车型概览

BYD Atto 3 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在市区驾驶、停车和日常灵活性。 近期围绕这款车的讨论包括「Third-Gen BYD Yuan PLUS Unveiled: Longer Range, LiDAR & Faster Charging Coming」，说明它在本地买家视野里仍有关注度。

价格落在 RM 126,610 - 139,785，买家可以先用它判断预算压力和同级定位。

购车价格指南

BYD Atto 3 的购车预算可以先从 RM 126,610 - 139,785 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2026 600km RWD Premium（RM 139,785）、2026 480km FWD Ultra（RM 126,610）、2025 480km FWD Standard、2025 480km FWD Ultra 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 BYD Atto 3 的核心规格，最重要是把数字翻译成生活里的感受。

74.88 kWh的电池容量，重点是能不能支撑一周通勤和周末出门。 230 kW、380 N·m的输出，让高速并线和短距离超车更有底气。 车长 4455 mm、车宽 1875 mm、车高 1615 mm、轴距 2720 mm，可以帮助你预判停车难度和后排乘坐空间。 固定齿比 变速箱、后轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

BYD Atto 3 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、动力输出能支撑高速和超车需求、空间和车身尺寸便于家庭买家预判实用性。

需要留意的是，需要先确认家里、公司或常去商场的充电条件、市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 BYD Atto 3 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把市区驾驶、停车和日常灵活性放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？只要充电条件稳定，电动车的通勤体验通常更安静，也更容易控制日常能源成本。

竞品对比内容

把 BYD Atto 3 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 126,610 - 139,785 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

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

用车全周期指南

拥有 BYD Atto 3 的关键，是先把充电安排想清楚。家充、公司充电或商场快充只要其中一项稳定，日常体验就会轻松很多。

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

车型概览

Audi S5 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在长期相处时会不会带来额外压力。

版本方面，Audi S5 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Audi S5 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

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

核心参数汇总

看 Audi S5 的核心规格，最重要是把数字翻译成生活里的感受。

Audi S5 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Audi S5 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

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

购车常见问题解答

购买 Audi S5 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

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

竞品对比内容

把 Audi S5 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

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

用车全周期指南

拥有 Audi S5 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

一台车好不好，开久了才知道；一台车够不够结实，拆开来看最直观。

北京越野干了件挺有意思的事。他们在株洲的超级工厂里，当着央视镜头的面，直播拆解了一台“实打实跑了15万公里的BJ30旅行家”。

15万公里，差不多是普通家庭十年的用车里程。打开之后，几个细节挺让人感慨：发动机涡轮上没什么积碳，状态依然精神；变速箱外壳完好，没出现渗油漏油的毛病；电池包平整如新，没有鼓包，也没有让人担心的衰减迹象。

更让人意外的是底盘——副车架、悬挂摆臂没有锈蚀，整个底盘的规整度，跟新车差别微乎其微。

一台国产SUV能交出这样的耐久度成绩单，确实打破了不少人的固有印象。

也正是这场直播，让很多人开始认真打量这台车。我们梳理了几个可能让你心动的点，看完你大概就能判断，它适不适合你。

把“方盒子”的价格打下来了

方盒子SUV这两年很火，硬朗、能装、视野好。但一说到混动四驱，价格往往就奔着15万往上走了。

BJ30旅行家这次给了一个很有冲击力的定价：全系推出3万元置换政策，置换价直接来到6.99万元起。

不到7万块，买一台正经的混动四驱轻越野SUV，这个门槛放以前很难想象。哪怕是刚推出的升级款“高光版”，换装了一堆新东西，置换起步价也只有8.29万元。

同时，首任车主还能享受整车终身质保。这里划个重点：是“整车”，不是只保发动机变速箱那几样。养车这块的成本顾虑，基本就被兜底了。

油耗这件事，五个国家的博主替你测了

方盒子造型，最容易被质疑的就是油耗。BJ30旅行家给出的方案是HEV混动，不充电，只加油，靠一套“三擎四驱六模”的混动系统来省油。

实际表现怎么样？最近有个事挺有说服力。来自南非、印尼、阿联酋、波兰、墨西哥的五位汽车博主，各自在本地搞了一场油耗实测。不同国家、不同路况、不同驾驶习惯，结果出奇一致——每个国家的实测油耗，都在百公里5升以内，一箱油轻轻松松跑出1000多公里。     

