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"Untuk menyelamatkan Nezha, masih bergantung pada Taiyi Zhenren." Apabila berita bahawa Zhejiang Taiyi Shenglian Enterprise Management Partnership merancang untuk melabur 3 bilion yuan untuk memegang induk Nezha Auto, Hozon New Energy, sindiran ini dengan cepat tersebar dalam industri kereta. Nama itu memang kebetulan seolah-olah ditulis dalam skrip — Taiyi Zhenren menyelamatkan Nezha, mitos menjadi realiti.
Tetapi mitos adalah mitos, perniagaan adalah perniagaan. Angka 3 bilion ini di hadapan hutang Nezha, sebenarnya tidak boleh dianggap sebagai jumlah besar. Jumlah tuntutan hutang yang diisytiharkan oleh kreditur Hozon New Energy melebihi 26 bilion yuan. Dalam pelaburan 3 bilion, hanya 1.167 bilion digunakan untuk melunaskan hutang dan kos kebangkrutan, baki 1.833 bilion digunakan untuk menambah modal kerja. Seperti seorang debitur yang mendakwa hutang 2.6 juta, ada orang mengeluarkan dana 300,000 untuk terlibat dalam restrukturisasi, hutang baki yang besar masih perlu ditangani sendiri.
Jadi timbul persoalan: Sebuah syarikat kereta yang berhenti produksi selama hampir dua tahun, rugi terkumpul 18.3 bilion dalam tiga tahun, bahkan tidak boleh mengeluarkan gaji, atas dasar apa ia masih boleh memaksa modal mengeluarkan 3 bilion?
Apa sebenarnya yang dibeli dengan 3 bilion?
Pertama sekali, lihat badan penggerak transaksi ini, Zhejiang Taiyi Shenglian ditubuhkan pada April 2026, khas untuk restrukturisasi kali ini, di bawah kendali sebenar adalah Ye Ji, Presiden Shanzi Gaoke. Mengikut pengumuman pendedahan terkini, Shanzi Gaoke dan Taiyi Shenglian tidak wujud hubungan kawalan ekuiti, syarikat tersenarai tidak terlibat secara langsung atau tidak langsung dalam pelaburan restrukturisasi Nezha Auto kali ini, tidak digabungkan dalam laporan kewangan, untung rugi dan risiko restrukturisasi tidak akan dimasukkan ke dalam laporan syarikat tersenarai; pelaburan ini masih dalam peringkat niat, akhirnya boleh dilaksana atau tidak bergantung pada undian kreditur dan keputusan mahkamah. Dengan kata lain, penyertaan kali ini adalah Ye Ji beroperasi secara bebas bergantung pada platform di luar, sejak awal sudah menyiapkan pengasingan risiko.
Sebenarnya, Ye Ji sudah lama meletakkan perancangan dalam bidang pembinaan kereta. Tahun 2023, Shanzi Gaoke membeli Xingtai Longgang, mendapat kelayakan pengeluaran kereta lengkap Hebei Hongxing Auto, dan pada Julai 2024 melancarkan model pengeluaran massal. Tetapi produk laluan pembinaan kereta ini tertumpu pada kereta logistik dan pasaran eksport, tidak melibatkan pasaran kenderaan penumpang utama. Bagi Ye Ji yang ingin membanjir kereta berskala, di tangan sentiasa kurang sekeping "tiket masuk" kenderaan penumpang yang lengkap.
Di dalam pasaran, objek yang boleh mengisi kekurangan ini amat jarang, manakala Nezha Auto memang memegang "tiket" ini. Hozon New Energy pada 2017 dan 2018 masing-masing mendapat kelayakan kemasukan pembinaan kereta berganda dari Jawatankuasa Pembangunan Negara dan Kementerian Industri, iaitu "Ganda Kelayakan" pembinaan kereta tenaga baru yang jarang dalam industri. Tahun 2023, Kementerian Industri memperketat peraturan pembuatan kontrak, menuntut kedua-dua pihak kerjasama pembuatan mesti memiliki kelayakan pengeluaran, secara sepenuhnya menaikkan ambang kemasukan industri. Sampai hari ini, permohonan kelayakan pembinaan kereta baharu hampir mustahil direalisasikan, jika ingin masuk, hanya boleh melalui membeli subjek kelayakan yang sedia ada untuk masuk melalui laluan pintas.
Taiyi Shenglian juga menulis dengan terang dalam draf restrukturisasi: "Pengurusan mempunyai pengalaman operasi industri kereta dan kebangkrutan yang kaya", sasaran utama pelaburan kali ini adalah "menjaga 'Ganda Kelayakan Pembinaan Kereta'". Pengurus Hozon New Energy semasa menarik pihak amanah juga menekankan hal ini, jika tidak boleh mengekalkan ganda kelayakan, Nezha akan kehilangan kunci menarik pelaburan.
Selain kelayakan, Nezha juga meninggalkan tiga buah kilang dan satu set pengenalan jenama. Kilang Zhejiang Tongxiang 350 Mu, kilang Jiangxi Yichun dan Guangxi Nanning, kapasiti pengeluaran tahunan reka bentuk mencapai 300,000 unit. Dari jenama, Nezha pada 2022 pernah menjadi juara jualan kekuatan baharu dengan jumlah serahan 152,000 unit, terkumpul mempunyai lebih 440,000 pemilik global. Aset-aset ini jika dikeluarkan berasingan nilainya terhad, tetapi jika dikemaskini bersama, bagi syarikat yang ingin pantas masuk ke laluan tenaga baru, memang jalan pintas menjimatkan masa.
