车型概览

BMW M4 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在保险、路税、轮胎和日常能源成本。

价格落在 RM 887,800，买家可以先用它判断预算压力和同级定位。

购车价格指南

BMW M4 的购车预算可以先从 RM 887,800 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 Competition M xDrive w. Black Graphics（RM 887,800）、2025 Competition M xDrive w. Red Graphics（RM 887,800） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 BMW M4 的核心规格，最重要是把数字翻译成生活里的感受。

BMW M4 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

BMW M4 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较。

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

购车常见问题解答

购买 BMW M4 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

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

竞品对比内容

把 BMW M4 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 887,800 锁定预算圈。

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

用车全周期指南

拥有 BMW M4 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

车型概览

Aeolus AX7 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在下订前最容易忽略的问题。

版本方面，Aeolus AX7 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Aeolus AX7 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

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

核心参数汇总

看 Aeolus AX7 的核心规格，最重要是把数字翻译成生活里的感受。

Aeolus AX7 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Aeolus AX7 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

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

购车常见问题解答

购买 Aeolus AX7 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

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

竞品对比内容

把 Aeolus AX7 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

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

用车全周期指南

拥有 Aeolus AX7 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

Author: Shi Ke

Every few years, the automotive industry is declared to be "entering an elimination race". In 2018, they said elimination was coming, in 2020 they said winter was here, in 2022 they said reshuffling started, in 2024 they said they couldn't compete anymore, by 2026, after swapping a batch of executives, someone says again: this time it really enters an elimination race.

Why hasn't this industry been eliminated completely?

Seeing titles like "160+ executive changes" and "densest personnel shake-up in ten years", the first reaction isn't nervousness, it's fatigue. The data is piled up neatly, the conclusions are drawn decisively, reading it feels like an industry report with exclamation marks added. But is the market really that terrible?

Not necessarily.

Change perspective: What if this isn't the apocalypse?

From 2015 to 2018, China's mobile internet also went through a round of "the densest in history" management iteration. BAT collectively "had a blood transfusion", O2O companies were found dead everywhere, shared bicycles lay colorfully on the streets. Back then, the voices depreciating the mobile internet were much louder than the voices depreciating cars now.

So what was the result?

ByteDance "grew" TikTok within that "winter". Pinduoduo found trillion-yuan level opportunities in the downward-tiered markets that no one looked down upon. Meituan climbed out of the sea of blood from the "Thousand Group War" and became a giant in local life. The internet didn't die; instead, it moved from inception to maturity.

The Automotive Industry is Walking the Same Path Now

Over the past 5 years, new energy penetration rate went from 5% to over 60%. That was a wild era, whoever was bold enough could take off. But now penetration passed 60%, the game rules changed. From "whether there is one" to "whether it is good", from "grabbing territory" to "competing in internal power". The people needed now are no longer bold heroes, but professional managers who understand systems, AI, and the global market.

A bunch of companies simultaneously changing executives looks like something is wrong with the industry. Actually, the industry changed, and companies are desperately trying to make themselves match the new battlefield.

This isn't an elimination race. It's just that the rite of passage comes with a bit of pain.

People crying about domestic sales are calculating a confused account - retail sales of passenger cars dropped by nearly 20% in the first 5 months, profit margin was 3.2%, a historical low. The numbers are real, but if you shout "apocalypse" looking only at these numbers, your vision is too narrow.

In 2023, China exported 4.91 million cars, surpassing Japan for the first time to become number one globally. In 2024 it rose to 5.8 million. BYD built factories in Thailand, Brazil, Hungary; Chery went to Spain to acquire factories; SAIC, Great Wall, Geely expanded capacity to all continents globally. Domestic dropped by 20%, overseas rose by nearly 50%. Using the "domestic retail sales" metric alone to sentence the entire industry to death is like using a thermometer for a full-body checkup. You found a fever, but didn't see the person gaining muscle.

Then there's the saying that "370 million units in possession is the ceiling". People who say this have their minds stuck in the fuel vehicle era.

Back then, a car was driven for ten years, so of course it hit the ceiling. But now cars are becoming AI terminals, smart driving capabilities iterate every six months. When cars change from "durables" to "tech consumer goods", replacement cycles will shorten significantly. Possession volume is not a ceiling; it's a huge pool waiting to be reactivated.

The "Price War" Can No Longer Work? Thank Goodness

"The continuous 3-year 'price war' is invalid, low prices can no longer stimulate consumption." This sentence was cited everywhere as evidence of pessimism, but it is actually the best news of 2026.

The "price war" of 2023-2024 pressed industry profit margins to the historical low of 3.2%. What flooded the market during that time? Products just for the sake of being cheap, configurations shrinking, quality declining, safety hazards frequent. Car companies fell into a dead loop of lowering prices to move volume, shrinking profits, and cutting R&D; consumers also didn't gain any advantage. Only after buying did they realize that the little money saved was all spent on car repairs and regret.

But starting in 2025, the market changed.

BYD's cars above 200,000 yuan sell better and better. Huawei AITO M9 average price over 500,000 yuan, monthly sales stably breaking 10,000 units. Xiaomi SU7 exploded upon launch, relying not on low price but on product definition capability. Li Auto, amidst the pain of pure electric transformation, the L series still dominates the niche market.

These enterprises have one thing in common: they are not the cheapest in their respective tracks, but consumers are willing to pay.

To put it plainly, Chinese consumers have matured. Evolved from "buy whoever is cheap" to "buy whoever is good". The "price war" fizzled out because price sensitivity decreased, and value sensitivity increased. This is a huge benefit for companies with real abilities; the days of "bad money driving out good" have finally ended.

Li Auto Lost 12 People, So What?

"Li Auto had 12 core executives resign in half a year" was portrayed repeatedly as a crisis signal, but few people mentioned another matter: Li Auto simultaneously recruited AI algorithm engineers, smart cockpit experts, and autonomous driving architects on a large scale at a faster speed.

12 left, maybe 120 recruited. What is the direction of talent flow? From traditional automotive positions flowing to AI positions. This is not talent drain, it is strategic "blood transfusion".

NIO's logic is the same. Massively poaching cross-industry talent from Huawei, Apple, DJI. Li Bin doesn't want people who know how to build cars better, he wants to turn NIO from a car-building company into an AI-driven mobility tech company. "Changing commanders" is not to save sales, but to equip new teams for the new strategy.

Changan promoted two post-80s vice presidents. The personnel logic of large state-owned enterprises changed. The era of software-defined cars doesn't need experienced "old masters", it needs new managers who can iterate quickly and dare to make mistakes.

BBA deployed headquarters' overseas executives to directly manage the China region, interpreted as "powers consolidating overseas". This interpretation is really a bit funny. If the Chinese market really wasn't working, what did the European headquarters send the strongest lineup for? Retirement? Quite the opposite. In fields like smart cockpits, high-level smart driving, China's innovation speed has already led Europe by one or two steps. BBA upgraded China from "sales market" to "global innovation base". This is "putting out fires", not centralizing power.

What We Should Really Worry About is Not Who Left, but Who Hasn't Arrived

Personnel changes themselves have never been the root of the problem, they are just the appearance. Changing a CEO cannot save a company with bad products, but a good strategy matched with the right people can allow a mediocre company to be reborn.

The biggest risk in the current automotive industry is not that "changing commanders" is too frequent, but that some companies haven't changed thoroughly enough.

Some car companies are still fighting stock wars with incremental era tactics: fighting on price, stacking configurations, competing on parameters, but uniquely not competing on user experience. Some management teams are still holding ten-year-old meetings, making ten-year-old decisions, looking at today's market with ten-year-old eyes. These are what should truly be eliminated.

The "wave of changing commanders" in 2026 eliminates not the industry, but the tactics of the old era. And those companies that first complete organizational iteration, think through the strategy, and assemble the team will become stronger after this round of adjustments.

Winter for the automotive industry hasn't come. It just took off the "old clothes" of the inception period, ready to step into the next decade.

