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In Malaysia's SUV market, many buyers compare Perodua Aruz and Mazda CX-30 when choosing a car. These two models are quite close in price and positioning. Today, we will do a detailed comparison from multiple aspects to help you save time on research.
The OTR price of Perodua Aruz in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900) etc.
The OTR price of Mazda CX-30 in Malaysia is RM 122,409 - 146,409, with a total of 4 versions, including 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409) etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 49,509 cheaper than Mazda CX-30. If your budget is limited, Perodua's entry-level version can already meet daily needs. But also note, the few thousand cheaper cost might involve trade-offs in features, it depends on your specific needs.
Perodua Aruz comes with a 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Mazda CX-30 comes with a 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
Regarding power, the Mazda CX-30's 1.5L Turbo has 35 more hp than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, both cars have enough power and won't feel underpowered.
Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include .
Mazda CX-30 safety rating is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
Both cars have the same safety rating, safety features are quite comprehensive for this level. New car safety is not poor nowadays, no need to worry too much about this point.
Perodua Aruz body length 4400 mm, trunk 400 L.
Mazda CX-30 body length 4500 mm, trunk 450 L.
In terms of space, Mazda CX-30 body is 100 mm longer than Perodua Aruz, with an advantage in seating space. However, Perodua Aruz is a bit more flexible for parking in the city, each has its trade-offs.
Perodua Aruz warranty 5 years/150,000km, service interval every 10,000km or 6 months.
Mazda CX-30 warranty 5 years/150,000km, service interval every 10,000km or 6 months.
Both cars have the same warranty conditions, no need to worry about this aspect. Actual maintenance costs depend on the brand's service network and part prices, suggest asking real owners in car clubs for their experience.
Overall, Perodua Aruz and Mazda CX-30 are both very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. It is recommended to do your research, compare quotes from several dealerships, and then test drive to make the final decision. Buying a car is a big matter, spending time researching will never be wrong.
In Malaysia's SUV market, many buyers often compare Proton X70 and Chery Tiggo 7 Pro when selecting a car.
The OTR selling price of Proton X70 in Malaysia is RM 106,800 - 122,300, with a total of 3 variants, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), and 1.5L Premium 2WD (RM 122,300).
The OTR selling price of Chery Tiggo 7 Pro in Malaysia is RM 123,750 - 123,750, with a total of 2 variants, including 1.6L Turbo Standard (RM 125,000) and 1.6L Turbo Premium (RM 140,000).
From a pricing perspective, the starting price of Proton X70 is indeed RM 16,950 cheaper than Chery Tiggo 7 Pro. If your budget is limited, the entry-level version of Proton can already meet daily needs. However, also note that the few thousand dollars saved might involve trade-offs on features, it depends on your specific needs.
Proton X70 is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
Chery Tiggo 7 Pro is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption is 7.0 L/100km.
Both cars use the same powertrain system, the experience of driving daily is basically no difference. Fuel economy is also similar, no need to worry too much about this point.
Proton X70 warranty is 5 years/150,000 km, maintenance interval every 10,000 km or 6 months.
Chery Tiggo 7 Pro warranty is 3 years/100,000 km, maintenance interval every 10,000 km or 6 months.
Proton X70 and Chery Tiggo 7 Pro are both mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with a better reputation; if you care more about value for money and features, then choose the one with richer specs. Ultimately, it is recommended to test drive both, personal experience is the most important.
Overall, Proton X70 and Chery Tiggo 7 Pro are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your research, compare quotes from several dealerships, then test drive to make the final decision. Buying a car is a big matter, spending time doing research will never be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Aruz 同奇瑞瑞虎 8 做比較。呢兩款車喺價位同定位上都好接近，今日我就從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，一共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
奇瑞瑞虎 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。
從價錢嚟睇，Perodua Aruz 嘅起步價確實比奇瑞瑞虎 8 平咗 RM 56,850。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都要注意，平嗰幾千蚊，可能喺配備上有取舍，具體要看你嘅需要。
Perodua Aruz 車身長 4400 mm，車尾箱 400 L。
奇瑞瑞虎 8 車身長 4400 mm，車尾箱 400 L。
兩款車嘅尺寸差唔多，車內空間分別唔大。呢級嘅車，日常使用完全夠用。
Perodua Aruz 保養保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
奇瑞瑞虎 8 保養保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Perodua Aruz 同奇瑞瑞虎 8 都係馬來西亞市場嘅主流選擇，適合家用、日常上下班。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，就揀配置更豐富嗰款。最終都好建議兩款都去試駕，親身體驗先最重要。
總括嚟講，Perodua Aruz 同奇瑞瑞虎 8 都係馬來西亞市場好唔錯嘅車型。揀邊輛，關鍵始終要睇你嘅個人需要同預算。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。
In Malaysia's SUV market, many buyers compare Perodua Aruz and Chery Tiggo 7 Pro when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 variants, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Chery Tiggo 7 Pro OTR price in Malaysia is RM 123,750 - 123,750, with a total of 2 variants, including 1.6L Turbo Standard (RM 125,000), 1.6L Turbo Premium (RM 140,000), etc.
In terms of price, Perodua Aruz starting price is indeed RM 50,850 cheaper than Chery Tiggo 7 Pro. If your budget is limited, Perodua's entry-level version can already meet daily needs. But also note, the few thousand cheaper might have trade-offs in equipment, it depends on your specific needs.
Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include .
Chery Tiggo 7 Pro safety rating is TBD, active safety systems include Basic.
Perodua Aruz warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 7 Pro warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Both Perodua Aruz and Chery Tiggo 7 Pro are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale price more, you can prioritize the one with a better reputation; if you care more about value for money and equipment, then choose the one with richer configurations. Ultimately, it is still recommended to test drive both models, as personal experience is the most important.
Overall, Perodua Aruz and Chery Tiggo 7 Pro are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended for everyone to do their homework, compare quotes from several dealerships, and then test drive to make the final decision. Buying a car is a big matter, spending some time doing homework will definitely not be wrong.
In the Malaysian SUV market, many buyers compare Perodua Aruz and Chery Tiggo 7 Pro when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz has an OTR price in Malaysia of RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Chery Tiggo 7 Pro has an OTR price in Malaysia of RM 123,750 - 123,750, with a total of 2 versions, including 1.6L Turbo Standard (RM 125,000), 1.6L Turbo Premium (RM 140,000), etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 50,850 cheaper than Chery Tiggo 7 Pro. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, note that the savings of a few thousand might involve trade-offs in features, depending on your specific needs.
Perodua Aruz is equipped with a 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Chery Tiggo 7 Pro is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, the Chery Tiggo 7 Pro's 1.5L Turbo has 35 more horsepower than the Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient and won't feel lacking.
Perodua Aruz's safety rating is 5★ (ASEAN NCAP), active safety systems include .
Chery Tiggo 7 Pro's safety rating is TBD, active safety systems include Basic.
Perodua Aruz warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Chery Tiggo 7 Pro warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Overall, Perodua Aruz and Chery Tiggo 7 Pro are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We recommend doing your research, comparing quotes from several dealerships, and then test driving before making a final decision. Buying a car is a big matter, spending time on research will never go wrong.
