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在马来西亚的轿车市场，很多买家在选车的时候都会拿 Honda Civic Type R 和 Mercedes-Benz C-Class AMG 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。
Honda Civic Type R 在马来西亚的 OTR 售价是 RM 399,900 - 399,900，一共有 3 个版本，包括 2023 2.0T Standard（RM 399,900）、OTR NI（RM 399,900）、Volvo ES90（RM 339,888） 等。
Mercedes-Benz C-Class AMG 在马来西亚的 OTR 售价是 RM 443,888 - 443,888，一共有 2 个版本，包括 C 200 Avantgarde（RM 260,000）、C 300 AMG Line（RM 310,000） 等。
从价钱来看，Honda Civic Type R 的起步价确实比 Mercedes-Benz C-Class AMG 便宜了 RM 43,988。如果你预算有限，Honda 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。
Honda Civic Type R 的安全评级是 5★ (ASEAN NCAP)，主动安全系统包括 Brand ADAS。
Mercedes-Benz C-Class AMG 的安全评级是 5★ (Euro NCAP)，主动安全系统包括 Premium ADAS。
安全配备方面，两款车都拿到了不错的评级。不过 Honda Civic Type R 的 Brand ADAS 和 Mercedes-Benz C-Class AMG 的 Premium ADAS 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。
Honda Civic Type R 采用 FWD 驱动方式。
Mercedes-Benz C-Class AMG 采用 FWD 驱动方式。
两款车的驱动方式一样，都是 FWD，日常驾驶感受不会有太大区别。
Honda Civic Type R 保修 5年/无限制里程，保养间隔 每10,000km或6个月。
Mercedes-Benz C-Class AMG 保修 3年/100,000km，保养间隔 每10,000km或6个月。
Honda Civic Type R 和 Mercedes-Benz C-Class AMG 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，Honda Civic Type R 和 Mercedes-Benz C-Class AMG 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。
Di pasaran SUV Malaysia, ramai pembeli membandingkan Proton X50 dan MG MG HS ketika memilih kereta. Kedua-dua kereta ini hampir sama dari segi harga dan kedudukan, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa menyiapkan kerja.
Proton X50 di Malaysia harga OTR ialah RM 89,800 - 113,300, jumlahnya ada 4 varian, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
MG MG HS di Malaysia harga OTR ialah RM 130,450 - 146,450, jumlahnya ada 2 varian, termasuk 1.5L Standard (RM 105,000), 1.5L Executive (RM 115,000) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang lebih murah RM 40,650 daripada MG MG HS. Jika bajet anda terhad, varian permulaan Proton sudah boleh memenuhi keperluan harian. Tetapi perlu juga berhati-hati, perbezaan ribuan ringgit itu, mungkin ada pengorbanan dari segi kelengkapan, secara spesifik bergantung pada keperluan anda.
Proton X50 dilengkapi dengan 1.5L 4-silinder, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
MG MG HS dilengkapi dengan 1.5L Turbo, kuasa 140 hp. Penggunaan bahan api rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo MG MG HS mempunyai 35 hp lebih daripada 1.5L 4-silinder Proton X50. Namun untuk memandu di bandar secara harian, kuasa kedua-dua kereta sudah mencukupi, tidak akan rasa kurang kuasa.
Proton X50 panjang kenderaan 4400 mm, kapasiti beg bagasi 400 L.
MG MG HS panjang kenderaan 4400 mm, kapasiti beg bagasi 400 L.
Saiz kedua-dua kereta hampir sama, perbezaan ruang dalaman tidak besar. Kereta dalam kategori ini sudah mencukupi untuk penggunaan harian.
Proton X50 dan MG MG HS adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih mementingkan reputasi merek dan harga kereta terpakai, boleh mempertimbangkan yang reputasinya lebih baik terlebih dahulu; jika anda lebih peduli pada nilai dan kelengkapan, pilihlah yang lebih lengkap kelengkapannya. Akhir sekali kami cadangkan kedua-dua model dicuba memandu, pengalaman sendiri adalah yang paling penting.
Secara keseluruhan, Proton X50 dan MG MG HS adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih yang mana, kuncinya bergantung pada keperluan dan bajet peribadi anda. Kami sarankan anda menyiapkan maklumat terlebih dahulu, bandingkan lebih banyak sebutan harga dari pengedar, baru buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, mengeluarkan masa untuk menyediakan maklumat pasti tidak salah.
車型概覽
Audi A5 值唔值買，關鍵唔係佢睇落幾吸引，而係佢有冇辦法解決你真實嘅用車需要。呢篇文章會把重點放喺市區駕駛、泊車同埋日常靈活度。
價格落喺 RM 442,112，買家可以先用佢判斷預算壓力同埋同級定位。
買車價格指南
Audi A5 嘅買車預算可以從 RM 442,112 開始衡量。呢個數字真正影響嘅係月供、保險同埋現金流，唔只係展廳入面嘅標價。
如果你喺幾個版本之間猶豫，可以把 2025 Sportback 2.0T quattro S line（RM 442,112） 放喺同一張清單入面比較。日常通勤買家優先看舒適同安全，常跑高速嘅買家則更應重視動力、輔助駕駛同座艙便利。
核心參數匯總
睇 Audi A5 嘅核心規格，最重要係把數字翻譯成生活入面嘅感受。
渦輪增壓、4 缸、1984 mL 排量嘅動力底子，適合拿嚟判斷市區跟車同高速巡航係咪輕鬆。249 Ps、370 N·m 嘅輸出，真正意義在於滿載、上斜同埋超車嗰陣唔會太吃力。7.1 L/100km 嘅油耗，對每日通勤嘅人會直接影響加油頻率。車長 4757 mm、車寬 1843 mm、車高 1386 mm、軸距 2824 mm，可以幫手你預判泊車難度同埋後排乘坐空間。
優缺點分析
Audi A5 嘅優點無須誇張，真正有價值嘅係佢有冇辦法令日常使用更省心：預算位罝清楚，方便同埋同級車直接比較、日常能源成本有明確參考、動力輸出能支撐高速同埋超車需求。
需要留意嘅係，市區泊車同狹窄路段仲係要看個人駕駛習慣。呢啲唔係扣分項，而係落訂前應該要諗清楚嘅生活細節。
買車常見問題解答
購買 Audi A5 前，買家最常問唔係單一規格，而係佢有冇辦法融入自己嘅生活。
呢輛車適合邊個？適合把市區駕駛、泊車同埋日常靈活度放喺首位嘅買家。家庭用戶要看什麼？優先看後排乘坐、兒童座椅、行李同埋日常上落車係咪顺手。每日開會唔會麻煩？7.1 L/100km 嘅油耗參考讓通勤成本更容易預估。
對手比較內容
把 Audi A5 放進同級車名單嗰陣，唔建議只看品牌或者外形。真正有用嘅比較順序係：先用 RM 442,112 鎖定預算圈、再看動力係唔係足夠應付高速同埋滿載、接著比較能源成本同埋補能便利、最後睇空間係咪適合家人同埋行李。
咁樣篩選出來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，定係更適合作為一辆講求個性嘅選擇。
用車全週期指南
擁有 Audi A5 嘅日常成本，最直接會反映喺燃油、保險、輪胎同埋定期保養上。7.1 L/100km 嘅油耗讓通勤預算更容易掌握。
如果你常跑南北大道，動力同埋座艙舒適度會比單純低價更重要；如果主要喺市區，泊車靈活度、視野同埋低速順滑度會更影響心情。
車型概覽
奧迪 Q7 值唔值得買，關鍵唔係佢睇落有幾吸引，而係佢有冇辦法解決你真係嘅用車需要。呢篇文章會把重點放喺整體購車判斷。 近期圍繞呢款車嘅討論包括「Audi Q7 S line 由 RM399,990：本地 CKD, 3.0 V6」，說明佢喺本地買家視野入面仲有關注度。
價格落喺 RM 462,222，買家可以先用佢判斷預算壓力同埋同級定位。
購車價格指南
奧迪 Q7 嘅購車預算可以先從 RM 462,222 開始衡量。呢個數字真正影響嘅係月供、保險同埋現金流，而唔只係展廳入面嘅標價。
如果你喺幾個版本之間猶豫，可以把 2025 3.0T quattro S line（RM 462,222） 放喺同一張清單入面比較。日常通勤買家優先睇舒適同埋安全，經常跑高速嘅買家則更加應該重視動力、輔助駕駛同車廂方便。
核心參數匯總
睇 Audi Q7 嘅核心規格，最緊要係將數字翻譯成生活入面嘅感受。
渦輪增壓、6 缸嘅動力底子，適合拎嚟判斷市區行車同高速巡航係咪輕鬆。 340 Ps、500 N·m 嘅輸出，真正意義在於載滿、上坡同超車嘅時候唔會太吃力。 9.1 L/100km 嘅油耗，對每日通勤嘅人嚟講會直接影響加油頻率。 車長 5077 mm、車闊 1970 mm、車高 1715 mm、軸距 3000 mm，可以幫助你預估泊車難度同埋後排乘搭空間。
優缺點分析
奧迪 Q7 嘅優點唔使誇張，真正有價值嘅係佢有冇辦法令日常使用更加省心：預算範圍清楚，方便同直接比較、日常能源成本有明確參考、動力輸出能支撐高速同超車需要。
需要留意嘅係，市區泊車同狹窄路段仍然要睇個人駕駛習慣。呢啲唔係扣分項，而係落訂之前應該先諗清楚嘅生活細節。
購車常見問題解答
購買 Audi Q7 之前，買家最常問嘅唔係單一規格，而係佢有冇辦法融入自己嘅生活。
呢輛車適合邊個？適合將整體購車判斷放在首位嘅買家。 家庭用戶要睇乜嘢？優先睇後排乘搭、兒童座椅、行李同日常上下車係咪順手。 每日開會唔會麻煩？9.1 L/100km 嘅油耗參考讓通勤成本更容易預估。
競爭對手比較內容
將 Audi Q7 放進同級車名單嗰陣，唔建議只睇品牌或外形。真正有用嘅比較順序係：先用 RM 462,222 鎖定預算範圍、再睇動力有無足夠應付高速同載滿、再比較能源成本同補能方便、最後睇空間係咪適合家人同行李。
咁樣篩選出嚟嘅結果更加貼近日常生活。你會更清楚佢係適合城市通勤、家庭代步、長途巡航，定係更加適合做咗講求個性嘅選擇。
用車全周期指南
擁有 Audi Q7 嘅日常成本，最直接會反映喺燃油、保險、輪胎同定期保養上。9.1 L/100km 嘅油耗讓通勤預算更容易掌握。
如果你經常跑南北大道，動力同車廂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。
車系概覽
奧迪 Q8 e-tron 值唔值幾買，關鍵係佢可唔可以解決你嘅真實用車需要。呢篇文章會把重點放喺版本之間嘅取舍。
車價介乎 RM 361,135 - 467,285，買家可以先用佢判斷預算壓力同同級定位。
購車價格指南
奧迪 Q8 e-tron 嘅購車預算可以先從 RM 361,135 - 467,285 開始衡量。呢個數字真正影響嘅係月供、保險同現金流，而不係單止展銷廳入面嘅標價。
如果你喺幾個版本之間猶豫，可以將 2025 55 quattro S line（RM 467,285）、2025 50 quattro Advanced（RM 361,135） 放喺同一張清單度比較。日常通勤嘅買家優先睇舒適同安全，經常跑高速嘅買家則更加應重視動力、輔助駕駛同車廂便利性。
核心參數匯總
睇奧迪 Q8 e-tron 嘅核心規格，最重要係把數字翻譯成生活入面嘅感受。
114 kWh 嘅電池容量，重點係可唔可以支撐一星期通勤同週末出遊。24.4 kWh/100km 嘅耗電表現，會影響你幾耐需要補一次電。300 kW、664 N·m 嘅輸出，令高速變線同短距離超車更有信心。車長 4915 mm、車寬 1937 mm、車高 1633 mm、軸距 2928 mm，可以幫你預判泊車難度同後排乘坐空間。
優缺點分析
奧迪 Q8 e-tron 嘅優點唔使誇張，真正有價值嘅係佢可唔可以令日常使用更省心：預算位置清晰，方便同級車直接比較、日常能源成本有明確參考、動力輸出可以支撐高速同超車需要。
需要留意嘅係，需要先確認屋企、公司或經常去嘅商場嘅充電條件、市區泊車同狹窄路段仍要睇個人駕駛習慣。呢啲唔係扣分項，而係落訂前應該先諗清楚嘅生活細節。
購車常見問題解答
購買奧迪 Q8 e-tron 前，買家最常問嘅唔係單一規格，而係佢可唔可以融入自己嘅生活。
呢部車適合邊個？適合把版本之間嘅取舍放喺第一位嘅買家。家庭用戶要睇咩？優先睇後排乘坐、兒童座椅、行李同日常上落車有無順手。每日開有無麻煩？只要充電條件穩定，電動車嘅通勤體驗通常更安靜，亦都更容易控制日常能源成本。
競爭對手對比內容
把奧迪 Q8 e-tron 放喺同級車名單時，唔建議只看品牌或外形。真正有用嘅比較順序係：先用 RM 361,135 - 467,285 鎖定預算圈、再看動力夠唔夠應付高速同滿載、接著比較能源成本同補充能源便利、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，定係更適合係作為一輛講究個性嘅選擇。
用車全週期指南
擁有奧迪 Q8 e-tron 嘅關鍵，係要把充電安排諗清楚。家充、公司充電或商場快充只要其中一項穩定，日常體驗就會輕鬆好多。
如果你經常跑南北大道，動力同車廂舒適度會比單純低價更重要；如果主要係喺市區，泊車靈活性、視野同低速順滑度會更影響心情。
7月22日，2026泰中合作博览会在曼谷IMPACT会展中心召开，本届博览会以“投资未来，共同成长”为主题，旨在深入贯彻泰中两国领导人达成的重要共识，把握双边经贸合作持续深化的新机遇。中国轮胎商务网（Tirechina.net）获悉，浦林成山借此宝贵机会积极融入泰中双边贸易体系，深度探索产业对接、市场拓展等合作机会，助力泰中产业高质量协同发展。
政企深度交流
本土化运营成果获多方认可
博览会期间，中国驻泰国大使馆经济商务处公使衔参赞江伟先生、泰国中华总商会主席林楚钦先生、泰国中国企业总商会主席刘全雷先生、泰国工业园区管理局（IEAT）局长素梅·当巴瑟先生等政商代表一同与浦林成山轮胎（泰国）有限公司总经理胥建刚先生就公司本土化深耕、智能化生产、全球化布局、可持续发展等进行讨论交流。
参会政商代表们高度肯定了浦林成山自2019年扎根泰国以来的发展成果，对浦林成山泰国智能工厂（以下简称“泰国工厂”）的智能化生产水平、绿色化发展理念以及在促进泰中文化交流和当地经济发展等方面的贡献给予高度认可与赞誉，为后续合作奠定了良好基础。
智造 + 绿色双赋能
泰国工厂筑牢海外战略支点
泰国工厂作为浦林成山的首个海外生产基地，是公司全球化战略布局的关键支点，有力助推了泰中制造业经贸往来、产业协作与友好交流。在生产端，工厂配备国际领先的压延机及五复合新工艺，实现半成品、物流、分拣等工序的自动化、智能化运营。
在绿色低碳发展方面，工厂深入践行节能环保理念，坚持走可持续发展道路，建成东南亚最大的单体屋顶太阳能项目。在社会责任方面，工厂积极投身泰国本地教育扶持、灾害救援等公益事业，拉动地方就业、赋能青年发展，并主动搭建文化沟通桥梁，推动泰中民间文化互动交融，以务实行动深化两国民心相通。
旗舰产品亮相
东南亚配套版图持续扩容
浦林AQUILA PRO等节能、舒适、静音等核心性能突出的泰国工厂旗舰产品一并亮相博览会。目前，该轮胎已成功配套上汽名爵MG5 PRO泰国版、MG S5 EV泰国版、长安启源NEVO Q05等多款海外中高端车型。浦林成山在东南亚配套市场持续深耕、稳步突破，与名爵、启源等多家主流主机厂建立稳固深厚的战略合作关系，携手打造适配当地市场的优质出行解决方案，配套业务版图持续扩容，合作生态迈向更高质量发展。
深化产业链协同
共绘出海发展新蓝图
此外，公司还与上游合作伙伴签署了合作备忘录（Memorandum of Understanding，MOU），有助于进一步深化公司与泰国本地橡胶等上下游产业的深度融合与资源互补，推动区域轮胎产业链上下游协同发展。
未来，浦林成山将持续升级产品矩阵，强化本土化经营与产业链上下游协同布局，依托泰中经贸合作平台，积极把握区域产业升级等宝贵的时代新机遇，以“中国智造”为泰中经贸共赢共荣添砖加瓦，书写中国轮胎企业出海成长、互利共生的崭新篇章。
Written by | Zhang Linyu
Edited by | Zhang Nan
Designed by | Zhen Youmei
At 4:30 PM Central Time on July 22, Tesla's Q2 earnings call began, with little mention of its traditional automotive business.
During the Q&A session, analysts no longer asked when the low-cost model colloquially known as Model 2 would go into mass production. Tesla has never officially used this name, nor did they inquire about the progress of the next-generation model.
Elon Musk and his core executives shared information with the audience regarding FSD (Full Self-Driving, Tesla's fully autonomous driving software, which still requires driver supervision at all times in the current version), Robotaxi, Optimus robot, and chip factory.
This forms a certain contrast with Tesla's current revenue structure.