这意味着，你既不用焦虑找充电桩，也不用三天两头往加油站跑。每年光是补能时间，就能省下几十个小时。省时这件事，对忙碌的普通家庭来说，可能比省钱更有价值。

一台车，把通勤和露营都装了

家庭用户看空间，往往是最挑剔的——毕竟谁也不想让爸妈或者孩子坐得憋屈。

BJ30旅行家轴距2820毫米，方盒子造型带来了66%的高得房率。翻译成大白话就是，外面看着大，里面坐着更大。后排座椅纯平放倒，能变成一张1.92米的大床；1米8的成年人坐在第三排，腿部空间依然宽裕。

更讨喜的是储物设计。全车38处储物格，孩子的零食、老人的保温杯、随手脱下的外套，都有专属位置。一个细节足够说明问题：它没把自己当成一台“硬汉专属玩具”，而是认真考虑了一个家庭日常出行的琐碎需求。

工作日城市通勤，周末带全家进山露营，一台车搞定两个场景。不将就、不凑合，这种从容感，可能是它最能打动人的地方。

“高光版”升级了些什么？

这次伴随15万台下线推出的高光版，在原有基础上做了一些针对性升级。颜值上，橙色内饰搭配金属纹理饰板，质感上了一个台阶；外观有专属的星环轮毂和贯穿灯组，年轻感和精致感都多了几分。

性能层面，后电机功率从55千瓦提到70千瓦，高速匝道汇入、路口起步的响应更干脆；电瓶换成了循环寿命是普通款3倍的AGM专用型号，长期使用更耐用。

舒适性上，座椅加热通风、方向盘加热、64色氛围灯、感应雨滴自动关窗这些功能都给了。在一台8万出头的车上看到这些配置，诚意是足的。

写在最后

回到开头的那场拆车直播。它真正想说的，不是“我们有多厉害”，而是想告诉你：这台车在你看不见的地方，没有偷工减料。

从冲压车间5000多吨设备一次成型车身，到焊接车间机器人百分百自动化作业，再到喷涂车间采用环保水性漆、把有害挥发物降低六成以上——这些制造端的功夫，最终都会体现在你每天的驾驶感受里：走烂路没有异响，新车没有刺鼻味道，多年以后底盘依然紧致。

如果你预算在10万以内，想要一台省油、能装、偶尔能撒个野的SUV，这台愿意让央视拆开看的BJ30旅行家，值得你去店里亲自感受一下。

May 28, 2026, on this day, SAIC Group officially became the first enterprise in the history of China's automobile industry to exceed 100 million cumulative production and sales. No speeches from leaders, no product presentations, and no data bombardment on slides. In their place was a "Global Relay Delivery" spanning the Eurasian continent, connecting more than ten brands and nineteen car models. Every delivery moment opened a chapter of someone's life. 100 million vehicles are a number, but more importantly, a mirror. It reflects the ups and downs of an enterprise's seventy-plus years and the microcosm of China's automobile industry knocking out the first "Phoenix" brand from alleyways to standing on the global stage in the Smart Electric Era.

A "Delivery Ceremony" Only SAIC Could Pull Off

If one word were used to define this delivery ceremony, it would be "unreproducible".

It did not take place in a closed convention center but unfolded synchronously in multiple cities worldwide. Beyond the main venue in Shanghai, Nanjing, Liuzhou, Taiyuan, London, Jakarta, Singapore... delivery scenes continued to light up. The countdown went from the 99,999,996th unit to the 100,000,013th unit. Every vehicle delivery opened a real user story.

This "decentralized" ceremony design is not a brand show but an open presentation of system capabilities. Mobilizing a full matrix of 15 brands, from commercial to passenger vehicles, from the 60,000 range to the 500,000 range, from independent to joint venture, from domestic to overseas, and completing delivery under the same time and theme, requires behind-the-scenes whole industry chain collaborative capability.