On June 12, "150,000 Units of Passion, Highlight Arrives" BJ30 Traveller 150,000 Units Production Milestone and Highlight Edition Launch Press Conference was held at BAIC Zhuzhou Super Factory.

      As the fastest model of Chinese Light Off-road SUV to reach 150,000 units, BJ30 Traveller relies on Beijing Off-road's more than 60 years of professional accumulation, with hardcore strength of Super Wild, Super Big, Super Saving, letting the world see China.

      "Super Wild" is the confidence to set off. Beijing Off-road created the industry-leading "Three-engine, Four-wheel Drive, Six-mode HEV Hybrid Architecture", and applied it to BJ30 Traveller first, becoming the first HEV hybrid model in the Chinese Box-shaped SUV category. Three-engine power is a 41% thermal efficiency hybrid dedicated engine, front drive motor and rear drive motor, respectively good at long-distance energy saving, real-time recharging and instant power burst; Intelligent four-wheel drive response speed reaches 30 milliseconds, 0.5 seconds to burst peak torque. Six modes can automatically select the best working method, power is always in the best state. Combined with energy center lock, four-wheel electronic limited slip and Smart Electric ATS All-terrain Control System, easily cope with mud, sand and other scenarios.

      "Super Big" is the ease of travel. BJ30 Traveller three-row seven-seat layout, features a 2,820 mm extra-long wheelbase, 66% super high utilization rate, and 1,496 liters super large trunk, rear row pure flat fold down instantly becomes a 1.92-meter large bed. B-class box-shaped super wide third-row space, allowing 1.8 m adults to sit comfortably. 38 storage spaces throughout the car, carry-on items have exclusive positions. Family travel freedom, no one settles for less.

      "Super Saving" is long-term companionship. BJ30 Traveller achieves saving money, saving time, saving worry. Recently, car bloggers from five countries: South Africa, Indonesia, UAE, Poland, Mexico, actually tested fuel consumption of domestic SUVs, BJ30 Traveller achieved not exceeding 5 L per 100 km in every country, one tank of fuel range over 1,000 kilometers. No need to find charging piles, refuel and go, save dozens of hours of energy replenishment time annually. Meanwhile, first owners enjoy whole vehicle lifetime warranty, no high-voltage battery pack safety hazards, simple maintenance and sufficient parts, making every departure worry-free.      Highlight Performance, get both power and fuel consumption. BJ30 Traveller Highlight Edition replaces with high-performance, long-life dedicated AGM battery, cycle life reaches 3 times of ordinary battery; equipped with Porsche-style turbocharging technology, whole vehicle charging efficiency reaches 99%; rear motor power increased from 55 kW to 70 kW, on-ramp merging, intersection starting, emergency evading, can obtain timely response, giving you the confidence to stick to road rights.

      Highlight Experience, create a moving comfortable living room. Compared to ordinary SUVs, BJ30 Traveller body is higher, vision is more open, also has seat heating, ventilation, steering wheel heating and other functions, thoughtful and comfortable. System can sense raindrops, automatically close windows. 64-color ambient lights can dance to music rhythm, give you a space to enjoy soothing emotions alone.

      BJ30 Traveller Highlight Edition lets you get off-road life and city commuting, using the ease of one car, holding both sides of life, making every ordinary daily life a highlight moment.      To repay the companionship and love of 150,000 car owners, Beijing Off-road launches "30,000 Super Trade-in Policy", Trade-in users and new purchase users can all enjoy. On top of the 30,000 Super Trade-in Policy, Beijing Off-road also brings five levels of exclusive privileges, ordering within the time limit can enjoy: First Level, Warranty Gift: Gift whole vehicle lifetime warranty worth 6,000 (limited to first non-commercial owner);

Second Level, Finance Gift: 0 down payment and other financial products available;

Third Level, Referral Gift: Old customer referral transaction, reward up to 800 JD card;

Fourth Level, Upgrade Gift: All series lifetime OTA free upgrade;

Fifth Level, Data Gift: Basic data lifetime free, Entertainment data 2 years free and unlimited.

From the birth of the first Phoenix brand sedan in 1958 to the delivery of the IM LS9 on May 28, 2026, SAIC Group has taken nearly 70 years to achieve the delivery of 100 million cars, becoming the first Chinese automotive group to accumulate production and sales of over 100 million units.

For a single group to enter the '100 Million Club', such an achievement, only a few century-old giants like General Motors, Ford, Toyota, Volkswagen, etc. have achieved this internationally so far.

For an automotive group, the delivery of 100 million cars is not only an achievement of the group itself, but also concerns the development and changes of the entire automotive industry, witnessing the rise of China's automotive manufacturing from nothing to something, and then to strength. Through SAIC's 100 millionth new vehicle delivery, this process is fully presented.

On the day of the delivery ceremony, Dragon TV broadcast live the entire delivery process of SAIC Group from the 99,999,996th to the 100,000,010th new vehicle. From Shanghai to Liuzhou, Shaanxi, from China to the UK, Indonesia, Singapore, SAIC's product delivery spreads all over the globe. Behind this, there are products and services of SAIC Group that span over 170 countries and regions, and its cumulative overseas sales have exceeded 7 million units.

In addition, the new vehicles cover more than 10 vehicle brands and 19 models under its umbrella: Shangjie Z7, Huajing S, Roewe M7 Black Horse Edition, MG4 Semi-Solid State Battery Version, Wuling Starlight 560, Maxus eDeliver 5, Hongyan i Jieshi, Yuejin Danna T1, Sunwin Pure Electric City Bus, as well as Volkswagen ID. ERA 9X, Audi E7X, Cadillac Kaiweide, Buick Zhijing E7, Buick Zhijing Family...... From independent brands to joint ventures, from fuel cars to new energy, fusion, transformation, and innovation are deeply intertwined in SAIC's growth experience, achieving the systemic strength of China's automotive industry.

Achieving the First 10 Million

SAIC Used Half a Century

In 1955, the Shanghai Internal Combustion Engine Parts Manufacturing Company was established, and Shanghai's automotive industry started from here. In 1958, workers used hammers to hammer out the first 'Phoenix' sedan, achieving a zero breakthrough in Shanghai sedan manufacturing.

In the following few years, SAIC was solving the challenge of China's automotive industry from nothing to something. In an era lacking large presses, precision machine tools, and automation equipment, production methods were nearly primitive. Most complex parts and car body appearances were completely chewed out by workers based on experience and naked eye, purely by hand. Therefore, Shanghai Auto's initial annual production was only a few thousand units, far from a modern industrial system.

Until the successful assembly of the first Santana in 1983, it brought possibilities for SAIC to start joint venture cooperation. And it took SAIC about 6 years to truly drive China's automotive industry towards scaled assembly lines.

In 1978, the state approved Shanghai to introduce sedan projects in the form of 'Sino-Foreign Joint Ventures', but by 1982, when negotiations entered the deep water zone, the joint venture project was on the verge of failure.

First, the impact of ideology, 'Should sedan joint ventures be launched' faced huge controversy; second, the 'Productivity Theory' of the early 1980s prioritized the production of means of production such as heavy trucks over sedans. Volkswagen Germany also clearly stated that joint venture products must be sold in the Chinese local market, causing many to worry that foreigners' high-end goods would eat into the domestic market, 'Inviting wolves into the house'. In addition, facing Germany's overwhelming automotive industry strength, everyone understood that the entry of joint venture models would inevitably deal a fatal blow to the domestically produced cars made by hand at that time. People worried that this would kill China's own automotive brands.

Facing a series of opposing voices, one sentence stated 'Launching sedan joint ventures can allow our automotive industry to take 20 years less detours.' His critical statement eventually allowed Shanghai Auto at the time to withstand pressure, signing a pilot assembly (CKD) agreement with Volkswagen Germany at the end of 1982, leading to the successful launch of the first Santana.

