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在马来西亚的SUV市场，很多买家在选车的时候都会拿 Mercedes-Benz GLS 和 Land Rover Range Rover Sport 来做比较。这两款车在价位和定位上都蛮接近的，今天我们就从多个方面做一个详细的对比，帮你省下做功课的时间。
Mercedes-Benz GLS 在马来西亚的 OTR 售价是 RM 1,020,888 - 1,020,888，一共有 1 个版本，包括 Standard（RM 1,020,888） 等。
Land Rover Range Rover Sport 在马来西亚的 OTR 售价是 RM 1,698,000 - 2,500,000，一共有 1 个版本，包括 Standard（RM 1,698,000） 等。
从价钱来看，Mercedes-Benz GLS 的起步价确实比 Land Rover Range Rover Sport 便宜了 RM 677,112。如果你预算有限，Mercedes-Benz 的入门版已经可以满足日常需求。但也要注意，便宜的那几千块，可能在配备上会有取舍，具体要看你的需求。
Mercedes-Benz GLS 搭载 3.0L Turbo，马力 350 hp。官方油耗 12.0 L/100km。
Land Rover Range Rover Sport 搭载 3.0L Turbo，马力 350 hp。官方油耗 12.0 L/100km。
两款车用的是同一套动力系统，日常开起来的感受基本没有差别。油耗方面也差不多，不用太纠结这一点。
Mercedes-Benz GLS 车身长 4400 mm，后备箱 400 L。
Land Rover Range Rover Sport 车身长 4400 mm，后备箱 400 L。
两款车的尺寸几乎一样，车内空间差别不大。这个级别的车，日常使用完全够用。
Mercedes-Benz GLS 采用 FWD 驱动方式。
Land Rover Range Rover Sport 采用 4WD 驱动方式。
Mercedes-Benz 的 FWD 和 Land Rover 的 4WD 在操控上会有不同感受，建议试驾对比。
总的来说，Mercedes-Benz GLS 和 Land Rover Range Rover Sport 都是马来西亚市场很不错的车型。选择哪一辆，关键还是要看你的个人需求和预算。建议大家做好功课，多比较几间车行的报价，再去试驾做最终决定。买车是件大事，花点时间做功课绝对不会错。
在马来西亚的SUV市场，很多买家在选车的时候都会拿 Mercedes-Benz GLB 和 Land Rover Discovery Sport 来做比较。这两款车在价位和定位上都蛮接近的，今天我们就从多个方面做一个详细的对比，帮你省下做功课的时间。
Mercedes-Benz GLB 在马来西亚的 OTR 售价是 RM 299,888 - 352,888，一共有 1 个版本，包括 Standard（RM 299,888） 等。
Land Rover Discovery Sport 在马来西亚的 OTR 售价是 RM 499,800 - 499,800，一共有 1 个版本，包括 Standard（RM 499,800） 等。
从价钱来看，Mercedes-Benz GLB 的起步价确实比 Land Rover Discovery Sport 便宜了 RM 199,912。如果你预算有限，Mercedes-Benz 的入门版已经可以满足日常需求。但也要注意，便宜的那几千块，可能在配备上会有取舍，具体要看你的需求。
Mercedes-Benz GLB 的安全评级是 5★ (Euro NCAP)，主动安全系统包括 Premium ADAS。
Land Rover Discovery Sport 的安全评级是 TBD，主动安全系统包括 Basic。
安全配备方面，两款车都拿到了不错的评级。不过 Mercedes-Benz GLB 的 Premium ADAS 和 Land Rover Discovery Sport 的 Basic 在功能上有些差异，如果你比较看重主动安全的话，可以仔细对比一下两者的功能列表。
Mercedes-Benz GLB 车身长 4400 mm，后备箱 400 L。
Land Rover Discovery Sport 车身长 4400 mm，后备箱 400 L。
两款车的尺寸几乎一样，车内空间差别不大。这个级别的车，日常使用完全够用。
Mercedes-Benz GLB 和 Land Rover Discovery Sport 都是马来西亚市场的主流选择，适合家庭使用、日常通勤。如果你更看重品牌口碑和二手价，可以优先考虑口碑更好的那一款；如果你更在意性价比和配备，那就选配置更丰富的那款。最终还是建议两款都去试驾，亲身体验才是最重要的。
总的来说，Mercedes-Benz GLB 和 Land Rover Discovery Sport 都是马来西亚市场很不错的车型。选择哪一辆，关键还是要看你的个人需求和预算。建议大家做好功课，多比较几间车行的报价，再去试驾做最终决定。买车是件大事，花点时间做功课绝对不会错。
On July 25, 2026, Chery Group's global cumulative sales officially broke through 20 million units. On the same day, Fengyun A9, which went on sale, was officially delivered to users as the 20 millionth car of Chery Group.
Chery Group's 20 millionth car landing on Fengyun A9 is a call across time: Fengyun is the first car created by Chery, and also Chery's first global car to go overseas, now it has been fully refreshed into new energy intelligent vehicles. Fengyun A9 is positioned as "Long-Range Intelligent Beauty Pure Electric Coupe", not an ordinary new car, but the representative work of Chery's entire product system and quality system comprehensive upgrade, representing what Chery "Sets Off Towards Beauty" looks like, and also representing Chery's sincerity of "In China, For The World".
Starting from zero to the 20 millionth unit, Chery used a 29-year entrepreneurial journey to personally experience and witness the upward path of Chinese automobile innovation development, and also explored a path of Chinese automobile globalization "In China, For The World".
29 Years and 20 Million Units: The Upward Path of Chinese Automobiles
This July coincides with the 70th anniversary of the roll-off of the first automobile in New China. In the 70-year history of China's automobile industry, Chery's 29-year entrepreneurial journey has a special sample significance.
In the 1990s, two assertions prevailed in the industry: "No prospect without joint venture with multinational corporations" and "Cannot do independent R&D without a scale of 1 million". Chery broke these assertions, insisting on the path of independent brands, independent R&D, and independent development, becoming the first Chinese brand car company to master the core technologies of the "Three Major Components".
In 2007, Chery became the first Chinese brand car company to break through 1 million cumulative sales, and afterwards was the first to cross the 2 million, 3 million, 5 million unit milestones, until today breaking through 20 million units.
Image shows Chery Rhino Battery
Image shows Chery Mo-Jia Robot
Nowadays, Chery's globalized industry covers diverse fields such as complete vehicle manufacturing, core components, automotive finance, embodied intelligent robots, modern services, intelligent technology, etc. Chery's "Super Technology Shelf" has reserved more than 400 advanced technologies, including Rhino Battery, Falcon Smart Driving Large Model, Lingxi Smart Cockpit 2.0, Ark Amphibious System, Kunpeng Tianqing 48.57% Thermal Efficiency Engine, etc., covering the "Land, Sea, and Air" technology spectrum.
In the latest announced 2026 Fortune China 500 List, Chery Automobile appeared on the list for the first time as a listed company, ranking 87th, Return on Equity (ROE) ranked first in the automotive industry.
Over 1/3 Owners Overseas: The Chinese Car Company with the Highest "Globalization Content"
This May, Dragos Stan from Romania, driving a Chery car, spent 25 days, traveling 12,000 kilometers, crossing 8 countries on the Eurasian continent, arriving at Chery's Wuhu Headquarters with zero failures. "Trust Made in China." This was a sentence Dragos said repeatedly on the road.
Image shows Dragos Stan crossing the Eurasian Continent
Similar trust is gathering into scale globally. In the first half of this year, Chery Group cumulatively exported 943,800 automobiles, a year-on-year increase of 71.5%; for four consecutive months, it broke the Chinese automobile single-month export record, with one "Made by Chery" vehicle heading overseas every 17 seconds. Now, Chery products sell well in over 130 countries and regions, with overseas users close to 7 million, accounting for about 35% of the global 20 million users—for every 3 Chery owners, 1 is overseas.
Recognition from high-regulation markets verifies the quality of user choices. January-June, Chery sold 174,000 units cumulatively in Europe, a year-on-year increase of over 212%; for four consecutive months, it ranked in the top two of the new car sales list for all markets and all brands in the UK, and JAECOO 7 even won the single-month sales champion for all markets and all brands.
Image shows Chery vehicles going overseas are about to board the ship
"Tree Planter" Logic: Wherever, For Whoever
On July 3, 2026, Pretoria, the administrative capital of South Africa. Chery announced that it will transform and upgrade the Rosslyn Plant acquired from foreign enterprises to resume production, promising to retain all original 692 employees, and drive nearly 3,000 employment jobs upstream and downstream. When the news was announced, cheers broke out on site.
Image shows Chery South Africa Rosslyn Plant Launch
Wherever Chery goes globally, it represents the image of Chinese brands. It cannot be a "Wind Tumbleweed" that moves for profit, but must be a "Tree Planter" rooted locally—wherever, for wherever, becoming part of the local community.
At home, behind Chery's 20 million cars are industrial chains, linking the industrial development, employment jobs, taxes, and livelihood projects of national bases. Only in Wuhu, Chery drives the clustering of over 3,000 supporting enterprises upstream and downstream, attracts more than 30 Fortune 500 companies to settle down, and further helps Anhui become a major automobile province稳居 "Top Three in the Nation" for automobile production, new energy vehicle production, and automobile exports.