In Malaysia's SUV market, many buyers compare the Perodua Aruz and MG MG HS when choosing a car. These two models have quite similar price ranges and positioning; today we will make a detailed comparison from multiple aspects to help you save time on research.
The Perodua Aruz's OTR selling price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
The MG MG HS's OTR selling price in Malaysia is RM 130,450 - 146,450, with a total of 2 versions, including 1.5L Standard (RM 105,000), 1.5L Executive (RM 115,000), etc.
From a price perspective, the Perodua Aruz's starting price is indeed RM 57,550 cheaper than the MG MG HS. If your budget is limited, the Perodua entry-level version can already meet daily needs. But also note that the few thousand cheaper might involve trade-offs in features, specifically depending on your needs.
Perodua Aruz is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100 km.
MG MG HS is equipped with 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100 km.
In terms of power, the MG MG HS's 1.5L Turbo has 35 more horsepower than the Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient, you won't feel underpowered.
The Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include .
The MG MG HS safety rating is TBD, active safety systems include Basic.
Perodua Aruz body length 4,400 mm, trunk 400 L.
MG MG HS body length 4,400 mm, trunk 400 L.
The dimensions of the two cars are almost the same, cabin space difference is not significant. For cars in this class, daily use is perfectly sufficient.
Perodua Aruz warranty 5 years/150,000 km, maintenance interval every 10,000 km or 6 months.
MG MG HS warranty 7 years/150,000 km, maintenance interval every 10,000 km or 6 months.
In general, Perodua Aruz and MG MG HS are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do research, compare quotes from multiple dealerships, and then test drive to make the final decision. Buying a car is a major matter, spending some time on research will never go wrong.
In the SUV market in Malaysia, many buyers compare Proton X70 and Mazda CX-60 when choosing a car. These two models are quite close in price and positioning. Today we will make a detailed comparison from multiple aspects to help you save time on research.
Proton X70's OTR price in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
Mazda CX-60's OTR price in Malaysia is RM 200,510 - 252,873, with a total of 2 versions, including 2026 3.3T 4WD High Plus (RM 252,873), 2025 2.5L 2WD High (RM 200,510), etc.
From a price perspective, the starting price of the Proton X70 is indeed RM 93,710 cheaper than the Mazda CX-60. If your budget is limited, Proton's entry-level version can already meet daily needs. But note that the cheaper few thousand might involve trade-offs in features, depending on your needs.
Proton X70's safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Mazda CX-60's safety rating is 5★ (Euro NCAP), active safety systems include i-Activsense Pro.
In terms of safety features, both cars received good ratings. However, there are some differences between the Proton X70's ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) and the Mazda CX-60's i-Activsense Pro in terms of functions. If you value active safety, you can compare the function lists of both closely.
Proton X70 body length 4400 mm, trunk 400 L.
Mazda CX-60 body length 4500 mm, trunk 450 L.
In terms of space, the Mazda CX-60 body is 100 mm longer than the Proton X70, offering a better advantage in passenger space. However, the Proton X70 is a bit more flexible for parking in the city, each has its trade-offs.
Proton X70 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Mazda CX-60 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Both cars have the same warranty conditions, no need to dwell on this. Actual maintenance costs also depend on the brand's service network and parts prices, suggest asking real owners in car communities for their experience.
Overall, Proton X70 and Mazda CX-60 are both very good models in the Malaysian market. Which one to choose depends on your personal needs and budget. It is recommended to do your research, compare quotes from a few dealerships, and then test drive to make the final decision. Buying a car is a big matter, spending some time researching will never be wrong.
In the Malaysian SUV market, many buyers compare Perodua Aruz and GWM Haval H6 when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz's OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
GWM Haval H6's OTR price in Malaysia is RM 139,750 - 139,750, with a total of 2 versions, including 1.5L Turbo Standard (RM 140,000), 1.5L Turbo Premium (RM 155,000), etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 66,850 cheaper than GWM Haval H6. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, be aware that the few thousand difference might involve trade-offs in features, depending on your specific needs.
Perodua Aruz is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
GWM Haval H6 is equipped with Hybrid, 170 hp. Official fuel consumption 4.5 L/100km.
In terms of power, GWM Haval H6's Hybrid has 65 more horsepower than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, both cars have enough power and won't feel underpowered.
Perodua Aruz body length 4400 mm, trunk 400 L.
GWM Haval H6 body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, with little difference in interior space. Cars in this class are more than enough for daily use.
Perodua Aruz adopts FWD drive mode.
GWM Haval H6 adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, and the daily driving experience will not differ much.
Perodua Aruz warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
GWM Haval H6 warranty 7 years/150,000km, maintenance interval every 10,000km or 6 months.
Overall, Perodua Aruz and GWM Haval H6 are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your homework, comparing quotes from several dealerships, and then test driving to make a final decision. Buying a car is a big matter, spending some time on research will never be wrong.
In the Malaysian SUV market, many buyers compare Perodua Aruz and Mitsubishi Xforce when choosing a car. The prices and positioning of these two models are quite close. Today, we will conduct a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz has an OTR price in Malaysia of RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900) etc.
Mitsubishi Xforce has an OTR price in Malaysia of RM 109,930 - 119,930, with a total of 2 versions, including 2026 1.5L Ultimate (RM 119,930), 2026 1.5L Urban (RM 109,930) etc.
From a price perspective, the starting price of Perodua Aruz is indeed RM 37,030 cheaper than Mitsubishi Xforce. If your budget is limited, the Perodua entry-level version can already meet daily needs. However, note that the price difference of a few thousand ringgit may involve trade-offs in features, depending on your specific needs.
Perodua Aruz is equipped with a 1.5L 4-cylinder engine, 105 hp. Official fuel consumption is 6.0 L/100km.
Mitsubishi Xforce is equipped with a 1.5L Turbo engine, 140 hp. Official fuel consumption is 7.0 L/100km.
In terms of power, Mitsubishi Xforce's 1.5L Turbo has 35 more horsepower than Perodua Aruz's 1.5L 4-cylinder. However, for daily city driving, the power of both cars is sufficient, you won't feel underpowered.
Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include.
Mitsubishi Xforce safety rating is 5★ (ASEAN NCAP), active safety systems include MI-PILOT.
Both cars have the same safety rating, safety features in this class are quite complete. New car safety is generally not bad nowadays, no need to worry too much about this.
Perodua Aruz body length is 4400 mm, trunk 400 L.
Mitsubishi Xforce body length is 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, interior space difference is small. Cars in this class are completely sufficient for daily use.
Perodua Aruz adopts FWD drive mode.
Mitsubishi Xforce adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, daily driving experience will not differ much.
Overall, Perodua Aruz and Mitsubishi Xforce are both quite good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing your research, comparing quotes from several dealerships, and then test driving to make a final decision. Buying a car is a big deal, spending time on research will never be wrong.
In Malaysia's SUV market, many buyers compare Proton X70 and Mazda CX-3 when choosing a car. These two models are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to save you time on research.