Revenue Increase Without Profit Increase
In Q2 2026, Tesla delivered a total of 480,126 vehicles globally, a 25% year-over-year increase and a 34% quarter-over-quarter increase, marking the company's best Q2 delivery record, second only to the historical record of 497,099 vehicles set in Q3 2025.
Among them, 467,762 Model 3 and Model Y vehicles were delivered, accounting for 97.4% of total deliveries; other models including Model S, Model X, Cybertruck, and Semi trucks totaled 12,364 deliveries, accounting for only 2.6%.
Production for the same period was 451,758 units. Deliveries exceeded production by 28,368 units, and global vehicle inventory days dropped from 27 days in the previous quarter to 15 days.
Tesla did not disclose absolute sales by region for Q2, but Chief Financial Officer Vaibhav Taneja revealed that compared to Q1, deliveries grew 60% in the Americas, 27% in Asia-Pacific, and 12% in EMEA. He also stated that Tesla ended Q2 with the largest order backlog since 2023.
The shareholder letter listed the markets where Q2 delivery records were set: South Korea, Australia, Colombia, Japan, Taiwan, Thailand, Portugal, Philippines, Chile, Slovenia, and Lithuania. Taneja additionally noted that Model Y set sales records in the Netherlands, Australia, and New Zealand.
Sales grew, but profits did not increase correspondingly.
In Q2, Tesla's total revenue was $28.236 billion, up 26% year-over-year, marking the first time revenue over the past 12 months exceeded $100 billion. Among them, automotive business revenue was $20.516 billion, up 23% year-over-year, accounting for 72.7% of total revenue; energy generation and storage business revenue was $3.139 billion, up 13%; service and other business revenue was $4.581 billion, up 50%, becoming the fastest-growing business.
Tesla's gross profit for the quarter was $4.751 billion, up 23% year-over-year; GAAP gross margin was 16.8%, down 41 basis points from 17.2% in the same period last year.
Operating profit was only $398 million, down 57% year-over-year; operating margin dropped from 4.1% to 1.4% compared to the same period last year.
In other words, Tesla's revenue increased by $5.74 billion year-over-year, but operating profit decreased by $525 million.
One source of pressure on profits came from expenses. In Q2, Tesla's R&D expenses reached $2.371 billion, up 49% year-over-year; sales, general, and administrative expenses reached $1.982 billion, up 45%. The two expenses totaled $4.353 billion, almost eating up all gross profit.
The shareholder letter attributed expense growth to three areas: R&D projects such as AI, equity incentives (including 2025 CEO compensation plan), and sales and admin expenses. Equity incentive expenses were $1.151 billion pre-tax this quarter, compared to $635 million in the same period last year.
Automotive regulatory credit revenue dropped from $439 million last year to $146 million, down 67% year-over-year; it was $380 million last quarter. The $7,500 U.S. federal EV tax credit expired on September 30, 2025; after federal law amendments, fines for automakers failing to meet fuel economy standards were zeroed out, removing the motivation to buy Tesla credits.
Automotive business GAAP gross margin was 16.9%; automotive gross margin excluding regulatory credit revenue was 16.3%, higher than 15.0% in the same period last year, but significantly lower than 19.2% in Q1 this year.
Taneja explained that Q1 automotive gross margin was helped by approximately $230 million in reserve reversals for warranties and tariff reductions; these benefits did not repeat in Q2; excluding these impacts, automotive gross margin excluding credits was roughly flat with the previous quarter.
In the attribution of revenue and profit in the shareholder letter, 'decline in average selling price per vehicle' is listed as a negative factor in two places.
The energy business also saw 'revenue increase without profit increase'.
In Q2, Tesla's energy storage deployment reached 13.5 GWh, up 41% year-over-year and 53% quarter-over-quarter, the second-highest quarter in history. However, due to approximately $240 million in warranty expenses caused by supplier cell issues, the energy business gross margin dropped from 39.5% in Q1 to 20.4%.
Service and other businesses became one of the few clear profit growth points.
This business's gross profit grew from $166 million in the same period last year to $648 million, an increase of $302 million quarter-over-quarter; gross margin rose from 5.5% last year and 9.2% last quarter to 14.1%, a historic high.
Tesla's GAAP net profit for the quarter was $1.114 billion, down 5% year-over-year; diluted EPS was $0.32, down 3% year-over-year.
This $1.114 billion includes an unrealized gain from a SpaceX equity investment, $1.005 billion pre-tax and $763 million after-tax. Tesla bought this SpaceX equity for $2.002 billion in Q1 2026, realizing a paper gain of $1.005 billion one quarter later.
Taneja said this approximately $1 billion gain was offset by approximately $300 million in foreign exchange losses and about $100 million in Bitcoin losses. On the income statement, the total 'Other income (expense), net' for the quarter was $590 million.
Excluding equity incentives, SpaceX paper gains, digital asset fluctuations, and special tax items, Tesla's non-GAAP net profit was $1.153 billion, down 17% year-over-year; non-GAAP diluted EPS was $0.33, down 18% year-over-year.
In Q2, Tesla's operating cash flow was $4.697 billion, up 85% year-over-year; capital expenditures reached $5.789 billion, up 142% year-over-year, resulting in $1.092 billion of negative free cash flow.
The company expects capital expenditures for the full year 2026 to exceed $25 billion, and capex will continue to grow in the next two to three years.
As of the end of June, Tesla held $43.524 billion in cash, cash equivalents, and short-term investments, down $1.219 billion from Q1.
Automotive remains Tesla's largest revenue source and the foundation supporting cash flow and capital expenditures, but the earnings call is no longer about cars.
Elon Musk Only Discussed Three Things
After the earnings call began, Elon Musk sounded emotionally down. He later explained to analysts that he was sick that day, 'If I sound a bit off, it's because I'm sick today and feeling unwell.'
He briefly mentioned three things.
The first thing was Cybercab. He announced that Cybercab production has started at the Texas Gigafactory. As a two-seater model designed specifically for Robotaxi with no steering wheel or pedals, Cybercab is seen as the core carrier for Tesla shifting from selling cars to operating an autonomous driving fleet. Tesla has provided Cybercab ride experiences for employees within the Texas factory campus since July.
However, Cybercab will not scale up rapidly in the short term.
Since it uses a completely new chassis, Tesla must first let test vehicles equipped with steering wheels, accelerator pedals, and brake pedals accumulate sufficient driving data to complete the autonomous driving system calibration for the Cybercab chassis.
The second thing was the Optimus robot.
Musk again called Optimus 'the largest product ever', but he also admitted this will be the hardest product for Tesla to date to achieve mass production.
Cars at least have mature supply chains for tires, glass, mirrors, and body parts, but almost all components of Optimus need to be redesigned and supply systems established.
Tesla has dismantled the Model S and Model X production lines at the Fremont factory and started installing the first-generation Optimus production line; the Optimus building at the Texas factory is also under construction.
The shareholder letter said the first batch of Optimus will be deployed within Tesla's Optimus Academy for collecting training data and developing features.
Musk stated that Optimus production ramp will follow a typical S-curve, but due to many new components, the initial flat phase of the curve will be very long.
Musk hopes the third-generation Optimus will eventually reach an annual production of 1 million units, and the fourth generation 10 million units. However, he immediately emphasized these are ideal targets, and achieving true mass production is 'surprisingly difficult'.
The third thing was the chip factory.
This is a massive chip manufacturing project in cooperation between Tesla and SpaceX. Terafab not only produces logic chips but also covers storage chips, advanced packaging, testing, and photomask manufacturing.
Musk did not disclose the site location at the earnings call, only stating there will soon be a separate launch event because this project 'deserves its own day' and should not be squeezed into an earnings call.
He envisioned placing photomask manufacturing, logic chips, storage chips, packaging, and testing in the same building to shorten chip design and validation cycles.
Terafab's main task is not to produce traditional chips for cars, but to solve the AI computing power needed for future large-scale Optimus mass production.
Musk believes that without its own chip manufacturing capability, Optimus will eventually be constrained by AI chip supply.