Image shows Chery Wuhu Manufacturing Base
Overseas, Chery has also upgraded from "Product Going Overseas" to "Ecosystem Going Overseas." In 2024, Chery cooperated with Spanish EV MOTORS to revive the Spanish national brand EBRO, creating over 1,000 employment jobs, praised by both governments and the public as the "Model of China-Spain Cooperation." Currently, Chery Group has 150,000 employees globally, among which overseas employees exceed 20,000, further driving millions of employment jobs upstream and downstream.
Beyond industry rooting, the public welfare green shade of the "Tree Planter" is also extending globally. Chery practices ESG sustainable development concepts, with the carbon footprint coverage rate of models on sale reaching 100%; conducts long-term cooperation with the International Union for Conservation of Nature (IUCN), investing in Mediterranean seagrass bed restoration, Malaysia mangrove protection, and Spain, South Africa key natural protection area projects; as a global partner of the United Nations Children's Fund, since 2023, cumulatively promised to donate $12 million, to support global education projects.
Image shows Chery joins IUCN for Mediterranean seagrass bed restoration environmental protection activity
After 20 Million Units: From "Building Cars" to "Creating Beautiful Lifestyle"
After 20 million units, where does Chery go? The answer Chery gives is: Chery's mission is to help Chinese brands get stronger from big, help Chinese automobiles change the world automobile industry; Chery is not only a car company, but also a tech ecosystem company that through technological innovation, continuously breaks energy constraints, travel boundaries, and industrial bottlenecks, continuously creating beautiful lifestyles for global users—what Chery is to face is the ultimate topic of human sustainable development.
The answer has already shown its prototype: Falcon Driving Assist, Lingxi Smart Cockpit are now on main models, L3/L4 Level Autonomous Driving is accelerating mass production; eVTOL Flying Cars successfully test flight, Mo-Jia Robots have been sold to 60 countries and regions, continuously expanding travel boundaries; Rhino Solid-state Battery energy density reaches 400 Wh/kg and is sprinting towards 600 Wh/kg; Controllable Nuclear Fusion "Artificial Sun" research has also started strategic layout. Focusing on the front-line layout of cells and high computing power chips (2C Technology), Robotaxi and Mo-Jia Robots (2R Technology), green materials, green energy, green computing power (3G Technology), and spare parts boutique ecosystem, digital content subscription ecosystem (2E Ecosystem), constitutes Chery's technology foundation facing the future.
Image shows Chery Representative Technology Ecosystem Layout
70 years ago, China's automobile industry started from zero; 29 years ago, Chery Automobile started from the wasteland. 20 million units is a milestone on this entrepreneurial road, and also a new starting point for Chery's next leg.
Facing the upcoming "Standing at thirty" in 2027, Chery wants to go from "Building Cars" to "Creating Sustainable Beautiful Lifestyle"—this is the topic of Chery's "Standing at thirty", and also the agreement between this 29-year-old Chery and the "Century Chery"!
Vehicle Overview
Whether the Audi RS Q8 is worth buying depends not on how attractive it looks, but on whether it can solve your real driving needs. This article will focus on the trade-offs between versions.
In terms of versions, the Audi RS Q8 currently compares around the 2025 4.0T quattro.
Vehicle Purchase Price Guide
When evaluating the purchase budget for the Audi RS Q8, it is recommended to start with version positioning and subsequent vehicle ownership costs. Price is not the only focus; what truly determines cost-effectiveness is whether you will use those features daily.
If you are hesitating between several versions, you can list the 2025 4.0T quattro on the same list for comparison. Daily commuters should prioritize comfort and safety, while buyers who often drive on highways should pay more attention to power, driver assistance, and cabin convenience.
Core Parameter Summary
Looking at the core specifications of the Audi RS Q8, the most important thing is translating numbers into real-life sensations.
A Twin-Turbocharged, 8-cylinder power base is suitable for judging whether city tailgating and highway cruising are easy. An output of 600 Ps, 800 N·m truly matters when fully loaded, climbing slopes, and overtaking so it's not too strenuous. Vehicle length 5012 mm, vehicle width 1998 mm, vehicle height 1694 mm, wheelbase 2998 mm can help you predict parking difficulty and rear seat space. Automatic Transmission and Four-Wheel Drive layout settings will affect start-up smoothness, wet stability, and long-distance cruising feel.
Pros and Cons Analysis
The advantages of the Audi RS Q8 need not be exaggerated; what is truly valuable is whether it can make daily use less worrying: power output supports highway and overtaking needs, and space and body dimensions facilitate family buyers in predicting practicality.
It needs to be noted that city parking and narrow roads still depend on personal driving habits. These are not deduction items, but life details that should be thought through clearly before placing an order.
Common Purchase Questions and Answers
Before purchasing the Audi RS Q8, what buyers ask most often is not about a single specification, but whether it can integrate into their lives.
Who is this car suitable for? Buyers who prioritize the trade-offs between versions. What should family users look for? Prioritize rear seat seating, child seats, luggage, and daily entry and exit ease. Will driving daily be troublesome? If energy costs, parking convenience, and version configurations all match your life rhythm, it will be easier to get along with.
Competitor Comparison Content
When putting the Audi RS Q8 into the list of same-level cars, it is not recommended to look only at the brand or appearance. The truly useful comparison order is: first check if power is enough to handle highway and full load, finally check if space is suitable for family and luggage.
Results filtered this way are closer to daily life. You will be clearer about whether it is suitable for city commuting, family transportation, long-distance cruising, or more suitable as a choice emphasizing personality.
Full Usage Cycle Guide
The key to owning an Audi RS Q8 is confirming that insurance, road tax, maintenance, and tire costs are all within an acceptable range. Buying a car does not end with a one-time payment, but involves daily interaction.
If you often drive on the North-South Expressway, power and cabin comfort are more important than just a low price; if mainly in the city, parking flexibility, visibility, and low-speed smoothness will affect your mood more.
車款概覽
Mercedes-Benz GLS AMG 值唔值得買，重點唔係佢睇落有幾吸引，而係佢可唔可以解決你嘅實際用車需求。這篇文章會將重點放喺市區駕駛、泊車同日常靈活度。
價錢落喺 RM 1,582,888，買家可以 firstly 用它判斷預算壓力同同級定位。
買車價錢指南
Mercedes-Benz GLS AMG 嘅買車預算可以 firstly 由 RM 1,582,888 開始衡量。呢個數字真正影響嘅係月供、保險同現金流，而不係只係展廳入面嘅標價。
如果你喺幾個版本之間猶豫，可以將 2025 AMG GLS 63 4MATIC+（RM 1,582,888） 放喺同一張清單度比較。日常通勤買家優先睇舒適同安全，常行高速嘅買家則更加應重視動力、駕駛輔助同座艙便利性。
核心參數匯總
睇 Mercedes-Benz GLS AMG 嘅核心規格，最重要係將數字轉譯成生活中嘅感受。
Twin-Turbocharged、8 缸、3982 mL 排量嘅動力底子，適合拿去判斷市區跟車同高速巡航可唔可輕鬆。612 Ps 嘅輸出，真正意義在於坐滿、爬坡同超車時唔會太吃力。13.3 L/100km 嘅油耗，對每日通勤嘅人會直接影響加油次數。車長 5233 mm、車寬 2157 mm、車高 1836 mm，可以幫你預判泊車難度同後排乘坐空間。
優點同缺點分析
Mercedes-Benz GLS AMG 嘅優點唔使誇張，真正有價值嘅係佢可唔可以讓日常使用更省心：預算位置清楚，方便同級車直接比較、日常能源成本有明確參考、動力輸出能支撐高速同超車需求。
要留意嘅係，市區泊車同狹窄路段仲要看個人駕駛習慣。呢啲唔係扣分項，而係落訂前應該係先諗清楚嘅生活細節。
買車常見問題解答
購買 Mercedes-Benz GLS AMG 前，買家最常問唔係單一規格，而係佢可唔可融入自己嘅生活。
邊個適合這輛車？適合將市區駕駛、泊車同日常靈活度放喺首位嘅買家。家庭用戶要看乜？優先睇後排乘坐、兒童座椅、行李同日常上下車可唔順手。每日開會唔會麻煩？13.3 L/100km 嘅油耗參考讓通勤成本更容易預估。
競品比較內容
將 Mercedes-Benz GLS AMG 放喺同級車名單度時，唔建議只睇品牌或外形。真正有用嘅比較順序係：先用 RM 1,582,888 鎖定預算圈、再看動力可唔可以應付高速同坐滿、接着比較能源成本同補能便利性、最後睇空間可唔適合家人同行李。
咁樣篩選出嚟嘅結果更貼近日常生活。你會更清楚佢係適合城市通勤、家庭代步、長途巡航，定係更加適合作為一輛講求個性嘅選擇。
用車全週期指南
擁有 Mercedes-Benz GLS AMG 嘅日常成本，最直接會反映喺燃油、保險、輪胎同定期保養上。13.3 L/100km 嘅油耗讓通勤預算更容易掌握。
如果你常行南北大道，動力同座艙舒適度會比單純低價更重要；如果主要喺市區，泊車靈活性、視野同低速順滑度會更加影響心情。
Baru-baru ini, Majalah Fortune mempublikasikan Senarai 500 Terkuat Tiongkok 2026. Syarikat Kumpulan Sailun Berhad dengan pendapatan 5.119 bilion dolar AS menduduki tempat ke-399, menjadikannya salah satu daripada dua pengeluar tayar profesional dalam senarai tersebut.