Proton X70 OTR price in Malaysia is RM 106,800 - 122,300, with a total of 3 versions, including 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300), etc.
Mazda CX-3 OTR price in Malaysia is RM 126,159 - 139,159, with a total of 2 versions, including 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159), etc.
From a price perspective, Proton X70's starting price is indeed RM 19,359 cheaper than Mazda CX-3. If your budget is limited, Proton's entry-level version can already meet daily needs. But note, the few thousand ringgit savings might involve trade-offs in features, depending on your needs.
Proton X70 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Mazda CX-3 safety rating is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
Both cars have the same safety rating, safety features in this segment are quite comprehensive. New cars nowadays generally have good safety, no need to worry too much about this.
Proton X70 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Mazda CX-3 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Both cars have the same warranty conditions, no need to dwell on this. Actual maintenance costs depend on the brand's service network and parts prices, suggest asking real owners in car owner groups for experience.
Both Proton X70 and Mazda CX-3 are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation; if you care more about cost-performance and features, choose the one with richer configuration. Finally, suggest test-driving both, personal experience is most important.
In general, Proton X70 and Mazda CX-3 are both excellent models in the Malaysian market. Which one to choose depends on your personal needs and budget. Suggest doing research, compare quotes from multiple dealerships, then test-drive to make a final decision. Buying a car is a big deal, spending time on research is never wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Proton X50 同 Honda WR-V 嚟比較。呢兩款車喺價位同埋定位上都幾接近，而家我哋就從多個角度做詳細比較，幫你省咗做功課嘅時間。
Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，總共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300）等。
Honda WR-V 喺馬來西亞嘅 OTR 售價係 RM 89,900 - 107,900，總共有 4 個版本，包括 2023 1.5L V（RM 99,900）、2023 1.5L E（RM 95,900）、2023 1.5L S（RM 89,900）等。
由價錢嚟睇，Proton X50 嘅起步價確實比 Honda WR-V 平咗 RM 100。如果你預算有限，Proton 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上有取捨，具體要看你嘅需要。
Proton X50 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Honda WR-V 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
兩款車用緊同一套動力系統，日常開起嚟嘅感覺基本無分別。油耗方面都相差不多，唔使太糾結呢一點。
Proton X50 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Honda WR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Proton X50 保養 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Honda WR-V 保養 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Proton X50 同 Honda WR-V 都係馬來西亞市場幾唔錯嘅車款。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無錯。
SAIC-GM-Wuling's commuter cars are about to cross the 3 million unit milestone in cumulative sales. To commemorate this highlight, on August 7, Wuling official will launch a grand celebration at the Chengdu Outdoor Music Park — the Hongguang MINIEV 6th Anniversary and Wuling Commuter Car 3 Million User Celebration. At that time, Meng Ziyi, the global image spokesperson for the Bingo family, will make a surprise appearance and join countless car owners for this carnival feast.
While waiting for this feast, let's first take a look at how many solutions for ordinary people's daily travel are hidden within this upcoming trust of 3 million users.
Parking Hard, Costs High, Driving Scared? These Three Cars Are the Cure for Every 'Complaint'
For ordinary people like us, purchasing a vehicle involves 90% usage scenarios being daily commuting, picking up and dropping off children, grocery shopping, or short trips around the weekend. However, reality often falls short: the body is wide and hard to park in narrow alleys; refueling a fuel car hurts the wallet; new drivers shake their legs just sitting in the driver's seat. At this moment, the Wuling commuter car series fully reveals its unique advantages.
If you are a corporate worker rushing between city skyscrapers, a new driver holding the steering wheel for the first time, or a frugal calculator upholding the concept of high cost-performance ratio, the 5th Gen Hongguang MINIEV is undoubtedly the key to unlocking a pleasant travel experience. It accurately interprets the core advantages of "Easy Control, Easy Parking, Ultra Energy Saving". An extremely small turning radius helps you turn around easily in narrow streets and park calmly in tight spaces; ultra-low energy consumption makes the travel cost per kilometer negligible, and daily commute expenses are even more affordable than taking the subway. To me, it is by no means a simple commuter tool, but a flexible mobile space for urban youth to escape congestion and rush towards freedom.
If you need to find a balance between family and vehicle usage needs, yearning for exquisite style without compromising on smart experience, Bingo Pro undoubtedly shows full sincerity. Retro-style high-value design endows every trip with a strong atmosphere; 12.8-inch smart screen equipped with Lingyu AI, voice wake-up is very fast, even if dialects are used, it can recognize quickly and accurately. For mom groups or those troubled by parking difficulties, 540° panoramic image paired with automatic parking assistance system, lets you not be flustered when parking at a narrow school gate. Added 30L front trunk and six-way electric adjustment seats, make this small car on practicality and comfort level, not inferior to higher-class family sedans.
If your vehicle usage needs are stricter, such as frequent suburban travel, holding an almost extreme persistence for safety guarantee and range capability, then Bingo S is undoubtedly the undisputed "All-Round Performer". It is equipped with A0-level top safety body, high strength steel ratio up to 72%, paired with multiple airbags, building a security fortress that follows you; maximum range of 525km, lets you not calculate for range when going to neighboring city for vacation on weekends, remote car control and scheduled charging thoughtful configuration, further interprets practical essence thoroughly.
Small Cars Don't "Settle", Wuling Makes Commuter Cars Also Sophisticated
In the past, many people always thought that choosing a commuter car was just settling for the best among limited choices, merely for transition use. However, Wuling, relying on the upcoming 3 million sales achievement, powerfully interprets that the true national commuter choice is by no means a helpless compromise, but just the right amount of peace of mind and comfort.
When you don't need to spend tens of thousands of extra yuan for flashy configurations, when you don't need to worry about parking difficulties anymore, when you realize the monthly vehicle usage expense is negligible, you can deeply understand the true meaning of "User Thinking". Wuling decisively jumps out of the inner consumption loop of invalid configurations and focuses on cultivating users' core rigid needs. From MINIEV's super high quality-price ratio, to Bingo Pro's smart family attributes, to Bingo S's long-range safety guarantee, Wuling relies on dual family product layout to convey to you: no matter what stage of life you are in, there is always a Wuling commuter vehicle that can precisely fit your life rhythm.
From Chinese Streets to Overseas Avenues, "People's Commuter Car" Has Truly Gone Global This Time
Worth noting is that on July 29, the 5th Gen Hongguang MINIEV (Wuling Air ev) officially debuted and went on sale at the Indonesia International Auto Show, with a starting price set at 155 million Indonesian Rupiah. The car not only integrates the practical layout of "Four Doors Four Seats", but also launches a cross-border cooperation with Disney-Pixar's "Toy Story 5", composing a new chapter of linkage.
This compact vehicle praised domestically as the "People's Exclusive Commuter Car" is rushing towards the global market with a more fashionable, more youthful style. It is by no means simply exporting products overseas, but deeply implanting the travel philosophy of "Simple, Free, Burden-Free" advocated by people into the hearts of global consumers.
