored by users domestically, but even when sold far overseas, the excellent strength of Made in China has also won the heartfelt praise of overseas users.
Quality is the core bottom line that GAC adheres to and never retreats. In the summary speech session, Feng Xingya emphasized that GAC Group has always firmly practiced the development creed of 'Quality First' for a long time. On the production front line, workshop colleagues carve every detail with an attitude of striving for perfection; at the same time, the GAC powertrain independent R&D team, which has won the title of 'National Excellent Engineering Team', closely fits the diverse needs of consumers at different stages, and makes full efforts to break through technical barriers to present excellent powertrain solutions for users. In addition, the GAC styling design team also put in all efforts, created classic models such as Trumpchi GS8, Trumpchi M8, and Hyper SSR, which continue to receive widespread praise for their outstanding image. These are all vivid footnotes to GAC quality.
In the whole process of R&D and manufacturing, GAC has carefully built a strict and complete quality control system: every new car must undergo strict extreme environmental tests such as high cold, high temperature, high altitude, high humidity, high corrosion, and mountainous areas, sand and dust, etc., known as 'Five Highs, One Mountain, One Dust' before being officially launched to the market, and successfully complete the 'Two Winters One Summer' on-site road test; relying on test grounds and laboratories, the whole vehicle undergoes comprehensive systematic quality verification covering 12 major items and over 1500 verification sub-items; GAC AION Smart Ecosystem Factory has won the title of 'Global First New Energy Vehicle Lighthouse Factory', and relies on a digital intelligent manufacturing system to build a solid foundation for the stability of mass production quality.
Regarding automotive products, safety is undoubtedly the top priority. The Xingling Security Guardian System carefully built four protection barriers, and eight core systems all adopt dual redundant architecture. It has provided solid protection for nearly 2 million users so far, successfully resolving 6.28 million potential travel hazards; The Prism Battery has achieved installation on 1.5 million vehicles, and the safe driving mileage has broken through the 160 billion kilometer milestone; on the service guarantee level, GAC has also continued to exert efforts, becoming the first in the industry to launch the 'Three Responsibilities' measure for independent brands, proactively taking responsibility for battery and intelligent driving assistance problems that users are concerned about, effectively eliminating users' concerns about using vehicles.