Menurut Laman Bisnes Tayar Tiongkok (Tirechina.net), sebagai senarai berwibawa yang menggunakan kaedah penilaian yang bersambung dengan 500 Terkuat Dunia Fortune, 500 Terkuat Tiongkok meliputi syarikat tersenarai dan tidak tersenarai, secara terkumpul menampilkan skala operasi dan kekuatan pembangunan syarikat besar di Tiongkok.
Kehormatan dalam senarai ini merupakan bukti langsung pertumbuhan skala pendapatan Sailun, juga mencerminkan bahawa sebuah syarikat tayar Tiongkok sedang menggunakan kapasiti global, teknologi bahan dan pelaburan jenama untuk cuba melepasi tiga pintu gerbang yang paling tipikal daripada Pembuatan Tiongkok — dari produk eksport ke pengurusan global, dari kelebihan kos ke premium teknologi, dan dari skala pembuatan ke nilai jenama.
500 Terkuat melihat pendapatan, tetapi nilai perusahaan tidak hanya ditentukan oleh pendapatan
500 Terkuat Tiongkok menggunakan kaedah penyusunan senarai yang bersambung dengan 500 Terkuat Dunia Fortune, skala terasnya adalah pendapatan operasi. Oleh itu, lompatan kedudukan Sailun pertama sekali menjelaskan satu perkara: skala operasinya sedang berkembang pesat. Pada tahun 2025, Sailun mencapai pendapatan operasi 36.792 bilion yuan, meningkat 15.69% berbanding tahun sebelumnya, mencatat rekod tertinggi.
Sementara itu, keuntungan bersih ibu syarikat mencapai 3.522 bilion yuan, keupayaan keuntungan terus meningkat. Di antaranya, pendapatan operasi utama luar negara mencapai 28.226 bilion yuan, meningkat 18.54% berbanding tahun sebelumnya, menjadi kekuatan penting yang mendorong pertumbuhan prestasi. Memasuki tahun 2026, Sailun masih mengekalkan trend pertumbuhan stabil. Pada suku pertama tahun ini, pendapatan dan keuntungan bersih syarikat mencatat peningkatan berganda, margin kasar meningkat ke 26.86%.
Di bawah latar belakang persaingan industri tayar semakin sengit dan persekitaran perdagangan global kompleks dan berubah, prestasi ini menunjukkan bahawa Sailun sedang secara beransur-ansur meninggalkan laluan pembangunan yang hanya bergantung pada kos untuk bersaing, dan sedang bergerak ke model persaingan menyeluruh yang didorong oleh gabungan teknologi, produk, pembuatan dan jenama.
Pintu gerbang pertama: Menukarkan 'produk keluar' menjadi 'pengurusan global'
Pertumbuhan prestasi yang berterusan tidak dapat terpisah daripada perancangan globalisasi yang lebih awal oleh Sailun. Sebagai syarikat pertama di negara ini membina kilang tayar di luar negara, Sailun kini telah mengaturkan pelbagai pangkalan pengeluaran di Qingdao, Dongying, Shenyang, Weifang di dalam negara dan Vietnam, Kemboja, Mexico, Indonesia di luar negara, sementara pembinaan pangkalan di Mesir dan Dongjiakou Qingdao bergerak lancar, membentuk sistem kapasiti yang meliputi pasaran utama domestik dan luar negara.
Kelebihan gandaan globalisasi dan skala ini membolehkan Sailun menggunakan pembuatan tempatan untuk memendapkan kitaran penghantaran produk, lebih hampir dengan permintaan pasaran rantau, serta meningkatkan keupayaan syarikat menangani halangan perdagangan antarabangsa dan ketidakstabilan rantaian bekalan. Penguasaan dari 'produk keluar' ke 'kapasiti keluar' dan 'operasi keluar' juga memberikan sokongan kukuh untuk pertumbuhan pendapatan luar negara dan pengembangan pasaran global Sailun.
Pintu gerbang kedua: Menukarkan keupayaan pembuatan menjadi premium produk
Cara persaingan yang paling biasa bagi syarikat tayar Tiongkok pada masa lalu adalah menggunakan kecekapan pembuatan dan kos rantaian bekalan untuk menukar kepada bahagian pasaran. Apabila kapasiti menuju global dan skala menghampiri pemimpin, bergantung pada harga rendah akan dengan cepat mencapai siling, tanpa produk bernilai tambah lebih tinggi, skala malah boleh menjadi beban.
Sailun cuba memecah sekatan ini dengan teknologi. Pada tahun 2025, pelaburan penyelidikan dan pembangunan syarikat mencapai 1.147 bilion yuan, dengan usaha berterusan pada bahan, formula, struktur dan pembuatan pintar. Di antaranya, teknologi teraju 'Emas Cecair' yang diwakili telah mendorong peningkatan menyeluruh dalam prestasi penting seperti keselamatan, penjimatan tenaga dan kehausan produk tayar Sailun; di kawasan tayar radial kejuruteraan gergasi dengan ambang teknologi tinggi, Sailun juga telah mencapai pengeluaran berskala penuh siri tayar radial kejuruteraan gergasi 49 inci hingga 63 inci. Pelaburan penyelidikan dan pembangunan yang berterusan sedang bertukar menjadi kelebihan produk yang lebih boleh dikenal pasti, serta memberikan sokongan untuk Sailun meningkatkan kualiti keuntungan.
Pintu gerbang ketiga: Dari 'jualan global' menuju ke 'jenama global'
Industri tayar adalah industri yang pembentukan kesedaran jenamanya berjalan perlahan dan kos kepercayaan amat tinggi. Kekerapan penggantian pengguna rendah, dan ia secara langsung berkaitan dengan keselamatan pemanduan, oleh itu reputasi terkumpul jenama matang, saluran dan hubungan pemasangan asal, selalunya lebih sukar disalin daripada iklan tunggal. Ini juga merupakan sebab penting mengapa syarikat teratas antarabangsa boleh mengekalkan premium secara jangka panjang.
Dalam Senarai Jenama Tayar Paling Berharga Dunia 2025 oleh Brand Finance, Sailun menduduki tempat ke-10, menjadikannya jenama tayar Tiongkok kedudukan tertinggi. Nilai jenama dan kedudukan Fortune meningkat serentak pada tahun yang sama, menunjukkan bahawa pertumbuhan Sailun tidak hanya mempunyai satu garisan pengembangan kapasiti, penyebaran teknologi, pembinaan saluran dan kesedaran pasaran global juga sedang membentuk tenaga gabungan.
Komen Industri
Bandingkan dengan tempat ke-426 pada penyertaan pertama tahun 2025, sehingga tempat ke-399 tahun ini, Sailun telah menyelesaikan peralihan koordinat skala. Yang lebih bernilai perhatian industri ialah, pada 500 Terkuat Tiongkok Fortune 2026, pengeluar tayar profesional hanyalah China Rubber dan Sailun. Ini menunjukkan bahawa industri tayar Tiongkok telah muncul kuasa pemimpin yang boleh memasuki urutan syarikat besar, tetapi kepekatan industri, premium jenama dan keupayaan pengurusan global masih mempunyai ruang untuk peningkatan berterusan.
Di hadapan Sailon seterusnya, soalan yang perlu dijawab akan lebih kompleks daripada pengembangan pengeluaran: adakah kapasiti baru dapat memuncak dengan lancar, adakah rantaian bekalan global boleh bekerjasama berkesan, adakah pelaburan penyelidikan dan pembangunan boleh bertukar menjadi produk bernilai tambah tinggi, adakah pertumbuhan jenama boleh menentang kos dan tekanan perdagangan. Sekiranya mana-mana satu menjadi kelemahan, ia boleh menyebabkan pertumbuhan skala dan pertumbuhan nilai terlepas.
Oleh itu, memasuki 500 Terkuat Tiongkok Fortune bukan bermaksud Sailun telah siap menjadi kelas tinggi, tetapi bermaksud ia memperoleh asas skala untuk melangkah ke nilai lebih tinggi. Pada masa lalu, syarikat tayar Tiongkok menggunakan kecekapan pembuatan untuk memasuki pasaran global; pada masa hadapan, kualiti keuntungan yang dicipta bersama oleh teknologi, jenama dan operasi global yang akan menentukan nilai kandungan kedudukan.
Senarai merekod sejauh mana Sailun telah berjalan, laporan kewangan seterusnya dan pertandingan pasaran global seterusnya, baharu akan menjawab sejauh mana ia masih boleh berjalan.