Even so, before the official signing in 1984, SAIC Volkswagen (then Shanghai Volkswagen), Chinese and German sides still conducted long-term tug-of-war on details such as investment ratio, profit distribution, technology transfer, localization rate, and even food standards for foreign employees. At that time, China had only recently promulgated the 'Law on Chinese-Foreign Joint Ventures', and many supporting industrial and commercial, tax systems were blank.

By assembling foreign models and introducing modern automotive manufacturing standards wholesale, Shanghai Auto embarked on a difficult yet far-reaching road. The localization rate of early Santanas was only 2.7%. At that time, Germans' requirements for parts quality were strict to the point of being stereotypical, and samples sent by domestic supporting factories for inspection were almost wiped out. Facing huge international public opinion pressure, Shanghai established the Santana Car Localization Consortium in 1988, starting a localization assault campaign lasting more than 10 years.

It was precisely this set of standards that allowed Chinese workers to see strict process management, modern painting processes, and quality control systems for the first time, and more thoroughly changed the traditional concept of domestic automotive manufacturing: Cars are not 'hammered' out, but 'built' based on strict standard processes.

With the experience of SAIC Volkswagen, Shanghai GM, established in 1997, took only 23 months to build a factory and produce cars, simultaneously building China's first joint venture professional automotive design and R&D center, creating 'Shanghai Speed'.

Relying on the strong dual engines of SAIC Volkswagen and SAIC General Motors, SAIC's production and sales finally embarked on the fast lane. Around 2003, SAIC Group finally welcomed the first 10 million cumulative production and sales, taking 48 years.

Nearly half a century of time is the construction process of China's automotive industry from nothing to something. By the late 1990s, the localization rate of Santana exceeded 90%. In this process, Shanghai Auto used nearly cruel Volkswagen VW standards to hand-in-hand teach domestic electronic, mechanical, rubber, glass, and other supporting factories to establish quality management systems, almost reshaping China's local automotive parts supply chain, laying an important foundation for the development of subsequent automotive brands.

From 10 Million to 100 Million

SAIC Acceleration

After crossing the threshold of 10 million, the Chinese automotive market welcomed the Golden Decade, and SAIC's production and sales curve changed directly from linear growth to exponential takeoff.

In 2001, China officially joined the WTO, and SAIC Volkswagen and SAIC General Motors welcomed the golden period of localization transformation during this period. A large number of global models, advanced processes, and management experiences were seamlessly delivered to China, and SAIC Group arrived at the moment of harvesting dividends. Also starting in 2001, the state explicitly proposed in official documents for the first time 'Encouraging sedans to enter residents' homes', sedans began to enter ordinary households from official vehicle consumption.

Accompanying the acceleration of China's urbanization process and the development of the real estate market, China birthed the largest middle-class group in human history. From policy, capital to the comprehensive rise of the national economy, all drove the explosion of demand in China's automotive market. Santana and Passat of SAIC Volkswagen, Excelle of SAIC General Motors, and later Wuling Light which almost ruled China's micro car market were all phenomenon-level national god cars of this time.

Joint venture dividends brought technology spillover, and also stimulated the awakening of independent brands like Geely, Chery, Great Wall, etc. In this decade, private car companies tore open the household car market below 100,000 yuan with high cost-performance ratios. Facing the pressure from independent brands, SAIC launched the Roewe brand in 2006, starting the exploration of independence by traditional giants.

It was precisely these blockbusters and explorations that hit the rhythm of the times that SAIC completed the raw accumulation of production and sales scale. By December 2010, SAIC Group's cumulative production and sales exceeded the 20 million mark, and became the first automotive giant in China's automotive history with annual production and sales exceeding 3 million units that year.

The strong contrast between 48 years and 7 years is the hardest core footnote for the Chinese automotive market welcoming the 'Golden Explosion Period' in the first decade of the 21st century.

Entering the second decade of the 21st century, China became the world's largest automotive market. The three carriages under SAIC — SAIC Volkswagen, SAIC General Motors, SAIC-GM-Wuling — exploded comprehensively. From 2010 to 2014, in just four years, SAIC completed a three-stage jump from 20 million to 50 million.

That was the golden age of China's automotive market gushing, where SAIC relied on the dual heroes of joint ventures and Wuling god cars advancing together, running out of scale dividends, where the joint venture dividends and scale effects of the traditional fuel era reached the peak.

And from 50 million to today's peak of 100 million, SAIC experienced a difficult transformation of joint venture dividends receding and the domestic market being extremely involution. Although joint venture dividends receded, relying on the two-line efforts of independent brand share soaring to nearly 70% and overseas cumulative delivery exceeding 7 million, SAIC ran the second 50 million with higher quality in the storm of new energy involution.

Especially after SAIC launched the world's first internet car Roewe RX5 in 2015, new energy and going global became a brand new accelerator. By May 2026, achieving 100 million units, SAIC's average annual production and sales in the past nearly 10 years have been maintained at a high level of 4 million to 7 million.

Borrowing the explosion of independent brands, globalization strategy, and the comprehensive succession of new energy and intelligence, SAIC reached another sales peak again. This is SAIC's 3.0 era.

From Santana to IM LS9

The Transformation of the 100 Millionth Vehicle

In the brilliant starlight of global relay delivery, the focus of the 100 millionth delivery is fixed inside the main hall of Shanghai North Bund World Living Room, where IM LS9 Hyper shone onto the stage.

If Santana and Wuling Hongguang were early myths of SAIC Group, then in the intelligent era, IM LS9 has undoubtedly become the representative work of SAIC's independent high-endization.

The IM LS9 launched at the end of last year is the flagship model with the highest positioning in SAIC Group's independent product sequence, positioned in the 300,000 yuan market, but benchmarking against the million-level executive cabin. SAIC piled all the most cutting-edge chassis and power technologies that can represent 'New Quality Productive Forces' onto the IM LS9 — SAIC's ace technology Lizard Digital Chassis 3.0; next-generation intelligent driving hardware, 520-line super-vision LiDAR and NVIDIA Thor chip; next-generation three-electrics — full-domain 800V high-voltage platform and Star Super Range Extender. In addition, LS9 also comprehensively pre-embedded redundant capabilities for L3 and above high-level intelligent driving continuous evolution.

Even more interestingly, SAIC's 100 millionth user, Momenta CEO Cao Xudong, is exactly SAIC's core strategic partner in the intelligent driving field. The person who understands LS9 intelligent driving best spent money to become its car owner.

Just a few years ago, the discussion about smart car 'Soul and Body' was in a very tense state, and this new car delivery between SAIC and Cao Xudong gave a perfect answer sheet.

At the delivery ceremony, Cao Xudong stated that SAIC is not only Momenta's customer, but also its earliest core lead investor. IM Motors, as the most critical flagship brand for SAIC Group's transformation, directly became Momenta's 'top base camp' for cutting-edge algorithms. Deep business binding and capital fusion made the two enterprises become a community of emerging OEM and supplier cooperation.

IM LS9 is precisely the product of these two top teams performing their duties and highly integrating. IM LS9 is equipped with Momenta's end-to-end large model algorithm, while SAIC endowed it with a powerful Lizard Digital Chassis and industrial smart manufacturing body. When Cao Xudong held the steering wheel of IM LS9, from a partner to becoming a SAIC car owner, it also indirectly indicated that no one swallows the other. The landing of IM LS9 is the result of the deep integration and symbiosis of intelligent driving technology and manufacturing strength.

Cao Xudong has been promoting the overseas landing of intelligent driving's 'Can drive anywhere globally'. And SAIC itself is the leading head of Chinese car companies going global. Handing the 100 millionth car to him also indicated SAIC's future strategic ambition in intelligent overseas output, to further bundle with Momenta and go global together.

The 100 millionth car is not only an endpoint, but also a brand new starting point for two Chinese top forces combining to output global intelligence. SAIC's global relay delivery of the full brand matrix witnesses its deep industrial chain system built over more than 70 years and leading innovation chain layout. The next 100 million era will certainly arrive at a faster speed.