Sudah tentu, modal melihat peluang masuk, situasi kreditur tidak seterang itu. Hutang biasa Hozon New Energy kira-kira 11.7 bilion yuan, melibatkan lebih 1,600 rumah, bahagian di bawah 800,000 yuan kadar pelunasan kira-kira 12%, bahagian melebihi 800,000 yuan secara langsung melaksanakan penukaran hutang kepada ekuiti. Hutang terutama kira-kira 2.2 bilion yuan, tiga tahun pertama hanya bayar faedah, tahun keempat barulah mulakan bayar pokok. Kerugian modal negara tempatan lebih berat, platform modal negara Yichun hampir 2 bilion yuan pelaburan ekuiti, syarikat negara tempatan 300 juta yuan pelaburan infrastruktur, dalam rancangan restrukturisasi kali ini hampir mustahil untuk dipulihkan.
Kerana struktur kepentingan yang tidak seimbang dalam transaksi ini, pasaran mengekalkan sikap rasional terhadap kelahiran semula Nezha. Ada kreditur menilai: Peluang melalui pelan restrukturisasi kali ini sangat besar, tetapi sama ada Nezha Auto benar-benar boleh memulakan semula pengeluaran massal, masih perlu diperhatikan.
Hakikat "Alian Penghidupan Semula"
Nezha bukan pertama kali cuba "hidup semula" berdasarkan modal. Dua tahun lepas, WM Motor dan High Alpha masing-masing masuk ke kebangkrutan dan restrukturisasi, tiga laluan masing-masing berbeza, tetapi logik asas mempunyai persamaan.
WM Motor mengikut model penyertaan kerajaan tempatan, ditambah modal industri. April 2025, mahkamah meluluskan pelan restrukturisasi WM Motor, Shenzhen Xiangfei Auto menjadi pemegang saham baharu, janji melabur lebih 10 bilion yuan, rancang memulakan semula EX5 dan E5 pengeluaran massal di pangkalan Wenzhou. Xiangfei ketika itu mengeluarkan pelan pembangunan yang agak besar, sasaran cabar pengeluaran 1 Juta unit setahun, pendapatan 120 bilion yuan pada tahun 2030. Tetapi sehingga akhir 2025, WM Motor belum menerima pemulihan pengeluaran berskala.
High Alpha memilih memasukkan modal luar negara, mengikat kapasiti sedia ada tempatan. Mei 2025, syarikat kenderaan elektrik Lebanon EV Electra ditubuhkan syarikat baru modal disuntik USD 143 Juta, memegang 69.8% saham. Pihak modal melihat kapasiti sedia ada kilang Yancheng, kelayakan pembinaan kereta, dan potensi premium eksport jenama High Alpha di pasaran Timur Tengah dan Eropah. Namun pada awal 2026, dana susulan yang dijanjikan EV Electra tidak sampai mengikut jadual, pangkalan Yancheng juga tidak memulakan semula pekerjaan berskala besar.
Menyusun tiga kes ini, boleh nampak satu arahan bersama: Dalam perancangan pelan restrukturisasi, syarikat tidak lagi memberi keutamaan untuk bersaing di pasaran dalam negara, tetapi menumpukan pandangan ke pasaran luar negara atau kawasan. Pelan peringkat pertama restrukturisasi Nezha kali ini, memulakan semula Nezha X berorientasikan luar negara, sasaran penjualan tahunan 10,000 unit.
Tetapi inilah satu lagi masalah. Thailand pernah menjadi pasaran Nezha keluar luar negara paling berkesan, pada 2024 penjualan di sana sepanjang tahun 7,969 unit, menduduki tempat ketiga jenama global pasaran tenaga baru Thailand. Namun seiring induk dalam negara terjebak dalam krisis hutang, pengedar di Thailand menyusut dari lebih 60 buah kepada kira-kira 20 buah, keupayaan selepas jualan turun mendadak, Kementerian Kewangan Thailand malah merancang melalui saluran undang-undang menuntut Nezha anak syarikat Thailand, menuntut subsidi lebih 2 bilion Baht yang dibekalkan sejak 2022.
Namun, dalam "kisah kehidupan semula" Nezha, watak paling halus sebenarnya adalah modal negara tempatan. Mereka pernah menjadi sumber dana utama dalam fasa pengembangan Nezha, dan dalam rancangan restrukturisasi sekarang, kebanyakan pelaburan awal sukar untuk dipulihkan. Taiyi Shenglian melabur 3 bilion yuan, menukar kira-kira 70.62% ekuiti, hak pemegang saham asal dicairkan besar-besaran, nilai hampir sifar. Modal baru menanggung aset kelayakan pembinaan kereta dan kapasiti yang lengkap dengan kos rendah, manakala kerugian dan kos tenggelam terkumpul selama beberapa tahun lalu, terutama ditanggung oleh pelabur asal dan kreditur.
Satu butiran yang patut diperhatikan ialah Ye Ji bukan pertama kali cuba menguasai Nezha. Jun 2025, pihak Shanzi Gaoke dikukuhkan sebagai pelabur strategik niat, September tahun sama menjadi satu-satunya pihak restrukturisasi niat yang sah, ketika itu dilepaskan pelan restrukturisasi 4.5 bilion yuan. Tetapi kerana draf pelan restrukturisasi asal gagal dihantar mengikut tempoh, mahkamah Tongxiang memutuskan menghentikan prosedur restrukturisasi asal, Hozon New Energy sekali masuk ke pembersihan kebangkrutan, pelan 4.5 bilion ini terbatal begitu sahaja. Pelan 3 bilion sekarang ini, berbanding dulu mengecilkan sepertiga, sudah ada kreditor secara terbuka menyatakan ketidakpuasan, menganggap kadar pelunasan hutang pelan ini terlalu rendah.
