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Di pasaran SUV Malaysia, ramai pembeli membandingkan Proton X50 dan Toyota Yaris Cross semasa memilih kereta. Kedua-dua model ini hampir dari segi harga dan kedudukan, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Harga OTR Proton X50 di Malaysia ialah RM 89,800 - 113,300, terdapat keseluruhan 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 Toyota Yaris Cross di Malaysia ialah RM 99,900 - 109,900, terdapat keseluruhan 2 varian, termasuk 2026 1.5L Standard (RM 99,900), 2026 HEV 1.5L Standard (RM 109,900) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang RM 10,100 lebih murah berbanding Toyota Yaris Cross. Jika bajet anda terhad, versi asas Proton sudah mampu memenuhi keperluan harian. Namun perlu diingat, perbezaan harga itu mungkin melibatkan kompromi pada kelengkapan, bergantung pada keperluan anda.
Proton X50 dilengkapi enjin 1.5L 4-cyl, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Toyota Yaris Cross dilengkapi enjin 1.5L 4-cyl, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Kedua-dua kereta menggunakan enjin yang sama, pengalaman memandu harian pada asasnya tiada perbezaan. Dari segi penggunaan bahan api juga serupa, tidak perlu terlalu bimbang.
Penarafan keselamatan Proton X50 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Penarafan keselamatan Toyota Yaris Cross ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk TSS.
Penarafan keselamatan kedua-dua kereta sama, kelengkapan keselamatan dalam kelas ini dikira cukup lengkap. Keselamatan kereta baharu sekarang tidak kurang, jangan terlalu risau.
Proton X50 menggunakan cara penggerak 4WD.
Toyota Yaris Cross menggunakan cara penggerak FWD.
4WD Proton dan FWD Toyota mempunyai rasa yang berbeza dari segi pengendalian, disyorkan untuk melakukan uji jalan untuk membandingkan.
Secara umumnya, Proton X50 dan Toyota Yaris Cross adalah model yang bagus di pasaran Malaysia. Memilih mana satu, penting melihat keperluan dan bajet peribadi anda. Disarankan membuat kajian, bandingkan tawaran beberapa pengedar, kemudian lakukan ujian jalan sebelum membuat keputusan akhir. Membeli kereta adalah keputusan besar, meluangkan masa membuat kajian pasti tidak salah.
Di dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Proton X50 dan Honda HR-V ketika memilih kereta. Kedua-dua kereta ini hampir sama dari segi harga dan kedudukan, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Proton X50 dijual OTR di Malaysia dengan harga 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.
Honda HR-V dijual OTR di Malaysia dengan harga RM 115,900 - 143,900, terdapat 4 varian, termasuk 2026 e:HEV 1.5L RS (RM 143,900), 2026 1.5T V (RM 137,900), 2026 1.5T E (RM 130,900) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang lebih murah RM 26,100 berbanding Honda HR-V. Jika bajet anda terhad, varian permulaan Proton sudah cukup memenuhi keperluan harian. Namun, perlu diingat, perbezaan harga ribuan ringgit ini mungkin ada kompromi dari segi spesifikasi, 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 Honda HR-V ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Honda SENSING (ACC, CMBS, LKAS, RDM).
Penilaian keselamatan kedua-dua kereta adalah sama, kelengkapan keselamatan dalam kelas ini dianggap sangat lengkap. Keselamatan kereta baharu kini tidak kurang baik, tiada perlu risau mengenai hal ini.
Proton X50 menggunakan sistem pemacu 4WD.
Honda HR-V menggunakan sistem pemacu FWD.
Pengalaman pengendalian Proton 4WD dan Honda FWD akan berbeza, disarankan untuk membandingkan melalui ujian memandu.
Proton X50 jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Honda HR-V jaminan 5 tahun/jarak tanpa had, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Proton X50 dan Honda HR-V kedua-duanya pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih mementingkan reputasi jenama dan harga semasa jualan semula, utamakan yang memiliki reputasi lebih baik; jika anda lebih mementingkan nilai wang dan kelengkapan, pilih yang lebih kaya spesifikasi. Akhir sekali disarankan untuk memandu kedua-duanya, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Honda HR-V kedua-duanya model yang sangat bagus di pasaran Malaysia. Memilih yang mana, utama bergantung pada keperluan dan bajet peribadi anda. Disarankan sediakan penyelidikan, bandingkan beberapa sebutan harga dari pengedar kereta, kemudian buat ujian memandu untuk keputusan akhir. Membeli kereta adalah perkara besar, luangkan masa untuk kajian pasti tidak salah.
“Keutamaan GAC terhadap pengguna, memakan hati pemilik kereta kami.”
16 Julai, di aktiviti penghargaan pengguna 30 juta Kumpulan GAC, Automotif Kung Fu bertemu dengan pemilik Trumpchi GAC, Gong Ping, yang datang untuk acara di lokasi itu.
Pemilik kereta GAC lama ini telah melampaui sempadan alat pengangkutan mudah untuk kenderaannya. Ia adalah kenderaan pengangkutan amal yang pulang pergi ke kawasan pergunungan Yingde, membawa buku dan barang melalui jalan kampung yang tidak rata; ia adalah ambulans bergerak yang sedia dipanggil, selalunya membawa AED di dalam, dengan sijil pengajarannya, sentiasa memikirkan untuk membantu orang asing pada masa kritikal; ia juga merupakan saksi kepercayaan selama 10 tahun – dari deposit GS8 Trumpchi yang ditentukan dalam 15 minit pada 2016, hingga kini menukar kepada Trumpchi M8 Master dan terus setuju dengan satu pandangan.
Pemilik GAC, Gong Ping bersama Trumpchi M8 Master-nya
Kereta GAC telah lama menjadi rakan tua yang sangat boleh dipercayai dalam hidupnya.
Sebagai sebahagian daripada 30 juta pemilik kereta GAC, cerita Gong Ping adalah sederhana tetapi bersuhu. Bercakap mengenai pencapaian GAC melangkaui 30 juta pengguna, nada suaranya penuh keyakinan khas pemilik lama: “Saya rasa terseria menjadi sebahagian daripada 30 juta pemilik GAC. Dalam tahun-tahun ini, saya tidak sahaja menyaksikan perkembangan GAC, tetapi juga merasai secara langsung perkhidmatan dan produk yang semakin meningkat.”
Kenderaan ke-30 juta GAC – Versi Stereng Kanan GAC Trumpchi M8 PHEV turun dari garis pengeluaran
Tenaga 10 tahun menggunakan kenderaan, dua butiran dia ingat sampai sekarang. Sekali hujan musim Perahu Naga melanda, dia memandu melalui jalan rendah, air naik setinggi separuh tayar, dua kereta persendirian di belakangnya mati satu demi satu, tetapi Trumpchi-nya melaluinya dengan tenang. “Mungkin saya nasib baik, tetapi lebih kepada keselamatan kenderaan melintasi air, pelataran cukup tinggi, kedalaman air.” Satu ayat ringan yang ringkas, menyembunyikan pengiktirafan terdalam terhadap kualiti. Satu lagi kali dia tidak ada masa untuk ke pusat servis, menelefon sekali, pekerja datang mengambil kereta, selepas servis dikembalikan bersih di bawah bangunan, “Perkhidmatan lengkap dan mesra, saya percaya ini sebab utama GAC mendapat kepercayaan 30 juta pengguna.”
Soal mengenai AED di kereta, takutkan kaca dipecahkan untuk kegunaan kecemasan, dia jawab terus terang: “Tidak risau kaca pecah, jendela pecah boleh dibeli dengan wang, tetapi nyawa hanya ada satu peluang.” Dia bahkan pernah memberi cadangan kepada pengilang dan pusat servis, berharap membina rangkaian amal AED pemilik, mengeluarkan logo khas, memberikan sokongan insurans kaca kepada pemilik yang dilengkapi AED, membolehkan lebih banyak pemilik berani dan rela menyertai.
Inilah wajah sebenar 1 dalam 30 juta pengguna GAC.
Feng Xingya (Kiri) menyerahkan kunci kereta baru kepada pemilik Thailand, Tony Jaa (Kanan)
He Xianqing (Pertama Kiri) memberikan anugerah kepada pemilik kereta bergelar Kumpulan GAC untuk semua jenama
Dia bukan nombor statistik dalam laporan, bukan “gambaran pengguna” dalam laporan pemasaran, tetapi pengembara bersuhu, teguh, dan bersedia untuk perjalanan dua hala dengan jenama. Automotif Kung Fu dari cerita pengguna-pengguna, dengan jelas melihat dua muka GAC melangkaui penanda aras 30 juta:
Satu muka “Perubahan”: Tindakan Panyu telah diperkenalkan lebih setahun, dari struktur organisasi ke proses perkhidmatan, dari logik produk ke komunikasi pengguna, GAC seluruh rangkaian bergerak menuju pemikiran pengguna, dari “orang membina kereta” menjadi “pengiring pengguna menggunakan kereta”.
Satu muka “Tidak Berubah”: Keyakinan kualiti selama 29 tahun seperti sehari, teras “kualiti di atas segala-galanya” tidak pernah goyang, membina kereta boleh dipercayai, mengekalkan keselamatan sehingga hujung, pegangan longsitudistik ini, sentiasa bukan untuk tidak menunaikan kepercayaan pengguna.
Satu perubahan satu pegangan, logik asas tidak pernah menyimpang: Semua mengelilingi pengguna, semua untuk pengguna.
Aktiviti Penghargaan Pengguna 30 Juta Kumpulan GAC
Dalam acara tersebut, Automotif Kung Fu mendapati: “Pengguna”, juga menjadi kata kunci paling kuat dan sering disebut dalam aktiviti 30 juta GAC. Kerana “pengguna”, acara yang sepatutnya untuk industri ini, dengan cepat keluar dari kelab, menjadi acara yang mempunyai ketinggian industri, kehangatan pengguna, dan lebih banyak kepanasan penyebaran.
(1) Dari “Jurutera Membina Kereta” ke “Pengguna Menakrifkan Kereta”: Perubahan Tindakan Panyu telah masuk ke dalam tulang
Banyak orang berkata kereta tradisional sukar berubah suai, sukar kerana kapal besar sukar pusing, sukar kerana pemikiran tradisional mengakar. Tetapi GAC dengan “Tindakan Panyu” membuktikan, selagi meletakkan pengguna di lokasi teras, sistem yang sangat besar juga boleh diputar.
Kumpulan GAC memindahkan ibu pejabat ke Panyu, memulakan operasi terpadu jenama sendiri, melancarkan secara menyeluruh “Keperluan Pengguna, Nilai Produk, Pengalaman Perkhidmatan” tiga peperangan utama. Perubahan ini adalah pengembaraan semula diri dari logik asas: memecah sepenuhnya logik satu arah “jurutera fikir pengguna ingin apa”, menjadikan “apa yang pengguna benar-benar mahu” sebagai pusat semua kerja.
Perubahan yang paling langsung ini, adalah suara pengguna boleh terus ke lapisan keputusan. GAC di Trumpchi, Aion, Hyper tiga jenama serentak melaksanakan mekanisme “Semua Pengguna Bicara”, Kumpulan GAC Ketua Feng Xingya, Kumpulan GAC Pengurus He Xianqing sendiri beraksi, ketua pembangunan produk, ketua produk terus duduk di hadapan pengguna, mendengar mengeluh penggunaan kereta paling benar, tuntutan fungsi paling nipis, tidak perlu melalui lapisan, tidak perlu memproses, kesakitan pengguna terus menjadi keutamaan pengoptimuman produk.