6 月 13 日，2026 重慶車展正式拉開序幕。長安馬自達以依然馬自達為活動主題，強勢登陸 N8 館展台，一次性展出經典傳奇跑車 MX-5、全球戰略新能源車型 MAZDA EZ-6、MAZDA EZ-60，以及 4 月全新上市的 EZ-60 馬年版多款車型，集中展示品牌新能源轉型豐碩成果，同時推出多項用戶共創活動，並同步上線誠意滿滿的 618 年中購車福利，誠意回饋廣大消費者。

全球品質實力出眾 樹立新能源行業價值標杆

本次亮相的 EZ-6、EZ-60 兩大新能源車型，自研發階段便嚴格遵循全球標準打造，綜合實力領跑行業。設計層面，MAZDA EZ-6 奪得 2026 世界年度設計車大獎，也是國內首個拿下該獎項的新能源車型；MAZDA EZ-60 更是成為全球唯一包攬 8 項世界頂級設計大獎的 SUV 車型，設計實力廣受國際認可。

安全性能上，兩款車型均按照中歐雙五星安全標準打造。其中 EZ-6 奪得 C-NCAP、E-NCAP 等 5 項國際權威安全認證；EZ-60 電池安全標準提前契合國內新國標與歐洲標準。長安馬自達更是面向全體新能源車主鄭重承諾：電池終身自燃包賠，不限行駛里程、不限車輛過戶車主，為出行安全保駕護航。

在核心駕控領域，EZ-60 實力同樣亮眼，一舉奪得中國新能源汽車拉力錦標賽場地賽 SUV 組冠軍、拉力賽總成績亞軍。車展現場，同時身為長安馬自達車主與賽事冠軍的紀浩，現場分享參賽經歷。他駕駛未經任何改裝的原廠純電 EZ-60，征戰為期 6 天、全程 910 公里的高強度賽程，在眾多增程、插混車型的同台競技中，從 27 個品牌、100 台參賽車輛中脫穎而出。車輛穩定的品質與馬自達標誌性的“人馬一體”調校功底，充分驗證了 EZ-60 原廠量產車的硬核性能。

依托過硬的產品品質，長安馬自達現已成功拿下歐盟、英國、澳洲三大海外市場整車認證，是國內首家集齊這三項認證的合資新能源車企。5 月底，80 餘位來自歐洲、澳洲、泰國的海外經銷商專程到訪長安馬自達南京工廠，對品牌生產工藝與品控體系給予高度肯定。目前 EZ-6、EZ-60 海外預售與銷量表現節節攀升，國內市場中，EZ-60 更是連續 7 個月穩坐合資新能源中型 SUV 銷量冠軍寶座。

長安馬自達汽車銷售分公司執行副總經理吳旭曦表示，如今長安馬自達已成為馬自達全球新能源整車設計、研發、製造及出口核心基地，品牌保證每一位選購馬自達新能源車型的消費者，都能擁有一台真正高品質的全球車。

堅持用戶至上 多維活動打造品牌用戶價值共同體

擁有國內 500 萬忠實用戶的長安馬自達，始終踐行用戶 + 發展思維，持續搭建全維度、全生命週期的用戶生態，讓品牌與車主深度連結、價值共創。參與品牌各類活動的車主與馬粉，還有機會受邀參加 2026 粉絲盛典。

年初推出的心願之旅活動，秉持用戶許願、品牌助力的理念，拉近品牌與用戶的距離，留下無數溫暖的情感故事。已推出 11 期的車主故事薈，匯聚眾多正能量車主：有堅持七年捐助貧困小學的公益愛好者，有連續四年組織車友會關愛特殊兒童的領隊，還有因車結緣、相伴相守的情侶，一個個真實故事構筑起品牌溫暖的精神內核。

與此同時，悅馬創作家與全民經紀人兩大計劃，為車主提供分享、交流、共創的平台。大批車主主動分享用車日常，以真實口碑傳遞產品價值。00 後 EZ-60 車主孫靖依作為悅馬創作家代表現場分享，她表示在分享用車生活的過程中，收穫了車友與工作人員的熱心幫助，也歡迎更多馬自達車主加入其中。

5 月啟動的青苗計劃第二季持續走進全國各大頂尖高校，向青年學子展示品牌在設計、駕控、安全、智能等領域的技術成果。同步開展的 EZ-60 全國高校改裝設計大賽，不僅有機會讓優秀創意落地成真，還面向學子開放暑期實習崗位，深化產學融合。

公益路上，長安馬自達也始終攜手用戶同行。自 2015 年至今，品牌已在雲南捐建 12 所希望小學，累計投入超千萬元，惠及上萬名師生。今年 6 月，品牌再度發起每一公里都有善意公益行動，將用戶日常出行轉化為公益基金，全部用於改善希望小學辦學條件，讓愛心隨車輪不斷傳遞。

618 年中鉅惠正式開啟 多重購車福利誠意拉滿

借重慶車展契機，長安馬自達啟動“馭享夏日風情 悅享 618 大促”，活動持續至 6 月 30 日。活動期間購車可享高額綜合補貼、精品禮包與靈活金融方案，同時還能收穫專屬用車權益。到店試駕新能源車型，也可領取精美伴手禮一份。

本次車展將持續至 6 月 21 日，歡迎廣大城市市民與車迷前往重慶國際博覽中心 N8 館長安馬自達展台，近距離體驗全系全球車型的獨特魅力。未來，長安馬自達將繼續堅守百年品牌基因，以全球標準打磨產品，以真誠服務連結用戶，讓更多人感受“人馬一體”的純粹駕駛樂趣。

十万预算想买一台兼顾家用和轻越野的方盒子SUV？看完BJ30旅行家高光版再做决定。

6月12日， BJ30旅行家第十五万台在北汽株洲超级工厂正式下线，与此同时，BJ30旅行家高光版上市，随之推出BJ30旅行家全系3万元置换政策，新老用户都能享受，同时，还给出了价值6000元整车终身质保（限首任非营运车主）在内的五重礼遇，大家的购车压力降低不少。

当然，除了价格，这台车的实力也很有看头。凭借大空间、低油耗以及越野能力，重新定义了10万级轻越野SUV的标准。

轴距2820mm，得房率66%，1496L后备箱，38处储物点位，后排放倒能得到1.92米“大床”，BJ30旅行家搬家、露营可谓轻松，夸张一点，还可以用来拉货。BJ30旅行家还有一大差异化亮点，它是10万级少见的大七座方盒子，第三排能坐下1.8米的成年乘客，日常出行不挤很重要。

说到日常出行，省也很关键。南非、印尼、阿联酋、波兰、墨西哥五国汽车博主，百公里油耗均未超过5L（南非非铺装路面4.9L、印尼拥堵路段5L、阿联酋荒漠公路4.9L、波兰冰雪山路4.85L、墨西哥颠簸路面4.4L）。相比于同级车型，一年能多省几千块油费。而且首任车主享整车终身质保，覆盖99%零部件，保养也便捷，算是用得省还比较省心的一类，难怪能获得15万份信任。

不仅如此，越野能力也是方盒子的核心竞争力之一，作为国内首款搭载HEV混动的方盒子SUV，车辆配备三擎四驱六模混动系统，由41%热效率混动专用发动机、前后双电机组成三擎动力，搭配30毫秒响应的智能四驱，0.5秒便可爆发峰值扭矩，。直白讲，面对通勤、高速、爬坡脱困等工况，BJ30旅行家能让动力处于最优状态。

动力之外，能量中锁+四轮电子限滑+AI智能超级电控系统，增强了BJ30旅行家的脱困能力，不仅能应对泥地、沙地、交叉轴等复杂路况，自研的AI智能超级电控系统，还能通过OTA，持续强化脱困技能。再加上智电ATS全地形控制系统带来的四种越野模式，雪地、涉水也能轻松拿捏。