Closing Remarks:
Sales have surged from 2 million to approaching the 3 million milestone, Wuling commuter cars rely on hardcore strength, securely sitting in the king position of the subdivision market. August 7, Chengdu Outdoor Music Park, a grand event integrating fun and trust is about to begin. If you are still hesitating over the choice of a commuter car, it is advisable to direct your gaze here — the common choice of 3 million users is the most convincing answer, far surpassing advertisements of a thousand words.
In the Malaysian SUV market, many buyers compare Perodua Aruz and Kia Sportage when selecting a car. These two cars are quite close in price and positioning. Today, we will do a detailed comparison from multiple aspects to help you save time on research.
The OTR selling price of Perodua Aruz in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
The OTR selling price of Kia Sportage in Malaysia is RM 129,639 - 179,320, with a total of 4 versions, including 2025 1.6T DCT 4WD High (RM 179,320), 2025 1.6T DCT 2WD High (RM 159,320), 2025 2.0L AT 2WD High (RM 139,639), etc.
In terms of price, the starting price of Perodua Aruz is indeed RM 56,739 cheaper than Kia Sportage. If your budget is limited, Perodua's entry-level version can already meet daily needs. However, keep in mind, the few thousand dollars difference might involve trade-offs in features, depending on your specific requirements.
Perodua Aruz is equipped with a 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Kia Sportage is equipped with a 1.5L Turbo, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of power, Kia Sportage's 1.5L Turbo has 35 more horsepower than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient and won't feel underpowered.
Perodua Aruz safety rating is 5★ (ASEAN NCAP), active safety systems include.
Kia Sportage safety rating is 5★ (ASEAN NCAP), active safety systems include Drive Wise.
Both cars have the same safety rating, and safety features are considered quite comprehensive in this class. New cars nowadays do not lack in safety, so there is no need to worry too much about this point.
Perodua Aruz adopts FWD drive mode.
Kia Sportage adopts FWD drive mode.
Both cars have the same drive mode, both are FWD, there won't be much difference in daily driving experience.
Overall, Perodua Aruz and Kia Sportage are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. We suggest doing thorough research, comparing quotes from several dealerships, and then test driving to make the final decision. Buying a car is a major matter, spending time on research will never be wrong.
而家內地新能源市場一派興旺嘅發展景象，唔使我再講多咗乜鬼啦？可以講，而家嘅每個細分市場入面，都可以搵到幾款唔同廠商嘅代表作，而作為消費者，我哋揀車過程都可以用「眼花花」嚟概括。不過，如果係下沉到新能源代步車市場，我諗一定要睇嘅，或者乾脆話我哋公認嘅領導者，嗰個肯定係擁有宏光 MINIEV 同繽果兩大家族產品陣列嘅五菱，呢個即將突破 300 萬台嘅累計銷量，就係最好嘅證明。
而且好似上面提到嘅，五菱代步車並唔係只有一款賣得掂，而係多款主力車型喺各自細分市場發光發熱，好似 A00 級市場 6 年累計銷量超 195 萬輛嘅宏光 MINIEV，佢第五代車型就係上市就熱銷；而繽果家族入面，繽果 Pro、繽果 S 亦透過唔同嘅核心優勢開發，持續滿足緊當代家庭同年輕用戶嘅差異化用車需求。而不管係我哋提到邊一款，都係喺誕生之初，已經刷新咗所在細分市場標準嘅產品。係唔係覺得我咁講稍為誇張？唔使急，我哋將每一款拎嚟單獨睇。
除咗長期居於代步車市場銷冠嘅實在銷售表現外，我哋提到嘅三款主力車型唔單止家族內部存在明顯差異，就算係放喺各自所喺細分市場入面，佢哋都有緊獨特優勢。就講第五代宏光 MINIEV 啦，好多人的第一反應肯定係佢價格夠親民，但實際上，車輛嘅造型、尺寸乃至底盤都可以用「親民」形容。小巧嘅身材令車輛可以更靈活應對高峰堵車、城市泊車難等問題，滿足用戶代步刚需嘅同時，亦用可玩可改嘅特別屬性凸顯出高性價比。
當然，除咗銷量之外，宏光 MINIEV 喺滿意度、保值率以及質量可靠性方面都同樣喺同行業首位，呢款車仲喺近期正式登陸印尼市場，成為咗中國代步車出海嘅另一代表。我覺得有呢個表現，話五菱係喺重新定義代步車其實都唔為過。
而喺繽果家族入面，講求精緻時尚嘅繽果 Pro，唔單止有高顏值嘅復古風格，更加完成咗包括內置主流應用嘅 12.8 吋觸控大屏、支持方言交互嘅靈語 AI 大模型以及帶 540 度全景影像嘅智能泊車輔助等一系列智能配置覆蓋。配合升級新增嘅 30L 前備廂，以及本身採用嘅下沉式後備廂設計，不管係寶媽帶娃出街搵靚相，定係追求智能同品質體驗嘅家庭用戶，都可以從中得到滿足。
繽果 S 則有住更加凌厲且硬核嘅高能風格，更加重要嘅係，佢得到咗「2025 中國十佳車身」認證嘅 74.5% 高強鋼籠式車身，都同樣可以喺多氣囊等安全配置協助下，帶來高能安全用車體驗。同時，車輛所擁有嘅無感、智能以及 525km 長續航屬性，亦令佢成為咗可以覆蓋更大通勤半徑、更远出游場景嘅全能代步選項。
呢三款主力車型已經能夠證明五菱喺代步車開發過程中，敢為人之先嘅造車理念，佢冇喺設計同配置選擇上盲目跟風，而係針對我哋用戶嘅實際出行需求與各項痛點，進行咗產品陣列嘅差異化開發，先至令佢喺六年之間迅速累積近 300 萬用戶基數，呢啲喺邊個市場入面都係好可觀嘅。
講咗咁多，我諗都可以俾五菱代步車嘅核心優勢做一個八字總結，即「靚、好開、好泊、好省」。再結合唔同產品嘅各自特點，仲有五菱代步車所取得嘅實在銷售表現，我諗將呢個描述為「國民代步車嘅標準答案」，應該都唔會引起咩爭議啦？畢竟我哋作為消費者，本身就係求個買車、用車都省心，而五菱代步車畀出嘅呢啲答案，都足以讓我哋揀車時唔使再糾結對比、拚盡全力避坑，直接去睇實車就妥啦。
據悉，五菱仲會喺 8 月 7 號、喺成都露天音樂公園舉辦「宏光 MINIEV 六周年暨五菱代步車 300 萬用戶盛典」活動，到時除咗有繽果全球代言人孟子義親臨現場外，都會有龐大嘅車主圈喺現場分享用車體驗同潮創車型。對新能源代步車感興趣嘅朋友可以關注下，搞不好會畀你揀車提供咩重要參考㗎？
Pasar SUV di Malaysia, ramai pembeli membandingkan Proton X70 dan Mazda CX-30 semasa memilih kereta.
Harga OTR Proton X70 di Malaysia adalah RM 106,800 - 122,300, terdapat 3 varian, termasuk 1.5L Standard 2WD (RM 106,800), 1.5L Executive 2WD (RM 115,800), 1.5L Premium 2WD (RM 122,300) dan lain-lain.