Dari rancangan awal oleh subjek berkaitan Shanzi Gaoke mendaftar, hingga tawaran dikompres dari 4.5 bilion ke 3 bilion, kemudian beralih ke pengurusan SPV luar badan Pengerusi Ye Ji, strategi Ye Ji sedang disesuaikan, tetapi sasaran untuk mendapatkan kelayakan dan kapasiti kenderaan penumpang lengkap tidak berubah. Apabila kelayakan pembinaan kereta menjadi aset yang boleh dinilai secara berasingan, diperdagangkan, apabila dana industri tempatan melabur selama beberapa tahun, akhirnya hanya boleh dapat kadar pelunasan hutang 12%. "Kehidupan semula" yang disebut ini, adakah jenama yang hidup semula, atau lesen yang dilekatkan label semula, mungkin pihak terlibat yang berlainan mempunyai jawapan yang berlainan dalam hati.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Honda CR-V dan Chery Tiggo 8 Pro semasa memilih kereta. Kedua-dua kereta ini mempunyai harga dan penestreran yang agak hampir, hari ini kita akan membuat perbandingan terperinci dari pelbagai aspek untuk membantu anda menjimatkan masa membuat kajian.
Harga OTR Honda CR-V di Malaysia ialah RM 178,200 - 195,900, dengan jumlah 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.
Harga OTR Chery Tiggo 8 Pro di Malaysia ialah RM 159,750 - 159,750, dengan jumlah 2 varian, termasuk 1.6L Turbo Standard (RM 130,000), 1.6L Turbo Premium (RM 145,000) dan lain-lain.
Dari segi harga, harga permulaan Chery Tiggo 8 Pro adalah RM 18,450 lebih murah daripada Honda CR-V. Jujur katakan, pada julat harga ini, perbezaan beberapa ribu ringgit sebenarnya tidak besar, yang penting adalah nilai keseluruhan dan kos penggunaan jangka panjang.
Penilaian keselamatan Honda CR-V ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Honda SENSING (ACC, CMBS, LKAS, RDM).
Penilaian keselamatan Chery Tiggo 8 Pro ialah TBD, sistem keselamatan aktif termasuk Asas.
Dari segi peralatan keselamatan, kedua-dua kereta telah mendapat penilaian yang baik. Walau bagaimanapun, Honda SENSING (ACC, CMBS, LKAS, RDM) pada Honda CR-V dan Basic pada Chery Tiggo 8 Pro mempunyai perbezaan dari segi fungsi, jika anda lebih mempedulikan keselamatan aktif, anda boleh membandingkan senarai fungsi kedua-duanya dengan teliti.
Honda CR-V menggunakan cara pemacu FWD.
Chery Tiggo 8 Pro menggunakan cara pemacu FWD.
Cara pemacu kedua-dua kereta adalah sama, iaitu FWD, pengalaman memandu harian tidak akan terlalu berbeza.
Honda CR-V waranti 5 tahun / tanpa had kilometer, selang servis setiap 10,000km atau 6 bulan.
Chery Tiggo 8 Pro waranti 3 tahun / 100,000km, selang servis setiap 10,000km atau 6 bulan.
Honda CR-V dan Chery Tiggo 8 Pro adalah pilihan utama dalam pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mempedulikan reputasi jenama dan harga kedua, anda boleh mengutamakan model yang mempunyai reputasi lebih baik; jika anda lebih mempedulikan nisbah harga dan kelengkapan, maka pilih model yang lebih kaya dengan konfigurasi. Akhir sekali disarankan untuk melihat kedua-dua model untuk ujian memandu, pengalaman langsung adalah yang paling penting.
Secara keseluruhan, Honda CR-V dan Chery Tiggo 8 Pro adalah model yang sangat baik di pasaran Malaysia. Mempilih yang mana, kunci utamanya masih bergantung pada keperluan dan bajet peribadi anda. Disarankan untuk membuat kajian, membandingkan beberapa kutipan harga dari dealer kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa membuat kajian adalah pasti tidak salah.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿本田 CR-V 同奇瑞 Tiggo 9 嚟做比較。這兩款車喺價位同定位上都蠻接近嘅，今日我就從多個方面做一個詳細嘅對比，幫你省下做功課嘅時間。
本田 CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，一共有 4 個版本，包括 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） 等。
奇瑞 Tiggo 9 喺馬來西亞嘅 OTR 售價係 RM 166,800 - 179,800，一共有 1 個版本，包括 2026 2.0T Standard（RM 179,750） 等。
睇返價錢，奇瑞 Tiggo 9 嘅起步價比本田 CR-V 平咗 RM 11,400。老實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
本田 CR-V 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
奇瑞 Tiggo 9 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
兩款車用嘅係同一套動力系統，日常開嚟嘅感受基本冇差別。油耗方面都差不多，唔使太糾結呢一點。
本田 CR-V 車身長 4500 mm，行李箱 450 L。
奇瑞 Tiggo 9 車身長 4400 mm，行李箱 400 L。
空間方面，本田 CR-V 嘅車身比奇瑞 Tiggo 9 長咗 100 mm，車內乘坐空間會稍微寬裕啲，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大啲嘅車身確實更實用。
本田 CR-V 採用 FWD 驅動方式。
奇瑞 Tiggo 9 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
本田 CR-V 保修 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。