Aktiviti “Semua Pengguna Bicara” GAC
Lebih jauh daripada “mendengar pengguna berkata”, adalah “berbuat bersama pengguna”.GAC membina sistem kreativiti pengguna keseluruhan rangkaian, biasa, dari perancangan produk awal, ujian pembangunan, hingga pemasaran kemudian, operasi pengguna, semua bahagian dijemput pengguna menyertai. Logik satu arah masa lalu kereta apa yang dibina pengguna beli apa, kini berubah menjadi interaksi dua hala pengguna mahu apa kereta yang dipermudah apa, pengguna juga daripada pengguna produk sahaja, menjadi pembina nilai jenama.
Perubahan di hujung produk juga jelas dengan mata. Qijing GT7 menyasarkan kebutuhan estetika dan fungsi pengguna generasi baharu untuk kereta luncur pintar bertaraf tinggi, mula masuk sudah lengkap, pelancaran dapat kepanasan tinggi; Aion N60 terus letakkan radar laser+radar 4D milimeter di pasaran 100 ribu, standard 27 konfigurasi nilai tinggi, membolehkan muda tidak perlu kompromi pintar; Trumpchi M8 series mendalamkan kebutuhan selesa pengguna keluarga dan perniagaan, memimpin pasaran MPV mewah China selama 72 bulan berturut-turut. Setiap letupan produk, pada asasnya adalah pemenuhan tepat kebutuhan pengguna.
Dari lapisan saluran, dengan dorongan program Kereta Tenaga Baharu ke luar bandar, GAC mempercepatkan saluran tenggelam, rancang meningkatkan pembinaan 1,000 kedai berwenang kawasan县域 tahun ini. Sampai akhir Jun sudah siap 600 penerimaan jaringan, menghantar kemudahan melihat kereta, penyelenggaraan ke pintu rumah pengguna. Dari segi pengisian tenaga, menepati titik nyeri pengisian tenaga pengguna新能源 yang paling risau, membina rangkaian pengisian tenaga“9 Menegak 10 Melintang”, menutupi 213 bandar negara, pengecasan sendiri突破 27,000 batang, inti bandar kawasan mencapai“garis lurus 1 kilometer pasti ada stesen”. Dari segi perkhidmatan online，“Super Majikan”24 jam dalam talian, komitmen 5 saat respons, 2 jam selesaikan masalah, tuntutan pengguna tidak perlu berulang kali sambung, langsung ke pejabat cepat.
Fikirkan pengguna sebenar kadang-kadang begitu mudah dan langsung, pengguna takut apa selesaikan apa, pengguna mahu apa berikan apa.
(2) Dalam Muka Masa Kilat: Kualiti Teguh, adalah janji terlama untuk pengguna
Apabila industri gulung harga, kelajuan, pemasaran, GAC yang paling“bodoh”dan paling keras tangan, sentiasa kualiti. Jika pemikiran pengguna perubahan adalah“mengikut trend berubah”GAC, maka pegangan kualiti ekstrim, adalah“tidak goyang tidak berubah”yang tidak pernah berubah.
Kereta Trumpchi Gong Ping yang tenang melintasi jalan air, adalah catatan biasa pegangan kualiti ini. Dalam sistem pembangunan betul GAC, senario ekstrem ini, sudah lama sebelum kereta pelancaran sudah diuji ulang berkali-kali.
GAC berterusan V-shape proses pembangunan produk, membina sistem pengujian pengesahan lengkap menutupi kereta lengkap, sistem, komponen. Setiap kereta baru pembangunan, mesti lengkap lalui sekurang-kurangnya“dua musim sejuk satu musim panas”pengujian persekitaran ekstrem, kitaran pendek 18 bulan, kitaran biasa mantap sehingga 21 bulan. Industri semua berteriak“cepat”, semua memampatkan kitaran pembangunan, GAC masih mahu menghabiskan masa pada pengesahan yang pengguna tidak nampak.
Tidak cukup“dua musim sejuk satu musim panas”, GAC juga bawa“Tiga Tinggi”tradisional naik menjadi“Lima Tinggi Satu Gunung Satu Debu”semua persekitaran penilaian. 60℃ Turpan panas, -40℃ Hulunbuir sejuk beku, altitude tinggi, lembab tinggi, garam kabut tinggi, jalan gunung kompleks, pasir gurun persekitaran, seluruh arah sempadan. Setiap kereta baru pelancaran, mesti lalui lebih 500 jurutera, seribu hari malam, hampir 10 ribu pengujian pengesahan, menutupi semua senario ekstrem yang pengguna mungkin jumpa.
Sistem setakat ini ada berapa teliti? Kereta lengkap 12 pengujian besar, 1,500 lebih sub-bahagian, 3,000 lebih piawai teknologi perusahaan, bergabung memimpin, sertai 100 lebih piawai negara dan industri. Besar ke keselamatan struktur kereta lengkap, kecil ke torsi satu skru, ada piawai jelas dan data boleh jejak. Pintu pembuatan AI visual testing system milisaat respons, milimeter akurasi, beribu titik kunci pengencang semua data sepanjang hayat boleh jejak, membolehkan setiap kereta kualiti ada bukti.
Dalam masa cepat, kerja perlahan paling berharga. Dalam keributan, ikhlas paling menyentuh hati.
Pengguna mungkin seumur hidup tidak akan memandu ke tempat sejuk beku, juga tidak akan lari ke padang pasir panas, tetapi GAC mesti menggantikan mereka semua senario ekstrem ini dicuba.Dalam pandangan kami, pengalaman Gong Ping sekali itu di air Naga yang tenang pasti bukan nasib.
Bagi pengguna, kualiti keselamatan paling langsung, datang dari pelaksanaan teknologi keselamatan yang kukuh. Bateri Sarang mengumpulkan pemasangan 1.5 juta buah, jarak kumpul lebih 160 bilion km, menjaga rekod keselamatan stabil; Star Spirit Security System telah perkhidmatan hampir 2 juta pengguna, mencegah potensi kemalangan 6.28 juta kali. Lebih susah, GAC cipta“Tanggungjawab Tiga”janji perkhidmatan, membawa jaminan kualiti dari saat serahan sehingga sepanjang kitaran penggunaan: Tiga sistem masalah auto memadam tanggungjawab, bateri penurunan melebihi had tanggungjawab, pengangkutan pintar kemalangan tanggungjawab, membawa keyakinan kualiti, menjadi rasa tenang nyata pengguna.
Sampai akhir 2025, Kumpulan GAC investasi pembangunan sendiri kumpul sudah lebih 62 bilion yuan, paten permohonan kumpul lebih 24,900 fail. Dari Star Source Power ke Star River Smart Cockpit, dari Star Cruiser Body ke Star Spirit Architecture 4.0, semua teknologi投入，最终都落脚到同一个目标：让用户的出行更安心、更省心、更舒心。 -> "Semua teknologi投入，最终都落脚到同一个目标：membolehkan perjalanan pengguna lebih selamat, lebih mudah, lebih selesa."
(3) Letakkan Penghargaan ke Tindakan: Enam Jenama联动，给新老用户感受得到的诚意 -> "Enam Jenama Berkaitan, Memberikan Keikhlasan yang Pengguna Baru dan Lama Merasakan"
Banyak kereta jenama penanda aras, diadakan perasmian cahaya bintang, menceritakan cerita jenama besar. Tetapi GAC 30 juta, letakkan keikhlasan terbesar untuk pengguna. Enam jenama berinteraksi推出全场景回馈福利，把谢意落到了每一位用户的真实体感里 -> "Memperkenalkan faedah pulangan semua senario, meletakkan terima kasih ke dalam persepsi sebenar setiap pengguna."
Kumpulan GAC 30 Juta Turun Garis·Musim Penghargaan Baharu Dimulakan
16 Julai hingga 31 Ogos, GAC rasmi memulakan“GAC 30 Juta Turun Garis·Musim Penghargaan Baharu”aktiviti. Ini adalah merangkumi GAC Honda, GAC Toyota, GAC Trumpchi, GAC Aion, GAC Hyper, Qijing Kereta enam kereta penumpang jenama, melalui pembelian baru, penukaran, pembelian tambah semua senario, menghadap semua jumlah pengguna semua kitaran pulangan tindakan.
Musim penghargaan ini yang paling susah, adalah ia bukan satu acara hanya memandang pengguna baru pemasaran.Pengguna baru ada faedah mengurangkan ambang, pengguna lama ada keutamaan rasakan hormat, tidak sahaja menyambut kawan baru, tidak lupa kawan lama.Logik“baru dan lama sama dipuja”ini, justru menyokong GAC“pengguna seluruh kitaran pengembara”的定位：Pengiringan tidak selang seli, tetapi seumur hidup.
Sementara itu, aktiviti juga memecah tradisi kereta tunggal turun garis, mendorong banyak jenama, banyak kereta dalam semua jenama dan kilang luar negara serentak turun garis. Trumpchi M8 PHEV, Aion N60, Hyper S600, Qijing GT7, GAC Toyota Pozhi 7, GAC Honda P7, 6 model menutupi semua pasaran bahagian, semua harga segmen kereta serentak muncul, bukan sahaja untuk 30 juta penanda aras persembahan, juga kepada semua kebutuhan pengguna menyediakan pilihan lebih kaya.
Dalam mata pemilik lama seperti Gong Ping, aktiviti ini luar biasa bermakna.“Kawan dan keluarga bertanya cadangan membeli kereta, saya akan cakap pilih GAC pasti tidak salah.”Produk baik ditambah faedah nyata, membolehkan pemilik lama rela aktif cadangkan, membolehkan pengguna baru rela cuba, kulum salji efek, adalah aset paling berharga jenama.Aktiviti pelancaran setelah itu terminal kepanasan terus meningkat, baik menggodam pasaran peningkatan, juga kehangatan pengguna kumulatif, mencapai reputasi dan suara ganda keluar kelab.
(4) Automotif Kung Fu Hakim: Jenama meletakkan pengguna di hati, tidak akan dikhianati pasaran
Dan Gong Ping bincang, Automotif Kung Fu sentiasa berfikir satu soalan：Bilangan 30 juta ini berapa berat?
Ia adalah 30 juta kepercayaan berat, adalah 30 juta kehidupan berkembang bersama pengguna.
Industri kereta penghapusan pertandingan mempercepatkan hari ini, kepanasan yang dipanaskan pemasaran akhirnya akan pergi, jualan yang ditukar perang harga sukar tahan lama. Yang benar-benar boleh melalui kitaran, sentiasa adalah mereka yang meletakkan pengguna di Posisi C, memukul kualiti ke dalam tulang perusahaan.
Nombor jualan akan naik turun, tetapi kehangatan yang pemilik kereta rasakan, adalah apa yang perusahaan boleh melalui kitaran.
30 juta bukan akhir, tetapi permulaan siri seterusnya. Dalam laluan juta seterusnya, GAC akan terus berubah, berubah jadi produk lebih pintar, perkhidmatan lebih mesra, susun atur global lebih luas; juga akan terus tidak berubah, tidak berubah kualiti teras, tidak berubah kedudukan pengguna, tidak berubah pegangan longsitudistik.