More critically, it transformed the cold industrial number "100 million vehicles" into personal memories with warmth. For example, a couple returning to their homeland brought MG memories from their stay in the UK back home; a post-85s village party secretary used a Wuling Rongguang Pure Electric to deliver meals to left-behind elderly people; philanthropist blogger Liu Jia cut hair for left-behind children in Guangxi mountains for five consecutive years, and Buick provided immediate aid; he was moved by the "Full-score cabin" of Zhijing E7.

This shift in narrative style is essentially a public test of a "user-centric enterprise". In the past, automotive industry milestone releases were often enterprise-centric—leader speeches, technology presentations, sales data. This time, SAIC handed the stage completely to users, even the 100 millionth user, who was Cao Xudong, CEO of Momenta, a core partner in its smart driving strategy. "Partner becomes owner" is both a coincidence and a metaphor: in the intelligent electric vehicle era, the boundaries between users and enterprises are blurring, and the depth of ecosystem relationships is becoming a new competitive barrier.

The Hidden Card Behind 100 Million Vehicles: System, Globalization, and "Joint Venture 2.0"

If the delivery ceremony is the "face", the "backbone" behind the 100 million vehicles is the whole value chain system built by SAIC over seventy-plus years.

Many people see the data of SAIC ranking first in Chinese automaker sales for the first four months of 2026: cumulative sales of 1.302 million vehicles, independent brands accounting for nearly 70%, new energy vehicle sales of 412,000, and overseas markets surging by 50.2% year-on-year. But more worthy of attention are the structural changes behind these numbers.

Independent brands are no longer the "runner-up" role but the absolute main force. Roewe, MG, IM, Shangjie, Wuling, Maxus... Passenger and commercial lines advance together, covering almost all imaginable scenarios from personal travel to logistics. Joint venture brands have not stayed in the old script of "trading market for technology". Buick Zhijing E7 is based on the "Xiaoyao" Super Fusion Architecture, delivering over 10,000 units within a month of launch; Audi E7X plans to become Audi's first L3 level landing vehicle globally.

As the 99,999,999th delivery vehicle model of SAIC Group, ID. ERA 9X is a sample worthy of separate analysis. This car is not only the flagship for SAIC Volkswagen to counterattack in new energy but also a highly persuasive footnote of the Joint Venture 2.0 era. 11,079 orders locked within 1 hour of launch, 2,326 retail units delivered in 5 days, directly entering the top three of 300,000+ RMB extended-range large high-end SUVs. One month after launch, cumulative deliveries broke 7,000 units. In the high-end extended-range market where joint venture brands have long been suppressed by new forces, this speed breaks the stereotype that "joint ventures can't do new energy well".

Among the first batch of ID. ERA 9X owners, 60% live in first and second-tier cities, over 80% are management elites, over 40% are bosses and company partners, 58% hold a bachelor's degree or above, and average annual family income is 430,000 RMB. Female percentage exceeds 20%, over 85% are married with children, and those aged 25-39 account for more than half. About 40% come from old Volkswagen owners, 20% from traditional luxury brand replacement users. More than half directly chose the high-spec Ultra version. The 6,999th owner is Yang Chen, the first Chinese player in the German Bundesliga. These data point to a clear conclusion: ID. ERA 9X did not trade the market with low prices but truly entered a user group with high education, high income, and complete judgment on products.

From extended-range systems to smart driving algorithms, from chassis tuning to cabin interaction, a large amount of core capabilities come from SAIC and its ecosystem partners' local innovation. This is the most essential change of "Joint Venture 2.0": it is no longer foreign parties giving technology and Chinese parties doing the market, but both sides jointly defining products on the same platform, or even led by Chinese teams on technology routes. Behind these products is SAIC's role transition from "local adaptation" to "technology definition". In the past, joint venture R&D centers were more about executing global headquarters' technology localization, whereas now, SAIC's technical capabilities have started to be output in reverse, participating in the definition of global products. This is what is truly worth paying attention to in "Joint Venture 2.0"—it is not a slogan, but a capability.