Harga OTR Mazda CX-30 di Malaysia adalah RM 122,409 - 146,409, terdapat 4 varian, termasuk 2025 2.0L High+ Premium (RM 146,409), 2025 2.0L High+ (RM 138,409), 2025 2.0L High (RM 130,409) dan lain-lain.
Dari segi harga, harga permulaan Proton X70 memang lebih murah RM 15,609 berbanding Mazda CX-30. Jika bajet anda terhad, versi permulaan Proton sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, beberapa ribu ringgit yang lebih murah itu, mungkin ada pertukaran pada kelengkapan, bergantung pada keperluan anda.
Proton X70 dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Penggunaan minyak rasmi 7.0 L/100km.
Mazda CX-30 dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Penggunaan minyak rasmi 7.0 L/100km.
Kedua-dua kereta menggunakan sistem pemacu yang sama, rasa apabila memandu secara harian hampir tidak ada perbezaan. Penggunaan minyak juga hampir sama, tidak perlu terlalu bimbang tentang perkara ini.
Pengkelasan keselamatan Proton X70 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Pengkelasan keselamatan Mazda CX-30 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk i-Activsense.
Pengkelasan keselamatan kedua-dua kereta sama, dalam kelas ini kelengkapan keselamatan dianggap lengkap. Kereta baru masa ini keselamatan tidak rendah, tidak perlu terlalu risau tentang perkara ini.
Proton X70 menggunakan sistem pemacu FWD.
Mazda CX-30 menggunakan sistem pemacu FWD.
Sistem pemacu kedua-dua kereta sama, semuanya FWD, rasa memandu secara harian tidak akan berbeza banyak.
Proton X70 dan Mazda CX-30 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih menghargai reputasi jenama dan harga kereta terpakai, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih prihatin tentang nisbah harga dan kelengkapan, pilih yang mempunyai kelengkapan lebih kaya. Akhir sekali, disyorkan untuk kedua-duanya uji memandu, pengalaman sendiri adalah yang paling penting.
Secara keseluruhannya, Proton X70 dan Mazda CX-30 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana, penting melihat keperluan dan bajet peribadi anda. Disyorkan buat kajian, bandingkan tawaran dari beberapa kedai kereta, baru uji memandu buat keputusan akhir. Membeli kereta adalah perkara besar, menghabiskan masa untuk membuat kajian tidak akan salah.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會用 Proton X50 同 Toyota Corolla Cross 嚟做比較。呢兩部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對比，幫你省返做功課嘅時間。
Proton X50 喺馬來西亞嘅 OTR 售價係 RM 89,800 - 113,300，一共有 4 個版本，包括 1.5T Executive（RM 89,800）、1.5T Premium（RM 101,800）、1.5T Flagship（RM 113,300） 等。
Toyota Corolla Cross 喺馬來西亞嘅 OTR 售價係 RM 133,800 - 148,800，一共有 3 個版本，包括 2026 HEV 1.8L GR Sport（RM 148,800）、2026 HEV 1.8L Standard（RM 140,800）、2026 1.8L Standard（RM 133,800） 等。
由價錢睇落，Proton X50 嘅起步價確實比 Toyota Corolla Cross 平咗 RM 44,000。如果你預算有限，Proton 嘅入門版已經可以應付日常需要。但都要注意，平嗰幾千 RM，可能喺配備上會有取舍，具體就要睇你嘅需要。
Proton X50 配備 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Toyota Corolla Cross 配備 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Toyota Corolla Cross 嘅 1.5L Turbo 比 Proton X50 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區行，兩部車嘅動力都夠用，唔會覺得唔夠力。
Proton X50 車身長 4400 mm，尾箱 400 L。
Toyota Corolla Cross 車身長 4400 mm，尾箱 400 L。
兩部車嘅尺寸幾近一樣，車內空間唔大有分別。呢個級別嘅車，日常使用完全夠用。
Proton X50 採用 4WD 驅動方式。
Toyota Corolla Cross 採用 FWD 驅動方式。
Proton 嘅 4WD 同 Toyota 嘅 FWD 喺操控上會有唔同感受，建議試駕對比。
總括嚟講，Proton X50 同 Toyota Corolla Cross 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵始終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，再一轉試駕先做最後決定。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 SUV 市場，好多買家喺揀車嗰陣都會拎 Proton X70 同 Mazda CX-60 嚟做比較。這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個詳細比較，幫你省做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，合共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300） 等。
Mazda CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，合共有 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510） 等。
睇落價錢，Proton X70 嘅起步價真係比 Mazda CX-60 平咗 RM 93,710。如果你預算有限，Proton 嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千塊，可能喺配備上會有取捨，具體睇你嘅需求。
Proton X70 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Mazda CX-60 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 i-Activsense Pro。
安全配備方面，兩款車都拿咗唔錯嘅評級。不過 Proton X70 嘅 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA) 同 Mazda CX-60 嘅 i-Activsense Pro 喺功能上有啲差異，如果你比較睇重主動安全嘅話，可以詳細比較吓兩者嘅功能列表。
Proton X70 車身長 4400 mm，行李箱 400 L。
Mazda CX-60 車身長 4500 mm，行李箱 450 L。
空間方面，Mazda CX-60 嘅車身比 Proton X70 長咗 100 mm，乘坐空間更有優勢。不過 Proton X70 喺城市入面停車會靈活少少，各有取捨。
Proton X70 同 Mazda CX-60 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款；如果你更在意性價比同配備，就揀配置更豐富嗰款。最後都建議兩款都去試駕，親身體驗先至係最重要。
總嚟講，Proton X70 同 Mazda CX-60 都係馬來西亞市場幾唔錯嘅車型。揀邊部車，關鍵都要睇返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，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Proton X70 同 Mazda CX-3 嚟做比較。呢兩款車喺價位同埋定位上都幾接近，而家我哋就從多個方面做一個詳細嘅比較，幫你省返做功課嘅時間。
Proton X70 喺馬來西亞嘅 OTR 售價係 RM 106,800 - 122,300，一共有 3 個版本，包括 1.5L Standard 2WD（RM 106,800）、1.5L Executive 2WD（RM 115,800）、1.5L Premium 2WD（RM 122,300）等。
Mazda CX-3 喺馬來西亞嘅 OTR 售價係 RM 126,159 - 139,159，一共有 2 個版本，包括 2023 2.0L High（RM 139,159）、2023 2.0L Plus（RM 126,159）等。
睇返價錢，Proton X70 嘅起步價確實係比 Mazda CX-3 平咗 RM 19,359。如果你預算有限，Proton 嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千塊，可能喺配備上有取捨，具體要睇你嘅需求。
Proton X70 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS (ACC, AEB, LKA, LDA, BSM, RCTA)。
Mazda CX-3 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 i-Activsense。
兩款車嘅安全評級一樣，喺呢一個級別入面安全配備都算好齊全。而家嘅新車安全性都唔算差，唔使太擔心呢一點。
Proton X70 採用 FWD 驅動方式。
Mazda CX-3 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。
Proton X70 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Mazda CX-3 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
兩款車嘅保修條件一樣，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。
總體嚟講，Proton X70 同 Mazda CX-3 都係馬來西亞市場好唔錯嘅車款。揀邊一部，關鍵都要睇返你嘅個人需求同預算。建議大家做足功課，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。
Written by | Ying Liu
Edited by Dalu Huang
Designed by | Youmei Zhen
On June 5, 1950, Kiichiro Toyoda resigned as president. This founder, who brought the family loom business into the automotive industry, could not hand over the company directly to his children.