奇瑞 Tiggo 9 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，本田 CR-V 同奇瑞 Tiggo 9 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Honda CR-V 同 Chery Tiggo 7 PHEV 做比較。呢兩款車喺價位同定位上都幾接近嘅，今日我哋就從多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
Honda CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，總共 4 個版本，包括 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） 等。
Chery Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，總共 2 個版本，包括 2025 1.5T 90km CSH（RM 129,750）、Tiggo 7 PHEV 支援邊種充電方法？佢可以用家用電源插座充電咩？（RM 117,478） 等。
從價錢嚟睇，Chery Tiggo 7 PHEV 嘅起步價比 Honda CR-V 平咗 RM 48,450。老實講，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
Honda CR-V 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
Chery Tiggo 7 PHEV 搭載 Hybrid，馬力 170 hp。官方油耗 4.5 L/100km。
動力方面，Chery Tiggo 7 PHEV 嘅 Hybrid 比 Honda CR-V 嘅 2.0L 4-cyl 多咗 0 匹馬力。唔過日常喺市區開，兩款車嘅動力都夠用，唔會覺得唔夠力。
Honda CR-V 車身長 4500 mm，後備箱 450 L。
Chery Tiggo 7 PHEV 車身長 4400 mm，後備箱 400 L。
空間方面，Honda CR-V 嘅車身比 Chery Tiggo 7 PHEV 長咗 100 mm，車內乘坐空間會稍微寬裕少少，尤其係後座腿部空間。如果你經常載家人或者需要放嬰兒車，大少少嘅車身確實更實用。
Honda CR-V 同 Chery Tiggo 7 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更看重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先最重要。
總括嚟講，Honda CR-V 同 Chery Tiggo 7 PHEV 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係睇你嘅個人需求同預算。希望大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花點時間做功課絕對無錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Honda CR-V 同 Chery Tiggo 7 PHEV 嚟做比較。呢兩款車喺價位同定位上都幾咁接近，今日我哋就從多個方面做一個詳細嘅比較，幫你省做做功課嘅時間。
Honda CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，一共有 4 個版本，包括 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） 等。
Chery Tiggo 7 PHEV 喺馬來西亞嘅 OTR 售價係 RM 129,750 - 129,750，一共有 2 個版本，包括 2025 1.5T 90km CSH（RM 129,750）、Tiggo 7 PHEV 支持邊種充電方式？可以喺家用電源插座充電嗎？（RM 117,478）等。
睇返價錢，Chery Tiggo 7 PHEV 嘅起價比 Honda CR-V 平咗 RM 48,450。講句老實話，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同埋長期使用成本。
Honda CR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING (ACC, CMBS, LKAS, RDM)。
Chery Tiggo 7 PHEV 嘅安全評級係 TBD，主動安全系統包括 Basic。
安全配備方面，兩款車都拿到唔錯嘅評級。不過 Honda CR-V 嘅 Honda SENSING (ACC, CMBS, LKAS, RDM) 同 Chery Tiggo 7 PHEV 嘅 Basic 喺功能上有啲差異，如果你比較看重主動安全嘅話，可以仔細對比下兩者嘅功能列表。
Honda CR-V 保修 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。
Chery Tiggo 7 PHEV 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
Honda CR-V 同 Chery Tiggo 7 PHEV 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同埋二手價，可以優先考慮口碑更好嗰一款；如果你更在乎性價比同配備，咁就揀配置更豐富嗰款。最後仲係建議兩款都去試駕，親身體驗先係最重要嘅。
總括嚟講，Honda CR-V 同 Chery Tiggo 7 PHEV 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係睇返你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
In the Malaysian SUV market, many buyers compare the Honda CR-V and Chery Tiggo 8 when choosing a car. These two cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
The OTR price for the Honda CR-V in Malaysia is RM 178,200 - 195,900, with a total of 4 versions, including 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), etc.
The OTR price for the Chery Tiggo 8 in Malaysia is RM 129,750 - 129,750, with a total of 1 version, including 2026 1.6T Standard (RM 129,750), etc.
Looking at the price, the starting price of the Chery Tiggo 8 is RM 48,450 cheaper than the Honda CR-V. To be honest, in this price range, the difference of a few thousand is not actually that big, the key is to look at the overall cost-performance ratio and long-term usage costs.
Honda CR-V uses FWD drive mode.
Chery Tiggo 8 uses FWD drive mode.
Both cars have the same drive mode, both are FWD, so there won't be a big difference in daily driving experience.
Honda CR-V warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
Chery Tiggo 8 warranty 3 years/100,000km, maintenance interval every 10,000km or 6 months.
Both the Honda CR-V and Chery Tiggo 8 are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about cost-performance and features, then choose the one with richer configuration. Ultimately, it is recommended to test drive both, and personal experience is the most important.
In general, the Honda CR-V and Chery Tiggo 8 are both very good models in the Malaysian market. Choosing which one depends on your personal needs and budget. It is recommended to do your homework, compare quotes from several car dealers, and then test drive to make a final decision. Buying a car is a big matter, spending time doing homework will never be wrong.