再看看车身，采用笼式结构，高强度钢占比63.4%，车身扭转刚度24800N・m/度，整车历经400万公里极端耐久测试，还能顶住央视镜头检验，拆解的15万公里实车，证明其动力、底盘、电池包无老化渗漏问题，硬件可靠。

本次推出的高光版，在原有基础上，颜值、性能、配置均有所升级。比如专属星环轮毂、全新橙色内饰和金属纹理饰板，让新车更有个性。换装高性能、长寿命的专用AGM电瓶、搭载保时捷同款涡轮增压技术、后电机功率从55kW提升至70kW、雨滴感应自动关窗等等，都指向新车的体验升级。

综合来看，BJ30旅行家不仅在产品层面满足城市通勤与轻越野的平衡，还在10万级方盒子SUV中拥有足够分量的性价比话语权，因此，买方盒子前，建议先别错过BJ30旅行家。

「以前賣豐田，客戶進門第一句話係：幾時可以提現車。而家第一句話係：呢部車用邊家嘅智能駕駛？」呢個係豐田 4S 店銷售前陣子同我講嘅說話。

佢 2018 年入行。嗰陣時凱美瑞加價，漢蘭達排隊，艾爾法好似理財產品。日系車銷售最難做嘅工，唔係賣車，而係安撫客戶情緒。

而家，佢每日做得最多嘅一件嘢，係解釋：「我哋呢部車，其實都用咗好多中國供應鏈。」佢講呢句話嘅時候，語氣甚至仲有啲驕傲。

真係，十年前，中國車企仲喺度研究點樣將門縫做到均勻；五年前，中國新能源車仲完全被行業人超越；結果而家，日系車想將新能源做好，第一件事已經變成：係先接入中國供應鏈。

你會發現，一個時代真正結束嘅時候，往往唔係因為邊個倒下。

而係曾經高高在上嘅人，開始主動學習你。

最近豐田嘅純電動 SUV 銷量重新破萬，好多人將佢理解成「日系反撲」。但如果你將呢部車拆開睇，會發現事唔咁簡單。

Momenta 智能駕駛、禾賽激光雷達、德賽西威域控制器、弗迪電池、中創新航、正力新能……

講難聽啲，而家好多所謂「日系新能源車」，已經越來越似「中國供應鏈組裝嘅日系殼」。但係問題係，呢個恰恰說明，中國汽車工業真係贏咗。因為真正嘅產業勝利，從來唔係將別人打死，而係連對手都唔得唔用你。

呢樣其實比銷量反超更恐怖。

以前大家成日話，中國車企係喺度「彎道超車」。而家回頭睇，呢個說法其實太保守。中國汽車產業根本唔係超車，而係直接將賽道換咗。

燃油車時代，日本供應鏈點解強？因為嗰個時代拼係精密製造、穩定品控、長週期迭代同封閉供應體系。講白啲，係「慢工出細活」。豐田嗰套體系，本質上係工業時代最頂尖嘅秩序感。

問題係，新能源時代唔一樣。

而家拼係迭代速度、軟件能力、成本控制、供應鏈協同，同埋大規模快速試錯。以前一部車五年一換代，而家半年一次 OTA；以前供應商改下模具三個月，而家中國廠商三星期。

以前日本製造最強嘅地方係「唔出錯」。而家中國製造最強嘅地方係，容許快速犯錯，然後快速進化。呢係兩種完全唔同嘅工業哲學。所以好多人其實誤會咗中國新能源車。大家總覺得，中國車企贏，係因為平。但真正恐怖嘅從來唔係平。而係中國開始同時擁有「平」、「夠好」、「仲好快」。

先係最嚇人嘅。因為工業世界入面最無解嘅嘢，就係，你比我平，仲比我迭代快。亦都係點解，而家越來越多日系供應商開始崩。好多人見到日本零部件企業破產，以為只係銷量問題。

其實唔係。真正嘅問題係，整個日系供應鏈賴以生存嗰套工業邏輯，開始失效。以前日本供應商最大嘅護城河，係系列體系。豐田只用豐田體系，本田只養本田供應鏈。電裝、愛信、捷太格特、矢崎……整個體系好似個封閉帝國。

但新能源時代有啲特別殘酷嘅嘢，封閉，就係意味著慢。而慢，喺而家幾乎係原罪。

所以你見到一個特別荒謬嘅現象。以前中國供應商拼命想入日系體系，而家變成日系車企主動搵中國供應商。因為唔用中國供應鏈，車根本卷唔過。

呢件事喺東南亞尤其明顯。前兩年好多人仲喺度討論：「中國車會唔會喺泰國跟日本車狠命搏埋手？」結果而家發現，根本唔係「對打」。而係中國供應鏈直接滲透進咗日系車工廠。

呢樣比搶市場更絕。因為搶市場，只係搶銷量。搶供應鏈，等於搶工業命脈。以前日本製造最令人驚懼嘅一點，係佢控制咗亞洲工業體系。而家呢個控制權，正喺轉移。而且係非常快速地轉移。

最有意思嘅係，日本人自己其實最先意識到問題。《日經新聞》已經開始頻繁用「Keiretsu 瓦解」呢類字詞。翻譯過嚟其實就一句說話：日本汽車工業最核心嘅嘢，正喺度崩潰。

所以而家最痛苦嘅，已經唔係日系品牌，而係嗰群日系供應商。因為整車廠至少仲可以「投降」。供應鏈唔咁容易轉身。

豐田仲可以用中國智能駕駛，日產仲可以接中國電池，本田仲可以學新勢力做座艙。但嗰啲傳統供應商點算？

燃油車時代建立嗰啲一切優勢，突然都冇用。更殘酷係，新能源時代最重要嘅嘢，電池、智能化、軟件、智能駕駛，中國全部攞晒。

於是你會見到一種特別黑色幽默嘅畫面。一邊，日本媒體喺度痛心「日系車靈魂畀咗中國」；一邊，日本供應商又開始接比亞迪訂單續命。呢樣其實特別似歷史入面嘅王朝更替。

舊時代嘅人，唔會突然消失。佢哋會先震驚，然後否認，接住憤怒，最後加入。

好多人而家仲覺得，中國汽車工業只係「新能源領先」。但我認為，真正嘅變化遠不止汽車。汽車只係中國製造升級最明顯嘅一場公開考試。因為汽車係工業皇冠。佢背後連結嘅係晶片、材料、軟件、電池、機械、製造、AI、自動化，以及供應鏈協同。

邊個贏汽車，邊個就有資格重構下一代工業秩序。而今日中國真正恐怖嘅地方，係開始出現一種「產業鏈黑洞效應」。

咩係黑洞？就係所有產業，最後都會被佢吸入去。

你做車，就得接中國電池；做智能駕駛，就得接中國算力；做供應鏈，就得接受中國速度；做製造，就得適應中國成本。

未來好大機會出現一個特別現實嘅情況，唔加入中國產業鏈嘅製造業，會越來越難留喺牌局。呢唔係咩民族情緒。呢係工業規律。

因為製造業發展到最後，比拼嘢已經唔係單點技術，而係邊個能夠將整個產業鏈壓縮成「一臺機器」。

而中國而家最強嘅能力，就係呢個。由電池到智能駕駛，由零部件到整車，由研發到量產，中國工業第一次真正形成咗完整閉環、超大规模、超高速迭代同超強成本控制。

呢套嘢，先係而家真正令全世界焦慮嘅地方。所以回頭再睇嗰啲「日系車用咗中國供應鏈」嘅新聞。

你會發現，佢真正嘅意義唔係「中國零部件進入咗日系體系」。而係，中國製造，第一次開始成為全球工業體系本身。

過去數十年，日系車憑藉可靠性、燃油經濟性和全球化製造體系，長期佔據世界汽車產業嘅重要位置，日系車製造體系嘅耐力與韌性亦係令其暢銷全球嘅重要原因。豐田喺 2020 年超越大眾汽車集團成為全球第一大車企後，至今仍牢牢佔據住頭把交椅。