A labor-management standoff lasting two months ended with large-scale layoffs and executive resignations; 2,146 employees left, and the vice president and executive directors resigned alongside Kiichiro Toyoda on the same day. Over a month later, Juzo Ishida, president of Toyota Automatic Loom Works, concurrently took over as president of Toyota Motor Corporation, while Fumio Nakagawa and others from the banking background entered the new management team.
The turning point occurred on the twentieth day after Kiichiro Toyoda's resignation.
The outbreak of the Korean War brought truck orders from the US military, giving the bankrupt Toyota a reprieve. By March 1951, cumulative orders reached 4,679 units, totaling 3.66 billion yen. Factories resumed operations, and the books once again showed cash flow. By early 1952, the company was preparing to ask the founder to return and resume the presidency. However, just before the official comeback, Kiichiro Toyoda suddenly passed away at the age of 57.
Succession moments for Toyota have frequently undergone changes.
In 1967, President Fumio Nakagawa suffered a sudden heart attack after returning from a business trip to Tokyo; the presidential position remained vacant until after his funeral. In 1995, Shoichiro Toyoda was hospitalized for six months due to illness, interrupting the period of family control once again. In 2009, Akio Toyoda took charge amidst the company's predicted first annual operating loss since inception, later became involved in one of Toyota's most severe recall crises, and testified before the US Congress alongside Yoshimi Inaba, head of Toyota North America, in 2010.
Toyota also once had a secret succession.
In late 2022, at the Buriram Circuit in Thailand, Akio Toyoda asked Koji Sato, an engineer beside him, if he was willing to assume the presidency. Sato officially took office in April 2023. In April 2026, he transferred to the position of Vice Chairman and Chief Industry Officer, with Kenji Kondo succeeding him as President and CEO.
In 2026, another personnel change sparked external attention to the fifth generation of the family, but Toyota did not define it as a succession plan.
On August 1, 2026, Daisuke Toyoda, 38-year-old son of Akio Toyoda, will leave Woven by Toyota, the software company he co-created, and the first phase of Woven City, which has already been launched, as well as the second phase still under construction, to return to Toyota Motor Corporation. He will not join the board of directors, nor will he receive an executive title; instead, he will enter a department close to the vehicle development "frontline" (genba) as a project manager. Toyota has not disclosed the specific department or model.
Toyota has not publicly announced any successor. The company's history of nearly ninety years repeatedly proves that a name can provide credit during a crisis but may also raise doubts during a power transition.
The Fifth Generation Returns to the Vehicle Development Frontline
Woven City is built on the site of the old Toyota East Fuji factory, testing autonomous vehicles, robots, and logistics equipment in a real urban environment. In September 2025, Phase 1 officially launched, and the first residents began moving in, with multiple partner enterprises entering the co-creation phase; Phase 2 is currently still under construction.
As a founding member of Woven by Toyota, Senior Vice President, and core head of Woven City, Daisuke Toyoda once turned his gaze beyond automobiles. In a 2025 interview, he compared this city to his great-grandfather Kiichiro Toyoda entering the automotive industry and posed a question: "When we truly become a mobility company, will Toyota Motor still be the group's core? We don't know."
Less than a year later, he began to move back.
On June 1, 2026, Woven announced that Daisuke Toyoda would transfer to Toyota Motor Corporation on August 1. The company announcement did not disclose the new position. A Toyota spokesperson subsequently confirmed to Reuters that he would serve as a project manager, entering a department close to the vehicle development "frontline" (genba), but refused to specify the specific business division and model.
This means his work focus will shift from a city-level testing platform to vehicle development. However, since Toyota has not yet explained specific duties, it is currently impossible to judge whether he will independently be responsible for a specific model, nor can this confirm it is a succession training arrangement.
This is not his first time entering Toyota Motor Corporation. In 2016, he worked in the Electronic Control Engineering Department; in 2018, he transferred to Toyota's Advanced R&D subsidiary. Since then, his work has mainly focused on software, autonomous driving, and future mobility.
Counting from Sakichi Toyoda, he is the fifth generation of the family. Counting from Kiichiro Toyoda, the founder of Toyota Motor, he is the fourth generation of the automotive business.
However, Toyota's succession history has never followed a bloodline straight line since the first president.
1937: The First President Was Not a Blood Relative of Sakichi Toyoda
At the founding conference in August 1937, the person appointed as the first president was not Kiichiro Toyoda, who opened the automotive business, but Riichiro Toyoda. Kiichiro served as vice president and only assumed the presidency in 1941.
Riichiro was originally Riichiro Kodama. After marrying Aiko Toyoda, the eldest daughter of Sakichi Toyoda, in 1915, he was adopted by the family and changed his surname to Toyota. He came from the cotton textile industry, managed the family business for years, and naturally took the presidential seat upon the company's establishment.
In other words, the first president of Toyota Motor was both a family member and not a blood relative of Sakichi Toyoda. Marriage, adoption, management ability, and family trust, several forces together decided where this position would fall.
The early family boundaries of Toyota were inherently wider than a straight-line genealogy.
In 1936, the automotive business intentionally distanced itself from the family name. The logo solicitation received about 27,000 submissions, and finally, the brand name was changed from the Katakana writing of the family surname "トヨダ" (Toyoda) to "トヨタ" (Toyota), and the Roman alphabet spelling was also changed to "Toyota".
Toyota's official reasons included: the new name uses unvoiced sounds, sounding clearer than the voiced sound of "Toyoda"; the Katakana writing of "トヨタ" is exactly eight strokes, and eight strokes are considered related to wealth and good fortune. This name change also symbolized the enterprise moving from a small independent company to a larger-scale company.
In Chinese, both "Toyoda" and "Toyota" are written as "Toyota", a subtle distinction that is easily overlooked. But this rewrite of the Japanese and English names drew a clear line: the enterprise comes from the Toyota family but does not belong solely to the Toyota family.
Even so, the Toyota surname remains deeply embedded in the company's DNA. Sakichi Toyoda left the automatic loom and the concept of "Stop at anomaly," while Kiichiro Toyoda turned family technical accumulation toward automobiles and bred the prototype of just-in-time production. Later, Eiji Toyoda, Shoichiro Toyoda, and Akio Toyoda passed the torch to mature the production system, expand globally, and drive product transformation.
This family has never provided a stable majority shareholding, but rather an industrial narrative spanning generations. Whenever the company intrudes into unfamiliar fields or hits major crises, the Toyota surname is always pushed back to the forefront. However, after experiencing the first true life-and-death test, it proved the company could actually invite the founding family off the driver's seat.