There was another chip statement in the shareholder letter: Tesla's semiconductor wafer fab in Austin is advancing construction and equipment procurement; the project is still in early stages, aiming to build its own chip manufacturing capability to ensure long-term supply of logic and storage chips. The full shareholder letter does not mention Terafab.
June 4, 2026, Hsinchu, Taiwan, TSMC 2026 Annual Shareholders' Meeting.
A corporate shareholder representative asked TSMC Chairman and CEO C.C. Wei how he viewed Musk building his own wafer fab. Wei said: 'My only comment is to 'bless him'.' He also said TSMC has never lacked opponents; the only way to face them is to continue to strive and win.
Cybercab, Optimus, and Terafab form the main axis of Musk's entire narrative at this earnings call. The traditional automotive business only exists as a cash source and AI implementation platform.
The Limitation on Production Is Not Demand, but Battery Packs
The shareholder letter stated in two places that battery pack capacity is the main limiting factor for recent vehicle production increases. Taneja added at the meeting that production growth will be limited by supply chains, not just batteries, but also electronic components.
In the same quarter, Tesla faced the largest order backlog since 2023.
As of the end of Q2, Tesla's paid FSD subscriptions reached 1.48 million, up 56% year-over-year; global paid users approached 1.5 million, with 55% one-time purchase and 45% subscription. Over 55% of new cars in North America had FSD subscriptions activated at delivery.
The shareholder letter stated Tesla has pushed FSD v14 lite to vehicles equipped with AI3 hardware in the U.S. and South Korea, by distilling driving behaviors from the v14 series on AI4 into the camera and compute configuration of AI3.
Hardware 3 and Hardware 4 correspond to AI3 and AI4. Musk said in the Q&A session that upgrading vehicles below Hardware 4 'will eventually be economically reasonable', but Tesla public documents have no hardware upgrade plans.
The shareholder letter listed nine Robotaxi metro areas: California's SF Bay Area with safety drivers; Texas Austin, Dallas, Houston and Florida Miami, Orlando, Tampa in unsupervised operational ramp-up phase; Arizona Phoenix, Nevada Las Vegas in preparation.
Tesla claimed Robotaxi is online in 7 major metro areas, cumulatively driving over 380,000 miles safely with no accident records.
Analyst Q&A Transcript
Below is the transcript of the Q&A session from Tesla's Q2 2026 Earnings Call, compiled by this publication from the conference call recording, with omissions.
Earnings Call Executive List
Host: Travis Axelrod (Travis Axelrod, Head of Investor Relations at Tesla)
Musk (Elon Musk, Tesla Co-founder and CEO)
Vaibhav Taneja (Vaibhav Taneja, Tesla CFO)
Ashok Elluswamy
Karn Budhiraj
Lars Moravy (Lars Moravy, Vice President of Vehicle Engineering at Tesla)
Brandon Ehrhart (Brandon Ehrhart, Tesla General Counsel and Corporate Secretary)
Q1: Currently there is no mature Optimus supply chain, so Tesla has to do much of the work internally. In the process of advancing this, are there suppliers willing to co-invest with you to establish local manufacturing capability in the U.S., helping Tesla achieve scale faster? From an investment cycle perspective, having partners advance together could improve capital efficiency. How do you consider this?
Musk: Our suppliers are performing exceptionally well. To support Optimus, Robotaxi, and other projects, they have invested and are continuing to invest huge funds.
Especially Samsung Electronics and TSMC, both building wafer fabs. TSMC is building in Arizona, Samsung is building in Texas, investing tens of billions of dollars to produce AI computing chips for Optimus and Robotaxi.
Panasonic has also invested billions of dollars to expand battery production.
Please excuse me, I'm feeling a bit unwell today, slightly sick. If my voice sounds off, it's because I'm indeed feeling unwell today.
Our partners are all excellent. I want to thank them for their support, their investments, and their hard work.
Karn Budhiraj: I want to add a point on this basis. A significant portion of Samsung's wafer fab capacity will be used for future projects. This is a massive investment involving billions of dollars.
We also see investment of similar scale in the storage chip sector. Additionally, investment has emerged in some new dedicated parts areas, such as metal injection molding parts, flexible printed circuits, and various non-traditional technologies. These technologies are mostly designed for robots, differing from our traditional automotive supply chains in the past.
In some areas, if we cannot find suitable partners, we never hesitate to move production internally. We have a very strong manufacturing engineering team and design team that can help us scale up production of these products.
Musk: I also want to thank Micron Technology (Micron Technology, U.S. storage chip manufacturer) for allocating storage chip capacity for us. They must make some very difficult decisions on storage chip capacity allocation. Given the crazy high price of storage chips today, we are very grateful that Micron is willing to reserve space for Tesla in the coming years and allocate considerable capacity to us under reasonable terms.
Q2: Regulations in U.S. states seem to be changing, possibly involving sensor configuration requirements. For Robotaxi deployment, what approach do you want regulators to take? To avoid excessive regulation while ensuring Robotaxi lands correctly, what regulatory environment do you hope to see?
Lars Moravy: When discussing regulations, especially the U.S. regulatory environment, significant progress has been made. The federal government has taken very proactive measures around the 'Federal Motor Vehicle Safety Standards' (FMVSS), beginning to accept and promote specifically designed autonomous vehicles. We are very grateful for the support from the U.S. National Highway Traffic Safety Administration (NHTSA) in this regard.
As for individual states, some recent movements in New Jersey are obviously somewhat disappointing.
But as Ashok said in his opening remarks, what we really care about is the vehicle's own performance. Ultimately, it is product performance that drives regulators and the public to accept this technology.
I believe the best way to regulate is to set a goal or task for companies and innovators, then let us find solutions ourselves. If some regulations define the solution before clearly stating the problem, we certainly won't welcome that practice.
Tesla has always proven itself with actual performance in the past, and will continue to do so in the future. This will also become the foundation for our continued expansion.
Q3: Next, what milestones should investors focus on? After reaching which milestones will you accelerate Robotaxi fleet expansion or market deployment? Is it further safety validation, such as mileage per accident, or other metrics? Additionally, will you consider partnering with third parties like ride-hailing platforms to increase vehicle utilization, or continue to maintain full vertical integration?
Musk: We expect Robotaxi to adopt a vertical integration model, like Tesla's other businesses. I don't think Robotaxi will face a problem of insufficient demand. Its economics will be extremely attractive, with many people wanting to use this service, and demand will exceed our service capacity. In this case, vertical integration is obviously the choice.
The real issue is just what we call the progression of reliability 'multiple 9s'. That is, to scale up, how many 9s of reliability does the system actually need to reach?
Ideally, we want reliability to reach 99.999999%. I believe the only limitation to Robotaxi growth is moving towards more 9s of reliability.
Q4: Outsiders have been discussing the possibility of SpaceX and Tesla merging in some way. The two companies have already carried out extensive cooperation. Will merging the two companies eventually produce synergies? As time passes, is this reasonable?
Musk: As everyone can see from the extensive cooperation carried out by the two companies in many fields, the overlap between their businesses is increasing, especially the Terafab project. This will be a true massive project.
But obviously, we cannot discuss matters like company mergers on an earnings conference call. Such matters must be carried out according to appropriate procedures.
Brandon Ehrhart: We have always benefited from our relationship with SpaceX. SpaceX is an excellent partner, and we have conducted many transactions beneficial to both parties with them.
Earlier this year, we deepened the relationship between the two sides through an investment and a framework agreement. This will enable us to continue working with SpaceX to advance the projects Elon just mentioned, such as Terafab and Digital Optimus.
Musk: Additionally, there are many other collaborations. Grok (the large model of Musk's AI company xAI) has now been integrated into the car, and Grok is also helping drive Digital Optimus. Starlink (SpaceX's satellite internet service) is being integrated into Cybercab. In the future, Starlink will also be integrated into all our automotive products, at least in markets where Starlink is already operating.
Because in Robotaxi application scenarios, the network must cover all places.
Even in Silicon Valley, there are many places with very poor mobile network signals, sometimes even no signal at all. When I drive to work, the first 10 to 15 minutes I cannot actually make calls because the mobile network connection is too poor.
We cannot let Robotaxi enter these 'Bermuda Triangles' lacking mobile network connections and get stuck there. Starlink can provide network connections anywhere, so it is very important. This avoids Robotaxi losing connection.
If people are sitting in the car, they might want to handle work efficiently, or they might hope to get an entertainment experience. With Starlink, people can watch 4K live sports events in the car, and the cost per GB of data is very low. This is actually difficult to achieve through mobile communication networks.
Vaibhav Taneja: You can understand this from the Cybercab ride experience. In a world where you don't need to focus on driving, all the time you sit in the car can be used for other things, whether attending conference calls, watching movies, or doing other activities.
Therefore, if you observe the design of Cybercab, you will see it is equipped with a very large screen.
We have started providing Cybercab ride experiences within the Austin factory. In the not-so-distant future, consumers will also be able to experience it. Once you truly experience it, you will understand why network connections become so important.
Q5: Currently Robotaxi is constantly adding operating cities, but according to media reports, the number of vehicles seems to still be only dozens, not hundreds. Why not concentrate on expanding the scale of Austin or one or two cities first? To achieve higher deployment volume in a major city, what else do you need to solve?
Ashok Elluswamy: The reason we chose to expand to different cities instead of focusing on only one city is that we want to ensure the tech stack has strong generality.
It is indeed a general system. We just want to prove to ourselves and the outside world that this system can run in many different cities, and entering each city does not require investing too much extra work. This is exactly what we see internally.
As Elon just mentioned, the growth rate is actually rising exponentially, it's just that it's currently in the early stage of the exponential curve, so the outside world finds it hard to understand this growth.
As for whether to focus on mileage or vehicle count, since vehicles in the Robotaxi fleet will basically run continuously, while human drivers might only use vehicles a few hours a day, there is a huge difference between the two.
These vehicles will operate continuously for the vast majority of the time. This means that even if the number of vehicles is small, a large amount of mileage can be generated. Therefore, we focus more on unsupervised driving mileage rather than simply the number of vehicles.
We hope to operate a very efficient fleet. All work that improves operational efficiency will further increase the mileage each vehicle in the fleet can contribute.
Vaibhav Taneja: We are trying to expand this business, while also ensuring to solve various problems that may exist. These problems involve not only software but also operations, and we are also working on handling them. Therefore, we hope to first expand the geographic coverage, and before truly large-scale deployment, solve these problems through a smaller, controllable fleet.
Musk: Regarding Cybercab, one point needs special explanation. Because Cybercab uses a completely new vehicle chassis, before mass deployment, we must accumulate driving data specifically for Cybercab.
Model 3, Model Y, and other models already have millions of cars driving on the road, we have a lot of data, but Cybercab does not yet have such data foundation.
We must first let Cybercab equipped with devices such as steering wheels, accelerator pedals, and brake pedals accumulate mileage, thereby completing system calibration for the Cybercab chassis.
When we establish sufficient confidence in this, everyone will see a significant increase in the number of Cybercabs in various cities.
Lars Moravy: Another reason to point out is that total cost of ownership and transportation regulatory environments are not the same between different cities and different states. Currently, there is no unified federal regulatory framework.
The reason we expand city by city is to ensure we can meet these requirements separately and respond to the specific requirements of each city as much as possible.
We must enter every city to meet local requirements. We will continue to do this, and expand the scale further after meeting all conditions.
Q6: The U.S. National Highway Traffic Safety Administration is pushing to cancel pedals and steering wheels. Will these become factors limiting Cybercab production expansion? At the federal level, are there any other problems that need to be solved to truly release your ability to expand Cybercab scale?
Lars Moravy: The short answer is, no. We maintain a very good relationship with the U.S. National Highway Traffic Safety Administration, especially with Administrator Jonathan Morrison.
I think they are just catering to public demand and the trend known worldwide to be coming. They are trying to stay ahead of the trend to ensure appropriate measures are taken.
In the past few years, we have always honestly introduced our plans and ongoing work to them.
I don't want to say the two sides are completely in step, but I feel we have a partner there, and both sides are advancing relevant work together.
[Editor's Note: Morrison was confirmed by the U.S. Senate to serve as NHTSA Administrator on September 18, 2025. He served as NHTSA General Counsel from 2017 to 2021. Before returning to NHTSA in 2025, he was responsible for legal, regulatory, government affairs, and policy in Apple's Special Projects Group (i.e., Apple's car project)]
Q7: Starlink has been integrated into Cybercab. Can Cybercab in turn become a remote hotspot for Starlink mobile services? Also, when do you expect to start developing autonomous driving for Tesla Semi? Considering the shortage of truck drivers, autonomous driving trucks also seem to be a market of large scale.