作者 ｜ Janson
編輯 ｜ 志豪
半年收入 3427 億元卻增收不增利，馬斯克押注 Robotaxi 破局。
車東西 7 月 23 日消息，就在剛剛，特斯拉發布了 2026 年第二季財報，並同步召開業績會回覆了投資者關切的問題。
第二季，特斯拉汽車業務明顯回暖，共交付 48.01 萬輛汽車，同比增長 25%，創下歷史同期新高。
▲特斯拉近三年第二季財務信息一覽
特斯拉第二季收入達到 282.36 億美元（約合人民幣 1912 億元），同比增長 26%；汽車業務收入達到 205.16 億美元（約合人民幣 1389 億元），同比增長 23%。
但銷量和收入增長並未帶來利潤同步改善。第二季，特斯拉營業利潤僅為 3.98 億美元（約合人民幣 27 億元），同比大降 57%；營業利潤率從去年同期的 4.1% 降至 1.4%。汽車業務毛利率也由今年第一季度的 21.1% 降至 16.9%。
將時間拉長至整個上半年，特斯拉累計收入達到 506.23 億美元（約合人民幣 3427 億元），其中汽車業務收入為 367.50 億美元（約合人民幣 2488 億元），仍貢獻了超過七成收入。
▲特斯拉近三年上半年財務信息一覽
盈利方面，特斯拉上半年毛利潤合計 94.71 億美元（約合人民幣 641 億元），綜合毛利率約為 18.7%。交付方面，特斯拉上半年累計生產約 86.01 萬輛、交付約 83.81 萬輛汽車。
整體來看，第二季交付反彈推動特斯拉上半年收入創下近三年同期新高，但營業利潤率仍降至 2.65%，增收不增利的問題並未解決。
相比利潤表現，特斯拉在 FSD（監督式）、Robotaxi 和 Cybercab 方面的進展更加突出。
截至第二季末，特斯拉 FSD 付費用戶數量已經達到 148 萬，較去年同期的 95 萬增長 56%，較今年一季度末增加 20 萬。特斯拉 CEO 馬斯克稱，隨著 FSD 陸續獲得各國監管批准，市場需求將進一步攀升。
此外，特斯拉已經開始向搭載 AI3（HW3）硬件的車輛推送 FSD v14 lite，將 AI4 車輛上 v14 系列的駕駛行為蒸餾到上一代硬件平台。
Robotaxi 方面，特斯拉的服務範圍已經擴展至美國多個城市。同時，Cybercab 也已經在德州超級工廠開始生產，並進入公開道路工程測試階段。
在特斯拉 Model 3/Model Y 賣車業務利潤承壓的同時，FSD 訂閱和 Robotaxi 正在逐漸成為特斯拉汽車業務之外的新增長來源。
一、增收不增利 汽車毛利率環比下降汽車交付量回升，帶動特斯拉第二季收入恢復增長。
今年第二季，特斯拉總收入達到 282.36 億美元（約合人民幣 1911.6 億元），同比增長 26%；汽車業務收入達到 205.16 億美元（約合人民幣 1388.9 億元），同比增長 23%。
具體來看，汽車銷售收入為 200.06 億美元（約合人民幣 1354 億元），汽車租賃收入為 3.64 億美元（約合人民幣 25 億元），汽車監管積分收入為 1.46 億美元（約合人民幣 10 億元）。
▲特斯拉詳細季度財務信息
特斯拉稱，第二季收入增長主要受到汽車交付量增加、FSD 訂閱增長、服務及其他業務擴大、能源業務增長，以及約 5 億美元（約合人民幣 34 億元）匯率正向影響的推動。
不過，車輛平均售價下降，又抵消了部分增長。
第二季，特斯拉毛利潤為 47.51 億美元（約合人民幣 322 億元），同比增長 23%；綜合毛利率為 16.8%，較去年同期的 17.2% 下降 0.4 個百分點，較今年第一季度的 21.1% 下降 4.3 個百分點。
但車輛平均售價下降、監管積分收入減少，以及 AI 等項目投入增長，拖累了整體盈利表現。
今年第二季，特斯拉營業利潤為 3.98 億美元（約合人民幣 27 億元），同比大降 57%；營業利潤率從去年同期的 4.1% 降至 1.4%，同比下降 2.69 個百分點。
不過，特斯拉的 GAAP 淨利潤還受到一筆投資收益支撐。第二季，特斯拉確認了 10.05 億美元（約合人民幣 68 億元）的 SpaceX 股權投資未實現收益，這筆收益被計入其他收入。
研發費用方面，特斯拉二季研發費用達到 23.71 億美元（約合人民幣 161 億元），同比增長約 49%。
在汽车製造方面，特斯拉表示，電池包產能仍是限制全球汽車產量提升的主要因素。
特斯拉正在提高 4680 電芯產量，以支持 Cybercab、Tesla Semi 產能爬坡及 Model Y 擴產。
▲特斯拉各工廠電池產能計劃
目前，特斯拉德州 4680 電芯已安裝年產能超過 40GWh，內華達 LFP（磷酸鋰鐵）電池項目處於早期產能爬坡階段，預計年產能為 7GWh，而柏林 4680 電芯項目仍在建設。
此外，Tesla Semi 新工廠處於設備調試階段，計劃在 2026 年啟動生產。
二、二季交付創同期新高 Cybercab 投產、FSD 用戶增至 148 萬今年第二季，特斯拉共生產 45.18 萬輛汽車，同比增長 10%；交付 48.01 萬輛，同比增長 25%，創下公司歷史同期新高。
2026 年上半年，特斯拉累計生產約 86.01 萬輛、交付約 83.81 萬輛汽車。
▲特斯拉季度交付情況
其中，Model 3/Y 仍是銷量支柱，第二季生產 44.29 萬輛、交付 46.78 萬輛，同比分別增長 12% 和 25%，貢獻了約 97.4% 的交付量。
包括 Cybertruck 等在內的其他車型生產 8822 輛，同比下降 34%；交付 1.24 萬輛，同比增長 19%。
隨著交付量超過產量，特斯拉庫存壓力明顯緩解，全球車輛庫存周轉天數由一季的 27 天降至 15 天，低於去年同期的 24 天。
特斯拉在韓國、澳洲、日本、台灣、泰國等多個市場創下交付紀錄。
產能方面，上海工廠 Model 3/Y 年產能超過 95 萬輛，仍是特斯拉產能最大的整車工廠；加州、柏林和德州工廠相關車型年產能分別超過 55 萬輛、37.5 萬輛和 25 萬輛。
此外，專為 Robotaxi 打造的 Cybercab 已經在德州超級工廠投產，已安裝年產能超過 12.5 萬輛。
▲特斯拉各工廠已安裝年產能及生產狀態
量產版 Cybercab 第二季開始進行公共道路工程測試，7 月又在德州工廠園區為員工提供乘車服務。
Robotaxi 也在加速擴張，目前已進入美國 7 個主要都市圈。奧斯汀繼續擴大無安全員運營區域，達拉斯和休斯敦正在推進相關運營，邁阿密、奧蘭多和坦帕已於 7 月啟動無安全員服務；舊金山灣區仍配備安全駕駛員。鳳凰城和拉斯維加斯則處於上線準備階段。
▲量產版 Cybercab 在測試
FSD 則成為另一個增長點。截至第二季末，特斯拉 FSD 付費用戶達到 148 萬，同比增長 56%，較一季增加 20 萬；僅 2026 年上半年就增加約 38 萬。
第二季，特斯拉 FSD 淨新增訂閱用戶創下紀錄，北美超過 55% 的新交付車輛包含 FSD 訂閱，訂購率同樣達到歷史新高。FSD 訂閱增長已經對汽車相關收入和營業利潤形成正向貢獻。
軟件方面，特斯拉開始在美國向搭載 AI3（此前特斯拉稱為 HW3）硬件的車輛推送 FSD v14 lite，並於 7 月將其推向韓國。
該版本將 AI4 平台上 v14 系列的駕駛行為蒸餾至 AI3 平台，增加停車場、路邊、車道入口和路緣等目的地選項，並改善導航、匯入分流、行人互動、交通信號燈及車輛加塞等場景下的表現。
FSD 的海外審批也有了新進展，繼荷蘭之後，特斯拉又在立陶宛、愛沙尼亞、丹麥和比利時獲得 FSD 部署批准。
截至 7 月，上述已開放市場的患者累計使用 FSD 行駛超過 5000 萬公里。特斯拉稱，FSD 落地正在帶動當地消費者對其汽車的興趣。
三、Cybercab 法律層面沒障礙 老車主硬件升級需評估財報電話會上，馬斯克及特斯拉管理層集中回應了 Robotaxi 運營、Cybercab 監管、Starlink 接入、Semi 無人駕駛能力以及 AI3 車型硬件升級等問題。車東西整理出以下 8 個關鍵問答：
1、Robotaxi 目前運營情況如何？接下來如何擴大規模？
特斯拉 AI 負責人 Ashok Elluswamy：目前，特斯拉 Robotaxi 已在美国兩個州、六座城市累計完成超過 38 萬英里（約 61 萬公里）的無安全員行駛，沒有發生值得關注的安全事故。現有事故報告均為車輛靜止時受到其他道路參與者碰撞或影響。
特斯拉約一年前在奧斯汀啟動 Robotaxi 項目，當時副駕座仍配備安全監督員；2025 年底，首批完全無安全員 Robotaxi 開始運營。2026 以來，車隊每週無安全員行駛里程保持兩位數環比增長，預計這一增速將在年內延續。
目前，Robotaxi 車隊已經運行早期版本的 FSD V15。V15 規劃了約七條主要改進路線，已有約 40% 的改進內容合併至車隊使用的版本。隨着後續能力上線，特斯拉希望進入新城市所需的工程投入和準備時間逐漸趨近於零，最終由“逐城擴張”轉向以整個州為單位運營。
2、特斯拉希望美國如何監管 Robotaxi？
特斯拉汽車工程負責人 Lars Moravy：美國聯邦層面已取得不少進展，特別是《聯邦機動車安全標準》（FMVSS）正逐漸接受專門為無人駕駛設計的汽車。
特斯拉認為，合理的監管方式應當是由監管機構提出安全目標和需要解決的問題，再允許企業選擇技術方案，而不是提前規定必須採用激光雷達、毫米波雷達等某一種技術路線。
特斯拉最終仍要靠車輛的實際安全表現贏得監管機構和公眾認可，這也將成為 Robotaxi 繼續擴張的基礎。
3、Robotaxi 擴張受什麼因素限制？是否會接入第三方網約車平台？
馬斯克：特斯拉預計 Robotaxi 不會面臨需求不足的問題，其運營經濟性將非常有吸引力，市場需求可能長期超過特斯拉的服務能力。因此，Robotaxi 業務將繼續採用高度垂直整合的模式，現階段沒有依靠第三方網約車平台導流的必要。
真正限制 Robotaxi 擴張的是系統可靠性，也就是不斷增加可靠性指標中的“9”。馬斯克稱，理想情況下，Robotaxi 需要達到接近 99.999999% 的可靠性。持續提高可靠性，是當前車隊擴大規模的主要約束。
4、特斯拉與 SpaceX 是否可能合併？
馬斯克：特斯拉與 SpaceX 在越來越多領域存在業務重疊與合作，但公司合併不適合在財報電話會上討論，如果未來涉及類似事項，必須經過正式的決策和審批流程。