Globalization is another hidden card. SAIC is currently the representative with the earliest and largest scale of "going out" among Chinese automobile enterprises. Overseas cumulative sales have exceeded 7 million vehicles. MG has consecutively ranked first in Chinese brand sales in Europe for 11 years, European annual sales in 2025 exceeded 300,000 vehicles, becoming the first Chinese automobile brand to break one million cumulative sales in Europe and the UK. More importantly, SAIC is shifting from "product going overseas" to "value chain going overseas". It possesses over 100 parts production bases, over 3,000 dealer networks overseas, has built three R&D innovation centers including London, and four production manufacturing centers in Thailand, Indonesia, India, and Pakistan. Anji Logistics owns 42 roll-on/roll-off ships, with 8 international routes covering Southeast Asia, Europe, and the Americas.

The depth of this global layout means SAIC is no longer a purely Chinese local automobile enterprise but a true industrial player with global operation capabilities. When many Chinese brands are still discussing how to "go out", SAIC is already thinking about how to "go up".

Technology is Not Just an "Exhibit"

Another key support for 100 million vehicles is the technology landing capability.

SAIC's 100 millionth delivery model—IM LS9 Hyper, is a good observation sample. It is equipped with full steer-by-wire four-wheel steering, 520-line ultra-vision LiDAR, NVIDIA Thor chip, whole domain 800V high-voltage platform, Stellar Super Extended Range, and even jointly premiered the "Endogenous Security" technology with Purple Mountain Laboratories globally, expanding automotive security from the physical level to information and system security. These technical indicators would not be inferior on any international brand's high-end models.

But more worthy of attention is that these technologies do not only exist on IM's flagship models. The Roewe i6 in the 60,000 range comes standard with 8155 chip and Doubao Large Model; the Buick Zhijing E7 in the 150,000 range is the first to equip Doubao Deep Thinking Large Model; the Shangjie Z7 in the 200,000 range carries Huawei ADS 4.1+896-line LiDAR, with 12,000 large orders in 27 minutes of launch. This landing capability of "technological democratization" is the real gold content of SAIC technology breakthrough. It shows that SAIC's technology logic is not "stacking specs" but precise matching around user real scenarios. Whether it is the "Smart Brain" end-to-end smart driving large model, or the "Robust Body" Digital Chassis 2.0, or the "Powerful Heart" thermal efficiency 46.3% DMH hybrid system, they all have to answer the same question: What can users perceive?

SAIC's answer is: From understanding cars to understanding you. Understanding cars is the extreme pursuit of core technology, and understanding you is precisely landing every cutting-edge technology into user-perceivable and enjoyable travel experiences. This sentence sounds like a concept, but from the delivery list of 100 million vehicles, it has been broken down into countless specific product decisions.

From "Leading the Horse Pack" to "Thousands of Galloping Horses"

In 2014, SAIC pioneered a comprehensive transition to new energy. At that time, many in the industry were still watching and waiting. Twelve years later, SAIC gave its own answer with 100 million vehicles. These twelve years happen to be a complete zodiac cycle. From the then "Leading the Horse Pack"—pioneering transformation, pioneering investment, pioneering going overseas, to the current situation of independent, joint venture, commercial, passenger, domestic, overseas "Thousands of Galloping Horses", the road SAIC has walked is almost a microcosm of China's new energy vehicle industry.

Behind 100 million vehicles is nearly 150 billion RMB in R&D investment over the past decade, nearly 26,000 effective patents, and two National Science and Technology Progress Awards. But its more important value lies in answering an industry-level question: When scale expansion meets a ceiling, how should Chinese automobile brands proceed next? SAIC's answer is "Second Entrepreneurship". This word sounds a bit old-fashioned, but placed in today's context, it points to the transition from scale leadership to quality leadership. 100 million vehicles is not the end but a new starting line. Next, what needs to be competed for is not who sells more, but who can define standards in the global market, establish irreplaceable brand assets in users' hearts, and continue to invest in technology no-man's land and achieve a commercialization loop.

From workers using hammers to knock out the first Phoenix brand sedan in 1958 to the IM LS9 Hyper with endogenous security technology driving off the production line in 2026, SAIC completed the leap from zero to 100 million in nearly seventy years. And the true revelation of this leap may not lie in the number itself, but in the fact that it proves one thing: China's automobile industry has the ability to walk a road from following to parallel running, and then to leading in local areas.

The Next 100 Million Vehicles, SAIC's Journey Has Just Begun.