撰文 | 張霖郁
編輯 | 黃大路
設計 | 甄尤美
很多全球車企，在中國和在世界其他地方是兩種現狀。
比如雷諾，一個在中國已失去存在感的品牌，在欧洲却像吉利之于中国，正勃勃生機。
再比如現代、起亞，已多年在中國直不起腰來，但在美國、歐洲乃至其他市場，長期是當地消費者購車的重要選擇之一。
現代汽車集團在中國被低估，但這也與它自身戰略以及大環境有關。今天的中國車企紛紛出海，現代起亞或是一個值得研究的樣本。
現代、起亞和捷尼賽思面向不同消費者，保留各自的產品與品牌表達，同時共享集團的平台、研發、採購和製造資源。
根據兩家公司 2026 年 7 月 1 日發布的銷售公告，上半年，現代汽車公司包含捷尼賽思在內，全球銷量約 196.6 萬輛；起亞約 163.1 萬輛，兩者合計約 359.7 萬輛。其中，現代汽車公司銷量同比下降 4.9%，起亞增長 2.7%，創下其上半年銷量紀錄。
同期，現代汽車公司韓國銷量約 31.7 萬輛，起亞約 29.6 萬輛。韓國本土為集團提供了穩定的業務基礎，但更大的銷量來自海外。
現代和起亞在美國分別經營產品與渠道，在歐洲通過捷克、土耳其和斯洛伐克等製造基地供貨，在印度也各自建立了本地生產體系。兩個品牌共享集團的技術與採購資源，同時面對不同的用戶展開競爭。
我們在中國看到的現代起亞，顯然不足以代表這個集團的全貌。但全球規模也沒有讓兩家公司擺脫利潤壓力。
2026 年第二季度，現代汽車公司收入 49.22 萬億韓元，同比增長 1.9%；營業利潤 2.85 萬億韓元，同比下降 20.8%，營業利潤率 5.8%。起亞同期收入 33.03 萬億韓元，同比增長 12.6%；營業利潤 2.62 萬億韓元，同比下降 4.9%，按此計算營業利潤率約 7.9%。
起亞的收入增幅和營業利潤率高於現代汽車公司，但兩家公司都面臨收入增長、營業利潤下降的情況。不同品牌、不同產品組合，在同一個集團內部呈現出不同的經營結果。
全球佈局讓現代起亞擁有多個市場支點，卻沒有消除成本、產品和競爭帶來的壓力。
它們在中國沒有發展好，並不妨礙研究它們怎樣建立全球業務、如何在全球取得成功。但同時，這套體系也面臨著新汽車時代的挑戰。
現代起亞出海
現代出海的起因，首先是韓國市場太小。
中國車企只要把本土市場做好，就可能達到數百萬輛規模，並依靠中國供應鏈完成一輪又一輪技術迭代。現代沒有這樣的條件。
1967 年成立，1968 年開始生產福特 Cortina，1976 年把 Pony 出口到厄瓜多爾，1986 年讓 Excel 進入美國。它在學習造車的同時，就必須尋找海外買家。
對於後發工業汽車，平台、模具、研發和工廠都是需要規模分攤的投入。韓國本土需求決定了，現代如果想成為大型汽車企業，就不能等到所有能力成熟後才考慮海外。
全球市場從很早開始，就是它建立工業能力時必須面對的約束。
這使中韓車企的成長條件有所不同。
中國企業可以依托龐大的國內市場完善產品、積累規模，再擴大海外業務。現代則更早需要學習怎樣進入別人的市場，理解別人的價格承受能力、審美、道路和消費習慣。這種差異並不決定誰更先進，卻影響了企業後來怎樣分配資源和權力。
現代最初同樣依賴低價。但美國市場很快讓它明白，低價能夠帶來第一次購買，質量和服務才能帶來第二次。
1998 年，現代汽車美國公司為 1999 年款新車推出包括 10 年或 10 萬英里動力總成有限保修在內的保障方案。這是一次建立信用的具體行動。
在保修條款覆蓋的範圍內，它把消費者擔心的部分可靠性風險轉回廠家，也要求製造、維修和質量管理跟上。一個陌生品牌能否站住腳，需要讓消費者相信，買車之後發生的問題仍然有人負責。
1998 年收購起亞，是現代建立今天這套全球體系的另一個重要節點。兩個品牌逐漸擴大平台和採購的共享，同時保留各自的設計與市場表達。
2005 年，現代阿拉巴馬工廠投產，起亞隨後在佐治亞州建立生產基地。現代、起亞由進口品牌逐漸成為當地僱主、採購方和投資者，與供應商、經銷商及地方政府建立長期關係。
現代的 Palisade、起亞的 Telluride 等大型 SUV 回應了家庭出行需求，混動車型回應使用成本，捷尼賽思則承擔品牌向上的任務。兩個大眾品牌加上豪華品牌，讓集團能夠在不同價格和需求之間展開競爭。
美國的現代起亞，不只是韓國車型增加幾個配置。當地需求進入了產品定義，購車金融、租賃和服務則進入了消費者的日常生活。
印度走的是另一條路。
現代 1996 年設立印度業務，1998 年推出 Santro 並展開本地生產，從小型車逐步擴展至緊湊型 SUV。價格、空間、油耗和維修便利性，構成了當地家庭更現實的購車判斷。
起亞後來進入印度，通過當地生產和 SUV、MPV 等產品建立業務。兩個品牌在同一個市場形成不同的產品組合，也讓印度在集團全球佈局中的分量進一步增加。
現代印度在 2026 年 2 月的業績交流中披露，本地化水平已達到 84%。隨著當地採購與製造能力不斷深化，印度同時承擔銷售市場、製造基地和區域出口中心的角色，向中東、非洲、中南美及亞太其他市場供貨。
歐洲又有不同的要求。
現代建立當地研發能力，通過捷克和土耳其工廠供貨，起亞在斯洛伐克形成製造支點。車身形式、駕駛感受、安全和排放要求，需要在開發階段解決。消費者熟悉的渠道、維修和配件供應，則決定產品上市後能否持續經營。
巴西的本地化甚至直接進入動力系統。
2012 年投產的現代巴西工廠和面向當地開發的 HB20，需要適應乙醇燃料體系、購買力與使用環境。中東和非洲更多依靠分銷夥伴建立覆蓋，再根據需求和政策深化組裝、採購。亞太市場對多人出行的需求，則為 MPV 和 SUV 提供了不同於歐洲的產品空間。
這些市場沒有被現代起亞當成同一套車型的不同銷售地址。
韓國本土提供研發、平台和製造基礎，各地區形成自己的產品組合、供應鏈和經營關係。集團共享資源，品牌分別面對消費者，地區業務則處理當地需求。
現代起亞完成變化，是不同市場逐漸進入企業內部，參與決定這家集團生產什麼、怎樣生產，以及怎樣服務用戶。
被低估的設計
設計在其中的作用，往往被性價比的印象遮住。
過去人們談韓國車，首先想到性價比。