特斯拉總法律顧問 Brandon Ehrhart：2026 年初，特斯拉通過股權投資和協議框架進一步深化了與 SpaceX 的關係，雙方正在 Digital Optimus 等項目上合作。
5、為什麼 Robotaxi 不先集中擴大奧斯汀車隊？
Ashok Elluswamy：特斯拉沒有把所有車輛集中投放到奧斯汀，主要是為了驗證 FSD 技術棧的泛化能力，證明系統不需要大量額外開發，就能適應道路環境不同的多座城市。
Robotaxi 目前仍處於指數增長的前期，外界看到的車輛絕對數量不大，但車隊基本連續運營，單車行駛時間遠高於私家車。因此，特斯拉更關注無安全員行駛里程，而不是單純關注車輛數量。
馬斯克：Cybercab 是一款全新車型，不像 Model 3 和 Model Y 一樣擁有數百萬輛車提供道路數據。特斯拉需要先使用臨時加裝方向盤、加速和制動踏板的 Cybercab 累積里程，完成針對底盤和車輛動態的校準。相關數據達到要求後，各城市的 Cybercab 數量將明顯增加。
此外，美國各城市、各州的網約車和交通監管要求並不相同。逐城擴張也有助於特斯拉逐一解決軟件、運營及地方監管問題，再擴大單個市場的車隊規模。
6、Cybercab 取消方向盤和踏板還存在哪些聯邦監管障礙？
Lars Moravy：除了監管機構正在推進的相關規則調整外，Cybercab 目前沒有其他重大的聯邦監管障礙。
過去幾年，特斯拉一直向美國國家公路交通安全管理局等部門說明 Cybercab 的產品規劃和技術進展。雖然雙方不能說在所有問題上完全一致，但溝通順暢，監管機構正在根據無人駕駛技術發展，推動取消車輛必須配備方向盤和踏板等傳統要求。
7、Cybercab 能否成為 Starlink 流動熱點？Tesla Semi 何時加入無人駕駛能力？
馬斯克：Cybercab 搭載的 Starlink 終端未來可能成為地面網絡中繼，為附近的手機或其他設備提供 Wi-Fi 服務，但相關方案尚未正式公佈。
Semi 方面，無人駕駛能力有望緩解美國卡車司機短缺，並提升長途運輸的安全性和舒適度。不過，Semi 目前在特斯拉車隊中的佔比仍然較低，特斯拉會優先把研發資源投入 Model 3、Model Y 和 Cybercab 等規模更大的車型。
預計 Semi 的無人駕駛能力將在 2026 年底或 2027 年初取得實質進展，並在 2027 年投入使用，趕上 Semi 進入大規模量產的時間點。
8、搭載 AI3 硬件的舊車是否會升級到新硬件？
馬斯克：長期來看，為搭載 AI3 或更早版本計算平台、且已經採用攝像頭方案的車輛升級硬件，在經濟上可能是可行的。但如果車輛需要進行大量結構改造，升級可能不具備經濟性。
特斯拉可能不會簡單地將 AI3 車輛升級至現有 AI4，而是等待下一代計算平台。公司正在開發改進版 AI4，性能較現有 AI4 有中等幅度提升，預計 2027 年年中左右投產。
AI5 也有望在 2027 年年中前後進入規模量產，並率先應用於 Optimus。馬斯克還透露，AI6 芯片已經進入設計階段，目標是全球性能領先的邊緣運算芯片。
結語：特斯拉積極求增長整體來看，特斯拉上半年汽車銷量走出低谷，但低售價、研發投入增加仍在擠壓利潤，交付增長尚未轉化為更強盈利能力。
與此同時，FSD 付費用戶快速增長、Cybercab 投入生產、Robotaxi 加速擴城，顯示特斯拉正將增長重心由單純賣車轉向軟件訂閱和出行服務。
接下來，決定這場轉型成敗的，不只是 FSD 能力能否繼續提升，更在於 Robotaxi 能否跨過可靠性與監管門檻，實現真正的大規模商業運營。
Dalam pasaran SUV Malaysia, ramai pembeli membandingkan Proton X50 dan Chery Tiggo 8 ketika memilih kereta. Kedua-dua kereta ini hampir sama dari segi harga dan kategorinya, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat kajian.
Harga OTR Proton X50 di Malaysia ialah RM 89,800 - 113,300, terdapat 4 varian, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Harga OTR Chery Tiggo 8 di Malaysia ialah RM 129,750 - 129,750, terdapat 1 varian, termasuk 2026 1.6T Standard (RM 129,750) dan lain-lain.
Daripada segi harga, harga permulaan Proton X50 memang lebih murah RM 39,950 berbanding Chery Tiggo 8. Jika bajet anda terhad, varian asas Proton sudah boleh memenuhi keperluan harian. Walau bagaimanapun, perhatikan juga, jumlah ribuan ringgit yang lebih murah itu mungkin melibatkan pertukaran dalam kelengkapan, bergantung pada keperluan anda.
Panjang badan Proton X50 4400 mm, ruang bagasi 400 L.
Panjang badan Chery Tiggo 8 4400 mm, ruang bagasi 400 L.
Dimensi kedua-dua kereta hampir sama, ruang dalaman tidak banyak berbeza. Kereta dalam kelas ini, cukup untuk penggunaan harian.
Proton X50 jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Chery Tiggo 8 jaminan 3 tahun/100,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Proton X50 dan Chery Tiggo 8 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih menghargai reputasi jenama dan harga jual semula, anda boleh memilih model yang lebih terkenal; jika anda lebih prihatin tentang nilai kos dan kelengkapan, pilihlah model yang lebih lengkap. Akhir sekali, disarankan untuk menguji kedua-dua model, pengalaman sendiri adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Chery Tiggo 8 adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih yang mana, bergantung pada keperluan dan bajet peribadi anda. Disarankan untuk melakukan kajian, membandingkan sebut harga dari beberapa kedai kereta, kemudian ujian jalan untuk membuat keputusan akhir. Membeli kereta adalah perkara penting, mengambil masa untuk membuat kajian tidak akan salah.
Di pasaran SUV Malaysia, ramai pembeli membandingkan Proton X50 dan Mazda CX-8 apabila memilih kereta. Kedua-dua model ini sangat hampir dari segi harga dan kedudukan. Hari ini, kami akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Harga OTR Proton X50 di Malaysia adalah RM 89,800 - 113,300, terdapat 4 versi, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Harga OTR Mazda CX-8 di Malaysia adalah RM 165,360 - 201,360, terdapat 5 versi, termasuk 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) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang lebih murah RM 75,560 berbanding Mazda CX-8. Jika bajet anda terhad, versi pemula Proton sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, beberapa ribu ringgit yang lebih murah mungkin melibatkan kompromi pada peralatan, bergantung pada keperluan anda.