Musk: As you mentioned, there is indeed a very serious shortage of truck drivers now. Not enough people are willing to drive trucks, and trucks are crucial for U.S. freight transportation. Autonomous Semi will be very important for solving the truck driver shortage problem and also helps improve safety.
For Tesla Semi still driven by truck drivers, autonomous driving functions will also significantly improve driving safety and comfort.
Since the number of Tesla Semis is currently still very small, even by the end of this year, its proportion in Tesla's total vehicles will still be very low, therefore, it is reasonable to prioritize autonomous driving R&D resources for high-volume models.
We will prioritize solving the autonomous driving problems of Model 3, Model Y, and Cybercab, truly making these models achieve universal, unsupervised autonomous driving.
We expect Tesla Semi's autonomous driving function might be realized by the end of this year or early next year. I just don't want the Semi project to distract our attention from continuously improving safety reliability and moving towards more 9s on Model 3, Model Y, and Cybercab.
Therefore, in the next approximately six months, the priority of the autonomous Semi project will be slightly pushed back. However, it will definitely be achievable next year and able to catch up with Tesla Semi's process of large-scale production increase.
As for communication, we might treat the Starlink terminals in Tesla cars as mobile communication base stations, or some kind of network connection relay towers, providing network relay to mobile phones on the ground and anyone who wants to use Wi-Fi.
Obviously, fixed Starlink terminals can also provide similar services. [Editor's Note: Shareholder letter states Tesla Semi will start production at a new factory in Nevada this year]
Q8: Optimus will use microprocessors, microcontrollers, actuators, and other semiconductors. Tesla can purchase from the market, design them themselves and hand them over to third-party wafer fabs for manufacturing, or design and produce them themselves. For these components, which approach do you prefer?
Musk: Optimus uses a large number of highly specialized power electronic devices and circuit boards. All of these are designed by Tesla, but the manufacturing work is completed by suppliers.
Fourth-generation Optimus will be produced in Austin. Compared to third-generation products, the supply system of fourth-generation Optimus will achieve a higher degree of vertical integration.
Our goal is for the production volume of fourth-generation Optimus to be an order of magnitude higher than third-generation products. Ideally, the annual production of third-generation Optimus will be 1 million units, and fourth-generation products will reach 10 million units per year.
Of course, all relevant cautionary statements need to be added here, because scaling up production is an extremely difficult task.
Fourth-generation Optimus will adopt a higher degree of vertical integration. Therefore, at that time we may complete a large amount of printed circuit board related work internally.
Q9: Does Tesla still plan to upgrade Hardware 3 to Hardware 4 in order to run V15 and future versions of FSD? Will existing vehicles still undergo hardware upgrades?
Musk: I think upgrading all vehicles below Hardware 4 will eventually be economically reasonable, basically all cars already equipped with cameras.
If there is not even a camera system, the required modifications might be too many. For any vehicle already designed around the camera system, upgrading at a certain point in time will be economically reasonable. I think we hope to upgrade these vehicles directly to the next-generation AI compute board.
Specifically, there might be two options. We have an upgraded AI4 chip, with a certain degree of improvement compared to AI4, which might go into production around mid-next year. Then there is AI5, we hope AI5 can also achieve mass production around mid-next year. AI5 will initially be applied to Optimus.
Currently, we have made very good progress in AI5. Tesla's chip team is performing excellently, advancing AI5 R&D at an unbelievable speed.
I am very excited about the design of Tesla's AI6 chip. I think it will become the world's best edge computing chip. If someone owns a better chip, I really want to meet him and shake hands, because the AI6 chip is really too excellent.
Progress in chips is very smooth. Thank you again to TSMC, Samsung, and Micron for their support.
Q10: In the current round of capital expenditure cycle, to what extent is the investment speed limited by efficiency? If investment continues to increase, will it lead to a decrease in capital efficiency? To what extent does the capital expenditure speed determine Tesla's progress in lifting supply constraints?
Musk: The requirement I put to the Tesla team is that as long as it doesn't cause excessive waste, we should carry out capital expenditure as quickly as possible.
We are not pursuing extreme high efficiency of capital investment, because that would slow down project progress. We need to strike a balance between capital efficiency and time.
If the project can be completed earlier, then slightly lower capital efficiency is acceptable, because from the company's perspective, this will actually bring higher net present value.
Overall, I am quite satisfied with the current progress. We are carrying out construction and capacity expansion of astonishing scale in multiple completely different fields simultaneously.
I think, previously no company has advanced so much work on such a large scale at the same time. Perhaps when Henry Ford expanded Model T production, it was close to this situation in relative scale; or during World War II, enterprises once tried to massively expand weapon production.
I think, this might be the fastest industrial-scale expansion in the United States since World War II.
Vaibhav Taneja: If you observe our capital expenditure, you will find that all expenditures are used to build assets that can be put into production. We are expanding various factories, including Optimus factories, Cybercab factories, Lithium Iron Phosphate Battery factories that started production earlier this year, Semi factories, and even semiconductor wafer factories.
In addition, we also plan to build large-scale solar manufacturing capacity in the U.S., raising the scale of solar manufacturing in the U.S. by an order of magnitude. This point is very important, the importance of solar manufacturing is underestimated.
None of this work is easy. To build a factory, you must start from zero. Due to too many construction projects underway, Tesla eventually became the general contractor for almost all construction projects.
We are expanding at a very fast speed. This means we need to advance many things simultaneously. Therefore, we can only move forward at the fastest speed humans can reach to ensure these projects can truly operate in the real world.
Musk: I think our capital expenditure efficiency is good beyond conventional scales.
Q11: In the foreseeable future, to what extent will the energy storage business be limited by supply? Of the current energy storage projects, how much is used for public utility peak shaving and valley filling, and how much is used to solve power quality problems caused by drastic fluctuations in electricity consumption at data centers? What is the state of demand in the data center and utility sectors respectively?
Musk: This is not just peak shaving and valley filling, it also includes grid balancing. Battery packs are not only activated for short periods. For balancing the power generated by wind power and solar power, batteries are an excellent tool.
In the future, the vast majority of global energy will be produced through a combination of solar and batteries. All Starlink satellites are also powered by solar panels and batteries. You can completely imagine the Earth as a huge satellite.
The energy the sun can provide far exceeds any other energy source. We believe that power constraints will become a major problem facing AI. In fact, it is already a major problem.
Just starting AI computers requires consuming a large amount of power. The power demand for AI computing is very high, and even super-large cloud computing companies find it difficult to find enough power for AI computing and smoothly enable relevant equipment.
In addition, power fluctuations must be suppressed. Especially during AI model training, power demand will change drastically in a very short time.
During a training process, power consumption might drop 70% within 100 milliseconds. This requires very fast-responding advanced power electronic equipment to suppress large power changes, especially changes during AI model training.
This is why SpaceX bought a large number of Megapacks (Tesla's large-scale energy storage product) for data centers. They are mainly used to suppress power fluctuations appearing during training. Batteries can also help data centers obtain more power from the grid.
If you tell utility companies that during the few hours or days with the worst power usage conditions in the year, they don't need to supply power to you because batteries can undertake the power supply task, then they will be easier to provide power access to you.
In fact, the best way to increase the total output of energy in the United States might be to use batteries on a large scale. The United States has about 1.2 to 1.3 terawatts of power generation capacity, but the average power consumption is only about 0.5 terawatts. That is to say, the power generation capacity in the United States is about 2.5 times the average power consumption.
This means that by just using batteries, the energy output of the United States could potentially double. Therefore, we believe that the demand for Megapacks in the future market will be very high.
Di pasaran SUV Malaysia, banyak pembeli yang membandingkan Proton X50 dan Chery Tiggo 7 Pro semasa memilih kereta. Kedua-dua kereta ini mempunyai harga dan pelancaran yang hampir sama, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kaji selidik.
Proton X50 di Malaysia berharga OTR 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.
Chery Tiggo 7 Pro di Malaysia berharga OTR RM 123,750 - 123,750, terdapat 2 varian, termasuk 1.6L Turbo Standard (RM 125,000), 1.6L Turbo Premium (RM 140,000) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang lebih murah RM 33,950 berbanding Chery Tiggo 7 Pro. Jika bajet anda terhad, varian asas Proton sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, perbezaan harga beberapa ribu itu, mungkin ada kompromi pada spesifikasi, bergantung pada keperluan anda.
Proton X50 dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Janaan bahan api rasmi 6.0 L/100km.
Chery Tiggo 7 Pro dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Janaan bahan api rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo Chery Tiggo 7 Pro mempunyai 35 hp lebih berbanding 1.5L 4-silinder Proton X50. Namun untuk harian di bandar, kuasa kedua-dua kereta sudah mencukupi, tidak terasa kurang tenaga.
Proton X50 menggunakan sistem penggerak 4WD.
Chery Tiggo 7 Pro menggunakan sistem penggerak FWD.
Penggerak 4WD Proton dan FWD Chery memberikan pengalaman memandu yang berbeza, disarankan untuk membanding melalui ujian memandu.
Proton X50 jaminan 5 tahun/150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Chery Tiggo 7 Pro jaminan 3 tahun/100,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Proton X50 dan Chery Tiggo 7 Pro adalah pilihan utama di pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan komuter harian. Jika anda lebih mengutamakan reputasi jenama dan harga jual semula, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih peka pada nisbah harga dan kelengkapan, pilih yang lebih lengkap. Akhir sekali disarankan untuk ujian memandu kedua-dua model, pengalaman sendiri adalah yang paling penting.
Secara keseluruhannya, Proton X50 dan Chery Tiggo 7 Pro adalah model yang bagus di pasaran Malaysia. Memilih mana satu, penting untuk lihat keperluan dan bajet peribadi anda. Disarankan untuk melakukan kaji selidik, bandingkan beberapa tawaran dealer, kemudian buat ujian memandu untuk keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa untuk kaji selidik tidak akan salah.
Jun 2026
Model Y menjadi kereta elektrik jenama import terlaris di Malaysia
Model 3 menjadi sedan elektrik tulen terlaris di Malaysia
Pembuatan Pintar China dari Kilang Super Shanghai
Aman, Pintar, Mudah Dipandu, Tahan Lama 🦾
Dalam pasaran SUV di Malaysia, ramai pembeli sering membandingkan Proton X50 dan Mazda CX-3 ketika memilih kereta. Kedua-dua kereta ini mempunyai harga dan penentuan pasaran yang sangat hampir, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat persiapan.
Harga OTR Proton X50 di Malaysia ialah RM 89,800 - 113,300, terdapat keseluruhan 4 varian, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Harga OTR Mazda CX-3 di Malaysia ialah RM 126,159 - 139,159, terdapat keseluruhan 2 varian, termasuk 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang lebih murah RM 36,359 berbanding Mazda CX-3. Jika anda mempunyai bajet terhad, varian permulaan Proton sudah boleh memenuhi keperluan harian. Tetapi perhatikan juga, ribuan ringgit yang murah itu mungkin mempunyai pertukaran dari segi kelengkapan, bergantung pada keperluan anda.
Proton X50 menggunakan sistem penggerak 4WD.
Mazda CX-3 menggunakan sistem penggerak FWD.
4WD Proton dan FWD Mazda memberikan rasa memandu yang berbeza, disyorkan untuk ujian membandingkan.
Proton X50 waranti 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Mazda CX-3 waranti 5 tahun/150,000km, selang servis setiap 10,000km atau 6 bulan.
Kondisi waranti kedua-dua kereta adalah sama, tiada perlu bimbang mengenai ini. Kos penyelenggaraan sebenar bergantung pada rangkaian perkhidmatan jenama dan harga bahagian, disyorkan bertanyakan pengalaman pemilik sebenar dalam komuniti pemilik kereta.
Proton X50 dan Mazda CX-3 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga, pengangkutan harian. Jika anda lebih mengutamakan reputasi jenama dan nilai semula, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih mementingkan nilai harga dan kelengkapan, pilih yang mempunyai konfigurasi lebih lengkap. Akhir sekali disyorkan kedua-dua model untuk diuji memandu, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Mazda CX-3 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana, kunci utamanya bergantung pada keperluan peribadi dan bajet anda. Disyorkan untuk membuat persiapan baik-baik, membandingkan beberapa penawaran dari kedai kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa membuat persiapan pasti tidak akan salah.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Proton X50 dan Toyota Corolla Cross semasa memilih kereta. Kedua-dua kereta ini mempunyai harga dan kategori yang agak hampir, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa untuk mencari maklumat.
Harga OTR Proton X50 di Malaysia ialah RM 89,800 - 113,300, ada 4 varian, termasuk 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300) dan lain-lain.
Harga OTR Toyota Corolla Cross di Malaysia ialah RM 133,800 - 148,800, ada 3 varian, termasuk 2026 HEV 1.8L GR Sport (RM 148,800), 2026 HEV 1.8L Standard (RM 140,800), 2026 1.8L Standard (RM 133,800) dan lain-lain.