然而，喺中東局勢影響國際油價大漲嘅背景下，中國新能源汽車似乎正喺悄然衝擊住固有嘅全球汽車市場格局。

國際能源署（IEA）嘅統計顯示，中國企業佔 2025 年全球電動車銷量嘅六成。依靠動力電池、智能駕駛、智能座艙同供應鏈優勢，喺電動車時代實現咗從「追趕者」到「規則制定者」嘅轉變。比亞迪、吉利、五菱、奇瑞、小鵬、理想、零跑等企業正加速走向全球市場，其中唔乏像歐洲、日本這樣嘅成熟汽車市場。

唔同於大舉進軍歐洲，選擇直接進入日本汽車市場嘅中國汽車品牌，主要以比亞迪、極氪、奇瑞等品牌為主，並且普遍選擇正面進入當地嘅大眾家用車市場，與豐田、本田、日產等展開正面較量。

價格同樣親民、又更智能化嘅中國電動車，已經俾日本汽車行業帶來咗一些衝擊。「以前係便宜沒好貨，但而家（中國車）產品質量顯著提高。價格咁便宜，日系車好難與之競爭。」 一家豐田嘅一級供應商高管對日本經濟新聞如此表示。

日本經濟新聞亦點評道，中國奇瑞汽車同比亞迪計劃喺日本推出輕型 EV。如果喺同一個舞臺上競爭，對日系車來說情況難免越來越嚴峻。

如果話，中東危機帶來嘅國際油價飆漲，係最近幾個月新能源汽車受到歐洲、日本消費者歡迎嘅主要原因，那麼國際能源署嘅一項預測，依然還係俾新能源汽車發展帶來樂觀預期。IEA 預測話，2035 年全球 EV 保有量將增至 2025 年嘅 6 倍以上，佔全球汽車銷量嘅五成。

咁嚟一嚟，一個問題亦便浮出水面：中國新能源車會率先取代日系車嗎？

日系燃油車、電動車双双受困

市場銷量係產業競爭最直觀嘅體現。

根據日本媒體統計，豐田與本田嘅 5 月喺華新車銷量分別同比下降 32% 同 49%。1 至 5 月喺華新車累計銷量方面，豐田為 57.94 萬輛，同比下降一成，本田為 17.3344 萬輛，同比下滑三成。

豐田方面解釋稱：「3 月以後受中東局勢影響，原油及汽油價格上漲，汽油車市場嘅停滯加劇。」

實際上，即便喺中東局勢之前，中國車市亦早已形成清晰分化，新能源增量市場完全由中國本土品牌主導，而日系、德系車企只能持續退守不斷萎縮嘅燃油存量市場。相比日系車喺中國新能源汽車市場嘅謹慎態度，德系車喺智能電動車嘅佈局更加激進。

即便喺國際局勢嘅倒逼下，全球第一大車企豐田對於電動化佈局嘅態度依舊謹慎。2026 年 5 月 29 日，日本媒體報道話，豐田汽車將中止新一代純電動汽車（EV）嘅開發。

凌志 LF-ZC 概念車

具體嚟看，豐田中止開發嘅係凌志純電動轎車“LF-ZC”嘅量產車型。這款車原定於 2027 年上市，係一款肩負凌志電動化轉型使命嘅旗艦車型，除搭載新型高性能電池之外，仲利用以鋁鑄造實現零部件一體成型嘅“一體化壓鑄”技術。作為匯聚豐田最新技術精華嘅新一代 EV，受到市場嘅高度關注，喺兩次延期後宣布中止研發，更加令外界感到震驚。

日本媒體分析指出，豐田中止開發 LF-ZC 車型背後有兩個原因，其一係美國廢除咗電動車購買嘅稅額抵免等政策，歐洲亦取消咗 2035 年原則上禁止銷售內燃機嘅政策。其二係中國汽車嘅崛起，尤其係中國車企依靠國內供應商、自動駕駛同車聯網技術建立起嘅競爭壁壘。

曾經作為日系核心護城河嘅油電混合技術，如今亦被國產 DM-i、雷神 DHT 等插混技術追趕，並以更低嘅虧電油耗、更強嘅動力性能，持續分流日系混合存量用戶。

同時，最俾日系車帶來衝擊嘅係，中國新能源汽車出口成為全新增長曲線，2025 年國產新能源汽車出口量大幅翻倍，遠銷歐洲、東南亞、中東等全球市場，已擺脫低端賤價標籤，品牌力與產品力同步升級。

對日系車雪上加霜嘅係，由於霍爾木茲海峽持續封鎖，豐田汽車喺 2026 年 5 月下旬宣布計劃到 11 月前將海外產量削減約 8.3 萬輛，將主要減少面向中東及亞洲市場嘅燃油車生產。

如果僅看中國市場，一個心照不宣嘅現實係，短期嚟看，日系仍有穩定燃油車存量空間，但隨著中長期國內充電基建完善、消費者電動化認知普及，燃油車存量亦將持續萎縮，日系銷量下行將成為常態。

智能化代差，中國車喺日本嘅殺手鐗

近期，日本調查公司 MM 總研（東京港區）發布咗一項日本自動駕駛巴士實證測試項目嘅調查結果。調查結果顯示，2025 年度實證測試中使用嘅車輛按廠商嚟看，中國比亞迪以 36.4% 居首。中國廠商嘅合計份額達到 50.3%。

據了解，此次嘅調查對象為 L2 級以上自動駕駛巴士，項目以面向普通乘客嘅公路行駛實測項目為主。2025 年度喺日本全國實證測試項目中使用嘅車輛總共 143 輛，比上年度增加咗 18 輛。 

從各企業嘅份額嚟看，比亞迪排第一，法國 Navya 次之，第三名係愛沙尼亞嘅 Auve Tech 佔 12.6%，中國嘅智能方案供應商文遠知行佔 2.8%。

如果話電動化係中日車企唔同技術路線嘅選擇，那麼智能化則係徹底拉開雙方代際差距嘅核心賽道。日媒報道中寫道：多位日系車企高管公開承認，日系車企喺智能座艙、高級自動駕駛領域，整體落後中國車企至少五年。

若以豐田等車企更習慣嘅傳統汽車迭代節奏來計算，5 年嘅差距就係整整一代車嘅差距。

造車這種差距嘅原因，日本媒體認為係雙方底層造車邏輯唔同。

MM 總研嘅調查負責人表示：「日本多數自動駕駛實測項目由初創企業主導，這類項目更傾向於採用海外廠商嘅車輛。」佢雖然對日本國內廠商寄予厚望，但也指出：「考慮到安全方面，一些廠商對實證測試持謹慎態度，此外仲有價格方面嘅顧慮」。

實際上，中國主流自主新車均搭載原生智能電動架構，標配整車全域 OTA 升級，車輛喺整個生命週期內可在線更新車機系統、語音交互、能耗控制、輔助駕駛等功能，實現「越用越新」。

同時，8155/8295 旗艦芯片、連續語音交互、多屏互聯、本土化生態適配，已成為 20 萬級家用車標配，智能化體驗貼合國內用戶需求，早已成為中國車主「用了就回唔去」嘅出行方式。這種用智能化「降維打擊」非智能車嘅策略，喺日本市場或許同樣可行。畢竟日系車企，依舊沿用燃油車研發邏輯，硬件定型即功能鎖死，大多數車型唔支持整車 OTA，芯片性能「出廠即落後」。

更唔提，從 2025 年底起，國內十余品牌已開始進行 L3 級自動駕駛商業化營運嘅測試，更有新勢力車企負責人認為從技術層面可以「直奔 L4」。前不久小鵬汽車推出小鵬 GX 就已將 Robotaxi 能力前裝。這種智能化領先嘅標籤，亦將有助於提升中國汽車喺海外市場嘅形象。