Penilaian keselamatan Proton X50 adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Penilaian keselamatan Mazda CX-8 adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Brand ADAS.
Penilaian keselamatan kedua-dua kereta adalah sama, kelengkapan keselamatan untuk tahap ini sudah cukup lengkap. Keselamatan kereta baru sekarang tidak buruk, tiada perlu risau terlalu banyak mengenai hal ini.
Proton X50 menggunakan sistem penggerak 4WD.
Mazda CX-8 menggunakan sistem penggerak FWD.
Pengalaman pengendalian Proton 4WD dan Mazda FWD akan berbeza, disyorkan untuk membandingkan melalui ujian pemanduan.
Proton X50 berwaranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Mazda CX-8 berwaranti 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Syarat waranti kedua-dua kereta adalah sama, tidak perlu risau mengenai hal ini. Kos penyelenggaraan sebenar bergantung pada rangkaian perkhidmatan jenama dan harga barang, disyorkan bertanya ahli komuniti pemilik kereta untuk pengalaman sebenar.
Proton X50 dan Mazda CX-8 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mementingkan reputasi jenama dan harga jualan semula, pertimbangkan terlebih dahulu mana yang lebih baik reputasinya; jika anda lebih mementingkan nisbah harga dan perkhidmatan, pilih yang lebih lengkap konfigurasinya. Pada akhirnya, disarankan untuk ujian pemanduan kedua-dua model, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Mazda CX-8 adalah model kereta yang bagus di pasaran Malaysia. Memilih mana satu, kuncinya bergantung pada keperluan dan bajet peribadi anda. Disarankan membuat kajian terlebih dahulu, membandingkan beberapa tawaran daripada dealer kereta, kemudian buat ujian pemanduan untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa untuk membuat kajian tidak akan salah.
Dalam pasaran SUV di Malaysia, ramai pembeli semasa memilih kereta akan membandingkan Proton X50 dan Honda WR-V. Kedua-dua kereta ini berada agak dekat dari segi harga dan pelokalan. Hari ini kita akan melakukan perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat kajian.
Proton X50 harga OTR di Malaysia ialah 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 WR-V harga OTR di Malaysia ialah RM 89,900 - 107,900, terdapat 4 varian, termasuk 2023 1.5L V (RM 99,900), 2023 1.5L E (RM 95,900), 2023 1.5L S (RM 89,900) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang RM 100 lebih murah daripada Honda WR-V. Jika bajet anda terhad, varian permulaan Proton sudah cukup memenuhi keperluan harian. Namun perlu diingat, perbezaan harga beberapa ribu ringgit itu mungkin ada pertimbangan dari segi peralatan, bergantung pada keperluan anda.
Proton X50 dilengkapi dengan 1.5L 4-cyl, kuasa kuda 105 hp. Kegunaan minyak rasmi 6.0 L/100km.
Honda WR-V dilengkapi dengan 1.5L 4-cyl, kuasa kuda 105 hp. Kegunaan minyak rasmi 6.0 L/100km.
Kedua-dua kereta menggunakan sistem kuasa yang sama, perasaan memandu sehari-hari hampir tiada perbezaan. Penggunaan minyak juga hampir sama, tidak perlu terlalu bimbang tentang perkara ini.
Proton X50 panjang badan 4400 mm, trunk 400 L.
Honda WR-V panjang badan 4400 mm, trunk 400 L.
Saiz kedua-dua kereta hampir sama, ruang dalaman tidak banyak berbeza. Kereta dalam kelas ini sudah cukup untuk kegunaan harian.
Proton X50 menggunakan cara pemanduan 4WD.
Honda WR-V menggunakan cara pemanduan FWD.
4WD dari Proton dan FWD dari Honda akan memberikan pengalaman pengendalian yang berbeza, disarankan untuk membandingkan semasa uji jalan.
Proton X50 garansi 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Honda WR-V garansi 5 tahun/tanpa had, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Secara keseluruhannya, Proton X50 dan Honda WR-V adalah model kereta yang sangat bagus di pasaran Malaysia. Pilihan antara kedua-duanya bergantung pada keperluan dan bajet peribadi anda. Kami menyarankan anda membuat kajian, bandingkan sebut harga dari beberapa pengedar, kemudian uji jalan untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, menghabiskan masa untuk membuat kajian pasti tidak rugi.
Di pasaran SUV di Malaysia, ramai pembeli semasa memilih kereta akan membandingkan Proton X50 dan Honda WR-V. Kedua-dua kereta ini agak hampir dari segi harga dan penjenamaan, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Proton X50 mempunyai harga jualan OTR di Malaysia sebanyak 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.
Honda WR-V mempunyai harga jualan OTR di Malaysia sebanyak RM 89,900 - 107,900, terdapat keseluruhan 4 varian, termasuk 2023 1.5L V (RM 99,900), 2023 1.5L E (RM 95,900), 2023 1.5L S (RM 89,900) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang RM 100 lebih murah daripada Honda WR-V. Jika bajet anda terhad, varian asas Proton sudah boleh memenuhi keperluan harian. Namun perlu diingat, perbezaan harga beberapa ribu ringgit itu, mungkin ada kompromi dalam kelengkapan, ia bergantung pada keperluan anda.
Penarafan keselamatan Proton X50 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Penarafan keselamatan Honda WR-V ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Honda SENSING.
Kedua-dua kereta ini mempunyai penarafan keselamatan yang sama, kelengkapan keselamatan dalam kategori ini dianggap cukup lengkap. Keselamatan kereta baharu sekarang tidak buruk, tidak perlu terlalu bimbang mengenai hal ini.
Proton X50 menggunakan kaedah pemacu 4WD.
Honda WR-V menggunakan kaedah pemacu FWD.
Perbezaan rasa pengendalian akan wujud antara 4WD Proton dan FWD Honda, disarankan untuk melakukan ujian membandingkan semasa memandu.
Jaminan Proton X50 adalah 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Jaminan Honda WR-V adalah 5 tahun/tanpa had jarak, selang servis setiap 10,000km atau 6 bulan.
Secara keseluruhan, Proton X50 dan Honda WR-V adalah model kereta yang sangat baik di pasaran Malaysia. Pilihan mana yang perlu dipilih, ia bergantung kepada keperluan dan bajet peribadi anda. Kami cadangkan anda membuat penyelidikan, bandingkan sebut harga daripada beberapa pengedar kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa membuat penyelidikan pasti tidak rugi.
According to statistics, in the first half of 2026, approximately 630 new car models were launched domestically, averaging 3.5 models per day—the scale of new car launches is more than three times that of smartphones in the same period. On July 16 alone, 8 car companies clustered to hold press conferences, with 6 heavy-hitting new models launched at once, which netizens jokingly called the car circle's "Crazy Thursday".
However, among the 630 new models, only 30 models had monthly sales exceeding 10,000 (accounting for 5.5%), and only 107 models were truly new architectures or vertical upgrades (less than 20%)—more than 80% were annual facelifts, configuration tweaks, new color schemes, or collaboration editions.The fervor on the supply side and the coldness at the terminal form the most glaring cracks in China's car market.
With the fierce competition in the car market, why are car companies keen on launching new models? There are mainly three layers of driving forces stacked:
3. Capital Logic Requires "Growth Curves". Capital markets look at growth, not profits. New car launches create short-term traffic and sales spikes to support valuation—even if there is a loss per vehicle, as long as the sales curve continues to rise, the stock price has support.
Frequent New Car Launches for Buyers: Short-term Benefits, Long-term RisksIn the short term, consumers have more choices—The number of models available in the same price range increased from 5 to 15, increasing consumers' bargaining space; Secondly, configuration trickle-down accelerated—120k level standard 800V, 220k level equipped with intelligent driving, 240k level standard air suspension; previously, configurations only available at 300k are now available at 150k; Finally, prices continue to drop—New cars grabbing share must lower prices, consumers buy cheaper cars in the short term.
In the long term, consumers "Just got the car, it becomes an old model"—McKinsey research shows that over 30% of car buyers feel troubled by "Too many new cars, don't know how to choose", decision cycles are extended; Secondly, model life cycles shorten—A hot-selling model's period shrinks from 12-18 months to 6-8 months, then is submerged by updated new products, resale value drops faster; Finally, quality durability risks—After R&D cycles are compressed, verification time is insufficient, the risk of "Factory rushed out" is exposed only after 3-5 years of use.
Homogenization Vicious Cycle: Automaker Self-Consumption630 new models do not cover all price bands and categories, but cluster in the same few tracks—Large 5-seater/Large 6-seater SUVs became the layout focus in 2026, configurations went up, identifiability went down. Users are insensitive to range from 700km to 1000km, computing power from 30 TOPS to 1000 TOPS experience differences are far smaller than parameter differences—"The end of parameter competition is imperceptibility, ultimately have to compete on price" (Xu Jun, Vice President of Leapmotor).