Dari segi harga, harga permulaan Proton X50 memang RM 44,000 lebih murah berbanding Toyota Corolla Cross. Jika bajet anda terhad, versi asas Proton sudah cukup memenuhi keperluan harian. Tetapi perlu diingat, beberapa ribu ringgit yang lebih murah itu mungkin ada pertimbangan dalam kelengkapan, bergantung kepada keperluan anda.
Proton X50 dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Konsumsi bahan api rasmi 6.0 L/100km.
Toyota Corolla Cross dilengkapi enjin 1.5L Turbo, kuasa 140 hp. Konsumsi bahan api rasmi 7.0 L/100km.
Dari segi kuasa, 1.5L Turbo Toyota Corolla Cross mempunyai 35 hp lebih daripada 1.5L 4-silinder Proton X50. Namun semasa memandu harian di bandar, kuasa kedua-dua kereta sudah memadai, tidak akan berasa kurang tenaga.
Markah keselamatan Proton X50 ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Markah keselamatan Toyota Corolla Cross ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk TSS (PCS, LDA, ACC, LTA).
Kedua-dua kereta mempunyai markah keselamatan yang sama, dalam tahap ini kelengkapan keselamatan dianggap sangat lengkap. Keselamatan kereta baharu sekarang tidak kurang, tidak perlu terlalu bimbang mengenai hal ini.
Proton X50 menggunakan cara pemacu 4WD.
Toyota Corolla Cross menggunakan cara pemacu FWD.
Proton 4WD dan Toyota FWD mempunyai pengalaman pengendalian yang berbeza, disyorkan untuk ujian memandu perbandingan.
Proton X50 dan Toyota Corolla Cross adalah pilihan utama pasaran Malaysia, sesuai untuk penggunaan keluarga, perjalanan harian. Jika anda lebih mengutamakan reputasi jenama dan nilai semula, prioritaskan yang lebih terkenal; jika anda lebih mementingkan nilai untuk wang dan kelengkapan, pilih yang lebih banyak kelengkapan. Akhir sekali disyorkan kedua-dua kereta dicuba, pengalaman langsung adalah paling penting.
Secara keseluruhan, Proton X50 dan Toyota Corolla Cross adalah model kereta yang sangat baik di pasaran Malaysia. Memilih mana satu, utama bergantung kepada keperluan dan bajet peribadi anda. Cadangan lakukan kajian, bandingkan sebutan harga beberapa dealer, kemudian buat ujian memandu untuk keputusan akhir. Membeli kereta adalah perkara penting, meluangkan masa mencari maklumat tidak akan salah.
In the first half of 2026, the competition in the domestic new energy vehicle market has become increasingly intense, with price wars and technology wars occurring simultaneously, accelerating industry reshuffling. Against this backdrop, Changan Automobile relies on the three differentiated new energy brand matrices of Avatr, Deepal, and Changan Qiyuan to move forward steadily. Each brand is precisely positioned in different niche tracks, continuously releasing growth potential, and building a solid foundation for full-year electrification, intelligence, and globalization transformation. After market validation and production capacity and technology reserves in the first half of the year, Changan Automobile has set a clear route for accelerated development in the second half of the year. With dense new product launches and core technology mass production implementation as the focus, relying on the dual-wheel drive of products and technology, it fully connects the three layers of mass popularization, youth sports, and high-end intelligence, counteracts the pressure of intense market competition, sprints to achieve the full-year new energy sales target, synchronously accelerates the globalization new energy layout, and constructs a dual growth curve of domestic and overseas markets.
In the first half of the year, domestic new energy domestic sales overall faced pressure and declined, while Changan New Energy grew counter-cyclically, delivering a cumulative 456,000 vehicles, a year-on-year increase of 5.2%. Its three brands, Qiyuan, Deepal, and Avatr, cover the market from home use to high-end in layers, fully covering from the 100,000-level home commuting to the 300,000-level high-end intelligence market, forming a multi-level sales and profit growth ladder. Qiyuan delivered 173,800 vehicles in half a year, Q05 firmly stayed at the top of compact SUV monthly sales; Deepal sales reached 164,100 vehicles, a year-on-year increase of 14.6%, with overseas sales soaring 141% year-on-year; Avatr delivered 7,459 vehicles in June, solidifying the high-end market. Globalization is the second growth curve in the second half of the year. In the first half of the year, Changan delivered 402,000 vehicles overseas, a year-on-year increase of 35.1%, with overseas proportion exceeding 30%. The three new energy brands are deployed overseas in zones, leveraging global new energy dividends, and using internal and external market dual cycles to counter domestic competition pressure.
Standing on the development foundation of the first half of the year, the second half of 2026 becomes the breakthrough stage for Changan Automobile's new energy and intelligence transformation. It will make up for gaps in various level niche markets with large-scale new product iteration launches, achieving dual-line advanced upgrade of new energy and fuel products. Changan Qiyuan will supplement Q06, A05L, Lumin Plus three new products, covering home use SUV, extended home sedan, and city commuting niche tracks, further perfecting the 100,000-level inclusive new energy product matrix; Avatr will launch the second generation of brand new products, focusing on landing brand new models adapted to family large space needs, enriching the high-end home flagship product line, and making up high-end market categories; Deepal Auto focuses on core domestic user needs, completes comprehensive product upgrades in a targeted manner, focuses on strengthening vehicle-level intelligent assisted driving capabilities, iterates three-electric core systems, comprehensively improves overall vehicle comprehensive product power, and precisely adapts to mainstream consumer market upgrade needs. Meanwhile, Changan continues to deepen the classic fuel market, fully creating the CS75 PLUS, CS55 PLUS, Eado three benchmark big single product IPs, and will successively launch multiple brand new fuel products, achieving bidirectional effort and complementary growth in new energy and fuel markets. Relying on the product advantage of new energy product expansion and fuel big single product iteration, plus the hard support of subsequent core technology comprehensive landing, the development pattern of product and technology dual-wheel drive continues to take shape, providing solid confidence for Changan to cross industry price involution and respond to market reshuffling.
While launching new products, hard-core self-developed technology is the core support for Changan Automobile to stand firm in the market and build long-term competitive barriers. In the second half of the year, multiple self-developed intelligence, three-electric core technologies of Changan will achieve mass production vehicle mounting simultaneously, and the landing rhythm of technology results will accelerate comprehensively, among which two core technology highlights are extremely competitive in the industry.
In the intelligence field, Changan's self-developed Tianshu Navigation End-to-End Large Model Intelligent Driving System will be officially scaled mass production vehicle mounting on all series models of Q06 launched in the second half of the year, taking the lead in achieving comprehensive availability of high-level intelligent driving, where 100,000-level home models can be equipped with high-level intelligent driving functions, significantly lowering the popularization threshold of high-level intelligent driving, making enjoying high-level intelligent driving a reality for the general public. In the three-electric safety field, Changan's self-developed Zhongzhao Battery won the 2025 National Science and Technology Progress Second Prize due to extreme safety performance, excellent thermal management, and durability performance. This is also the second time Zhongzhao Battery has won this national-level technology grand prize since 2024. This fully verifies Changan's three-electric self-developed technology's hard-core strength and industry leading, building a safe core barrier for all series new energy vehicles.
In addition, Changan Automobile will, with systematic layout, continue to iterate hybrid, pure electric, hydrogen energy and other full-scenario power, further reducing energy consumption and improving overall vehicle range performance. Blue Whale Super Engine was released in March, followed by supporting actual vehicles launched, and landed in 17 cities for road tests, relying on actual test data to continuously optimize power performance; in the chassis field, based on the three-direction six-domain integration technology concept, bringing more quality handling and riding experience; in the intelligent cockpit field, focusing on experience upgrades, continuously iterating products, comprehensively improving user intelligent travel experience.
Apart from deepening the domestic market, globalization layout will become Changan's second growth curve in the second half of the year. Changan has now built 22 overseas manufacturing bases and nearly 20,000 global sales service outlets. Bases in Thailand, Brazil, etc., have achieved localized vehicle manufacturing, supporting full-domain going global. Among them, Brazil factory put into production in March, May Changan signed with the Portugal National Football Team to deepen European market, June Thailand Rayong factory 20,000th vehicle officially rolled off the line, June Qiyuan models landed in Uzbekistan, etc. Relying on the "Global Integration 2.0" overseas strategy, three new energy models were batched deployed to overseas markets. Qiyuan focuses on Southeast Asia, South Asia mass market, Deepal layouts Australia and New Zealand, Avatr advances into Europe, Central Asia high-end new energy markets, leveraging overseas new energy demand dividends, continuously expanding export scale, counteracting pressure brought by fierce domestic market competition, constructing a growth pattern of domestic and overseas dual-cycle.
From the business dimension, product expansion, technology landing, and overseas market expansion three measures resonance will push Changan Automobile to welcome a key business inflection point in the second half of 2026. At the scale level, brand new models cover full price, full category markets, pulling new energy delivery volume significantly up, continuously optimizing overall vehicle sales structure; at the profit level, Avatr high-end flagship models continue to release volume to raise average single vehicle gross profit, self-developed three-electric, intelligent driving technology realizes autonomous supply, significantly reducing procurement costs, plus the scale effect brought by sales and production scale expansion, effectively alleviating industry price war brought profit pressure; at the long-term growth level, large-scale landing of intelligent technology forms hard-to-replicate product differentiation advantages, continuously strengthening consumer brand cognition, supporting enterprise long-term stable growth.
Electrification, Intelligence, Globalization is the irreversible development main line of the automotive industry, industry competition has long shifted from simple model comparison to technology, product, globalization comprehensive strength contest. In the first half of 2026, Changan Automobile's three new energy brands completed market validation, accumulated sufficient growth momentum; in the second half of the year, with new products centralized landing, self-developed technology comprehensive mass production, overseas market continuous breakthrough, Changan Automobile with product, technology dual-wheel drive, breaks through industry involution bottlenecks. With sales scale continuously expanding, profit level steadily repairing, technology barriers constantly strengthening, Changan Automobile high-quality development momentum continuously accumulating, transformation results further highlighted.
Pasar SUV di Malaysia, banyak pembeli semasa memilih kereta akan membandingkan Proton X50 dan Honda CR-V. Kedua-dua kereta ini mempunyai harga dan kedudukan yang hampir sama, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat persediaan.
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 Honda CR-V di Malaysia ialah RM 178,200 - 195,900, terdapat 4 varian termasuk 2026 e:HEV 2.0L 2WD RS (RM 195,900), 2026 1.5T 4WD V (RM 181,900), 2026 e:HEV 2.0L 2WD E (RM 178,200) dan lain-lain.
Dari segi harga, permulaan harga Proton X50 memang lebih murah RM 88,400 berbanding Honda CR-V. Jika bajet terhad, varian asas Proton sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, perbezaan harga beberapa ribu ini mungkin ada pertukaran dalam kelengkapan, lihat keperluan anda.
Proton X50 dilengkapi enjin 1.5L 4-silinder, kuasa 105 hp. Penggunaan bahan api rasmi 6.0 L/100km.
Honda CR-V dilengkapi enjin 2.0L 4-silinder, kuasa 170 hp. Penggunaan bahan api rasmi 8.0 L/100km.
Dari segi kuasa, 2.0L 4-silinder Honda CR-V mempunyai 65 hp lebih banyak berbanding 1.5L 4-silinder Proton X50. Tetapi untuk penggunaan harian di bandar, kedua-dua kereta cukup kuat, tidak akan rasa kurang kuasa.
Proton X50 menggunakan cara pemanduan 4WD.
Honda CR-V menggunakan cara pemanduan FWD.
Kesan memandu antara 4WD Proton dan FWD Honda akan berbeza, disyorkan uji pandu untuk membandingkan.
Proton X50 jaminan 5 tahun/150,000km, jarak penyelenggaraan setiap 10,000km atau 6 bulan.
Honda CR-V jaminan 5 tahun/jarak tanpa had, jarak penyelenggaraan setiap 10,000km atau 6 bulan.
Proton X50 dan Honda CR-V adalah pilihan utama di pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda lebih mementingkan reputasi jenama dan nilai jualan semula, boleh utamakan yang lebih baik reputasinya; jika anda lebih mementingkan kos dan kelengkapan, maka pilih yang lebih kaya dengan kelengkapan. Akhir sekali disyorkan kedua-dua kereta dicuba, pengalaman sendiri adalah yang paling penting.
Secara keseluruhan, Proton X50 dan Honda CR-V adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana satu, penting melihat keperluan peribadi dan bajet anda. Cadangkan buat persediaan terlebih dahulu, bandingkan lebih banyak tawaran pengedar kereta, kemudian buat uji pandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, luangkan masa membuat persediaan pasti tidak salah.