Automotif Kung Fu sentiasa percaya, satu yang rela duduk bersama pengguna berbicara, duduk tenang pengguna membina kereta baik, nyata kepada pengguna hantar faedah jenama, layak lebih banyak percaya.
GAC's 30-millionth vehicle has rolled off the line.
The ceremony was held at the Panyu factory. After the opening video, production bases in multiple cities around the world connected synchronously, and GAC Honda P7, GAC Toyota BZ7, Qijing GT7, GAC Aion N60, and GAC Hyper S600 rolled off the line sequentially. The last one, the RHD Trumpchi M8 PHEV, drove onto the stage as the 30-millionth complete vehicle. GAC Group Chairman Feng Xingya handed the keys to Thai movie star Tony Jaa, and the room rang with the sound of camera shutters.
This is one of the most important moments for GAC Group in its 29 years. The fifth domestic automaker to cross the 30 million vehicle threshold, the two strategic directions formed by New Energy and Going Global are clearly visible on the stage.
But in the past year, what drove substantive changes in this company was another less noticed thread. In November 2024, GAC moved its headquarters from Guangzhou's Zhujiang New Town CBD to Panyu Automotive City. The distance between the decision-making layer and R&D, manufacturing was shortened from dozens of kilometers to a few hundred meters. Subsequently, a 200-person user insight department was established, product development processes were reorganized, IPD and IPMS systems were introduced, and the vehicle development cycle was compressed from 26 months to 18 months.
These adjustments share a common direction: let those closer to users make decisions, and let user voices enter products faster.
I. From Zhujiang New Town to Panyu
In November 2024, GAC launched the 'Panyu Action'. The outside world saw the headquarters move from Zhujiang New Town CBD to Panyu Automotive City, but the essence of this relocation was not geographical displacement, but a physical shortening of the decision chain.
Before this, the decision-making layer of GAC and R&D, manufacturing, marketing were separated by dozens of kilometers. With each layer of information transmission, there was a loss. After the headquarters landed in Panyu, decision-makers, engineers, and production lines were in the same place, 'Those who can hear the gunfire make decisions' changed from a slogan to daily routine.
More substantial changes occurred at the organizational level. GAC integrated the independent brand sector into Product HQ, Procurement HQ, Finance HQ, and three Brand Marketing HQs, then established Trumpchi BU, upgrading the brand from a business unit to a market entity with complete operational rights and responsibilities. A User Insight Department was newly established under the Product HQ, with a planning team of 200 people. At the same time, professional managers were recruited globally to promote project-based reform.
These adjustments point to the same goal: breaking down 'departmental walls'. In the past, R&D built cars, Marketing sold cars, After-sales repaired cars, each managed their own area, and user voices were diluted between departments. After the reform, GAC introduced IPD (Integrated Product Development) and IPMS (Integrated Product Marketing and Sales) processes, building an end-to-end management system from 'user insight, needs analysis to product development, delivery experience'.
The results appeared in numbers: business efficiency and decision efficiency increased by about 50%, vehicle standard development cycle shortened from 26 months to 18 months, and R&D costs reduced by more than 10%. Market response speed increased 6 times—in the automotive industry, this means a product decision changed from 'can afford to wait' to 'cannot afford to wait'.
But behind these numbers is: GAC began to operate like a startup. A 200-person user insight department is almost unimaginable in traditional automaker organizational structures—it means someone is specifically responsible for 'listening', not just 'doing'.
II. 'Full Mic On' Without Limits
If organizational change does not land on specific user touchpoints, it is just a pile of PPTs.
Since 2025, GAC has regularly held the 'Full Mic On' user event. Led by Feng Xingya, top executives from R&D, Marketing, Quality, After-sales, etc., appeared collectively, face-to-face with users from all over the country.
At the 2024 Beijing Auto Show, a Trumpchi E8 user raised three questions: the external camera on the fender was easily blocked by mud and water, limiting the 360 panoramic view; daytime running light identification needs improvement. GAC claimed tasks one by one on site, forming a cross-departmental special team within 24 hours. Two months later, the camera improvement solution was installed on the car, and the optimized daytime running lights were applied to the new car models.
The value of this case is not in 'speed', but in revealing the hardest part of transformation: giving frontline user feedback an institutionalized channel directly to the decision-making layer, and forming a closed loop.
For this, GAC established a full-process closed-loop management mechanism—numbered filing, weekly follow-up, monthly review, common issues synchronized to all users immediately, and individual follow-up after rectification completion. 161 user suggestions collected in three sessions of 'Full Mic On' were directly converted into product optimization plans.
From a business logic perspective, the cost of this 'hard work' is not low—each event involves several hours of time for executives from multiple departments, manpower costs for cross-departmental collaboration, and R&D investment for subsequent rectification. But the change happening in the automotive industry is: when the gap in the product itself gradually narrows, service reliability and response speed are increasingly becoming key variables for user selection.
III. Writing the Most Sensitive Issues into Commitments
On December 28, 2025, GAC announced that its three major independent brands jointly launched the 'Three Responsibilities' policy—battery, motor, and controller system spontaneous combustion, manufacturer compensates with new car; battery degradation exceeds limit, manufacturer replaces battery for free; smart parking accidents, manufacturer bears repair and third-party losses.
This is the first domestic independent brand to systematically propose 'Three Responsibilities' commitments. Battery degradation standards were refined into quantitative indicators: 2 years or 50,000 km degradation not exceeding 10%, 3 years or 60,000 km not exceeding 15%, 6 years or 100,000 km not exceeding 20%.
The economic meaning of this policy is not hard to understand. In the new energy vehicle industry, battery degradation, spontaneous combustion risk, and intelligent driving accident liability are the three issues users care about most, and also the three areas automakers are least willing to commit to—because commitment means cost. If battery degradation exceeds standard requiring free replacement, if spontaneous combustion requires new car compensation, these costs will eventually be counted in the corporate financial statements.
GAC dares to do this based on two premises: one is enough confidence in its own product quality—the Magazine Battery cumulative installation of 1.5 million units, safe driving over 160 billion kilometers; two is that when price war marginal benefits are diminishing, shifting competition from 'spec wars' to 'responsibility wars'.
From market feedback, this strategy is showing results. In January 2026, GAC Trumpchi terminal sales were 26,937 units, up 25.07% month-on-month; Trumpchi global sales in the first quarter broke 92,000 units, up 33.06% year-on-year. 'Three Responsibilities' was interpreted by the market as 'a signal that the manufacturer has confidence in the product'.
IV. GAC in County Towns
If 'Full Mic On' solves the problem of 'being heard', and 'Three Responsibilities' solves the problem of 'trust', then channel penetration solves the problem of 'accessibility'.
China's county-level markets contributed nearly 60% of new car growth, but most brands' service networks remain concentrated in tier-1 and tier-2 cities. GAC's plan is: add 1000 county-level authorized stores within the year, as of the end of June, 600 outlet recognitions were completed.
These 600 stores are not downsized versions of traditional 4S stores. GAC launched the 'Multi-brand Authorization + Lightweight Agency' model—the same store can display Trumpchi's fuel/hybrid cars and Aion's pure electric cars. Investors only need about 1 million yuan to start, 200-300 square meters is enough to open, capital threshold dropped by more than 90% compared to traditional 4S stores. Dealers support zero-inventory operations, customers place orders online via APP, adopting order-based marketing.
The business logic behind this model is not complex: the single store output in county markets is insufficient to support 4S stores with tens of millions of yuan investment, but the combination of 'million-level investment + multi-brand collection + zero inventory' makes the single store economic model feasible. GAC investment promotion information shows, after launch, more than 1000 investors signed up.
The significance of channel penetration goes beyond selling cars. The core pain point for county users is 'repair far, response slow'. GAC's 'Experience + Service + Recharging' integrated outlets, accompanied by '9 Vertical, 10 Horizontal' recharging network—covering 213 cities nationwide, self-operated charging piles over 27,000, core urban areas achieve '1 km straight line must have a station'—attempt to copy the service density of tier-1 and tier-2 cities to county towns.
This is a layout that requires patience. County market purchasing power and brand awareness have a gap compared to tier-1 and tier-2 cities, and the after-sales capability of the lightweight agency model also faces tests. But if successful, GAC will establish first-mover advantage in markets where most competitors have not yet deeply cultivated.
V. After 30 Million Vehicles
Back to this number of 30 million vehicles. For GAC, the true value of this milestone is not about having another zero, but that it provides a window to review user operations.
GAC's investment in user operations is visible: the manpower cost of the 200-person user insight department, the multi-department collaboration cost of each 'Full Mic On' session, the channel construction cost of 1000 county stores, the CAPEX of 27,000 charging piles, the potential compensation cost of the 'Three Responsibilities' policy. These investments appear as expenses on the financial statement, not generating direct revenue in the short term.
But the business logic of the automotive industry is changing. When the gross profit of new car sales is continuously compressed by price wars, when the profit from selling cars itself becomes thinner and thinner, user lifetime value—after-sales, trade-ins, ecosystem services—becomes a more reliable profit source. And the premise of all this is that users are willing to stay within your system.
GAC's H1 independent brand sales were 346,000 units, up 35.69% year-on-year. Behind this number are people within the 30 million existing users willing to continue choosing GAC, and new users attracted by 'Three Responsibilities', channel coverage, and user communication.
After the ceremony dispersed, the real test began. The moment the 30-millionth vehicle was delivered into Tony Jaa's hands, the relationship between GAC and users was being redefined, formally stepping into a brand new stage.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Perodua Aruz dan MG MG HS ketika memilih kereta. Kedua-dua kereta ini mempunyai harga dan lokasi pasaran yang hampir sama. Hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Perodua Aruz dijual di Malaysia dengan harga OTR RM 72,900 - 77,900. Terdapat 2 versi, termasuk 1.5L X (RM 72,900), 1.5L AV (RM 77,900) dan sebagainya.
MG MG HS dijual di Malaysia dengan harga OTR RM 130,450 - 146,450. Terdapat 2 versi, termasuk 1.5L Standard (RM 105,000), 1.5L Executive (RM 115,000) dan sebagainya.
Dari segi harga, harga permulaan Perodua Aruz memang RM 57,550 lebih murah daripada MG MG HS. Jika bajet anda terhad, versi asas Perodua sudah dapat memenuhi keperluan harian. Namun, perlu diingat, perbezaan harga yang sedikit ini mungkin melibatkan kompromi dalam kelengkapan, bergantung pada keperluan anda.
Perodua Aruz panjang kenderaan 4400 mm, kapasiti bagasi 400 L.
MG MG HS panjang kenderaan 4400 mm, kapasiti bagasi 400 L.
Saiz kedua-dua kereta hampir sama, ruang dalaman tidak banyak perbezaan. Kereta dalam kategori ini, cukup untuk kegunaan harian.
Perodua Aruz jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
MG MG HS jaminan 7 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Perodua Aruz dan MG MG HS adalah pilihan utama dalam pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mengutamakan reputasi jenama dan nilai jual semula, bolehlah utamakan yang mempunyai reputasi lebih baik. Jika anda lebih mengutamakan nilai dan kelengkapan, maka pilih yang mempunyai kelengkapan lebih banyak. Pada akhirnya, disyorkan untuk memandu kedua-duanya, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Perodua Aruz dan MG MG HS adalah model kereta yang sangat bagus dalam pasaran Malaysia. Memilih mana satu, ia bergantung pada keperluan dan bajet peribadi anda. Kami sarankan anda membuat kajian, bandingkan sebutan harga daripada beberapa pengedar, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa untuk membuat kajian pasti tidak salah.