The Cost Price of Homogenization: R&D + Marketing + Channel deployment costs for a new car amount to hundreds of millions of yuan, but models with monthly sales less than 10,000 cannot cover these costs—"Pulse-style dissemination" (Launch hot sales -> Production capacity up -> Demand down) causes great waste, manufacturers didn't earn, supply chain didn't earn, users didn't earn either. Market value evaporated over 1.1 trillion yuan for 17 listed car companies in half a year, Seres fell 51%, Changan fell 40%+, BYD evaporated 190 billion yuan—The more new cars launched, the stronger the market value evaporation, this is the "frenzy's" self-retribution.
To Parts Suppliers: The Rift Between Scale and FragmentationNew cars launched too frequently cause three layers of pressure on suppliers:
3. Has Quality and Durability Declined? The Answer is There Are Risks But Not Worsened Comprehensively—Currently, core components (Battery/Motor/Control) of mainstream car companies are still provided by top suppliers, quality bottom line is guaranteed. But non-core components (Interior parts, Small motors, Seals) indeed exist a cost cutting and quality reduction trend—Some car companies compress costs, switch from Tier1 to Tier2/Tier3 suppliers, price reduces 15-20% but durability standards are adjusted down simultaneously. MIIT and SAMR talked to car companies in June, clearly requiring "Cannot cut configurations to reduce quality"—This shows regulators have realized quality risks.
Impact of Frequent New Car Launches on China's Auto IndustryIn a positive aspect, Chinese car companies frequently launching new models indeed rolled out global competitiveness—China's new energy vehicle technology iteration speed is the fastest in the world, 800V/3C fast charging/Urban NOA/6-seat layout popularity speed far exceeds Europe, America, Japan; Secondly, rolled out export momentum—Car exports reached 5.096 million units in the first half, year-on-year increase of 65.3%, June monthly exports broke 1 million for the first time, new energy exports year-on-year +124.3%; Finally rolled out supply chain upgrade—CATL/RoboSense/Hesai and other top suppliers' global share continues to expand.
In a negative aspect, Chinese car companies frequently launching new models led to industry profit margins falling to 4.1% reaching a new low of ten years, three years price war cumulative loss 471.2 billion yuan—"Increasing revenue but not profits" has become the norm for the entire industry; Secondly, dealer inventory warning index 57.9% rose for three consecutive months, 17 mainstream brands inventory exceeded two months, rebate fulfillment cycle exceeded 70 days—Offline channel foundation is loosening; Finally, AlixPartners predicts that in the future 30 new energy car companies by 2030 may only have 7 break even—The vast majority of companies launching new cars will be eliminated in the reshuffle.
Overseas: Competing via Capability Exports, But Price Competition Meets BarriersChinese car companies' "Competitive Ability" (Technology iteration + Product density + Cost control) after going overseas indeed possesses competitiveness—XPeng MONA L03 launched in 64 countries simultaneously, BYD May Germany sales 6168 units exceeded Tesla. But "Rolling Price" overseas is encountering increasingly strong trade barrier counterattacks!
EU MIP minimum import price mechanism (Replacing 7.8%-35.3% countervailing duties)—Restricted Chinese brands low-price competition strategy; US 25% car tariffs—Toyota due to tariffs reduced 8.5 billion yuan operating profit, Chinese brands harder to bear; Southeast Asia localization requirements—Thailand, Indonesia require parts local ratio over 40%, otherwise tariff levied; Chinese car companies overseas "Internal competition spilling over"—Some brands irrational price reduction in the same overseas market, overdrawn "China New Energy" collective brand assets, triggering more tariffs and inspection barriers.
Xu Jun, Vice President of Leapmotor, admitted: "Agreeing that going overseas is the core exit to escape internal competition, but overseas internal competition is quietly spreading."
Final Thoughts: Impact on Supply Chain, Car Buyers, and Global Auto Industry
Launching 630 new models in the first half of the year, and "Crazy Thursday" is the epitome of the car market's extreme internal competition—Short term gives consumers more choices and lower prices, but long term is retaliating against the entire supply chain: Car company profits evaporated, suppliers fragmented, dealers inventory crisis, quality durability risks, overseas trade barrier upgrade. MIIT and SAMR's talks released a clear signal: "Stacking numbers, pressing prices old road cannot work." China's car market's next step is not to continue rolling out more new cars, but From "Quantity" to "Quality"—Less cars, push good cars, push long-life cars. A classic car's R&D needs 5-6 years, Tesla Model 3 launched 7 years still is benchmark—"Slow" value, is the confidence for a long race. After the noise of 630 new models, what China's car market needs is not more "Crazy Thursday", but less restlessness and deeper accumulation.
On July 16, 2026, GAC Group officially welcomed the milestone of cumulative production and sales reaching 30 million units, simultaneously launching the 30 Million User Gratitude Event, rewarding global million owners' trust with 29 years of craftsmanship achievements, #30MillionTrustWithQuality #GACGroupDelivers30000000thVehicle #GACGroup30MillionUserGratitudeEvent three topics launched online simultaneously for full network dissemination.
Since its founding in 1997, GAC has achieved a bright "GAC Speed": the first 20 years completed the first 10 million vehicle delivery, the second 2000 million vehicles took only 9 years. Relying on the "Panyu Action" to fully turn to user thinking, superimposed with full-link strict quality control and global system overseas layout, GAC smoothly achieved a 30 million user volume, becoming a benchmark for high-quality development of China's automotive industry.
Quality is the core confidence behind 30 million choices. All new GAC vehicles must undergo "two winters and one summer" ultra-long cycle validation, "five highs, one mountain, one dust" full-environment extreme testing; Magazine Battery and Xingling Safety Guard System continuously ensure travel safety; industry-first "Three Responsibilities" service commitment, providing comprehensive backing for three-electric systems and smart parking vehicle usage risks; AION took the top spot in new energy quality for three consecutive years, and multiple models under its brand lead the sub-segment resale value list for years.
This celebration breaks the convention of single model production line stop. GAC Honda P7, GAC Toyota Platinum 7, Trumpchi M8 PHEV, AION N600, Hyper S600, and Qijing GT7 six main force models went offline simultaneously in 7 domestic and overseas factories. Among them, Qijing GT7 jointly created by GAC and Huawei Qiankun, as a high-end intelligent shooting brake equipped with Huawei Qiankun Intelligent Driving ADS 5, received extremely high order attention upon listing, representing GAC's top-tier strength in intelligent transformation.
To reward global owners, July 16 – August 31 GAC Renewal Gratitude Season majorly launched three benefits online, covering GAC Honda, GAC Toyota, Trumpchi, AION, Hyper, and Qijing six brands: New purchase enjoys direct price reduction subsidy, 0% interest financing plan; Existing owners trade-in extra added subsidy; Family additional purchase of Qijing GT7 enjoys exclusive benefits, covering fuel, hybrid, pure electric, extended range models, lowering the threshold for public car buying.
Globalization layout continues to release growth momentum. Relying on the One GAC 2.0 system overseas strategy, GAC business covers 110 countries and regions, built 746 overseas outlets, 7 overseas factories; H1 2026 independent brand exports reached 121,500 vehicles, surging 132% year-on-year, Thailand, Europe, America markets sales all went high, 2030 target entering 120 countries, 1 million annual sales, creating a benchmark for Chinese intelligent manufacturing globalization.
From starting with joint ventures to independent rise, from domestic deepening to global layout, 30 million is not the end, but a brand new starting point. GAC stated that in the future it will continue to increase R&D investment, deepen county-level channels, and perfect the national "9 Verticals 10 Horizontals" charging and energy supply network, with long-termism quality and full-cycle warm service, accompanying every user to embark on life's journey.