全球市場，中國車與日系車必有一戰

中國電動車對日系車嘅替代，並非局限於中國本土市場，未來喺全球範圍內，將持續衝擊日系車深耕半個世紀嘅海外優勢市場，徹底改寫全球汽車競爭格局。

據統計，2025 年中國品牌喺東南亞新能源市佔率突破 22.2%，泰國純電市場比亞迪單品牌市佔率超 70%，印尼、越南入門家用車市場，中國電動車已開始動搖日系燃油車喺當地市場嘅壟斷地位。

長城汽車喺泰國，圖片源自長城汽車

喺歐洲市場，即便面臨關稅壁壘同嚴格嘅本土化要求，國產新能源、插混車型依舊保持正向增長，喺英國、挪威、西班牙等國家穩居新能源銷量榜單位前列，尤其近幾個月受國際油價上漲嘅影響，中國新能源汽車喺歐洲嘅銷量持續提升。

喺墨西哥、南美等日系傳統優勢市場，中國電動車憑藉高性價比與可靠嘅三電技術，市佔率亦喺持續提升，持續替代傳統日系燃油車型。隨著加拿大向中國車企開放新能源汽車市場，未來中國新能源汽車喺北美嘅聲量亦將穩步提升。

比亞迪進軍日本 K-car 市場，圖片源自迪粉之家

尤其值得一提係喺日本市場，近兩年比亞迪、五菱等品牌完成右舵改裝與本土認證，正式登陸日本市場，比亞迪 ATTO3 穩居日本小型電動車熱銷榜單，中國品牌喺日本新能源細分市場佔率持續突破。

記者手記

回到全文最開始嗰個問題：中國新能源車會率先取代日系車嗎？

無法迴避嘅係，日系車喺優勢市場具有半個世紀嘅積累，仍係中國車企短期內所無法撼動嘅。然而如果將目光聚焦喺長期 5—10 年維度睇，全球燃油禁售政策持續落地，電動化、智能化成為行業主賽道，日系車喺燃油時代嘅技術壁壘將開始崩塌。

如果日系車唔能快速解決短板，那麼智能化能力、供應鏈體系、轉型遲緩嘅問題亦將會喺未來 10 年持續放大，呢段期間或許中國電動車會大幅擠壓日系車份額，進而改寫全球汽車版圖。

28 Mei 2026, pada hari ini, Kumpulan SAIC rasmi menjadi syarikat pertama dalam sejarah industri automotif China yang mencapai hasil jualan kumulatif melebihi 100 juta kenderaan. Tiada ucapan pemimpin, tiada promosi produk, dan tiada bom data di atas PPT. Sebaliknya, ialah "hantaran estafet global" yang merentasi benua Eurasia, menghubungkan lebih 10 jenama dan 19 model kenderaan, setiap saat hantaran, adalah pembukaan sebuah cerita hidup. 100 juta kenderaan, adalah satu angka, dan lebih daripada itu, adalah satu cermin. Ia mencerminkan naik dan turun syarikat selama lebih 70 tahun, serta ringkasan industri automotif China dari mengetuk kereta "Phoenix" pertama di lorong-lorong, hingga berdiri di pentas global di era pintar elektrik.

Upacara "hantaran" yang hanya boleh dilakukan oleh SAIC

Jika menggunakan satu perkataan untuk mentakrifkan upacara hantaran ini, ia adalah "tidak boleh ditiru".

Ia tidak berlangsung di pusat konvensyen yang tertutup, tetapi meluas serentak di banyak bandar di seluruh dunia. Selain venue utama Shanghai, Nanjing, Liuzhou, Taiyuan, London, Jakarta, Singapura... gambaran hantaran bersambung dinyalakan. Hitungan mundur berjalan dari unit ke-99,999,996 sehingga unit ke-100,000,013. Hantaran setiap kenderaan, adalah pembukaan kisah pengguna yang sebenar.

Rekaan upacara "de-sentralisasi" ini, bukan pameran jenama, tetapi pementangan terbuka keupayaan sistem. Boleh menggerakkan 15 jenama, dari komersial ke penumpang, dari kategori 60,000 ke 500,000, dari autonomi hingga patungan, dari dalam negara ke luar negara, semua produk matriks, menyelesaikan hantaran di bawah masa dan tema yang sama, di belakangnya memerlukan keupayaan kolaboratif seluruh industri.

Lebih penting lagi, ia menukarkan nombor industri yang sejuk "100 juta kenderaan" ini kepada ingatan peribadi yang mempunyai suhu. Contohnya, pasangan kekasih yang pulang ke negara membawa ingatan MG semasa tinggal di UK ke dalam negara; Ketua kampung golongan pasca-1985 menggunakan Wuling Rongguang Elektrik untuk mengantar makanan untuk warga emas yang tinggal; Blogger amal Liu Jia menggunting rambut kanak-kanak yang tinggal di gunung Guangxi selama lima tahun berturut-turut, Buick memberi bantuan segera, dia terharu dengan "kabin markah penuh" Zhijing E7.

Peralihan cara narasi ini, secara asasnya ialah ujian terbuka terhadap "perusahaan berpusat pengguna". Dulu, pelancaran mercu tanda industri automotif selalunya berpusat pada syarikat - ucapan pemimpin, promosi teknologi, data jualan. Manakala SAIC kali ini menyerahkan pentas sepenuhnya kepada pengguna, malah pengguna ke-100 juta, adalah CEO Momenta, iaitu rakan kongsi teras strateginya, Cao Xudong. "Rakan bertukar kepada pemilik", baik itu kebetulan, juga sebuah metafora: di era kereta elektrik pintar, sempadan antara pengguna dan syarikat semakin kabur, kedalaman hubungan ekologi sedang menjadi penghalang persaingan baharu.

Kad Asal 100 Juta: Sistem, Globalisasi dan "Patungan 2.0"

Jika upacara hantaran adalah "muka", maka "tulang" di sebalik 100 juta kenderaan ini, adalah sistem nilai penuh yang dibina oleh SAIC selama lebih 70 tahun.

Ramai melihat data SAIC menjadi juara jualan syarikat automotif China selama empat bulan pertama 2026 berturut-turut: jualan kumulatif 1.302 juta unit, perkongsian jenama autonomi hampir 70%, jualan kereta elektrik 412,000 unit, pasaran luar negara meningkat 50.2% berbanding tahun lalu. Tetapi perubahan struktur di sebalik nombor ini lebih menarik untuk diperhatikan.

Jenama autonomi sudah bukan lagi watak "pelari sampingan", tetapi kekuatan utama mutlak. Roewe, MG, IM, Shangjie, Wuling, Maxus... penumpang dan komersial berjalan serentak, dari perjalanan peribadi hingga logistik, hampir menutupi semua senario yang boleh difikirkan. Manakala jenama patungan juga tidak berada dalam skrip lama "pasaran tukar teknologi". Buick Zhijing E7 berasaskan arkitektur "Xiaoyao" Super Fusion, sebulan selepas pelancaran hantaran melebihi 10,000 unit; Audi E7X merancang menjadi model L3 pertama yang diturunkan secara global oleh Audi.

Sebagai model hantaran ke-99,999,999 Kumpulan SAIC, ID. ERA 9X, adalah sampel yang lebih berharga untuk dianalisis secara berasingan. Kereta ini bukan hanya flaghip bagi SAIC Volkswagen untuk menyerang semula elektrik baharu, tetapi juga menjadi catatan yang sangat meyakinkan bagi era Patungan 2.0. Sejam selepas pelancaran 11,079 unit dipesan, hantaran runcit 2,326 unit dalam 5 hari, terus masuk ke 300,000+ peningkatan jangkauan SUV premium atas tiga. Satu bulan selepas pelancaran, hantaran kumulatif melampaui 7,000 unit. Pasar SUV premium peningkatan jangkauan yang lama dikekalkan oleh jenama patungan baharu, kelajuan ini memecahkan stereotaip "patungan tidak boleh lakukan elektrik baharu".