1950: The Founder Was Forced to Leave the Management Frontline
In the spring of 1950, Toyota's cash flow had reached the breaking point. Post-war economic tightening crushed automotive demand, and steel and non-ferrous metal prices soared; bank negotiation representatives sat across the conference table, demanding business restructuring, downsizing layoffs, and spinning off the sales department separately.
In April 1950, Toyota Motor Sales Co., Ltd. was established, separating manufacturing and sales, a split that lasted 32 years.
The split failed to put out the crisis immediately.
Starting from April 11, labor and management clashed over wages, layoffs, and reconstruction plans. People at both ends of the negotiation table almost met every day, negotiating for two months straight. The company eventually closed its Shibaura and Kameido factories in Tokyo; 2,146 people left, and the total number of employees plummeted from 8,140 to 5,994. The vacant workstations in the factory area were temporarily unfilled, and those who stayed had to accept pay cuts.
On June 5, Kiichiro Toyoda, Vice President Kazuo Kumabe, and Executive Director Takahachi Nishimura resigned on the same day. After the extraordinary general meeting on July 18, Juzo Ishida, president of Toyota Automatic Loom Works, concurrently assumed the presidency of Toyota Motor Corporation, while Fumio Nakagawa from the Imperial Bank entered management.
Toyota Motor had been established for only 13 years when the founder already lost control of operations.
20 days after Kiichiro Toyoda's resignation, the Korean War broke out. The US military quickly procured trucks from Toyota, issuing a first batch of 1,000 units on July 31, followed by additions of 2,329 and 1,350 units, totaling 4,679 units and 3.66 billion yen. War orders stabilized Toyota's operations after layoffs, split, and management changes.
Kiichiro Toyoda did not return immediately.
After leaving office, he continued to privately follow passenger car development, with sketches and parts lists on his desk. By early 1952, with the company's operations improving, Juzo Ishida began arranging for his comeback. Facing the invitation, he only said: "A company that doesn't build passenger cars is not a car manufacturer."
This statement sounded tough, but Eiji Toyoda later recalled that he was actually very happy inside.
The company originally planned to officially announce his comeback at the July 1952 shareholder meeting, and the new passenger car project had already launched in January of that year. However, on March 27, Kiichiro Toyoda suddenly passed away, abruptly ending the comeback plan, and the planned welcome ceremony was never held. The development of the Crown, which later became Toyota's representative model, also launched during this period.
The founder created the automotive business himself but was forced to leave during the company's most difficult moment. Orders flooded in after he left, and when the company was ready to welcome him back, he suddenly passed away.
Toyota's first succession was not completed. The company continued to be managed by professional managers, while the founding family retreated to the edge of power for a long time, waiting for the next turning point.
1967 to 1995: Sudden Succession
On October 13, 1967, Toyota President Fumio Nakagawa attended all-day meetings in Tokyo and was driving back to Nagoya. In the dead of night, he suffered a sudden heart attack and did not wait until dawn.
The company did not announce a successor on the second day. Since other representative directors were still maintaining operations, the president position remained temporarily vacant. It was not until October 30, after the funeral ended, that Vice President Eiji Toyoda officially assumed the role.
Eiji Toyoda was the cousin of Kiichiro Toyoda. He had long been rooted in the factory and technical system, promoting the Toyota Production System to maturity together with Taiichi Ohno and others. Before being pushed to the highest position, he had worked in the company for decades.
He later recalled that the position itself did not make him feel strange, "what surprised me was the change in the attitude of people around me."
This sudden succession reflected a typical way of Toyota family influence: Family members would never sit in the highest position solely based on bloodline. However, when the company suddenly lost a leader, someone with deep internal experience who could represent the company's tradition was easier for management to accept.
Eiji Toyoda served as president for 15 years until 1982, when the manufacturing and sales companies were recombined.
At that time, Japan-US automotive trade friction intensified, and Toyota began considering overseas production. Communication costs resulting from the separation of manufacturing and sales rose higher and higher. The company urgently needed to unify products, funds, personnel, and international decision-making. In January 1982, the two signed a merger memorandum, then immediately handled merger ratios, board seats, and organizational structure.
At 9:30 AM on July 1, 53 executives attended the establishment ceremony of the new company at headquarters. Eiji Toyoda and Shoichiro Toyoda unveiled the company sign for "Toyota Motor Corporation," recombining the manufacturing and sales system separated for 32 years into one.
At the subsequent board meeting, Eiji Toyoda served as chairman, and Shoichiro Toyoda, son of Kiichiro Toyoda, became president. Eiji Toyoda wrote in a letter to employees: "Toyota's post-war era has ended."
This was a true return of the family, but still not a direct baton handover between father and son. After Kiichiro Toyoda left in 1950, three presidents passed: Juzo Ishida, Fumio Nakagawa, and Eiji Toyoda. 32 years passed before his son sat in the presidency of the merged Toyota.
Shoichiro Toyoda subsequently promoted North American localization production. In 1983, Toyota and General Motors established the New United Motor Manufacturing, Inc. (NUMMI). His younger brother, Daigo Toyoda, deeply participated in the North American production system and succeeded to the presidency in 1992.
Family continuous control lasted only three years.
Daigo Toyoda had long suffered from health issues. He resigned after being hospitalized for about six months in 1995 and transferred to Vice Chairman. Toyota did not look for another family member to fill the position but appointed Minoru Oda, who had worked in the company for about 40 years, as president.
After that, Minoru Oda, Fujio Cho, and Takeo Hashimoto successively led Toyota, and professional managers held power for 14 years.
The family did not truly leave. Shoichiro Toyoda continued to serve as chairman and honorary chairman, retaining a voice in group relations and major directions, while daily operations were handed to internal professional managers.
Toyota thus formed a structure that repeatedly appeared: the family was responsible for preserving history, sense of direction, and symbolic meaning during crises, while professional managers were responsible for maintaining operational continuity in a huge organization. The boundaries between the two were not clear, but they checked and balanced each other for a long time.
2009: The Family Returns in a Crisis
In late 2008, the global financial market was full of alarm bells, and Akio Toyoda's name began to appear frequently in succession rumors.
At that time, the global financial crisis rapidly suppressed automotive demand. Toyota had just surpassed General Motors to become the global sales champion but was expected to face its first annual operating loss since inception. Whether to have the founding family retake the helm at this moment, there were different opinions within the company.
According to Reuters reports at the time, key figures such as Fujio Cho, Minoru Oda, and Shoichiro Toyoda weighed whether to arrange a transitional manager first to let Akio Toyoda accumulate a few more years of experience. Ultimately, Toyota chose to have 52-year-old Akio Toyoda assume the role directly.
His surname was both a talisman and a shackle.
When Akio Toyoda joined the company in 1984, his father Shoichiro Toyoda warned him that no one wanted to become "the president's son's subordinate." Many employees kept their distance from him for a long time. He rotated through production, sales, North American joint ventures, and Asian and Chinese businesses, moved his desk time and time again, only entering the board of directors in 2000 and officially assuming the presidency in 2009.