7月16日，广州热浪袭人，但在广汽传祺工厂内，气氛比气温更灼热。随着一辆右舵版传祺M8 PHEV缓缓驶下生产线，广汽集团正式迈过了累计产量3000万辆的历史性关口。这不仅是一个数字的堆砌，更是继比亚迪之后，又一家中国车企巨头向全球市场发出的强力宣言。
从1997年首辆整车下线至今，广汽走过了29年。在这个“流量为王”、价格战硝烟弥漫的时代，广汽选择用一场充满“理工男”气息的感恩活动来庆祝——没有浮夸的歌舞，而是用硬核的技术展示和对品质的执拗，诠释了什么叫“行稳致远”。
拒绝“偏科”，全矩阵拥抱新能源
此次下线的第3000万辆整车是一台插电混动MPV，这本身就释放了一个强烈的信号：广汽的转型是全方位的。
活动现场，广汽全球多地工厂同步连线，广汽本田P7、广汽丰田铂智7、启境GT7、广汽埃安N60、广汽昊铂S600组成的“新能源方阵”依次亮相。这标志着广汽不仅在自主板块全面发力，更带动了合资板块的“触电”加速。最后，这辆代表着广汽最新技术的传祺M8 PHEV，被交付到了泰国著名影星Tony Jaa手中。这一细节耐人寻味：广汽的3000万，不仅是国内市场的胜利，更是全球化布局的开端。数据也印证了这一点，上半年广汽海外出口同比大增132%，“中国车”正加速驶向世界。
品质是底线，更是底气
“品质是广汽永远不会让渡的底线。”广汽集团董事长冯兴亚的这句话，在当下显得尤为珍贵。在汽车行业普遍追求“快迭代”的背景下，广汽依然坚持着近乎苛刻的验证标准。
据现场工程师介绍，广汽的每一款新车上市前，都必须经历“五高一山一尘”（高寒、高温、高原、高湿、高腐、山区、沙尘）的极端考验，完成“两冬一夏”的实地路试。这种听起来有些“笨拙”的方法，却构筑了广汽最坚固的护城河。特别是那套星灵安全守护体系，通过双冗余设计，已成功规避了超过628万次的潜在出行风险。再加上累计装车150万辆、安全行驶超1600亿公里的“弹匣电池”，这些看不见的地方，恰恰是广汽赢得3000万用户信任的基石。
从“卖车”到“宠粉”，服务再升级
存量竞争时代，如何留住用户？广汽给出的答案是：把用户捧在手心。
活动中，广汽常态化举办的“用户全开麦”环节让人印象深刻。不同于以往车企单向输出的发布会，广汽把用户请进“家里”，直面批评与建议。为了确保响应速度，广汽上线了“超级管家”服务，承诺5秒响应、2小时办结。更令人关注的是其在补能领域的布局，广汽能源打造的“9纵10横”补能网络，已覆盖全国213座城市，核心城区实现了“直线1公里必有站”。这种基础设施的“硬投入”，极大地缓解了新能源车主的里程焦虑。
为了回馈这3000万份信任，广汽随即启动了“焕新感恩季”，旗下六大品牌将在购车、置换、增购等环节推出一系列诚意政策。
科技向心，剑指未来
站在3000万的台阶上，广汽的目光已经投向了更远的未来。活动现场，由“国家卓越工程师团队”研发的星源动力系统重磅亮相，涵盖了增程、插混和超级双擎三大技术路线。而在被称为汽车“大脑”的智能网联领域，星灵架构正在持续进化，打通了智驾、座舱、动力等六大系统，综合性能提升40%。
值得一提的是，广汽并未闭门造车，而是积极牵手华为、宁德时代、腾讯、阿里等科技巨头，共建AI智能生态。截至目前，广汽累计研发投入已超过620亿元，这支由6800人组成的全球研发团队，正在推动广汽从传统的汽车制造商向“生态型科技公司”蜕变。
回望29年征程，3000万是一个里程碑，更是一个新起点。当行业进入深度重塑期，广汽用实际行动证明：无论风口如何变换，坚守品质初心、坚持以用户为中心、坚持科技创新，才是穿越周期的唯一路径。下一个3000万，值得期待。
On July 16, the GAC Group 30 Million User Gratitude Activity was held at the GAC Trumpchi factory. From the first complete vehicle rolling off the line to the delivery of the 30 millionth vehicle, GAC has undergone a 29-year development journey. Behind the number 30 million lies GAC's long-term commitment to quality and safety, the determination to transform towards electrification and intelligence, and a microcosm of the Chinese automotive industry growing from large to strong, from scale expansion to value leap.
At the event site, GAC connected multiple production bases globally simultaneously. The GAC Honda P7, GAC Toyota Platinum Wisdom 7, Qijing GT7, GAC Aion N60, and GAC Hyper S600 rolled off the line sequentially as GAC's 29,999,995th to 29,999,999th vehicles. Finally, the right-hand drive version of the GAC Trumpchi M8 PHEV made a brilliant appearance on the stage on-site as the 30 millionth vehicle. The collective appearance of the matrix of new energy vehicles rolling off the line across the full line became an intuitive verification of GAC's full-speed push for electrification and intelligence transformation.
Subsequently, GAC Group Chairman Feng Xingya handed over the key of the 30 millionth vehicle to Thai owner Tony Jaa. This moment captured not just a number, but also a touching witness of GAC and global users' "mutual dedication".
This trust spanning mountains and seas is exactly the confidence for GAC to break through amidst industry changes. In the first half of this year, GAC Group sales volume reached 773,100 units, a year-on-year increase of 2.35%, among which new energy vehicle sales volume increased by 68.8% year-on-year; overseas exports broke through 120,000 units, a surge of 132% year-on-year, running at a steady pace during the industry's deep reshaping period.
"Quality is the bottom line GAC will never yield," Feng Xingya stated in his summary speech. In GAC's development, scale growth has always been based on quality. From the R&D end to the manufacturing end, GAC has established a strict quality control system across the entire chain: before each new car launches, it must undergo extreme environment testing in "five highs, one mountain, one dust": high cold, high heat, high altitude, high humidity, high corrosion, mountainous, and sandy environments, completing "two winters and one summer" on-site road tests; relying on test tracks and laboratories to cover 12 major categories and over 1,500 verification sub-items for the whole vehicle, achieving systematic quality verification; as the "world's first new energy vehicle lighthouse factory", the GAC Aion Intelligent Ecosystem Factory guarantees stable mass production quality with a digital intelligent manufacturing system.
At the core safety technology level, the Star Spirit Safety Guardian System constructs four protection dimensions, with eight key systems adopting dual redundancy design, having protected nearly 2 million users and avoided 6.28 million potential travel risks; the Magma Battery has cumulatively equipped 1.5 million vehicles, with safe driving mileage exceeding 160 billion kilometers; the service end simultaneously increases support. GAC was the first in the industry to launch the independent brand "Three Responsibilities Policy", actively covering battery and intelligent driving assistance issues that users care about, alleviating users' concerns about vehicle usage. It is exactly these security defense lines and service commitments that support the brand confidence behind GAC's 30 million sales.
"What users care about, we put in our hearts; what users hope for, we go all out," Feng Xingya stated. This people-centered concept has long been deeply integrated into the development genes of GAC Group. For many years, GAC Group has always adhered to the corporate concept of "People First, Trust is the Way, Innovation First", among which the core essence of "People First" is being people-oriented.
On one hand, to face problems and listen to users' voices, GAC regularly holds "All Users Open Mic" activities, inviting users to the "home" for face-to-face communication. Meanwhile, a full-process closed-loop management mechanism is established to ensure every suggestion receives proper handling, and common issues are optimized for all users immediately.
On the other hand, the service network accelerates penetration simultaneously. On the channel end, service network sinking into county levels is promoted, with a plan to add 1,000 county-authorized stores this year; on the response end, "Super Butler" service is launched, achieving 5-second response and 2-hour request handling, ensuring user requests go directly and quickly. On the energy replenishment end, a "9 vertical 10 horizontal" energy replenishment network is built, covering 213 cities in 31 provinces nationwide, with "a station guaranteed within 1 kilometer straight line" in core urban areas, self-operated charging piles exceeding 27,000 units, among which supercharging piles break 20,000 units, providing convenient energy replenishment services for new energy vehicle owners.
The core theme of this gratitude activity is to express sincere rewards and gratitude for the long-term support of 30 million users. At the event site, Feng Xingya announced that starting today, GAC officially launches the "GAC Group 30 Million Vehicles Offline • Renew and Gratitude Season". The six passenger car brands of GAC Honda, GAC Toyota, GAC Trumpchi, GAC Aion, GAC Hyper, and Qijing Auto will launch characteristic policies around new purchase, trade-in to additional purchase respectively, rewarding every bit of companionship and support.
Taking 30 million as a new starting point, GAC will drive innovation towards a new journey of electrification and intelligence, making frontier technology truly transform into perceivable peace of mind and convenience for users.
In the power domain, Star Source Power, developed by the "National Excellence Engineer Team", covers three technologies: Star Source Extended Range, Star Source PHEV, and Star Source Super Hybrid, and will be equipped in more mass-produced models. Every product must undergo 100,000 hours of dynamometer and whole vehicle verification, with equivalent mileage exceeding 10 million kilometers, ensuring performance remains stable as a rock in all scenarios and all regions.
In the "Three Electric" domain, GAC continues to tackle industry pain points such as battery super-fast charging and low-temperature range, has built an all-solid-state battery pilot production line, launched extreme energy consumption technology, the mass-produced Quark eDrive motor maximum efficiency breaks 99%, which is the highest level in the industry.
In the intelligent connectivity domain, the Super Brain Star Spirit Architecture continues to evolve, connecting six systems of Intelligent Driving Assistance, Intelligent Cockpit, Power, Chassis, Body, and Internet of Vehicles, achieving "One Brain Unified Command", with comprehensive performance improving by 40%; the Star River Intelligent Cockpit achieves Edge-Cloud Integration, making the car become a true "thinking, understanding hearts" partner. GAC will also fight alongside top partners such as Huawei, CATL, Didi, Tencent, and Alibaba to build a stronger AI Intelligent Ecosystem.
So far, GAC Group's cumulative R&D investment exceeds 62 billion yuan, with a global R&D team exceeding 6,800 people. Continuous technology investment is pushing GAC's products to evolve from commuting tools to intelligent travel partners, mobile smart spaces, and green energy ecosystems.
Looking to the future, GAC will continue to take technological innovation as the core drive, with global layout as the development path, accelerate to an ecosystem-based Tech GAC, and move towards a smarter, greener, and broader future with more users.
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