At the end of 2025, Time magazine launched an annual cover, with a high-altitude beam on the cover and eight people on the beam. Elon Musk and Jensen Huang were notably listed. Time called them "Architects" to architect the coming era.
Some say that the vision for the future has actually been brewing for many years, and the brewing process is the choice of "gambling".
Stanley Ho, the gambling king who spanned half a century, had his final biography titled "Not Gambling is Winning". His life philosophy was to believe in certainty.
Architecting the era and the choice of gambling have never been a contradiction. So, when people once again use "gambling" to describe that city, perhaps a more suitable term would be "architecting". What it relies on is never chance, but finding certainty in uncertainty.
This city is Hefei.
The changes of Changjiang Road document Hefei's architectural cycles after cycles. Amidst the turbulent world, from an OEM small city to an industrial highland, accepting USTC, betting on BOE, CXMT, and NIO, Hefei gambled for three trillion-yuan clusters over decades. With long-termism in technology after technology, it realized future certainty.
Or, as the gambling king said, this is Hefei's "Not Gambling is Winning".
One Changjiang Road, Half of Hefei History
Hefei has a plaque.
Written with eight big characters, "Hefei is not bad, located in the middle of Anhui". These were the characters given by Chairman Mao back then. The long struggle over the provincial capital site came to an end, and Hefei settled the outcome from then on.
At that time, this city standing in the center had its positioning set, but how to develop the city of only 50,000 people with this new identity still caused headaches.
Back then, known as the "No. 1 Road of Anhui", Changjiang Road in Hefei was dusty on sunny days and muddy on rainy days. When a car drove by, pedestrians had to stick close to the wall. Hefei's situation was all written on Changjiang Road.
When old-time Hefei residents mentioned Changjiang Road in the 1950s and 60s, there was only one impression: narrow roads, potholes, sometimes muddy when it rained. Old people would use bamboo baskets to find some stones to fill the gaps. "The old Central Changjiang Road had two lanes, very narrow, no sidewalks, everyone walked on the sides."
It was such a road that became a perfect "narrator" of Hefei's development changes. You could say, one Changjiang Road, half of Hefei history. Starting from Changjiang Road Bridge in the east to West Ring Road in the west, the road is about 2,990 meters long, hiding Hefei's unforgettable ups and downs.
In 1955, the Front Street was officially named Changjiang Road, borrowing the name of a great river, and also entrusting a city's ambition to "flow to the sea". The development story belonging to Hefei officially set sail.
Although at that time, storefronts along Changjiang Road were also strange, with very long eaves, recessed deep inside, making it hard to see clearly when entering to eat or buy fried dough sticks. But from the moment Chairman Mao met 100,000 citizens in Changjiang Road in a convertible, how to architect the future, Hefei already knew in its heart.
After consolidating its status as the provincial capital, on this "stretched" main axis, Hefei quietly unpacked the letter written for the future. Inside the letter were water, bridges, crowds, and fireworks. Also, technology and Hefei's future.
In 1969, Hefei planted the first seed. Some say this was Hefei's first high-stakes gamble.
At that time, USTC was forcibly relocated from Beijing and needed to find a new place to settle, like a hot potato. Henan, Hubei, Jiangxi... many provinces had talked, but in the end all politely refused.
However, Anhui, Hefei, stood up. To accommodate USTC, besides the resounding promise, "Even if we starve or have nothing to drink, we must protect China's scientific seedlings!", it also put out all its savings, special power supply, and made room by letting go of land.
When time fell on 2020, Hefei bet correctly on NIO. After gaining the title of China's "Top VC City", everyone looked back, only to find that this city, this gamble, was betting on Hefei's future.
Accepting USTC can be considered an active and bold choice by Hefei. Because at that time, Hefei did not yet possess the industrial momentum of today, let alone predict that chips, quantum, and AI would become the main track of urban competition decades later.
At that time, USTC was, in many people's eyes, an impression of "being a bit far from industry". Because at that time, the Chinese automotive industry was just setting sail, and Chinese people had not yet learned to make cars.
In 1970, JAC HF140 car received production permission and began mass production. The first batch of 1,000 vehicles was allocated to production frontlines across Anhui. Making cars like Volkswagen and Toyota, in the traditional fuel vehicle era, was the dream of the Chinese automotive industry.
Anhui was no exception. A group of technicians who were building the Chaohu Sluice at the time were assigned a difficult task: build a factory on-site to make cars, filling the gap in Anhui's automotive industry.
Hefei JAC Motor Manufacturing Factory was born. The beginning of everything was difficult. Parts were all hammered by hand, there were no technical drawings, and engineers carried dry food to travel to other car companies to "steal skills". An old worker recalled, "At that time, everyone was holding back a force of determination, just wanting Anhui people to sit in cars made by ourselves. No matter how bitter or tired, it was worth it."
Gambling and striving became the mark of Hefei at that time. On the left hand, gambled that a scientific seed could take root and sprout; on the right hand, hoped to use an undefeated fighting spirit to win a future for Anhui's automotive industry.
The years of striving are always long, like snake grass in grey lines, running a thousand miles. In 1992, Changjiang Road was widened to 33 meters, and motorized/non-motorized separation green belts appeared for the first time. It was also in this year that the State Council issued an approval document, and Hefei officially became an open city.
That year, green train cars crossed the wild. In the wild was the sweeping spring wind. "Open development, remake a new Hefei" became the slogan at the time. Japanese Hitachi Construction Machinery, Sanyo Electric, Italian Meroni, Singapore Jiayuan, and other multinational companies landed in Hefei.
Inclusiveness and openness began to become obvious marks of this city of Hefei. In 1995, the JAC Motor Factory that walked out of difficulty developed light truck products, pioneering the trend of Chinese light truck sedanization. In the same year, Wang Chuanfu, born in Chaohu, Anhui, resigned and started a business, founding BYD, quickly becoming a giant in the global battery industry, surpassing Japanese Sony, Panasonic, and other companies.
Wang Chuanfu at that time was also gambling for a future. This "gambling heart" spread in Anhui, in Hefei, in the heart of every Anhui person.
In 2008, Central Changjiang Road welcomed renovation again. The road width reached 46 meters, bidirectional 8 lanes, like a key, gently unlocking the dark lock of Hefei people's collective memory.
That year, the Hefei government stopped subway construction and made a second "high-stakes gamble".
At this time, cooperation talks between BOE and places like Shenzhen and Shanghai all failed due to the disruption of Japanese Sharp Corporation, bumping into walls everywhere. However, Hefei's fiscal budget income was 30.1 billion yuan, only 16.1 billion yuan belonged to the place. It was very difficult to want to build a 6th generation line investing 17.5 billion yuan.
Hefei at that time was like a silent newbie at a poker table, with not many good cards in hand. Putting out this money was equivalent to emptying half of the whole year's savings.
However, Hefei once again showed the courage to accommodate USTC. At a critical moment, Hefei made the call, "No matter what other places make as conditions, Hefei will follow, even raising the price." "Even if we smash pots and sell iron, we must do it!"
Many people thought Hefei went mad, this was gambling with the future of all the city's people. Or, at that time, it was also called all-in. Hefei finally built this 6th generation line for BOE.
BOE also became the first visible turning point for Hefei "architecting" the future.
"The Rebel"
Marx wrote in the book "Machinery, Natural Forces, and the Application of Science": Gunpowder exploded the knight class, the compass opened the world market, printing press promoted the spread of trends, and finally science promoted the arrival of the new world.
When the Internet tide surged, the traditional automotive industry encountered unprecedented strong enemies. In 2014, it was the first year of China's new energy vehicles. Li Bin, this bull herder from Taohu County, left Anhui and founded NIO.
What was Hefei like at that time? BOE successively built 8.5th generation lines and 10.5th generation lines in Hefei. Total investment exceeded 100 billion yuan, making Hefei one of the world's largest display base.
After a successful battle on betting BOE, Hefei did not stop the feet of exploration. Instead, it walked fast with small steps along the idea of "investment leading industry". In 2016, Hefei targeted storage chips again. GigaDevice wanted to build a DRAM production line, Hefei pulled it to establish CXMT, and Hefei SASAC invested capital.
Chinese domestic DRAM at that time was a blank sheet of paper, no technology, no industrial chain, no reputation. Chinese storage breakthrough was purely hitting stones with eggs. Three months of arguing, Hefei put out one-third of the city's fiscal revenue at that time.
In 2017, Rail Transit Line 2 ran underground on Central Changjiang Road like an iron dragon. Changjiang Road possessed a three-dimensional traffic pattern for the first time. Hefei people sitting on Line 2 had supporters and complainers. Another one-third of fiscal revenue. This gambling agreement was not small.
But, precisely because of such a gamble, in the same year, Hefei entered the Comprehensive National Science Center, defeating many second-tier cities, aligning with Beijing and Shanghai. Someone gave Hefei a title, "The Rebel".
However, Hefei's打法 was not fighting unprepared battles. Before investing in a project, send a team to the industry to feel around for three months, clarify production capacity, technology routes, and customer lists entirely, feel it is reliable, then move forward.
This set was also used on gambling NIO. This is a well-known gambling arena. It was precisely this gambling that made a private equity magnate on Weibo exclaim, "The most awesome VC institution in China is actually the Hefei Municipal Government."
This high-stakes gamble happened in 2020. At that time, NIO stood on the cliff's edge. Asset-liability ratio was 150%, stock price fell to $1 delisting red line, Shanghai factory plan fell through, Li Bin recited every day that NIO lived in ICU, life on the brink.
Using fiscal money to connect a new force car company that was about to fall off the cliff, many people thought this move was too crazy, the title "Gambler City" was placed on Hefei.
Hefei chose to act out, which was also said to be "The Rebel" at the time. Like investing in iFlytek in 1999 to help it pass difficulties, investing in BOE in 2008 when it was losing over 1 billion yuan... Hefei's invested projects that were taken over were almost all "hopeless" troubled enterprises.
This rebelliousness is Hefei's confidence and affirmation in "architecting" the future. Taking over NIO also stems from two certainties in judgment for the future. One is that the new energy track is long-term positive. Two is that NIO's team and product foundation are still present, difficulties are reversible.
However, Hefei chose a dangerous road: gamble on industry.
Throwing money to save NIO was not the final purpose of Anhui and Hefei. The purpose was to build industrial chains. BOE rooted itself in Hefei at that time and also brought the entire display panel industry chain, making Hefei leap to become the "Screen Capital". Under the influence of CXMT, over 200 semiconductor enterprises have already settled in Hefei.
So, in the investment on NIO, Anhui wanted to build a new energy industry chain. Therefore, Anhui SASAC took Hefei Construction Investment as the core, united with central SOEs National Investment & Development, Anhui High-tech Investment, to jointly inject 7 billion yuan in strategic investment into NIO China. After the investment landed, NIO quickly walked out of difficulty.
At this point, display panels, chips, and new energy vehicles in Hefei formed a web. This web is just as Marx said, "The compass opened the world market, science promoted the arrival of the new world."
Those universities and research institutes that looked "a bit far from industry" suddenly became popular. Among them, USTC was the top priority.
Since then, people always ask, this city that is neither north nor south, on what basis did it counter-attack into a sci-tech dark horse?