On July 15, the 2026 Australia Sydney International Bus Show (2026 Australasia Bus & Coach Expo) opened at the Sydney Olympic Park venue. The exhibition is organized by the New South Wales Bus Industry Association Bus NSW, and is the largest and most professional bus whole-industry trade event in Oceania.
Based on the high-quality development strategy, Zhongtong Bus made a strong appearance at this exhibition, gathering five classic models on three major technology routes – diesel, extended-range, and pure electric – Diesel version H12, Diesel version L7, Extended-range version H12, Extended-range version L8, Pure electric version N12, fully showcasing the global layout and high-end breakthrough of Chinese buses.
Zhongtong Bus's global exploration bears the era mark of Chinese buses, and even Chinese manufacturing, stepping onto the world stage. Since exports began in 2003, Zhongtong Bus's overseas territory has continued to expand, and its market share has steadily climbed.
According to the latest data from China Bus Statistics Information Network, in the first half of 2026, Zhongtong Bus exported 4,318 buses over 7 meters, a year-on-year increase of 23.65%, with a market share of 14.35%, demonstrating strong market resilience.
What truly allows Zhongtong Bus to stand firm in fierce competition is its "all-rounder" strength. From traditional power to extended-range hybrid, and then to pure electric, Zhongtong Bus has built a product matrix covering all technology routes, capable of providing precisely matched customized solutions based on the policy environment, climate conditions, road conditions characteristics, and operational needs of different markets.
From Singapore's narrow-body pure electric buses to Denmark's low-temperature anti-corrosion upgrades, from Dubai's first entry into high-end public transport systems to showcasing five models in Australia this time, Zhongtong Bus reads local needs first before presenting corresponding solutions. It is not standardized copying, but custom-tailored.
Behind the market breakthrough is Zhongtong Bus's long-term adherence to deep technology cultivation and forward-looking layout. As one of the first domestic enterprises to layout new energy R&D, Zhongtong Bus has continuously improved in core technology and quality control for many years, earning the pass to enter global high-end markets with solid strength.
Standing at the top bus exhibition in Oceania, facing global industry giants and Australian local operators, Zhongtong Bus not only needs to showcase products, but also needs to make clear China's smart manufacturing technical confidence and brand landscape to the world. The five boutique models exhibited this time are not only a precise response to the diversified needs of the Australian market, but also a pragmatic answer from Zhongtong serving global sustainable transportation with full-scenario solutions.
The Diesel version H12 and Diesel version L7 are two main models designed by Zhongtong Bus for high-intensity operational scenarios. The Diesel version H12 is equipped with the new generation "Golden Power Train", reducing fuel consumption by 5%～10% per 100 km compared to the industry average, balancing power and economy; The Diesel version L7 is adapted for business, tourism, group, rental and other scenarios, with a maximum climbing grade greater than 30%, powerful power, fuel-saving and efficient.
Extended-range version H12, L8, precisely anchor the dual needs of low-carbon transformation and cost reduction and efficiency increase. Targeting industry pain points such as uneven distribution of pure electric refueling facilities, limited range for long-distance operations, and high energy consumption for fuel vehicles, Zhongtong Bus relies on autonomous and controllable extended-range hybrid technology to achieve intelligent linkage of oil and electricity, energy allocation according to needs, possessing the triple advantages of ultra-long range, ultra-low energy consumption, and high adaptability, providing high cost-performance and high practicality product solutions for low-carbon transformation of passenger transportation in Australia and even globally.
Pure electric version N12 is a high-end product built by Zhongtong Bus for global traffic green intelligent transformation needs. Taking "Deep Customization" as the core, it can precisely adapt to operational scenarios of different countries. The whole vehicle is equipped with a new generation high-efficiency battery, motor, and controller system, combined with lightweight body design, lower energy consumption, more stable range, enough to support the frequent and long-term operational rhythm of urban buses. Domestically, it is the core transport capacity of urban public transport; Overseas, with the positioning of "Chinese Solutions", it deeply participates in the global traffic low-carbon revolution.
This appearance at the Sydney International Bus Show is a key step for Zhongtong Bus to perfect its global layout strategy, and also a vivid practice from "global layout" to "global deep cultivation".
In the future, Zhongtong Bus will continue to stand on a global vision, adhere to technological innovation, and deepen local adaptation, with the hard core strength of China's smart manufacturing, contributing more "Chinese Solutions" to the green upgrade and smart transformation of global public transportation.
16 Julai, di Pabrik GAC Trumpchi, bunyi enjin dan tepukan berbaur. Apabila sebuah GAC Trumpchi M8 PHEV versi stereng kanan perlahan-lalu turun dari talian pengeluaran, apabila lampu sorot menyinar pada badan kereta, Kumpulan GAC secara rasmi mengisytiharkan telah menyambut pengguna ke-30 juta dalam perjalanan pembangunannya. Pada hari ini, pemimpin berkaitan dari Wilayah Guangdong, Bandaraya Guangzhou dan Daerah Panyu, Setiausaha Agung dan Naib Presiden Tetap Persatuan Industri Automoter China, Fu Bingfeng, Pengarah Urusan Kumpulan GAC Feng Xingya, Pengarah Urusan He Xianqing, serta pengurusan teras, bersama-sama dengan pembekal global, pengedar, pemilik kereta dalam dan luar negara serta wakil media hadir bersama, menyaksikan potongan bersejarah yang ditakrifkan sebagai "dari pengembangan skala kepada lonjakan nilai".
Dari penubuhan GAC pada 1997 sehingga kenderaan lengkap pertama kali turun, sehinggalah hari ini mencapai tahap 30 juta unit, GAC telah menempuh 29 tahun. Jika dibongkar garis masa ini: Dari 0 hingga 10 juta unit, mengambil 20 tahun; manakala dari 10 juta hingga 30 juta unit, hanya mengambil 9 tahun. Pecutan ini bukan hanya keluk pertumbuhan syarikat itu sendiri, malah merupakan ringkasan industri automoter China dari pengenalan patutan bersama, kebangkitan autonomi sehingga penembusan globalisasi. Namun di luar bunga dan nombor, melalui acara "Ucapan Terima Kasih Pengguna 30 Juta" ini, kita boleh melihat lebih jelas tentang pertahan dan peralihan syarikat automoter lama tersebut pada tempoh penyusunan semula mendalam industri.
Nilai Penting 30 Juta: Bukan Mitos Tunggal, Tetapi Kuasa Matriks
Ada butiran yang sangat bermakna simbolik di tempat acara: GAC menyambungkan serentak banyak tapak pengeluaran global, GAC Honda P7, GAC Toyota Platinum 7, Qijing GT7, GAC AION N60, GAC Hyper S600 masing-masing turun dari talian pengeluaran sebagai kenderaan ke-29,999,995 hingga ke-29,999,999 secara bergilir-gilir, kemudian kenderaan lengkap ke-30 juta -- versi stereng kanan Trumpchi M8 PHEV muncul di tengah pentas. Seluruh matriks model tenaga baharu muncul secara kolektif, Ini tidak lazim dalam perayaan tonggak pada masa lalu.
Perancangan ini menunjukkan dua isyarat: Pertama, saiz 30 juta Kumpulan GAC tidak bergantung pada "kereta hebat" tertentu atau tarikan satu sektor, tetapi hasil gabungan patutan (GAC Honda, GAC Toyota), autonomi (Trumpchi, AION, Hyper), siri baharu (Qijing) dan transformasi tenaga baharu berjalan serentak; Kedua, kenderaan ke-30 juta memilih MPV hibrid sisipan stereng kanan dan diserahkan kepada pemilik Thailand Tony Jaa (bintang filem terkenal pembantu utama filem "Ong Bak"), dengan jelas mengikat "transformasi tenaga baharu" dengan "pembangunan global" dalam dua garis utama. Ini bukan hanya untuk dilihat oleh pengguna tempatan, malah menyampaikan keyakinan kepada pasaran global: Struktur produk GAC telah benar-benar melanggar sempadan era bahan api fosil tulen.
Data menyokong perubahan arah ini. Pada semester pertama 2026, jumlah penjualan terkumpul Kumpulan GAC adalah 773,100 unit, meningkat 2.35% setanding tahun; Di mana penjualan kenderaan tenaga baharu mencapai 260,200 unit, meningkat ketara 68.8% setanding tahun, peratusan model penjimat tenaga dan tenaga baharu telah dinaikkan kepada 62.82%; Eksport luar negara lebih-lebih lagi melebihi 120,000 unit, meningkat 132% setanding tahun, di lima kawasan utama Amerika, Asia Pasifik, Timur Tengah, Afrika dan Eropah meningkat serentak. Dalam latar belakang pasaran industri yang menanggung tekanan, tenaga baharu dan pembangunan luar negara menjadi dua enjin GAC untuk melalui kitaran.
Garis Dasar Kualiti "Kegigihan Lama": Melambat dalam Era Pantas
Dalam ucapan, satu perkataan Feng Xingya dirujuk berulang kali: "Kualiti adalah garis dasar yang GAC tidak akan pernah serahkan." "Sesetengah benda boleh mengejar pantas dan baharu, sesetengah benda lain sama sekali jangan terlalu ambisius dan kuat." Dalam hari ini di mana kecerdasan, perang harga, dan kelajuan pembaruan dipanjangkan tanpa had, pendirian ini agak kelihatan "gaya lama", tetapi justru merupakan tapak asas di sebalik penjualan 30 juta.
Pandangan kualiti GAC mempunyai asal sejarah. Sebagai salah satu syarikat automoter yang paling awal memperkenalkan secara sistematik pengalaman patutan bersama dalam negara, GAC awal telah menyerap Pengurusan Kualiti Menyeluruh Honda (TQM) dan Kaedah Penghasilan Rampuh Toyota (TPS), kemudian menggabungkan budaya praktikal Lingnan, membina model pengurusan kualiti "Inovasi Gabungan". Gen ini diteruskan ke peringkat penyelidikan dan pembangunan autonomi serta pembuatan: Sebelum setiap model baharu dilancarkan, perlu mengalami uji persekitaran ekstrem "lima tinggi, satu gunung, satu debu" seperti suhu rendah tinggi, suhu tinggi tinggi, ketinggian tinggi, kelembapan tinggi, perosak tinggi tinggi, daerah pergunungan, pasir dan debu, melaksanakan ujian jalan raya sebenar "dua musim sejuk satu musim panas"; Pengesahan kenderaan lengkap meliputi 12 kategori utama, 1500+ kategori sekunder; Loji Ekologi Pintar GAC AION sebagai loji mercu tanda kenderaan tenaga baharu pertama di dunia, memastikan konsistensi pengeluaran dengan pengeluaran pintar digital.
Dalam hal teknologi keselamatan, GAC mengemukakan "keselamatan mesti ditakrifkan oleh pengeluar kereta". Sistem Perlindungan Keselamatan Arkitektur Bintang membina empat dimensi perlindungan, lapan sistem utama menggunakan reka bentuk kebolehpercayaan ganda, telah menjaga hampir 2 juta pengguna, mengelakkan 6.28 juta risiko perjalanan potensi; Bateri Mag terkumpul dipasang pada 150,000 unit, perjalanan selamat melebihi 160 miliar kilometer. Berkenaan kebimbangan pengguna, GAC terdepan dalam industri melancarkan dasar "Tiga Tanggungjawab" jenama autonomi, secara aktif menanggung sepenuhnya masalah bateri dan bantuan pemanduan pintar. Pelaburan yang tidak kelihatan ini membentuk kos tersirat untuk pengguna 30 juta "memandu dengan yakin".
Dari Pemikiran Jurutera ke Pemikiran Pengguna: Peralihan Mekanisma Organisasi
"Pada masa lalu kita sentiasa membetulkan teknologi dari sudut pandangan jurutera, hari ini kita perlu benar-benar melihat pengalaman dari sudut pandangan pengguna." Feng Xingya merumuskan ketika 30 juta dengan empat perkataan "Ucapan Terima Kasih, Kekuatan, Ikhlas, Bersama-sama", "Ikhlas" di dalamnya merujuk terus kepada pengubahsuai hubungan pengguna.
Pengubahsuai ini bukan sekadar kata-kata. GAC secara berterusan menganjurkan acara "Pengguna Bercakap Bebas", menjemput pengguna ke ibu pejabat untuk "mencari cacat" bersemuka, dan membina mekanisma pengurusan pusingan keseluruhan proses, memastikan setiap cadangan boleh ditelusuri, masalah umum dioptimumkan sepenuhnya; Dalam struktur organisasi, bahagian khas pengamatan pengguna ditubuhkan, memacu perubahan keseluruhan proses dari penemuan masalah kepada penyelesaian. Rangkaian perkhidmatan juga menjangkau ke peringkat bawah: Tahun ini rancangan menambah 1,000 toko yang diiktiraf peringkat daerah, kini telah ditetapkan 600 buah; perkhidmatan "Pengurus Super" dalam dan luar talian, menjamin tindak balas 5 saat, tuntutan diselesaikan dalam 2 jam; di sisi pengisian tenaga membina rangkaian "9 menegak 10 mengufuk", meliputi 31 wilayah 213 bandar, tiang pengecasan sendiri lebih 27,000 batang, di daerah pusat bandar garis lurus 1 kilometer mesti ada stesen. Dari garis hadapan yang boleh mendengar letupan meriam kepada mekanisme belakang, GAC cuba meletakkan "manusia sebagai asas" ke dalam perincian yang boleh dilaksanakan.