今天，現代 IONIQ 5 的像素燈、起亞 EV9 的幾何輪廓，都在把品牌變成可識別的產品語言。現代起亞吸收全球設計人才，也逐步形成自己的表達。韓國消費電子、家居、零售和文化產業面向全球消費者的經歷，也為理解這種審美表達提供了背景。
對於汽車，文化可以體現於比例、材質、色彩、空間和介面中，並不需要每次都變成一個顯眼的傳統符號。現代起亞值得研究的地方，是怎樣讓不同文化背景的人理解它們的設計，同時願意為之付費。
共享平台和技术之後，兩個品牌仍然需要保留各自的面貌。技術協同能夠分攤成本，設計與產品定位則需要給消費者不同的選擇理由。
當電池、電機、芯片和螢幕越來越容易獲得，產品差異不會自然消失，但只依靠配置表建立優勢會越來越難。設計、易用性與整體體驗，將影響品牌能否擺脫價格競爭。
當然，現代起亞並沒有發明全球化。豐田更早完成了這條路上的許多工作。
1984 年，豐田與通用成立 NUMMI，即新聯合汽車製造公司，積累在美國組織生產和處理勞動關係的經驗，再擴大自己的製造體系。2004 年開始投放車型的 IMV，即創新型國際多用途汽車項目，則把泰國、印尼、南非、阿根廷等基地納入共同平台和跨國分工，讓一個國家的工廠服務多個市場。
豐田建立優勢，是可靠性、生產管理、維修網絡和長期使用成本。現代起亞作為更晚的進入者，需要一邊補品質，一邊通過設計、配置和價格組合縮小品牌差距。
它們都重視本地經營，現代起亞的經歷則更接近中國車企今天正面對的處境：產品已有競爭力，消費者為什麼仍然不願意換品牌？
這也是對比奇瑞、吉利和比亞迪時，這個樣本最有價值的地方。
奇瑞較早進入新興市場，依靠高性價比產品、當地經銷商和合作組裝擴大覆蓋，再深化製造與品牌投入。這條路徑與現代起亞有相近之處。
接下來的考驗，是把不同合作夥伴帶來的擴張速度，轉化為穩定的質量、備件和服務標準。國家、品牌和車型越多，渠道管理的難度越高。
吉利更多借助資本入股或收購以及技術合作。
沃爾沃以及與雷諾在巴西的合作，帶來了不同形式的品牌、研發、工廠和區域關係，也讓中國技術進入已有的全球網絡。它需要解決的，是品牌自治與平台共享怎樣相處，以及複雜的股權和合作關係能否真正提高效率。
比亞迪則依靠電池、電驅、整車和插混技術之間的協同，把中國市場形成的規模與成本優勢推向海外。
泰國工廠把當地銷售與區域出口放在一起，已體現了生產網絡的思路。接下來的考驗，是海外建廠、本地採購和渠道服務增加投入之後，比亞迪還能保持多大的成本優勢，以及能否把產品競爭力轉化為經銷商的利潤和用戶的長期信任。維修效率、備件供應和二手車殘值，都需要持續經營來積累。
現代起亞提供的經驗，是出海的考核最終必須落到當地經營上。汽車發進渠道之後有沒有賣給用戶，經銷商能否賺錢，備件多久到達，融資成本能否接受，比宣布進入多少個國家更能說明業務質量。
本地化也需要權力跟著責任走。
一個地區要對銷量和利潤負責，就必須能夠影響產品定義、配置、上市節奏和合作夥伴選擇。總部保留平台、質量與安全標準，當地團隊則需要有能力回應市場。
新汽車時代
中國正在改變汽車的價值結構。新能源平台、電池、智能座艙、輔助駕駛和快速更新，已形成一個高強度的創新環境。
新的功能和產品概念可以迅速進入大量車型，在真實競爭中被驗證、改進或者淘汰。
中國車企因此獲得了很高的產品體驗上限。但一輛在中國高度成熟的智能汽車，到了其他市場，未必能夠完整保留這套體驗。
地圖、賬號、音樂、支付、雲服務和 AI 應用需要重新連接；數據權限、隱私設定和主動推薦需要重新設計。一項在國內可以通過語音完成的服務，到了海外，可能沒有相應的服務商，也可能需要重新取得用戶授權。當地用戶是否需要它，同樣不能預先假定。
過去的本地化主要圍繞法規、底盤、動力和語言展開。今天，它越來越深入汽車的軟件結構和商業關係。中國數字生態整合得越深，海外遷移時需要重新開發和協調的部分，也可能越多。
中國智能化的優勢，需要通過另一套組織能力才能在海外兌現。功能增加多少，應由當地需求決定；用戶希望系統主動到什麼程度，也需要研究。不能把中國市場的高配置密度，直接等同於所有市場的高滿意度。
現代起亞長期面對多個市場，積累了處理地區差異的經驗。這種經驗可能有助於它們適應不同的數字生態。
但是否已經具備足夠好的軟件架構、開發效率和應用體驗，是另一個仍待檢驗的問題。
輔助駕駛會把難度進一步提高。
上海的非機動車、巴黎的環島、美國郊區的停車讓行，涉及不同道路環境和長期形成的駕駛習慣。在中國完成大量驗證，不意味著可以跳過海外的本地驗證。
數據能否採集、存儲在哪裡、怎樣用於訓練，也受到不同地區規則的影響。汽車平台可以盡量統一，數據閉環卻需要具備區域能力。對於中國車企，這增加了全球化成本；對於現代起亞，遍布全球的銷量也不會自動轉化為可用的輔助駕駛數據。
現代起亞在中國的失利，恰好提醒它們，過去積累的全球能力也有邊界。
北京現代曾在 2013 年突破百萬輛年銷量，起亞也曾在中国擁有遠高於今天的市場存在感。本地工廠、合資夥伴和渠道一度齊備，但當中國品牌在品質、設計、SUV 以及新能源上持續推進，韓國品牌原有的購買理由逐漸變弱。2017 年前後的外部衝擊加劇了下滑，卻不足以解釋此後的長期低迷。
製造已經本地化，技術選擇和產品投放卻仍需持續跟上中國市場的變化。當消費者開始用座艙、輔助駕駛和更新速度評價汽車，過去的燃油車信用無法自動變成新產品的吸引力。
因此，中國對現代汽車集團的意義，也不能只剩下恢復銷量。它還需要重新進入這裡的創新體系。
現代已開始引入中國夥伴的技術能力。2026 年公布的中國戰略中，包括與 Momenta 合作開發輔助駕駛系統，以及在智能座艙中引入豆包大語言模型。這些合作能否改善產品體驗，還需要量產表現與持續更新來驗證。來源：現代汽車中國戰略說明
豐田在中國車型上採用 Momenta 技術，日產和馬自達也通過中國團隊或合作夥伴推進新能源產品，都說明中國對全球車企的意義，正在從銷售市場延伸至技術和產品能力的輸入端。
現代、起亞的中國合資公司，也有了新的角色。
悅達起亞鹽城工廠已成為全球出口網絡的一部分，但製造出口只是其中一層。中國供應鏈和研發速度，還可以支持產品開發，再通過集團的法規、質量和品牌體系進入其他市場。