From a geographical location perspective, although Hefei is in the middle of Wan, it happens to be between Huaihe and Yangtze rivers, split in two by the Jianghuai watershed. Naturally, it does not belong purely to the north, nor is it easy to be categorized into a complete south. For a long period, it was not regarded as the true provincial capital of Anhui, otherwise there wouldn't be the meme "Nanjing is the Hefei Capital".
Green brick grey tiles with horse head walls outline the skyline, carrying the memory of Hefei's fireworks and the fusion of north and south cultures. It is exactly this geographical location that made Hefei have less north-south controversy, but instead because of the "not defining" itself, let Hefei be full of vitality and creativity.
Also originating from this "not defining", it let Hefei have the confidence and flexibility of "rebellion". In Hefei High-tech Zone, there is a road named "Innovation Avenue". On this side of the road, is USTC High-tech Campus and USTC Silicon Valley core area Zhong'an Chuanggu Park. On the other side of the road is iFlytek Co., Ltd. The three are no more than 5 kilometers apart. That is the base of Hefei "architecting" the future.
Speaking of this, once again recalling 1990, the old JAC factory director said in the annual summary meeting, "What we rely on is not luck, it is an undefeated fighting spirit. As long as this momentum is there, there is a future!"
Whether rebellious or gambler city, in the end, it is an undefeated fighting spirit.
"Industries that can be retained"
Yin Tongyue, who did the automotive industry in Wuhu, Anhui, said: "When others are flying on the wind, we are really lying flat on the ground, building systems, doing processes. Now the wind has stopped, it is time for us to take off." The confidence for Yin Tongyue to say this comes from connection.
Nowadays, Hefei's connection has reached perfection.
Relying on the connection logic of "play one piece, activate the whole game", success experiences have been replicated on many new tracks such as chips, cars, screens, AI, etc.
What makes Hefei truly the "Top VC City" is still decades of education and science accumulation. 38 Institutes and other top universities and research institutes gather here. Hefei Vocational and Technical College has even established "BOE Class" and "NIO Class". Talent supporting is everything. Education and Hefei's mutual achievement perfectly interprets the logic of "cities nurture universities, universities revitalize cities".
Open up industry-academia-research, let technology "lay eggs along the way". Hefei's road of investing in BOE, CXMT, and NIO is very similar. Not only盯着 whether a company makes money, but staring at the entire industrial chain behind the company.
Like 7 billion yuan investment saved NIO, it brought manufacturing, R&D, supplier systems together to Hefei. NIO built three factories in Hefei, total capacity over 1.2 million vehicles.
After NIO moved in, local rate requirements increased from 30% to 70% in 2024. You could say, NIO is the敲门砖 for Hefei's new energy vehicle industry. NIO promoted parts near-ground supporting in Xinqiao Intelligent Electric Vehicle Industrial Park, layouted Xinqiao, Lu'an and other industrial parks within 1.5-hour circle of Hefei.
After NIO landed, Hefei targeted batteries, motors, electronic controls and other key links for targeted introduction, forming a "leading dragon drive, chain extension" investment promotion network. Based on this, BYD factory landed in Hefei. From negotiation to signing only 23 days. From signing to start construction 42 days. From start construction to vehicle off the line less than 10 months.
At present, Hefei has gathered JAC, BYD, NIO, Volkswagen, Changan, Ankai and other 6 whole vehicle enterprises. Gotion High-Tech, EVE Energy and other battery enterprises followed up. Yanfeng, Yanfeng Fico and other parts enterprises crowded densely. The whole industry chain of whole vehicles plus parts has been formed.
At present, Hefei has 6 whole vehicle enterprises, 703 key-regulated enterprises, over 2,000 industrial chain related enterprises. It has already realized "without leaving Hefei, you can build a complete new energy vehicle".
In Hefei, many people from outside working in various automotive brands, daily commute between Beijing, Hangzhou, Shanghai, etc., also deeply perceive this "comprehensiveness". Some say, in the building rented, lives a pile of peers, people from different whole vehicles and industry chains, can all meet. Out of the residential gate, scattered to the buildings of major car companies.
"This was unthinkable before. Before, how many people from big cities came to Hefei." Old Hefei automotive people are very emotional about this.
Not giving money, giving chains. Drawing a perfect industrial chain map, just need to come and fill in the blanks. This is Hefei's investment logic. Under the leadership of this logic, people from all sides pour into Hefei. The former questioning voices slowly fade. Nowadays, Hefei is very hard to be ignored.
From results back tracing, in the past twenty years, Hefei almost caught every economic wind and industrial wind. "Every battle must be fought, every fight must win" industry investment and financing "Hefei Model" also makes many people feel Hefei is all walking on the wind.
Actually, Hefei is lying flat on the ground, building systems and doing processes, turning "visible heat" into "industries that can be retained".
"This city business card from proposal, experienced several terms of local governments and have not changed, indeed it is a blueprint drawn to the end, I think it is very rare." Hu Yan, Dean of Hefei Regional Economy and Urban Development Research Institute, stated.
On January 6, the 1 millionth mass-produced vehicle of NIO came off the line in Hefei Xinqiao No. 2 Factory, NIO officially entered the "Million Unit Club". Two months later, Volkswagen and XPeng's first jointly developed model "Zhongzhong 08" officially put into production in Fei. From official announcement of cooperation to model start mass production, only used 24 months.
No. 99 BYD Avenue, Xiatang Town, Changfeng County, Hefei BYD factory. On average, one new car comes off the line every 50 seconds. This is "Hefei Speed". In 2025, Anhui Province's total automotive output was 3.6865 million vehicles, becoming the province with the first automotive output in the nation...
A complete industrial chain map is Hefei's "architecting" power. Chen Yan, Chief Strategy Officer of Zero Gravity Aircraft Industries, said: "Without leaving Hefei Metropolitan Area, we can find all related parts suppliers such as batteries, auxiliary materials."
Hefei's打法 is to move the track directly in, letting the city and industry grow together. This打法 has been repeatedly verified in the past multiple years. You could say, Hefei writes the times, and the times also engrave Hefei.
Car lights projected on the wall, fireworks bloom. That is Hefei architecting a new era. Hefei USTC Silicon Valley also hides the password of Hefei's rise. However, for Hefei facing the world's planning, it is not enough.
From "one building" to "a forest", everything is just the beginning. Forward, solve "linking the world". To the future, solve "from 1 to 100". Hefei still needs to continue to "gather strength" with pragmatic innovation to rush forward.
Not gambling, is winning.
Friends who commute driving an Audi A6L C7 (often referred to as the older model A6L) often have this experience: the stock audio can play music, but vocals sound muffled behind a veil, the bass doesn't go deep enough, and on the highway, wind and tire noise make the sound even blurrier. The head unit and center console are still user-friendly, so many owners don't want to make a major overhaul to replace the main unit; they just want to salvage the sound quality while retaining the stock system.
Among the C7 owners I've dealt with in recent years, the majority followed the path of replacing speakers, adding mid-woofers, and adding a DSP. Without cutting wires or touching the head unit, using a two-way system in the front doors plus one mid-woofer unit to thicken the soundstage, and a ten-channel DSP for crossover and tuning, results in a significant overall improvement over the stock system. Let's break down this approach and provide some reference for Baoding car enthusiasts planning to get started.
Industry Knowledge SharingFront Door Two-Way Plus Mid-woofer: Why the Soundstage is More Pleasant to Listen toThe stock front doors of the Audi A6L C7 are mostly two-way structures consisting of tweeters and mid-woofers. The mid-frequency range is actually the main band for vocals and most instruments. Due to cost constraints, stock speakers often have thin and dry mid-frequencies. Adding a mid-woofer unit to the front doors follows the logic of assigning the mid-frequency to a dedicated unit, allowing the mid-bass speakers to focus solely on low frequencies, resulting in clearer division of labor.
In terms of matching, the front doors use Chinese Hanjin Yellow Basin two-way for tweeters and mid-bass, stacked with a German Rockforce R633 mid-woofer for supplementation. The rear doors use German Rockforce R630 two-way to supplement the rear seating sound experience. The benefit of this is a more three-dimensional soundstage, more stable vocal imaging, and less likelihood of a flat sound feeling all coming from the front windshield. It needs to be noted that adding a mid-woofer is not simply adding an extra speaker; its crossover points and delays must be managed by the DSP, otherwise, it is prone to conflict with the mid-bass.
Ten-Channel DSP Leaves Space for TuningThe Malaysian Avio A10 II used this time is a ten-channel DSP amplifier. Ten channels mean it can independently handle more audio channels. For the C7 layout with three-way front doors and two-way rear doors, the channels are sufficient to set crossover, delay, and level individually for each speaker.
Many owners think replacing speakers with good ones is enough, but actually, tuning is the step that realizes the potential of the equipment. The DSP can calibrate left and right channel delays according to seat positions, placing the sound focus in front of the driver; it can also perform EQ compensation based on the door panel cavity for specific car models, suppressing the rumble caused by door panel resonance. The margin of the ten channels also leaves room for adding subwoofers or replacing amplifiers in the future.
Four-Door Soundproofing and Eco-Friendly MaterialsSound relies not only on speakers but also on the enclosure. Car doors are made of thin steel plates; when speakers work, the door panels resonate and easily pick up wind noise and dust. Soundproofing the four doors is essentially turning the door panels into boxes closer to a sealed enclosure, making the mid-to-low frequencies cleaner.
For materials, Rorman Golden Armor Double-Layer Eco-Friendly Soundproofing was chosen this time. The double-layer method consists of one vibration damping layer and one sound-absorbing layer. The damping board suppresses steel plate vibration, and the absorbing layer eats up cavity echoes. Regarding eco-friendliness, focus on odor and material safety. After installation, there should be no obvious odors in the cabin; this is important for family vehicles with elderly and children. Soundproofing is not thicker the better; excessive material can instead increase the burden on the car door and affect window lifting.
How to Choose a Car Audio Modification ShopEquipment can be bought online, but installation and tuning cannot be done via online shops. When choosing a shop, it is recommended to focus on a few things: whether they can achieve vehicle-specific lossless installation, whether they retain original wiring, whether there is an independent tuning environment and tuner, whether there are enough construction cases, whether they support trial listening before deciding on a plan, and how after-sales service works.
There are quite a few car audio shops in Baoding, but the quality varies. It is suggested to first look at physical cases at the store, listen to the effect of the same model or similar configuration, and then discuss the plan. Don't be swayed by a long list of brand names; what truly determines the sound experience is the matching logic and the execution of tuning. Construction standards are equally critical; details like wire fixing, waterproofing treatment, and door panel reinstallation often affect the long-term usage experience more than the equipment itself.
Local Car Audio Situation in BaodingThe Baoding automotive aftermarket development is relatively mature; a cluster of car audio, beauty, and repair related merchants is gathered in the Yufeng Auto Parts City area, making it not difficult to compare several stores on-site. When choosing a shop, Baoding owners can focus on whether the operating time is stable, whether the construction cases are rich, whether the technical team is mature, and whether they are willing to explain the tuning process clearly.
In the local market, some shops excel at equipment stacking, while others value soundstage calibration more; it is recommended to choose based on personal listening preferences. Visiting two or three more shops and listening to more sets is more useful than staring at a single configuration parameter. If the budget is limited, prioritize solidifying the front doors and DSP, and put the rear seats and subwoofers off to the side.