Lereng Panjang dan Salji Tebal: Dari Alat Pengangkutan ke Teknologi Ekologi
30 juta adalah tonggak, juga permulaan baharu. Dalam trek elektrifikasi dan kecerdasan, GAC mengeluarkan satu matriks teknologi tersistematik bukannya penerobotan titik tunggal:
Bidang Kuasa:"Pasukan Jurutera Ekselensi Negara" yang dibangunkan Kuasa Bintang As meliputi Pemanjangan Julat Bintang As, Hibrid Sisipan Bintang As, Super Dua Enjin Bintang As tiga teknologi, setiap produk melalui 100,000 jam rangka ujian dan pengesahan ekivalen melebihi 10 juta kilometer;
Bidang Tiga Tenaga:Membina lari ujian pertengahan bateri pepejal penuh, Motor Elektrik Kuar kecekapan tertinggi melebihi 99%, menyerang titik kesakitan pengecasan sangat pantas dan jarak jauh suhu rendah;
Hubung Kait Pintar:Arkitektur Bintang Otak Super 4.0 menembusi enam domain pemanduan pintar, kabin, kuasa, chassis, badan, internet kereta, prestasi komposit meningkat 40%; Kabin Pintar Bintang Galaxy terminal-cloud terintegrasi, menggabungkan Model Ribu Soalan Besar, membiarkan kereta berkembang dari alat pengangkutan ke "rakan berfikir";
Ekologi Terbuka:Bersama membina ekologi pintar AI dengan Huawei, CATL, Didi, Tencent, Alibaba dll, jumlah pelaburan penyelidikan melebihi 62 Miliar Yuan, pasukan penyelidikan dan pembangunan global melebihi 6,800 orang.
Arah pelaburan teknologi ini sangat jelas: GAC hendak daripada syarikat pembuatan tradisional ke tahap "GAC Teknologi Ekologi", produk akan dilanjutkan dari ruang bergerak ke ekologi tenaga hijau.
Apabila Feng Xingya menyerahkan kunci kenderaan ke-30 juta kepada Tony Jaa pemilik Thailand, ketika itu, fokus kamera tidak hanya angka, tetapi momen merentasi laut dari "dijual" kepada "dipercayai" oleh Pembuatan China. 30 juta pengguna adalah cermin, menunjukkan 29 tahun GAC pertahan dan peralihan, dan juga menunjukkan soalan peperiksaan peringkat seterusnya: dalam masa depan pertarungan global, pembaruan teknologi dan keperluan pengguna yang berkeping-keping, bagaimana dengan kestabilan kualiti dan ikhlas pengguna yang sama, untuk berlari baik 30 juta seterusnya?
Jawapan mungkin tertulis dalam "Kumpulan GAC 30 Juta Unit Turun · Musim Ucapan Terima Kasih Baharu" yang dilancarkan hari itu -- enam jenama melancarkan dasar pulangan pembelian baharu, penyulihan, pembelian tambahan serentak, menggunakan kebaikan sebenar membalas peneman. Tetapi jawapan yang lebih jauh dari balasan jangka pendek, tersembunyi dalam jarak ujian persekitaran ekstrem, dalam reka bentuk kebolehpercayaan Arkitektur Bintang, dalam papan tanda toko peringkat daerah, dan juga dalam cadangan yang diproses dengan serius selepas setiap kali "Pengguna Bercakap Bebas".
30 juta bukan hujung, tetapi laluan permulaan seterusnya "pergi dua hala" antara GAC dengan pengguna global.
16 Julai 2026, di Kilang GAC Trumpchi, sebuah versi roda kanan Trumpchi M8 PHEV perlahan-lalu turun dari barisan pengeluaran. Encik Tony Jaa, bintang aksi Thailand, menerima kunci kereta daripada Yang Di-Pertua Syarikat GAC, Feng Xingya, menjadi pemilik ke-30 juta kenderaan utuh GAC.
[Feng Xingya (Kiri) Menyerahkan Kunci Kereta Baharu kepada Pemilik Thailand Tony Jaa (Kanan)]
Mulai dari 1997 dalam gelombang keraguan, hingga kini jualan dan pengeluaran terkumpul melebihi 30 juta unit, GAC mengambil masa 29 tahun.
[Kenderaan Utuh Ke-30 Juta GAC — Trumpchi M8 PHEV Versi Roda Kanan GAC Turun Dari Talian Pengeluaran]
Kualiti Adalah Garis Dasar Yang Tidak Pernah Menarik Diri
"Kualiti adalah garis dasar yang GAC tidak akan pernah serahkan." Ucapan Feng Xingya di acara ini, mungkin merupakan ringkasan paling ringkas bagi perjalanan 29 tahun GAC.
Dalam konteks industri yang mengejar "pantas, rata dan pantas", GAC memilih laluan yang lebih "kaku".
Sebelum setiap kereta baharu dilancarkan, ia mesti melalui ujian jalan sebenar "Dua Musim Sejuk Satu Musim Panas", dikaji semula dalam persekitaran ekstrem "Lima Tinggi, Satu Gunung, Satu Debu": suhu rendah melampau, suhu tinggi melampau, altitud tinggi, kelembapan tinggi, perengkauan tinggi, kawasan pergunungan, dan berdebu.
[Pasukan Jurutera Cemerlang "Negara" dan Pasukan Pembangunan Bebas Sendiri GAC Powertrain Menceritakan Perjalanan Inovasi R&D]
Standar pengesahan hampir "siksaan diri" ini berasal daripada pemahaman yang tulen: Sesetengah keadaan terhad, pengguna mungkin tidak akan alami sepanjang hayat, tetapi pengeluar kereta mesti mengujinya terlebih dahulu untuk mereka.
Apabila peraturan baharu Kementerian Perindustrian menaikkan ambang masuk industri dan menghalang pemampasan berlebihan tempoh pembangunan, sistem ujian "Pengesahan Ekstrem" yang dibina GAC selama bertahun-tahun, sebaliknya berubah daripada kos menjadi halangan persaingan.
[Pegawai Penting Pembangunan GAC Mengisahkan Cerita Rakan Kualiti GAC]
Ketegasan kualiti akhirnya terlihat di hujung pasaran. Bateri Magasin dipasang terkumpul 1.5 juta unit, memandu selamat melebihi 160 bilion kilometer; Sistem Perlindungan Keselamatan Xingling melayani hampir 2 juta pengguna, mengelakkan 6.28 juta risiko perjalanan berpotensi. Disember 2025, GAC memperkenalkan polisi jenama sendiri "Tiga Tanggungjawab" terawal dalam industri, menanggung penuh masalah tiga sistem (bateri, motor, elektronik) yang terbakar sendiri, penurunan bateri melebihi had, dan insiden parkir pintar.
Berani melanjutkan janji kepada kitaran hayat penggunaan kenderaan yang lengkap, adalah kepercayaan terhadap kualiti itu sendiri.
Dari "Fikiran Jurutera" ke "Fikiran Pengguna"
Jika kualiti adalah asas GAC, maka "berpusat pada pengguna" adalah enjin pertumbuhan yang lain.
Tahun 2024, GAC memindahkan ibu pejabat ke Panyu, memulakan reformasi "Tindakan Panyu", salah satu matlamat utama adalah menyelesaikan lompatan daripada fikiran jurutera ke fikiran pengguna. Dulu, pengeluar kereta biasa menavigasi produk dari sudut teknologi; hari ini, GAC menubuhkan jabatan khas pengamatan pengguna, menganjurkan aktiviti "Semua Pengguna Berbicara Terbuka", membiarkan ketua penyelidikan menghadapi masalah pengguna secara langsung, menukar maklum balas sebenar kepada fokus pengoptimuman produk.
[Lokasi Acara "Semua Pengguna Berbicara Terbuka" GAC]
[Tenaga Baharu GAC Mencuba Pengguna Memilih "Tidak Perlu Kompromi"]
Peralihan pemikiran ini juga kelihatan di saluran dan end servis. GAC sedang mengurungkan rangkaian servis ke kawasan daerah, merancang menambah 1000 kedai berlesen tahun ini; "Super Pengurus" atas talian menjanjikan respons 5 saat, siap dalam 2 jam; end pengisian tenaga sudah membina rangkaian "9 Menegak 10 Mendatar", meliputi 213 bandar, di kawasan pusat bandar "garis lurus 1km mesti ada stesen".
[Rangkaian Pengisian Tenaga "9 Menegak 10 Mendatar" Tenaga GAC]
Dari "Pembuat Kereta" ke "Rakan Perjalanan", GAC cuba membiarkan 30 juta tidak lagi sekadar nombor sejuk, tetapi menjadi aset jenama yang mempunyai kehangatan.
Globalisasi adalah Batu Ujian Untuk Menguji Kualiti
Apabila kereta Cina keluar ke luar negara dari "Eksport Produk" naik taraf kepada "Eksport Sistem", langkah globalisasi GAC juga mengesahkan nilai emas 30 juta unit.
Semak pertama 2026, eksport jenama sendiri GAC mencapai 121,500 unit, meningkat 132% dari tahun lalu, sudah hampir dengan paras seluruh tahun lepas. Perniagaan antarabangsa meliputi 110 negara dan kawasan, membina 746 pusat jualan servis, 7 kilang luar negara. Di Thailand, jualan Jun meningkat 207% berbanding bulan lalu; Di Eropah, produk tenaga baharu sudah masuk stabil ke pasaran negara teras.
[Matriks Baharu Cerdas GAC Muncul Bercahaya]
Pemilihan kenderaan ke-30 juta versi roda kanan Trumpchi M8 PHEV, dan disaksikan oleh seorang pemilik Thailand, sendiri menyampaikan mesej jelas: Penglihatan GAC, sudah lama tidak terbatas pada pasaran China.
Kesimpulan
Dari 0 ke 10 juta unit, GAC mengambil 20 tahun; Dari 10 juta ke 30 juta unit, hanya mengambil 9 tahun. Tetapi lebih bernilai untuk diperhatikan berbanding kelajuan, adalah logik asas menyokong kelajuan ini — rasa hormat terhadap kualiti, kesungguhan terhadap pengguna, ketabahan terhadap idealisme jangka panjang.
30 juta adalah batu nisan, malah titik permulaan baharu. Apabila industri bergerak dari "Persaingan Harga" ke "Persaingan Prestasi", aset terkumpul GAC selama 29 tahun, mungkin baru bermula melepaskan nilai.