北京現代羿歐（ELEXIO）已經開始沿著這條路徑走向海外。這款電動 SUV 由北京現代生產，於 2025 年 10 月率先在中國市場推出，隨後進入澳大利亞市場，是現代「在中國、為中國、走向全球」戰略下的產品。
但羿歐在中國上市後銷量低迷，尚未打開局面。中國開發和製造、借助集團渠道進入海外，說明產品已經接入全球網絡；它是否具有足夠的競爭力，仍需由市場回答。
羿歐的考驗因此有兩層：在中國，它需要重新建立消費者選擇現代電動車的理由；在海外，它需要證明，經過當地適配之後，這套產品能否獲得持續銷量和合理利潤。中國市場的低迷不能直接預判海外結果，但同樣不能被海外投放的消息掩蓋。
這要求全球公司有能力判斷，哪些中國創新可以遷移，哪些需要調整，哪些只適合中國。在中國發現和驗證創新，再讓它適應不同國家的用戶，是現代汽車集團需要進一步建立的能力。
它能否完成這一步，將直接影響現代起亞怎樣應對中國車企的海外挑戰。
全球市場的新競爭
歐洲的競爭已同時落在純電、插混、價格和軟件體驗上。
現代和起亞各自的電動車產品擴展了集團的市場覆蓋，也使兩個品牌能夠以不同設計和車型爭取用戶。但擁有電動車產品，並不意味著已守住市場。中國品牌還在補生產和渠道，現代起亞則需要應對成本與體驗上的競爭。
南美和東南亞的競爭更直接。
中國車企把電池和插混優勢帶到當地，也在建設工廠、渠道和服務體系。插混尤其可能改變一些公共充電設施尚不充分的地市場：對於具備日常充電條件的消費者，不必等到公共充電網絡完全成熟，就能獲得日常電動駕駛體驗。使用成本能降低多少，則取決於當地油電價格和實際充電、行駛情況。
現代起亞需要判斷，燃油車和普通混動還能支撐多久，純電、插混和增程應以什麼速度進入。投入太慢會失去用戶，太快則可能承擔閒置產能。中東和非洲也不能籠統處理，海灣與其他市場的購買力、能源價格和基礎設施差異很大。
美國和印度提供了不同程度的緩衝。
美國的準入限制，印度的投資環境和本地產業關係，都提高了中國車企直接進入的難度。但現代起亞仍要面對豐田、美國本土企業，以及印度的馬魯蒂鈴木、塔塔和馬恆達。政策可以影響競爭發生的時間，卻不能替企業解決成本、產品和需求問題。
兩家公司的產品與投資選擇，已經體現了這種判斷。
現代汽車公司繼續擴大北美和印度產能，加強混動，並計劃從 2027 年上半年開始推出首批增程車型。起亞則在擴展純電、混動產品之外，把 PBV 專用車輛業務作為新的增長方向。集團的共同技術基礎，正在被用於不同品牌、不同市場的產品安排。來源：現代汽車 2026 年投資者日公告、起亞 2026 年投資者日公告
真正困難的是，多條技術路線都需要錢，也都需要組織承接。
燃油、混動、純電和增程同時投入，新舊工廠需要協調，軟件、自動駕駛和機器人又在爭取研發資源。集團正在推進 Pleos 座艙和軟件定義汽車，隨著相關系統進入量產，開發、驗證及持續更新的效率將接受實際使用的檢驗。
過去幫助它建立全球規模的流程，在新競爭中也可能增加時間和成本。地區業務越多，統一架構越重要；市場差異越大，當地自主權也越重要。兩者之間怎樣分工，是全球汽車公司今後必須反複調整的事情。
現代汽車公司為 2030 年設定了 555 萬輛銷量和超過 9% 的營業利潤率目標；起亞設定了 413 萬輛銷量和 10% 的營業利潤率目標。兩家公司的銷量目標合計約 968 萬輛，實現這些目標需要同時改善產品結構、成本和產能利用率。來源：現代汽車目標、起亞目標
如果中國競爭者不斷提高性價比，而現代起亞只能增加折扣，規模目標與利潤目標就會彼此牽制。共享技術和採購可以分攤投入，但不能替代每個品牌在當地市場建立購買理由。
現代起亞過去已證明，它們善於吸收外部能力，並把這些能力放進自己的全球體系。下一步，它們還需要證明自己能否更快創造新的產品體驗。中國車企的任務則是，讓已經形成的創新能力，在不同法規、文化和數字生態中繼續成立。
因此，現代汽車集團最值得中國車企學習的，是怎樣讓一家從本土成長起來的企業，在許多國家持續經營，讓當地用戶願意購買、長期使用，再次選擇它。這種能力要落實到產品、工廠、供應商、渠道和每一次售後服務中。
而中國給它出的新考題是，當汽車的技術和體驗標準越來越多地在中国形成，它能否把這些變化及時帶入全球體系。
現代起亞已經證明了怎樣成為一家全球車企，接下來還要證明，怎樣在汽車被重新定義之後，繼續做好這家集團。
Dalam pasaran SUV di Malaysia, ramai pembeli semasa memilih kereta akan membandingkan Honda CR-V dan Chery Tiggo 7 Pro.
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.
Harga OTR Chery Tiggo 7 Pro di Malaysia ialah 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 Chery Tiggo 7 Pro lebih murah RM 54,450 berbanding Honda CR-V. Jujur mengatakan, pada julat harga ini, perbezaan beberapa ribu sebenarnya tidak besar, penting utama adalah melihat keseluruhan nilai kos dan kos penggunaan jangka panjang.
Penarafan keselamatan Honda CR-V adalah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Honda SENSING (ACC, CMBS, LKAS, RDM).
Penarafan keselamatan Chery Tiggo 7 Pro adalah TBD, sistem keselamatan aktif termasuk Basic.