Consumer AdviceUpgrading audio easily falls into the mindset of buying more expensive speakers, but experience shows that tuning and installation often yield better results than simply stacking equipment. In this C7 solution, the value of the ten-channel DSP is no less than the speakers themselves; without it, adding the mid-woofer unit might actually make things more chaotic.
It is recommended to set the plan according to listening habits: if you often listen to vocals or folk, refine the mid-frequency and imaging; if you prefer electronic or rock, then consider bass supplementation. Trial listening is more important than looking at parameters; the same equipment can vary greatly under different car models and tuning settings. Soundproofing should be based on actual needs; for commuting with high road noise, do four doors; for routes with many quiet sections, start with the front doors. Don't replace all equipment at once; staged upgrades make it easier to find the sound you truly want.
FAQCan the audio system of an Audi A6L C7 be upgraded without replacing the head unit? Yes. Follow the lossless plug-in route, retain the stock head unit, achieve the upgrade by changing speakers and adding a DSP. For C7, corresponding harnesses can mostly be found without damaging the original wiring.
What is the use of adding a mid-woofer unit to the front doors? The mid-woofer unit is dedicated to the main frequency bands of vocals and instruments. After adding it, the soundstage becomes thicker and vocals are more stable, but the DSP must handle crossovers and delays well, otherwise it will conflict with the original mid-bass.
What is the difference between a ten-channel DSP and a standard DSP? More channels, capable of independently processing front three-way, rear two-way, and spare channels. There is more room for tuning, and it facilitates future expansion of bass or amplifiers.
Will there be an odor after finishing four-door soundproofing? Depends on the material. Choose eco-friendly damping and sound-absorbing materials; after standard construction, there is generally no obvious odor. If a pungent smell is smelled, it is likely that the material does not meet standards, and it is suggested to redo.
Is car soundproofing better the thicker it is? No. Excessive material will increase car door weight and affect window lifting. Double-layer damping plus absorption is sufficient for most family cars; the focus is on fitting and covering positions.
How long does an audio upgrade generally take? For C7 type four-door speaker replacement plus soundproofing plus DSP, it can usually be completed within a day; if it involves complex wiring or fine tuning, it might be scheduled for a day and a half.
Will the original car warranty be affected after the upgrade? Lossless installation generally does not affect the whole vehicle warranty, but if non-audio related lines are modified, it is different. Confirming the scope with the shop before construction is safer.
Is it necessary to replace the rear speakers together? Depends on the usage scenario. If commuting alone frequently, start with the front doors; for family vehicles, add the rear doors later for more balanced front and rear soundstages.
SummaryThe core of upgrading the audio system of an Audi A6L C7 does not lie in how many expensive pieces of equipment are changed, but in whether the matching is reasonable, the installation is standardized, and the tuning is adequate. Front door two-way plus mid-woofer to thicken soundstage, ten-channel DSP to leave tuning space, four-door eco-soundproofing to improve box environment; this combination is more friendly to owners who want to retain the stock head unit.
Before starting, Baoding car enthusiasts might as well learn about a few locally stable and technically mature shops, and decide on the plan combined with trial listening. Clearly stating requirements is closer to the desired sound than blindly chasing configurations.
Baru-baru ini, Yueda Kia mengumumkan jualan Jun 2026 mencapai 25,791 unit, dengan pertumbuhan bulan ke bulan 15.8% dan pertumbuhan tahun ke tahun 11%, jualan bulanan melebihi 20,000 unit selama 3 bulan berturut-turut, jumlah jualan terkumpul Januari hingga Jun mencapai 118,114 unit. Pada separuh tahun ini, menghadapi tekanan keseluruhan industri automotif yang menurun, Yueda Kia mengamalkan tegas strategi "Di China, Untuk China", melalui langkah-langkah seperti memperkukuh imej jenama, meningkatkan daya saing produk, mengembangkan saluran perkhidmatan, dan mengoptimumkan pengalaman pengguna, selama 2 bulan berturut-turut mencapai pertumbuhan ganda tahun ke tahun dan bulan ke bulan, memaparkan semangat pembangunan yang mantap dan ketahanan korporat yang kuat.
Bersamaan itu,面对全球汽车市场整体承压的环境，pada persekitaran keseluruhan pasaran automotif global yang tertekan, Kia menjual 295,720 unit pada Jun secara global, jumlah jualan terkumpul separuh tahun mencapai 1,630,988 unit, tumbuh menentang trend tahun ke tahun 2.7%, mencipta rekod tinggi jualan separuh tahun sekali lagi! Di antara itu, Kia Sportage dan Kia Seltos masing-masing dengan 303,203 unit dan 177,148 unit menempati dua teratas jualan kenderaan tunggal Kia secara global.
Semasa ini, Piala Dunia FIFA 2026 Amerika Utara sedang berlangsung sengit, sebagai rakan kongsi rasmi yang bekerjasama dengan Persatuan Bola Sepak Antarabangsa (FIFA) selama hampir 20 tahun, Kia bukan sahaja menaja 660 kenderaan operasi untuk edisi perlawanan ini, malah membawa "Hadiah Kolaborasi Piala Dunia" kepada pengguna China: sebelum 31 Julai, pelanggan yang pergi ke kedai untuk uji jalan, boleh mengambil bahagian dalam undian, memenangi voucher pembelian kenderaan sehingga 5,000 yuan, set barangan sampingan Kia x Piala Dunia x Adidas dan hadiah lain; kongsi pengalaman uji jalan, juga boleh mendapat bola rasmi Kia x Piala Dunia x Adidas edisi terhad. Selain itu, Kia juga menyediakan subsidi cukai pembelian 2,500 yuan untuk model "harga tetap" baharu Kia Sportage, K3, Kia Picanto tiga model, dan memberikan kad minyak/kad elektrik 2,000 yuan kepada pelanggan seperti graduan universiti, pasangan baharu kahwin, keluarga dengan bayi baru lahir serta staf pengajar, pekerja perubatan, pekerja media dan kumpulan lain, menunjukkan penuh keikhlasan terhadap pengguna China.
Yang menarik untuk disebut, sebagai rakan kongsi rasmi Persekutuan Bola Sepak Antarabangsa (FIFA) selama hampir 20 tahun, Kia mempunyai hak eksklusif memilih pembawa bola rasmi secara global, pada Piala Dunia ini, Kia memilih 104 belia berumur 10 hingga 14 tahun dari seluruh dunia sebagai pembawa bola rasmi. Pada 3 Julai, pusingan 1/16 akhir Piala Dunia FIFA 2026 Amerika Utara di Stadium Los Angeles menyambut perlawanan antara Sepanyol dan Austria, di bawah sorakan ribuan peminat yang bergema, gadis berumur 11 tahun Liu Shuying sebagai pembawa bola rasmi China yang unik pada Piala Dunia kali ini, bersama pemain terbaik dunia masuk ke padang hijau, menyerahkan bola perlawanan kepada pengadil dengan tangannya sendiri.
Pada separuh tahun ini, dari dasar pembelian kenderaan "harga tetap" nasional yang dilancarkan pada awal tahun baru, sehingga subsidi kad minyak, pelepasan cukai pembelian dan ganjaran berbilang yang dilaksanakan secara siri, Yueda Kia terus membalas pengguna China dengan pakej pembelian kenderaan bernilai tinggi, secara berkesan menurunkan halangan pembelian kenderaan kepada pengguna, menjadikan harga lebih telus, pembelian kenderaan lebih tenang. Tepat kerana serangkaian dasar pembelian kenderaan yang bernilai tinggi, jualan pelbagai model bintang Kia berkembang ketara berbanding tahun lepas, ini juga mengukuhkan kualiti global Kia yang boleh dipercayai, keselesaan memandu dan perjalanan yang menonjol, kecekapan bahan api yang cemerlang dan kelebihan lain, sedang mendapat pengiktirafan dan kepercayaan daripada lebih banyak pengguna China.
Di luar mengintegrasikan sumber acara bertaraf dunia secara aktif, Yueda Kia juga mendalami sukan tempatan China. Pada separuh tahun ini, Yueda Kia sudah menaja Maraton Yancheng selama 6 tahun berturut-turut, selama 2 tahun berturut-turut menjadi penaja utama pasukan "Su-Chao" Yancheng, bukan sahaja memberikan sokongan menyeluruh kepada acara tempatan Yancheng, malah mengorganisasikan kenderaan pengangkutan sukarelawan rasmi yang penuh kasih sayang, menjemput kanak-kanak kumpulan khas masuk ke padang sukan Su-Chao untuk menonton, merancang "Rancangan Impian Anak-Anak Kecil Pembawa Bola", juga menciptakan aktiviti pengalaman khusus seperti menonton percuma, lawatan kilang, uji jalan kenderaan baharu untuk keluarga pemilik kenderaan, melanjutkan hangatnya jenama ke setiap peserta di dalam dan luar padang, berterusan menyampaikan imej jenama yang positif dan penuh hangatan.
Dalam aspek produk, Yueda Kia menggabungkan kualiti global Kia dan kelebihan teknologi pintar China, dengan produk berkualiti tinggi, pintar tinggi, nilai tinggi, memenuhi harapan pelbagai pengguna China terhadap perjalanan berkualiti. Pada April tahun ini, "Peneroka SUV Bandar Global" dengan jumlah jualan global melebihi 8 juta unit — Kia Sportage Baharu dilancarkan semula. Kereta baru mewarisi sejarah "Sportage" 33 tahun, kualiti boleh dipercayai model 5 generasi, di dimensi reka bentuk luaran, pengalaman ruang dalaman, teknologi pintar, persediaan keselamatan dan aspek lain meningkat sepenuhnya, "harga tetap sempena pelancaran" serendah 109,900 yuan bermula, model terjual "harga tetap" varian Premier 1.5T hanya 124,900 yuan, berbanding model lama mencapai 13 penggredan persediaan,进一步满足了中国用户对更舒适、更智能的出行需求 (Further meeting Chinese user's need for more comfortable, smarter travel experience).
Penting untuk diberi perhatian adalah, Kia Sportage Baharu sudah lebih dari 100 hari sejak dilancarkan, masih mengekalkan prestasi cemerlang "tiada aduan pelanggan" dalam kualiti kereta baharu, ini bukan sahaja mengukuhkan kualiti produk yang kukuh, malah memaparkan tahap pembuatan yang terkemuka secara global di Kilang Ketiga Yueda Kia dan keupayaan kawalan kualiti. Sebagai pusat pengeluaran utama global Kia, Kilang Ketiga Yueda Kia menyelaraskan sepenuhnya piawaian pembuatan antarabangsa terkemuka, memperkenalkan Sistem Pengurusan Kualiti Global Kia (GQMS), Sistem Pelaksanaan Pembuatan MES, Sistem Pengakhiran Pengeluaran IQIS dan alat canggih lain, membina sistem pengurusan kualiti kitaran hayat penuh yang meliputi pembangunan dan penyelidikan, pembuatan hingga pasca jual. Tepat kerana menerapkan piawaian kawalan kualiti yang ketat ke dalam keseluruhan proses pengeluaran, dalam "Mesyuarat Perbincangan Trend Kualiti Produk Automotif China 2026" yang diurus bersama oleh Chezhiwang dan Kairuisai Consultancy, Kilang Ketiga Yueda Kia dinobatkan sebagai "Pabrik Ekselen Kualiti Automotif Tahun 2025", memaparkan kedudukan penanda aras kualiti pembuatannya dalam syarikat automotif gabungan.