It is indeed the case that consumers have firmly chosen GAC models with real financial investment: In the first half of this year, GAC Group's overall sales reached 773,100 vehicles, achieving a 2.35% growth compared to the same period last year, and the new energy vehicle sector sales soared 68.8% year-on-year; meanwhile, the export volume of overseas markets successfully broke through 120,000 vehicles, with a year-on-year increase as high as 132%.
At this key node where GAC Group reached the milestone of 30 million vehicle deliveries, from July 16 to August 31, GAC Group coordinated with its six sub-brands to heavily launch refreshed exclusive rights. From diverse car purchase benefits, thoughtful financial services, convenient trade-in policies to thoughtful after-sales treatment, all-roundly repaying the vast number of users. GAC products holding the quality original intention will surely win more users' trust and support, gathering an increasingly solid user group.
蓋世汽車得知，近日，比亞迪喺泰國市場迎嚟重要里程碑，新能源汽車累計交付量正式突破 13 萬輛。同期，位於羅勇府 WHA 工業園嘅比亞迪泰國工廠迎嚟投產兩週年，新車型 BYD SEALION 5 DM-i 亦正式發佈。
圖片來源：比亞迪
比亞迪泰國工廠係其首個海外乘用車生產基地，設計年產能 15 萬輛。目前，該工廠已實現 BYD DOLPHIN、BYD ATTO 3、BYD SEAL 5 DM-i、BYD SEALION 5 DM-i 及 BYD SEALION 6 DM-i 五款車型嘅本地化生產，並全部獲得泰國工業聯合會頒發嘅「泰國製造」（MiT）認證。
投產兩年嚟，比亞迪喺泰國持續深化本地化發展，成效顯著：工廠累計創造超過 5,000 個就業崗位，泰籍員工佔比約 93%，本地零部件採購比例已達到 50%。這標誌住比亞迪已深度融入泰國汽車產業鏈，有效帶動咗當地協同發展。
活動現場，比亞迪向泰國消費者交付咗第 13 萬輛新能源汽車，車型為 BYD SEALION 5 DM-i。該車型 Standard 版預售價格同步公布，將進一步豐富佢嘅 DM-i 產品矩陣。
7月16日，广汽传祺工厂内引擎声与掌声交织。当一辆右舵版广汽传祺M8 PHEV缓缓驶下生产线，聚光灯打在车身上时，广汽集团正式宣告迎来了其发展历程中的第3000万位用户。这一天，广东省、广州市及番禺区有关领导，中国汽车工业协会常务副会长兼秘书长付炳锋，广汽集团董事长冯兴亚、总经理閤先庆等核心管理层，连同全球供应商、经销商、海内外车主及媒体代表共同在场，见证了这个被定义为“从规模扩张到价值跃升”的历史性切片。
从1997年广汽成立到首辆整车下线，再到今日突破3000万量级，广汽走了29年。若拆解这个时间轴：从0到1000万辆，用了20年；而从1000万到3000万辆，仅用了9年。这种加速度不仅是企业自身的成长曲线，更是中国汽车工业从合资引进、自主崛起到全球化突围的缩影。但在鲜花与数字之外，透过这场“3000万用户感恩活动”，我们更能看清一家老牌汽车集团在行业深度重塑期的坚守与转向。
3000万的含金量：不是单一神话，而是矩阵合力
活动现场有一个极具象征意义的细节：广汽全球多座生产基地同步连线，广汽本田P7、广汽丰田铂智7、启境GT7、广汽埃安N60、广汽昊铂S600分别作为第29999995至第29999999辆车依次下线，随后第3000万辆整车——右舵版传祺M8 PHEV在舞台中心亮相。全线新能源车型矩阵集体登场，这在过往的里程碑庆典中并不常见。
这一安排透露出两个信号：其一，广汽的3000万体量并非依赖某款“神车”或单一板块拉动，而是合资（广本、广丰）、自主（传祺、埃安、昊铂）、新序列（启境）以及新能源转型多条腿并行的结果；其二，第3000万辆选择了右舵插混MPV并交付泰国车主Tony Jaa（著名影星《拳霸》主演），明确将“新能源转型”与“全球化出海”两股主线捆绑在一起。这不仅是给国内用户看的，更是给全球市场传递信心：广汽的产品结构已彻底越过纯燃油时代的边界。
数据支撑了这种转向。2026年上半年，广汽集团累计销量77.31万辆，同比增长2.35%；其中新能源汽车销量达26.02万辆，同比大增68.8%，节能与新能源车型占比已提升至62.82%；海外出口更是突破12万辆，同比增长132%，在美洲、亚太、中东、非洲及欧洲五大区域同步高增。在行业大盘承压的背景下，新能源与出海成为广汽穿越周期的双引擎。
品质底线的“老派固执”：在快时代慢下来
在致辞中，冯兴亚的一句话被反复引用：“品质是广汽永远不会让渡的底线。”“有些东西可以追快求新，有些东西绝不能贪多求强。”在智能化、价格战、迭代速度被无限放大的今天，这种表态显得有些“老派”，却恰恰是3000万销量背后的地基。
广汽的质量观有其历史渊源。作为国内最早系统引入合资经验的车企之一，广汽早期便吸收了本田全面质量管理（TQM）与丰田精益生产方式（TPS），再融合岭南务实文化，构建了“融合创新”的质量管理模式。这种基因被延续到自主研发与制造环节：每款新车上市前需经历高寒、高温、高原、高湿、高腐、山区、沙尘等“五高一山一尘”极端环境测试，完成“两冬一夏”实地路试；整车验证覆盖12个大项、1500余个子项；广汽埃安智能生态工厂作为全球首个新能源汽车“灯塔工厂”，以数字化智能制造保障量产一致性。
在安全技术上，广汽提出“安全必须由车企定义”。星灵安全守护体系构建四大防护维度，八大关键系统采用双冗余设计，已守护近200万用户，规避628万次潜在出行风险；弹匣电池累计装车150万辆，安全行驶超1600亿公里。针对用户焦虑，广汽在行业内率先推出自主品牌“三担责”政策，对电池与智能驾驶辅助问题主动兜底。这些看不见的投入，构成了3000万用户“开得放心”的隐性成本。
从工程师思维到用户思维：组织机制的转身
“过去我们总站在工程师的角度打磨技术，今天我们要彻底站在用户的角度审视体验。”冯兴亚用“感恩、坚守、诚意、共赴”四个词总结3000万时刻，其中的“诚意”直指用户关系的重构。