Dalam kalangan pemilik awal ID. ERA 9X, 60% tinggal di bandar tahap pertama dan kedua, peratusan bakat elit pengurusan melebihi 80%, nisbah pemilik dan rakan kongsi syarikat melebihi 40%, 58% mempunyai ijazah sarjana atau lebih, pendapatan keluarga purata 430,000 yuan. Penghuni wanita melebihi 20%, keluarga berkahwin dengan anak melebihi 85%, 25-39 tahun melebihi separuh. Kira-kira 40% berasal dari pemilik VW lama, 20% berasal dari pengguna penukaran jenama mewah tradisional. Lebih daripada separuh orang terus memilih versi Ultra konfigurasi tinggi. Pemilik ke-6999 ialah Yang Chen, orang pertama China di Bundesliga. Data ini menunjuk kepada kesimpulan yang jelas: ID. ERA 9X tidak menukar pasaran dengan harga rendah, tetapi benar-benar memasuki kumpulan pengguna berpengetahuan tinggi, pendapatan tinggi, mempunyai daya penilaian produk yang lengkap.

Dari sistem peningkatan jangkauan ke algoritma pemanduan pintar, dari penyesuaian chasis ke interaksi kabin, banyak keupayaan teras berasal dari inovasi tempatan SAIC dan rakan ekologinya. Inilah perubahan paling asas "Patungan 2.0": bukan lagi pihak luar memberi teknologi, pihak China buat pasaran, tetapi kedua-dua pihak bersama mendefinisikan produk di platform yang sama, malah pasukan China memimpin hala tuju teknologi. Disebalik produk ini, adalah lompatan peranan SAIC dari "pelarasan tempatan" ke "definisi teknologi". Dulu, pusat R&D syarikat patungan lebih banyak melaksanakan tempatan teknologi ibu pejabat global, sekarang, keupayaan teknologi SAIC mula mengeluarkan secara songsang, menyertai definisi produk global. Inilah tempat yang benar-benar perlu diambil perhatian "Patungan 2.0" - ia bukan satu slogan, tetapi satu keupayaan.

Globalisasi pula adalah kad asas yang lain. SAIC adalah wakil awal dan terbesar "keluar negara" dalam syarikat automotif China pada masa ini. Jualan kumulatif luar negara melebihi 7 juta unit, MG menduduki tempat pertama jualan jenama China di Eropah selama 11 tahun berturut-turut, jualan tahunan Eropah 2025 melebihi 300,000 unit, menjadi jenama automotif China pertama yang jualan kumulatif melebihi 1 juta di Eropah dan UK. Yang lebih penting, SAIC sedang beralih dari "keluar produk" ke "keluar nilai". Memiliki lebih 100 basis pengeluaran bahagian di luar negara, rangkaian ejen lebih 3,000, membina 3 pusat inovasi R&D seperti London, serta 4 pusat pengeluaran di Thailand, Indonesia, India, Pakistan. Anji Logistics memiliki 42 kapal ro-ro, 8 laluan antarabangsa merangkumi Asia Tenggara, Eropah, Amerika.

Kedalaman layout globalisasi ini, bermaksud SAIC bukan lagi syarikat automotif tempatan China yang semata-mata, tetapi pemain industri yang benar-benar mempunyai keupayaan operasi global. Apabila banyak jenama China masih membincangkan cara "keluar", SAIC sudah memikirkan cara "naik".

Teknologi Tidak Menjadi "Pameran"

Sokongan utama yang lain untuk 100 juta kenderaan, adalah keupayaan pelaksanaan teknologi.

Model hantaran ke-100 juta SAIC - IM LS9 Hyper, adalah sampel pemerhatian yang baik. Ia dilengkapi dengan pemanduan empat roda kawalan penuh, LiDAR 520 barisan pandangan super, cip Nvidia Thor, platform voltan tinggi 800V semua kawasan, peningkatan jangkauan bintang, malah dilancarkan secara global dengan Laboratorium Gunung Unas "Keperluan Dalam" teknologi, mengembangkan keselamatan kereta dari fizikal ke keselamatan maklumat dan sistem. Indeks teknologi ini tidak akan ketinggalan di mana-mana model premium jenama antarabangsa.

Tetapi yang lebih menarik untuk diperhatikan, teknologi ini bukan hanya wujud pada model flagship IM. Roewe i6 kategori 60,000 dilengkapi piawai cip 8155 dan Model Besar Doubao; Buick Zhijing E7 kategori 150,000 melancarkan Model Besar Berfikir Dalam Doubao; Shangjie Z7 kategori 200,000 dilengkapi Huawei ADS 4.1 + 896 barisan LiDAR, 27 minit pelancaran 12,000 unit dipesan tetap. Keupayaan pelaksanaan "kesamaan teknologi" ini, adalah nilai sebenar kejayaan teknologi SAIC. Ia menunjukkan logik teknologi SAIC bukan "tumpukan bahan", tetapi pemadanan tepat mengikut senario sebenar pengguna. Sama ada model besar pemanduan pintar "otak pintar" hujung ke hujung, atau "badan kuat" chasis digital 2.0, atau "jantung kuat" sistem hibrid DMH kecekapan haba 46.3%, akhirnya mesti menjawab soalan yang sama: apa yang dapat disedari pengguna?

Jawapan yang diberikan SAIC adalah: Dari faham kereta kepada faham anda. Faham kereta adalah pengejaran tertinggi teknologi teras, faham anda adalah melaksanakan setiap teknologi depan dengan tepat menjadi pengalaman出行 yang boleh disedari dan dinikmati pengguna. Perkataan ini terdengar seperti konsep, tetapi dari senarai hantaran 100 juta kenderaan, ia telah diuraikan kepada keputusan produk yang berbeza-beza.

Dari "Satu Kuda Terdepan" ke "Sepuluh Ribuan Kuda Berlari"

Tahun 2014, SAIC terawal berubah secara penuh ke elektrik baharu. Masa itu, ramai dalam industri masih menunggu. Hari ini selepas 12 tahun, SAIC memberikan jawapan sendiri dengan 100 juta kenderaan. 12 tahun ini tepat merupakan kitaran zodiak yang lengkap. Dari "Satu Kuda Terdepan" pada masa itu - terawal bertukar, terawal melabur, terawal keluar negara, hingga kini situasi "Sepuluh Ribuan Kuda Berlari" autonomi, patungan, komersial, penumpang, dalam negara, luar negara, jalan yang dilalui SAIC, hampir merupakan ringkasan industri automotif elektrik baharu China.

Disebalik 100 juta kenderaan, ialah pelaburan R&D hampir 150 bilion dalam 10 tahun terakhir, hampir 26,000 paten berkesan, dua anugerah kemajuan sains dan teknologi negara. Tetapi nilainya yang lebih penting, ialah menjawab soalan industri: apabila pengembangan skala bertemu dengan siling, apa langkah seterusnya jenama automotif China perlu berjalan? Jawapan SAIC adalah "Perniagaan Semula Kali Dua". Perkataan ini terdengar agak lama, tetapi dalam konteks hari ini, ia menunjuk kepada lompatan dari kepimpinan skala ke kepimpinan kualiti. 100 juta kenderaan bukan hujung, tetapi garis permulaan baharu. Persediaan seterusnya, bukan siapa jual lebih, tetapi siapa boleh mentakrifkan piawai di pasaran global, membina aset jenama yang tidak boleh digantikan dalam hati pengguna, terus melabur di zon teknologi tanpa manusia dan rundingkan kitaran komersial.

Dari tahun 1958 pengrajin mengetuk kereta sedan jenama Phoenix pertama dengan palu, hingga tahun 2026 IM LS9 Hyper turun dari garis pengeluaran dengan teknologi keselamatan dalaman, SAIC menyelesaikan lompatan dari sifar ke 100 juta dalam masa hampir 70 tahun. Dan inspirasi sebenar lompatan ini, mungkin bukan pada nombor itu sendiri, tetapi ia membuktikan satu perkara: industri automotif China mempunyai kemampuan untuk berjalan jalan dari mengejar, berlari sama, hingga kepimpinan separa.

100 juta kenderaan seterusnya, jalan SAIC baru sahaja bermula.