Sama menarik untuk disebut, pada 5 Jun, dalam penggredan "Automotif Tahun 2026" di Israel, Kia Sportage Baharu mengalahkan semua dan memenangi anugerah "SUV Kompak Tahun Ini", sekali lagi mengukuhkan nilai produk peningkatan menyeluruh dan kekuatan produk unggul di kelasnya!
Dalam aspek pembangunan saluran, Yueda Kia mengutamakan pengembangan dan peningkatan saluran akhir, berterusan memperdalam kerjasama dengan kumpulan pengedar besar yang diwakili oleh United Crown, Blue Pool, Jiangsu Zhixing, Guoao, Zhongchi dan lain-lain, memperkukatkan rangkaian perkhidmatan, mendorong perkhidmatan piawai ke bawah. Pada separuh tahun ini, Yueda Kia bersama rakan kongsi menambah 28 premis, khususnya pada April tahun ini Yueda Kia bersama Changjiu Group di Guangxi yang merupakan kedai utama piawai SI 2.0 global pertama, bukan sahaja mengisi kekosongan perkhidmatan perjalanan berkualiti tinggi di wilayah Guangxi, malah membawa pengalaman perkhidmatan menyeluruh yang efisien dan mudah kepada pengguna tempatan.
Selama ini, Yueda Kia sentiasa menganggap perkhidmatan pelanggan sebagai asas jangka panjang jenama. Pada separuh tahun ini, Yueda Kia bergantung pada piawaian perkhidmatan berkualiti tinggi yang bersatu secara global, berterusan mengoptimumkan ekosistem perkhidmatan yang meliputi fasa sebelum jual, semasa jual, pasca jual, menciptakan pengalaman perkhidmatan berkualiti tinggi kitaran hayat penuh. Dalam fasa sebelum jual dan semasa jual, Yueda Kia围绕到店体验、试乘试驾、签约交车等关键触点优化客户体验 (Around key touches like in-store experience, test drive, signing and delivery, optimizing customer experience), memperoleh kepercayaan luas daripada pengguna dan pihak berkuasa industri. Dalam kajian Indeks Pengalaman Pelanggan Pembelian Automotif China SM (PXI) oleh J.D. Power (Jun Di) yang dikeluarkan, Kia dengan skor pengalaman pelanggan pembelian 806 mata, menempati keempat jenama tenaga tradisional arus utama, kedua jenama gabungan, selama tiga tahun berturut-turut masuk ke dalam lima teratas jenama arus utama, dua teratas gabungan dalam senarai ini, memaparkan akumulasi mendalam dan kekuasaan terkemuka dalam bidang perkhidmatan pengguna dan pengalaman pembelian.
(Sumber: Kajian Indeks Pengalaman Pelanggan Pembelian Automotif China SM (PXI) oleh J.D. Power)
Dalam bidang perkhidmatan selepas jual, Yueda Kia di sekeliling pengembangan sistem pengurusan perkhidmatan, pengoptimuman kawalan kualiti perkhidmatan, penggunaan fasiliti perkhidmatan dan lain-lain, berterusan membawa pengalaman perkhidmatan yang lebih efisien, kualiti lebih tinggi kepada pengguna. Selain itu, melalui secara berkala mengadakan pertandingan kemahiran perunding perkhidmatan, pertandingan kemahiran juruteknik pembaikan, Yueda Kia凭借“以赛促技，服务升级”的方式 (dengan cara mendorong kemahiran melalui pertandingan, menaik taraf perkhidmatan), berterusan meningkatkan tahap perkhidmatan pasukan perkhidmatan. Pada pertandingan Keahlian Global Kia Edisi Ke-12 yang diadakan tahun ini, juruteknik pembaikan Guo Wenlei dari Kedai Jinwantong Jinan secara sekali dapat memperoleh medali perak gabungan, dengan sepenuhnya memaparkan latihan profesional yang kukuh dan kemampuan perkhidmatan yang luar biasa juruteknik pembaikan Yueda Kia.
Pada separuh tahun ini, Yueda Kia terus巩固内销外销齐头并进的发展态势 (mengukuhkan trend pembangunan kemajuan serentak penjualan domestik dan eksport), berterusan memperbisnes eksport global. Sehingga kini, Yueda Kia jumlah eksport keseluruhan kenderaan melebihi 617,000 unit, jualan eksport melebihi $6.79 bilion AS, membina matriks eksport yang terdiri daripada 6 model EV5, Kia Sportage, Kia Seltos, Kia K5, Kia Sonet, Kia Morning, merangkumi Australia, Mexico, Arab Saudi dan 91 negara serta wilayah lain secara global. Eksport enjin juga cemerlang, Jun eksport enjin 7,491 unit, jumlah eksport kira-kira 531,000 unit, diarahkan ke Rusia, Republik Czech, Slovakia, Korea Selatan, Vietnam, Malaysia, India, Kazakhstan, Turki dan negara lain.
Selain itu, dalam persekitaran penyesuaian fluktuasi keseluruhan industri automotif, Yueda Kia mengamalkan tegas falsafah pembangunan jangka panjang berteraskan manusia, berusaha mewujudkan budaya tempat kerja hidup harmoni dan empowerment dua hala antara perusahaan dan pekerja. Pada penganjuran Persembahan Pencapaian Cemerlang Budaya Perusahaan Wilayah Jiangsu pada April tahun ini, Yueda Kia凭借在企业文化领域的系统性创新与卓越成效 (berdasarkan inovasi sistem dan keberkesanan luar biasa dalam bidang budaya perusahaan), dengan projek "Membina Enjin Penyebaran Baharu, Mencapai Konsolidasi dan Lompatan Budaya" memenangi "Hadiah Pertama Pencapaian Cemerlang Budaya Perusahaan Wilayah Jiangsu 2024-2025", menjadi teladan piadan dalam pembinaan budaya perusahaan syarikat automotif gabungan.
Menggali Pasaran China selama 24 tahun, Yueda Kia sudah menerima kepercayaan lebih 6.85 juta pengguna. Pada masa hadapan, Yueda Kia akan melaksanakan tegas strategi pembangunan "Di China, Untuk China", dalam dimensi nilai jenama, kualiti produk, rangkaian saluran, pengalaman perkhidmatan dan lain-lain berterusan membaiki, membawa pengalaman perjalanan yang jauh melebihi jangkaan kepada lebih banyak pengguna China.
-Tamat-
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Ativa 同 Honda HR-V 來做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省下做功課嘅時間。
Perodua Ativa 喺馬來西亞嘅 OTR 售價係 RM 62,500 - 73,400，一共有 3 個版本，包括 1.0L Turbo X（RM 62,500）、1.0L Turbo H（RM 67,300）、1.0L Turbo AV（RM 73,400）等。
Honda HR-V 喺馬來西亞嘅 OTR 售價係 RM 115,900 - 143,900，一共有 4 個版本，包括 2026 e:HEV 1.5L RS（RM 143,900）、2026 1.5T V（RM 137,900）、2026 1.5T E（RM 130,900）等。
從價錢嚟睇，Perodua Ativa 嘅起步價確實比 Honda HR-V 平咗 RM 53,400。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需求。不過都要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需求。
Perodua Ativa 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Honda HR-V 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Honda HR-V 嘅 1.5L Turbo 比 Perodua Ativa 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區開，兩款車嘅動力都夠用，唔會覺得冇夠力。
Perodua Ativa 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ASA 3.0 + ACC + LDA + LKA + BSM + RCTA。
Honda HR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING (ACC, CMBS, LKAS, RDM)。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算給得好齊全了。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Perodua Ativa 車身長 4400 mm，行李箱 400 L。
Honda HR-V 車身長 4500 mm，行李箱 450 L。
空間方面，Honda HR-V 嘅車身比 Perodua Ativa 長咗 100 mm，乘坐空間更有優勢。不過 Perodua Ativa 喺城市入面停車會靈活啲，各有取舍。
Perodua Ativa 同 Honda HR-V 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最終仲係建議兩款都去試駕，親身體驗先係最重要嘅。
總嘅嚟講，Perodua Ativa 同 Honda HR-V 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
2026年7月9日（新加坡），阿维塔科技宣布，诺贝尔物理学奖得主、石墨烯发现者康斯坦丁・诺沃肖洛夫教授正式成为阿维塔07第10万位车主。此次新车交付仪式在阿维塔新加坡门店举行。来自全球顶尖科学家的信任与选择，不仅是对阿维塔产品实力的肯定，更是中国品牌在全球高端市场持续向新向上的又一例证。
交付仪式现场，康斯坦丁・诺沃肖洛夫教授表示：“今年5月到访重庆时，我近距离体验了阿维塔车型，它独特、优雅的未来感设计，极具科技感的环拥座舱，富有情感的智能交互都令我过目难忘。选择阿维塔07，是因为它完全契合我的审美标准与日常用车需求。这是我的第一台中国品牌汽车，创新实力和豪华质感都让人惊叹。”
康斯坦丁・诺沃肖洛夫教授此次选择的阿维塔07，定位为智美都市豪华SUV，凭借未来美学原创设计、都市豪华头等舱体验、六大硬核技术神器以及卓越安全品质，在豪华、智能、性能、安全四大维度，带给用户前所未有的满配体验。自上市以来，阿维塔07已在全球收获10万用户认可，成为阿维塔的销量主力车型，助力品牌全球累计销量突破26万台。
阿维塔07车型在新加坡市场起售价超过100万人民币，位居当地豪华品牌核心价格区间，凸显新加坡用户对阿维塔产品实力与新豪华品牌价值的认同。自2025年7月进军新加坡市场以来，阿维塔携手高端汽车集团 DPL Premium Automobiles 开展深度合作，加速线下渠道布局落地，持续完善本地化运营体系，为新加坡用户打造极致的豪华拥车生活体验。
除了康斯坦丁・诺沃肖洛夫教授，泰国副总理、不丹国王、卡塔尔王室成员等各界精英名流此前均选择了阿维塔作为座驾。截至目前，阿维塔已进入43个国家和地区，并将加速拓展中东、东南亚及欧洲市场，计划于2030年进入超110个国家和地区，以本地化产品与服务体系把握海外高端市场增长机遇，持续打造全球新豪华智能电动汽车领导品牌。
Dalam pasaran SUV di Malaysia, ramai pembeli ketika memilih kereta akan membandingkan Perodua Ativa dan Proton X90. Kedua-dua kereta ini mempunyai harga dan penarafan yang sangat hampir, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa untuk melakukan kajian.
Perodua Ativa di Malaysia harga jual OTR adalah RM 62,500 - 73,400, ada sebanyak 3 varian, termasuk 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400) dan lain-lain.
Proton X90 di Malaysia harga jual OTR adalah RM 106,800 - 122,800, ada sebanyak 4 varian, termasuk 2026 1.5T Prime X (RM 122,800), 2026 1.5T Prime (RM 116,800), 2026 1.5T Lite (RM 106,800) dan lain-lain.
Dari segi harga, harga permulaan Perodua Ativa memang lebih murah RM 44,300 berbanding Proton X90. Jika bajet anda terhad, varian pemula Perodua sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, beberapa ribu yang lebih murah ini, mungkin ada pertimbangan dalam kelengkapan, lihatlah keperluan anda sendiri.
Pengkelasan keselamatan Perodua Ativa adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ASA 3.0 + ACC + LDA + LKA + BSM + RCTA.