这种重构不是口号。广汽常态化举办“用户全开麦”活动，把用户请到总部面对面“挑刺”，并建立全流程闭环管理机制，确保每条建议可追溯、共性问题全量优化；组织架构上成立专属用户洞察部门，推进从问题发现到解决的全流程变革。服务网络也在下沉：年内计划新增1000家县域授权门店，目前已认定600家；线上线“超级管家”服务，承诺5秒响应、2小时诉求办结；补能端建成“9纵10横”网络，覆盖31省213城，自营充电桩超2.7万根，核心城区直线1公里必有站。从听得到炮火的前线到后台机制，广汽试图把“人为本”落到可执行的细处。
技术长坡厚雪：从代步工具到生态型科技
3000万是里程碑，也是新起点。在电动化与智能化赛道，广汽拿出的是一套系统化技术矩阵而非单点突破：
动力领域：“国家卓越工程师团队”研发的星源动力覆盖星源增程、星源插混、星源超级双擎三大技术，每款产品经过10万小时台架与等效超1000万公里验证；
三电领域：建成全固态电池中试产线，夸克电驱电机最高效率突破99%，攻坚超快充与低温续航痛点；
智能网联：超级大脑星灵架构4.0打通智驾、座舱、动力、底盘、车身、车联网六域，综合性能提升40%；星河智舱端云一体，融合千问大模型，让车从代步工具向“会思考的伙伴”进化；
开放生态：与华为、宁德时代、滴滴、腾讯、阿里等共建AI智能生态，累计研发投入超620亿元，全球研发团队超6800人。
这些技术投入的指向很明确：广汽要从传统制造企业向“生态型科技广汽”进阶，产品将从移动空间延伸至绿色能源生态。
当冯兴亚将第3000万辆车钥匙交到泰国车主Tony Jaa手中时，镜头定格的不只是一个数字，而是中国制造从“卖出去”到“被信任”的跨海瞬间。3000万用户是一面镜子，照见了广汽29年的坚守与转型，也照见了下一阶段的考题：在全球博弈、技术迭代与用户需求碎片化的未来，如何用同样的品质定力与用户诚意，去跑好下一个3000万？
答案或许就写在当天启动的“广汽集团3000万辆下线·焕新感恩季”里——六大品牌同步推出新购、置换、增购回馈政策，用实利回应陪伴。但比短期回馈更长远的答案，藏在那些极端环境测试的里程里、在星灵架构的冗余设计里、在县域门店的招牌里，也在每一次用户“全开麦”后被认真处理的建议里。
3000万不是终点，而是广汽与全球用户“双向奔赴”的下一段起跑线。
Dalam pasaran SUV di Malaysia, ramai pembeli ketika memilih kereta akan membandingkan Perodua Aruz dan GWM Haval H6.
Harga OTR Perodua Aruz di Malaysia ialah RM 72,900 - 77,900, terdapat 2 varian, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan lain-lain.
Harga OTR GWM Haval H6 di Malaysia ialah RM 139,750 - 139,750, terdapat 2 varian, termasuk 1.5L Turbo Standard (RM 140,000), 1.5L Turbo Premium (RM 155,000) dan lain-lain.
Dari segi harga, harga permulaan Perodua Aruz memang lebih murah RM 66,850 berbanding GWM Haval H6. Jika bajet anda terhad, versi permulaan Perodua sudah boleh memenuhi keperluan harian. Namun perlu diingat, beza harga ribuan ringgit itu, mungkin ada pengorbanan pada kelengkapan, ia bergantung pada keperluan anda.
Panjang badan Perodua Aruz 4400 mm, bahagian bagasi 400 L.
Panjang badan GWM Haval H6 4400 mm, bahagian bagasi 400 L.
Saiz kedua-dua kereta hampir sama, ruang dalam kenderaan tidak banyak beza. Untuk kereta dalam kelas ini, penggunaan harian sudah memadai.
Perodua Aruz menggunakan cara penggerak FWD.
GWM Haval H6 menggunakan cara penggerak FWD.
Cara penggerak kedua-dua kereta sama, semuanya FWD, rasa memandu harian tidak akan ada banyak perbezaan.
Perodua Aruz dan GWM Haval H6 kedua-duanya adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih mementingkan reputasi jenama dan harga pasaran kedua, boleh utamakan model dengan reputasi lebih baik; jika anda lebih mementingkan nisbah harga-kualiti dan kelengkapan, pilih model dengan konfigurasi lebih banyak. Pada akhirnya, disarankan kedua-duanya dicuba dahulu, pengalaman langsung adalah yang paling penting.
Secara keseluruhannya, Perodua Aruz dan GWM Haval H6 kedua-duanya adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana satu, kuncinya bergantung pada keperluan dan bajet peribadi anda. Disarankan buat kaji selidik terlebih dahulu, bandingkan banyak tawaran dari pelbagai dealer, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa untuk kaji selidik tidak akan salah.
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