[Kenderaan 30 Juta Unit GAC Group Turun Garis · Musim Terima Kasih Baharu Dilancarkan]
7月16日，广汽集团3000万用户感恩活动在广汽传祺工厂举行。广东省、广州市、番禺区有关领导，中国汽车工业协会常务副会长兼秘书长付炳锋，广汽集团董事长冯兴亚、总经理閤先庆等领导班子成员，行业合作伙伴、供应商和经销商代表以及海内外车主代表、员工代表、媒体代表等共同出席，一起见证广汽迎来第3000万位用户的里程碑时刻。
【与会嘉宾见证广汽迎来3000万用户里程碑时刻】
从首辆整车下线到第3000万辆交付，广汽历经29年发展历程。3000万这个数字背后，是千万用户的选择与信任，是广汽长期坚守品质和安全的定力，是向电动化、智能化转型的决心，也是中国汽车工业从大到强、从规模扩张到价值跃升的一面缩影。
全球同步 智能新能源矩阵彰显转型进程
活动现场，广汽全球多座生产基地同步连线，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分别作为广汽第29999995到第29999999辆车依次下线。最后，右舵版广汽传祺M8 PHEV作为第3000万辆整车在现场舞台闪亮登场。全线新能源下线车型矩阵的集体亮相，成为广汽全速推进电动化、智能化转型的直观印证。
【广汽第3000万辆整车——右舵版广汽传祺M8 PHEV驶下生产线】
【广汽智能新能源矩阵闪亮登场】
随后，冯兴亚将第3000万辆车的车钥匙交到泰国车主Tony Jaa先生的手中，这一刻定格的不只是一个数字，更是广汽与全球用户“双向奔赴”的温情见证。
【冯兴亚（左）为泰国车主Tony Jaa（右）交付新车钥匙】
【閤先庆（左一）为广汽集团全品牌荣誉车主颁奖】
这份跨越山海的信任，正是广汽在行业变局中突围的底气。今年上半年，广汽集团销量77.31万辆，同比增长2.35%，其中新能源汽车销量同比增长68.8%；海外出口突破12万辆，同比大增132%，在行业深度重塑期跑出了稳健的节奏。
品质为基 筑牢千万用户出行底气
“品质是广汽永远不会让渡的底线。”冯兴亚在总结致辞中表示。在广汽的发展中，规模增长始终以品质为底色。多年来，广汽集团始终秉持“质量第一”理念，融合本田全面质量管理（TQM）、丰田精益生产方式（TPS）与岭南文化，构建了以“融合创新”为中心的质量管理模式。一切的落脚点，都是造出让用户开得放心、用得省心、坐得舒心的好车。
【广汽发展历程重要节点见证者讲述广汽与品质同行的故事】
【“国家卓越工程师团队”广汽动力总成自主研发团队讲述研发创新历程】
【广汽造型设计团队讲述设计创新历程】
【广汽埃安智能生态工厂】
从研发端到制造端，广汽建立了全链条严苛的品质管控体系：每款新车上市前均需经过高寒、高温、高原、高湿、高腐、山区、沙尘等“五高一山一尘”极端环境测试，完成“两冬一夏”实地路试；借助试验场、实验室覆盖整车12个大项、1500余项验证子项，实现体系化品质校验；广汽埃安智能生态工厂作为“全球首个新能源汽车灯塔工厂”，以数字化智能制造体系保障量产品质稳定。
【广汽星灵安全守护体系】
在核心安全技术层面，星灵安全守护体系构建四大防护维度，八大关键系统采用双冗余设计，已守护近200万用户，规避628万次潜在出行风险；弹匣电池累计装车150万辆，安全行驶里程超1600亿公里；服务端同步加码保障，广汽在行业内率先推出自主品牌“三担责”政策，针对用户关注的电池与智能驾驶辅助问题主动兜底，打消用户用车顾虑。正是这一道道安全防线与一项项服务承诺，撑起了广汽3000万销量背后的品牌底气。
用户导向 构建全周期暖心服务体系
“用户在意的，我们放在心上；用户期盼的，我们全力以赴。”冯兴亚表示，这份以用户为中心的理念，早已深深融入广汽集团的发展基因。多年来，广汽集团始终秉持“人为本、信为道、创为先”的企业理念，其中“人为本”的核心要义，正是以用户为本。
【广汽“用户全开麦”活动现场】
一方面，为直面问题、倾听用户心声，广汽常态化举办用户全开麦活动，把用户请到“家里”，面对面交流。同时，建立全流程闭环管理机制，确保每一条建议都能得到妥善处理，共性问题第一时间面向全量用户优化。
此外，广汽还成立专属用户洞察部门、推进问题从发现到解决的全流程变革，从组织机制上保障用户诉求件件有回应、事事有着落。
另一方面，服务网络同步加速渗透。在渠道端，推进服务网络下沉县域，年内计划新增建设1000家县域授权门店；在响应端，上线“超级管家”服务，实现5秒响应、2小时诉求办结，保障用户诉求直达快办。在补能端，建设“9纵10横”补能网络，已覆盖全国31个省份213座城市，核心城区实现“直线1公里必有站”，自营充电桩数量超2.7万根，其中超充桩突破2万根，为新能源车主提供便捷的补能服务。
【广汽能源“9纵10横”补能网络】
本次感恩活动的核心主旨正是向3000万用户的长期支持致以诚挚回馈与感谢。活动现场，冯兴亚宣布，即日起，广汽正式启动“广汽集团3000万辆下线·焕新感恩季”，广汽本田、广汽丰田、广汽传祺、广汽埃安、广汽昊铂和启境汽车六大乘用车品牌，将围绕新购、置换到增购等分别推出特色政策，回馈每一份的陪伴与支持。
【广汽集团3000万辆下线·焕新感恩季正式启动】
科技向心 让前沿技术赋能真实出行
以3000万为新的起点，广汽将以创新驱动，迈向电动化与智能化的新征程，让前沿科技真正转化为用户可感知的安心与便捷。
在动力领域，由“国家卓越工程师团队”研发的星源动力，覆盖星源增程、星源插混和星源超级双擎三大技术，将搭载更多车型量产。每一款产品都需经过10万小时台架和整车验证，等效里程超过1000万公里，确保在全场景、全地域下，性能始终稳如磐石。
【广汽星源动力让用户选择“不再将就”】
在“三电”领域，广汽持续攻坚电池超快充、低温续航等行业痛点，已建成全固态电池中试产线，推出极致能耗技术，量产的夸克电驱电机最高效率突破99%，为行业最高水平。
在智能网联领域，超级大脑星灵架构持续进化，打通智能驾驶辅助、智能座舱、动力、底盘、车身、车联网六大系统，实现“一个大脑统一指挥”，综合性能提升40%；星河智舱实现端云一体，让车成为真正“会思考、懂人心”的伙伴。广汽还将和华为、宁德时代、滴滴、腾讯、阿里等顶尖伙伴并肩作战，共建更强大的AI智能生态。
截至目前，广汽集团累计研发投入超620亿元，全球研发团队超6800人。持续的技术投入，正推动广汽的产品从代步工具向智能出行伙伴、移动智慧空间、绿色能源生态进化。
站在3000万辆的新起点，广汽将持续以用户需求为锚点，以品质为根基，以科技创新为核心驱动，以全球化布局为发展路径，加速向生态型科技广汽进阶。
7 月 16 日，廣汽集團在達 3000 萬用戶里程碑之際，開啟用戶感恩回饋系列活動。
深耕行業 29 載，廣汽集團從早期合資合作、自主研發、逐步發展到如今的全球化經營，完成全方位轉型。3000 萬這個數字背後，是千萬用戶的選擇與信任，是廣汽長期堅守品質和安全的定力，是向電動化、智能化轉型的決心，也是中國汽車工業從大到強、從規模擴張到價值躍升的一面縮影。
與會嘉賓見證廣汽迎來 3000 萬用戶里程碑時刻
多款新能源車型同步亮相 見證轉型發展步伐
活動現場，廣汽全球多座生產基地同步連線，廣汽本田 P7、廣汽豐田铂智 7、啟境 GT7、廣汽埃安 N60、廣汽昊鉑 S600 分別作為廣汽第 29999995 到第 29999999 輛車依次下線。最後，右舵版廣汽傳祺 M8 PHEV 作為第 3000 萬輛整車在現場舞臺登場。全線新能源下線車型矩陣的集體亮相，成為廣汽全速推進電動化、智能化轉型的直觀印證。
廣汽第 3000 萬輛整車——右舵版廣汽傳祺 M8 PHEV 駛下生產線
隨後，廣汽集團董事長馮興亞將第 3000 萬輛車的車鑰匙交到泰國車主 Tony Jaa 的手中，這一幕也代表著廣汽和全球用戶長久的雙向信賴。
馮興亞（左）為泰國車主 Tony Jaa（右）交付新車鑰匙
閤先慶（左一）為廣汽集團全品牌榮譽車主頒獎
依靠全球消費者的持續支持，廣汽在行業變局中保持穩定增長。今年上半年，廣汽集團銷量 77.31 萬輛，同比增長 2.35%，其中新能源汽車銷量同比增長 68.8%；海外出口突破 12 萬輛，同比大增 132%，市場整體表現平穩向好。
嚴守品質標準 守護用戶日常出行安全
“品質是廣汽永遠不會讓渡的底線。”馮興亞在總結中表示。在廣汽的發展中，規模增長始终以品質為底色。多年來，廣汽集團始終秉持“質量第一”理念，融合本田全面質量管理（TQM）、豐田精益生產方式（TPS）與嶺南文化，構建了以“融合創新”為中心的質量管理模式。一切的落腳點，都是造出讓用戶開得放心、用得省心、坐得舒心的好車。
廣汽發展歷程重要節點見證者講述廣汽與品質同行的故事
廣汽造型設計團隊講述設計創新歷程
廣汽埃安智能生態工廠
從研發端到製造端，廣汽建立了全鏈條嚴苛的品質管控體系：每款新車上市前均需經過高寒、高溫、高原、高濕、高腐、山區、沙塵等“五高一山一塵”極端環境測試，完成“兩冬一夏”實地路試；借助試驗場、實驗室覆蓋整車 12 個大項、1500 餘項驗證子項，實現體系化品質校驗；廣汽埃安智能生態工廠作為“新能源汽車燈塔工廠”，以數字化智慧製造體系保障量產品質穩定。
廣汽星靈安全守護體系
在核心安全技術層面，星靈安全守護體系構建四大防護維度，八大關鍵系統採用雙冗餘設計，已守護近 200 萬用戶，規避 628 萬次潛在出行風險；彈匣電池累計裝車 150 萬輛，安全行駛里程超 1600 億公里；服務端同步加碼保障，廣汽推出“三擔責”政策，針對用戶關注的電池與智能駕駛輔助問題主動兜底，打消用戶用車顧慮，層層安全保障築牢品牌口碑。
圍繞用戶需求 打造全週期貼心服務
“用戶在意的，我們放在心上；用戶期盼的，我們全力以赴。”馮興亞表示，這份以用戶為中心的理念，早已深深融入廣汽集團的發展基因。多年來，廣汽集團始終秉持“人為本、信為道、創為先”的企業理念，其中“人為本”的核心要義，正是以用戶為本。
廣汽“用戶全開麥”活動現場
一方面，為直面問題、傾聽用戶心聲，廣汽常態化舉辦用戶全開麥活動，把用戶請到“家裡”，面對面交流。同時，建立全流程閉環管理機制，確保每一條建議都能得到妥善處理，共性問題第一時間面向全量用戶優化。
此外，廣汽成立專屬用戶洞察部門、推進問題從發現到解決的全流程變革，從組織機制上保障用戶訴求件件有回應、事事有著落。
另一方面，服務網絡同步加速滲透。在渠道端，推進服務網絡下沉縣域，年內計劃新增建設 1000 家縣域授權門店；在響應端，上線“超級管家”服務，實現 5 秒響應、2 小時訴求辦結，保障用戶訴求直達快辦。在補能端，建設"9 縱 10 橫”補能網絡，已覆蓋全國 31 個省份 213 個城市，核心城區實現“直線 1 公里必有站”，自營充電樁數量超 2.7 萬根，其中超充樁突破 2 萬根，為新能源車主提供便捷的補能服務。
廣汽集團 3000 萬輛下線·煥新感恩季正式啟動
本次感恩活動的核心主旨正是向 3000 萬用戶的長期支持致以誠摯回饋與感謝。活動現場，馮興亞宣布，即日起，廣汽正式啟動“廣汽集團 3000 萬輛下線·煥新感恩季”，廣汽本田、廣汽豐田、廣汽傳祺、廣汽埃安、廣汽昊鉑和啟境汽車六大乘用車品牌，將圍繞新購、置換到增購等分別推出特色政策，回饋每一份的陪伴與支持。
深耕技術研發 用實用科技改善出行體驗
以 3000 萬為新的起點，廣汽將以創新驅動，邁向電動化與智能化的新征途，讓前沿科技真正轉化為用戶可感知的安心與便捷。
在動力領域，企業自研的星源動力，覆蓋星源增程、星源插混和星源超級雙擎三大技術，將搭載更多車型量產。每一款產品都需經過 10 萬小時台架和整車驗證，等效里程超過 1000 萬公里，確保在全場景、全地域下性能穩定。
廣汽星源動力讓用戶選擇“不再就就”
在“三電”領域，廣汽持續攻堅電池超快充、低溫續航等行業痛點，已建成全固態電池中試產線，打造極致能耗技術，量產的夸克電驅電機最高效率突破 99%。
在智能網聯領域，超級大腦星靈架構持續進化，打通智能駕駛輔助、智能座艙、動力、底盤、車身、車聯網六大系統，實現“一個大腦統一指揮”，綜合性能提升 40%；星河智艙實現端雲一體，讓車成為真正“會思考、懂人心”的夥伴。廣汽還將和華為、寧德時代、滴滴、騰訊、阿里等頂尖夥伴並肩作戰，共建更強大的 AI 智能生態。
截至目前，廣汽集團累計研發投入超 620 億元，全球研發團隊超 6800 人。持續的技術投入，正推動廣汽的產品從代步工具向智能出行夥伴、移動智慧空間、綠色能源生態進化。
面向未來，廣汽將持續以用戶需求為錨點，以品質為根基，以科技創新為核心驅動，以全球化佈局為發展路徑，加速向生態型科技廣汽進階，與更多用戶並肩同行、彼此成就，共同奔赴更智能、更綠色、更廣闊的未來。
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