Pengkelasan keselamatan Proton X90 adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Pengkelasan keselamatan kedua-dua kereta sama, dalam kelas ini kelengkapan keselamatan dianggap lengkap. Keselamatan kereta baru sekarang tidak buruk, tidak perlu terlalu risau tentang hal ini.
Perodua Ativa menggunakan cara pemacu FWD.
Proton X90 menggunakan cara pemacu FWD.
Cara pemacu kedua-dua kereta sama, semuanya FWD, rasa pemanduan harian tiada perbezaan besar.
Perodua Ativa jaminan 5 tahun/150,000km, jarak servis setiap 10,000km atau 6 bulan.
Proton X90 jaminan 5 tahun/150,000km, jarak servis setiap 10,000km atau 6 bulan.
Kondisi jaminan kedua-dua kereta sama, hal ini tidak perlu dikhuatiri. Kos servis sebenar lihatlah rangkaian perkhidmatan jenama dan harga komponen, cadangkan bertanya ahli dalam kumpulan pemilik kereta sebenar untuk pengalaman.
Secara umumnya, Perodua Ativa dan Proton X90 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih kereta mana, penting bergantung kepada keperluan peribadi dan bajet anda. Cadangkan untuk membuat kajian terlebih dahulu, bandingkan lebih banyak tawaran dari diler kereta, kemudian buat keputusan akhir melalui ujian memandu. Membeli kereta adalah perkara besar, meluangkan masa melakukan kajian tidak akan salah.
Pasaran SUV di Malaysia, ramai pembeli yang membandingkan Perodua Ativa dan Proton X50 ketika memilih kereta. Kedua-dua kereta ini mempunyai harga dan kedudukan pasaran yang agak hampir, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat kajian.
Perodua Ativa dijual di Malaysia pada harga OTR RM 62,500 - 73,400, mempunyai 3 versi, termasuk 1.0L Turbo X (RM 62,500), 1.0L Turbo H (RM 67,300), 1.0L Turbo AV (RM 73,400) dan lain-lain.
Proton X50 dijual di Malaysia pada harga OTR RM 89,800 - 113,300, mempunyai 4 versi, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Dari segi harga, Perodua Ativa mempunyai harga permulaan yang memang lebih murah RM 27,300 berbanding Proton X50. Jika bajet anda terhad, versi masuk Perodua sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, perbezaan harga beberapa ribu itu mungkin memerlukan pengorbanan dari segi peralatan, bergantung kepada keperluan anda.
Perodua Ativa dibekalkan enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Proton X50 dibekalkan enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Kedua-dua kereta menggunakan sistem pemacu yang sama, rasa mengemudi harian adalah pada dasarnya tiada perbezaan. Dari segi penggunaan bahan api juga hampir sama, tidak perlu terlalu bimbang tentang hal ini.
Perodua Ativa jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Proton X50 jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Syarat jaminan kedua-dua kereta adalah sama, bahagian ini tidak perlu bimbang. Kos penyelenggaraan sebenar bergantung kepada rangkaian servis jenama dan harga suku cadang, disarankan bertanya pengalaman pemilik sebenar dalam komuniti kereta.
Perodua Ativa dan Proton X50 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih menghargai reputasi jenama dan nilai jualan semula, boleh memilih terlebih dahulu model yang mempunyai reputasi lebih baik; jika anda lebih mementingkan nisbah harga dan prestasi, pilih model yang mempunyai kelengkapan lebih kaya. Akhir sekali disarankan kedua-dua model untuk diuji memandu, pengalaman sendiri adalah yang paling penting.
Secara keseluruhan, Perodua Ativa dan Proton X50 adalah model yang sangat bagus di pasaran Malaysia. Memilih kereta mana, terutamanya bergantung kepada keperluan peribadi dan bajet anda. Kami cadangkan anda membuat kajian, bandingkan harga beberapa kedai kereta, kemudian buat keputusan akhir selepas uji memandu. Membeli kereta adalah perkara penting, mengambil sedikit masa untuk kajian tidak akan salah.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Mazda CX-8 同 Hyundai Tucson 嚟做比較。這兩款車喺價位同定位上都好接近，今日我哋就從多個方面做一個詳細嘅對比，幫你省做功課嘅時間。
Mazda CX-8 喺馬來西亞嘅 OTR 售價係 RM 165,360 - 201,360，一共有 5 個版本，包括 2025 2.5T 4WD High Plus Petrol（RM 201,360）、2025 2.2L 2WD High Plus Diesel（RM 193,123）、2025 2.5L 2WD High Plus Petrol（RM 186,360） 等。
Hyundai Tucson 喺馬來西亞嘅 OTR 售價係 RM 143,888 - 197,888，一共有 5 個版本，包括 2025 HEV 1.6T AT 2WD Prestige（RM 197,888）、2025 1.6T DCT 4WD Prestige（RM 186,888）、2025 1.6T DCT 2WD Prime（RM 164,888） 等。
從價錢嚟睇，Hyundai Tucson 嘅起步價比 Mazda CX-8 平咗 RM 21,472。坦白講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
Mazda CX-8 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
Hyundai Tucson 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Mazda CX-8 嘅 2.0L 4-cyl 比 Hyundai Tucson 嘅 1.5L Turbo 多咗 30 匹馬力，中段加速更有信心，尤其係跑高速公路超車嘅時候。不過 Hyundai Tucson 嘅油耗可能更抵用，日常市區通勤差別唔會太大。
Mazda CX-8 車身長 4500 mm，行李箱 450 L。
Hyundai Tucson 車身長 4400 mm，行李箱 400 L。
空間方面，Mazda CX-8 嘅車身比 Hyundai Tucson 長咗 100 mm，車內乘坐空間會稍微寬裕啲，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大一點嘅車身確實更實用。
Mazda CX-8 採用 FWD 驅動方式。
Hyundai Tucson 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大區別。
總嚟講，Mazda CX-8 同 Hyundai Tucson 都係馬來西亞市場好唔錯嘅車型。選擇邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花點時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 奇瑞 Tiggo 8 同 三菱 Xforce 嚟做比較。這兩款車喺價位同定位上都喺好接近，今日我哋就從多個方面做一個詳細嘅比較，幫您攞走做功課嘅時間。
奇瑞 Tiggo 8 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 1 個版本，包括 2026 1.6T Standard（RM 129,750） 等。
三菱 Xforce 喺馬來西亞嘅 OTR 售價係 RM 109,930 - 119,930，一共有 2 個版本，包括 2026 1.5L Ultimate（RM 119,930）、2026 1.5L Urban（RM 109,930） 等。
從價錢睇來，三菱 Xforce 嘅起步價比 奇瑞 Tiggo 8 平咗 RM 19,820。講真嘅，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同埋長期使用成本。
奇瑞 Tiggo 8 採用 FWD 驅動方式。
三菱 Xforce 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
奇瑞 Tiggo 8 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
三菱 Xforce 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
兩款車嘅保養條件一樣，呢方面唔使糾結。實際保養成本仲要睇品牌嘅服務網絡同零件價格，建議去車友群問下真實車主嘅經驗。
奇瑞 Tiggo 8 同三菱 Xforce 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，就揀配備更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要。
總體嚟講，奇瑞 Tiggo 8 同三菱 Xforce 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅轎車市場，好多買家喺揀車嘅時候都會拿 BMW M3 同 Porsche 718 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一次詳細嘅比較，幫你省返做功課嘅時間。
BMW M3 喺馬來西亞嘅 OTR 售價係 RM 847,800 - 847,800，總共有 1 個版本，包括 Standard（RM 847,800）等等。
Porsche 718 喺馬來西亞嘅 OTR 售價係 RM 545,000 - 1,700,000，總共有 6 個版本，包括 2025 AMG G 63（RM 1,948,888）、2025 Cayman 2.0T（RM 585,000）、2025 Boxster 2.0T（RM 545,000）等等。
由價錢睇嚟，Porsche 718 嘅起步價比 BMW M3 平咗 RM 302,800。老實講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
BMW M3 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 Premium ADAS。
Porsche 718 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都攞到幾好嘅評級。不過 BMW M3 嘅 Premium ADAS 同 Porsche 718 嘅 Basic 喺功能上有些差異，如果你比較看重主動安全嘅話，可以仔細對比下兩者嘅功能列表。
BMW M3 採用 FWD 驅動方式。
Porsche 718 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
BMW M3 同 Porsche 718 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，就揀配置更豐富嗰款。最終都建議兩款都去試駕，親身體驗先至係最重要嘅。
總括嚟講，BMW M3 同 Porsche 718 都係馬來西亞市場幾唔錯嘅車型。揀邊架，關鍵仲係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅汽車市場，好多買家喺揀車嗰陣都會拿馬自達 CX-3 同奇瑞 Tiggo 8 PHEV 作比較。今日我哋從多個方面做一個詳細對比，幫你節省做功課嘅時間。
馬自達 CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，總共有 2 個版本，包括 2023 2.0L 高配（RM 139,159）、2023 2.0L Plus（RM 126,159） 等。
奇瑞 Tiggo 8 PHEV 喺馬來西亞嘅 OTR 售價係 RM 159,750 - 159,750，總共有 2 個版本，包括 1.6L Turbo 標準版（RM 130,000）、1.6L Turbo 高級版（RM 145,000） 等。
由價錢睇落嚟，馬自達 CX-3 嘅起步價確實比奇瑞 Tiggo 8 PHEV 平咗 RM 33,591。如果你預算有限，馬自達嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需求。
馬自達 CX-3 採用 FWD 驅動方式。
奇瑞 Tiggo 8 PHEV 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
馬自達 CX-3 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
奇瑞 Tiggo 8 PHEV 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
馬自達 CX-3 同奇瑞 Tiggo 8 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，就揀配備更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要嘅。
總體嚟講，馬自達 CX-3 同奇瑞 Tiggo 8 PHEV 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對無錯。
喺馬來西亞嘅汽車市場，好買家喺揀車嘅時候都會用 Mazda CX-60 同 Subaru Forester 做比較。今日我哋由多個方面做一個詳細嘅比較，幫你省咗做功課嘅時間。
Mazda CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，一共有 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510） 等。
Subaru Forester 喺馬來西亞嘅 OTR 售價係 RM 174,000 - 197,000，一共有 3 個版本，包括 2024 2.0L S EyeSight GT Edition（RM 189,538）、2024 2.0L S EyeSight（RM 177,538）、2024 2.0L L EyeSight（RM 167,538） 等。
從價錢嚟睇，Subaru Forester 嘅起步價比 Mazda CX-60 平咗 RM 26,510。老實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同埋長期使用成本。
Mazda CX-60 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 i-Activsense Pro。
Subaru Forester 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 EyeSight。
兩款車嘅安全評級一樣，喺呢個級別裡面安全配備都算畀得好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Mazda CX-60 車身長 4500 mm，後備箱 450 L。
Subaru Forester 車身長 4400 mm，後備箱 400 L。
空間方面，Mazda CX-60 嘅車身比 Subaru Forester 長咗 100 mm，車內坐位空間會稍微寬鬆少少，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大少少嘅車身確實更實用。
Mazda CX-60 同 Subaru Forester 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更重視品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最後仲係建議兩款都去試駕，親身體驗先係最重要。
總嘅嚟講，Mazda CX-60 同 Subaru Forester 都係馬來西亞市場幾唔錯嘅車型。揀邊輛車，關鍵仲係睇你嘅個人需求同埋預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
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