Soon after taking office, a large-scale recall crisis came head-on. Between 2009 and 2011, over 10 million Toyota vehicles were recalled due to issues such as accelerator pedals and floor mats. In 2010, Akio Toyoda testified before the US Congress alongside Yoshimi Inaba, head of Toyota North America.
At that hearing, he linked his family identity with personal responsibility: "I am the grandson of the founder, and all Toyota cars carry my name. When the car gets hurt, I feel hurt too."
After this, Akio Toyoda served as president for 14 years but did not hand the position to his son. In late 2022, at the Buriram Circuit in Thailand, he asked Koji Sato, head of Lexus and GR: "Would you be willing to assume the presidency?"
Koji Sato officially took office in April 2023, and Akio Toyoda transferred to Chairman. According to his own words, an important reason for selecting Sato was that he was young, loved cars, and demonstrated Toyota's philosophy and way of doing things on the vehicle development frontline.
2026: Kenji Kondo Assumes Presidency
In February 2026, Toyota announced that Sato would transfer to Vice Chairman and Chief Industry Officer in April, with Kenji Kondo succeeding him as President and CEO.
This adjustment occurred amidst Toyota facing multiple pressures. The certification violation incident of 2024 is still testing the group's governance. At the same time, uncertainty in trade policy, costs, and industry competition is rising. Toyota listed improving profitability and reducing break-even sales volume as urgent tasks in official explanations and stated that Sato still needs to devote more energy to the Japan Automobile Manufacturers Association and industry collaboration.
Therefore, the change of command should not be simply understood as a negation of Sato's three-year term but more like a reorganization of responsibilities for operations and industry affairs.
Kenji Kondo's most important resume is serving as Executive Officer and Chief Financial Officer of Toyota Motor Corporation. He has long engaged in finance and operation management, having served as Akio Toyoda's secretary early on, and later concurrently served as a Woven director and CFO.
These experiences concentratedly reflect his trust relationship with Akio Toyoda, financial expertise, and cross-departmental experience. According to Toyota's published division of labor, Sato will mainly be responsible for industry cooperation and external affairs, while Kenji Kondo will be responsible for corporate operations, profitability improvement, and reducing break-even sales volume.
From Akio Toyoda stepping down to Koji Sato and Kenji Kondo succeeding one after another, the presidential position was handed to non-family members twice. Akio Toyoda still serves as Chairman and Representative Director, continuing to exert influence in products, culture, group relations, and manager training.
This influence cannot be explained solely from shareholding ratios.
Akio Toyoda's personal shareholding is less than 0.2%, and the total family shareholding is also lower than 2%, making it impossible to influence the board of directors with majority shareholding. Toyota's current major shareholders are mainly trust banks, financial institutions, and group enterprises; family members don't even squeeze into the top ten shareholder seats.
Scholars researching Japanese family enterprises call names, reputation, internal relations, social networks, and long-term accumulated management knowledge "soft family assets." At Toyota, it is precisely these assets that allow the family to influence corporate culture and strategy even after shareholding is constantly diluted.
This influence is also constrained by shareholders. In 2024, dragged down by certification violations and corporate governance controversies, Akio Toyoda's shareholder support rate once fell to about 72%. In 2025, the support rate rose back to 96.72%. A surname can bring authority within the company but cannot exchange for unconditional support in the capital market.
Beyond the Surname, There Is Also a System
In Toyota's current company documents, there are no clauses like "Family Priority," "Primogeniture," or "Founding Family Reserved Seat."
According to Japanese company law and Toyota's governance structure, shareholder meetings are responsible for electing directors, and the board of directors selects representative directors from them and appoints positions such as Chairman and President. Akio Toyoda personally does not possess legal "power of transmission," and Daisuke Toyoda cannot directly inherit the presidency by a surname.
Toyota did not start disclosing president training and selection mechanisms only in 2026. As late as 2023, its comprehensive report and shareholder meeting notices had already listed links such as talent training, evaluation feedback, candidate determination, and external director participation. The 2026 shareholder meeting notice, combined with the appointment of Kenji Kondo, once again and more centrally explained how this mechanism works.
Potential candidates will be sent to serve as internal company presidents, regional CEOs, and functional heads, taking on management responsibilities in product, regional, and professional posts. Candidates will also demonstrate judgment, skills, and working style through regular operational discussions and frontline work. Independent external directors observe their execution through listening to internal heads and regional executive reports and visiting business sites.
Toyota also conducts interviews with over 40 management executives and senior management talents each year to understand their personal characteristics. Candidates receive comprehensive evaluations and 360-degree feedback from multiple superiors and relevant personnel annually, with evaluation results continuously accumulated for several years. Finally, candidates must also undergo individual interviews.
Final choices are deliberated by the executive appointment meeting.
This meeting currently has three members, including two independent external directors and one internal director, with external directors holding the majority. The meeting is responsible for discussing executive and director candidates, forming appointment plans, and then submitting them to the board of directors for a vote; director candidates must finally be handed to the shareholder meeting for formal election.
Toyota told The Financial Times that the company will not be subjected to "inappropriate influence" from the Toyota family, and family members joining the company must go through the same procedures as other employees.
Beyond the system, personal trust still truly exists.
The fact that Koji Sato received the inquiry by the race track indicates that the formal nomination procedure cannot completely present the entire process of succession brewing. Long-term observation and personal trust still affect when candidates enter the formal procedure.
Akio Toyoda's arrangement for his son is constrained by company systems but also carries the consideration of family heritage.
When asked in 2025 whether Daisuke Toyoda would continue the family business, Akio Toyoda said: "He is my son, but also a completely different person." He does not want his son to replicate the path he walked but still hopes something can be passed down.
"The driver decides the flavor of the brand."
Daisuke Toyoda has participated in endurance races and also participated in the vehicle evaluation of the Toyota GR GT flagship sports car from the concept stage. Official materials list him as one of the drivers involved in development evaluation. He has provided feedback to the engineering team on vehicle performance alongside Akio Toyoda, professional drivers, and internal evaluation drivers.
These experiences can prove he understands driving and products but cannot replace a complete management resume. In public materials, he has not yet independently been responsible for a global mass-produced model, nor has he managed a large factory, a major regional market, or a business requiring profit responsibility.
The position of Project Manager is therefore worth attention. Woven and Woven City gave him experience in software, partners, and future mobility. After returning to Toyota Motor, whether he can supplement the vehicle development and operation management resume depends on specific duties and actual results.
In 1936, Toyota proactively distanced itself from the family surname in brand spelling, hoping the automotive business would grow into a socially broader enterprise. Nearly ninety years later, the Toyota family has never truly exited this company, but they also did not guard a stable hereditary channel.
The founder was once forced to resign, professional managers held power for consecutive years, and family members also left the scene in disgrace due to illness. The presidential seat can be temporarily filled after a funeral or decided with a question by the side of a track, but finally, everything must go through corporate governance procedures and the test of operational results.
The Toyota surname offers an earlier opportunity to be seen and brings a more difficult responsibility to shoulder.
On August 1, 2026, Daisuke Toyoda will enter a department close to the vehicle development frontline as a project manager. For him, this is a position transition. Whether it is also a path to higher management positions, there is no answer yet.
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