Dari segi kelengkapan keselamatan, kedua-dua kereta mendapat penarafan yang baik. Walau bagaimanapun, Honda SENSING (ACC, CMBS, LKAS, RDM) Honda CR-V dan Basic Chery Tiggo 7 Pro mempunyai perbezaan dari segi fungsi, jika anda lebih mengutamakan keselamatan aktif, anda boleh bandingkan senarai fungsi keduanya dengan teliti.
Honda CR-V Jaminan 5 tahun / Jarak Tanpa Had, Selang Servis setiap 10,000km atau 6 bulan.
Chery Tiggo 7 Pro Jaminan 3 tahun/100,000km, Selang Servis setiap 10,000km atau 6 bulan.
Honda CR-V dan Chery Tiggo 7 Pro adalah pilihan utama pasaran Malaysia, sesuai untuk penggunaan keluarga, perjalanan harian. Jika anda lebih mengutamakan nama baik jenama dan harga kereta kedua, anda boleh utamakan yang mana satu lebih baik reputasinya; jika anda lebih mengambil berat tentang nilai kos dan kelengkapan, maka pilih yang mana satu lebih kaya dengan konfigurasi. Pada akhirnya disyorkan untuk uji kereta kedua-dua, pengalaman sendiri adalah yang paling penting.
Secara keseluruhannya, Honda CR-V dan Chery Tiggo 7 Pro adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih mana satu, utama adalah melihat keperluan dan bajet peribadi anda. Kami cadangkan buat kajian, bandingkan beberapa tawaran dari kedai kereta, kemudian uji kereta untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, ambil masa untuk buat kajian tidak akan salah.
In the Malaysian SUV market, many buyers compare the Honda CR-V and Mazda CX-60 when choosing a car. The price and positioning of these two cars are quite close. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
The OTR price of the Honda CR-V in Malaysia is RM 178,200 - 195,900, with a total of 4 versions, including 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), etc.
The OTR price of the Mazda CX-60 in Malaysia is RM 200,510 - 252,873, with a total of 2 versions, including 2026 3.3T 4WD High Plus (RM 252,873), 2025 2.5L 2WD High (RM 200,510), etc.
In terms of price, the Honda CR-V's starting price is indeed RM 22,310 cheaper than the Mazda CX-60. If your budget is limited, Honda's entry-level version can already meet daily needs. However, you should also note that the savings of a few thousand might involve trade-offs in features, depending on your needs.
The Honda CR-V safety rating is 5★ (ASEAN NCAP). Active safety systems include Honda SENSING (ACC, CMBS, LKAS, RDM).
The Mazda CX-60 safety rating is 5★ (Euro NCAP). Active safety systems include i-Activsense Pro.
Regarding safety features, both cars have received good ratings. However, the Honda SENSING (ACC, CMBS, LKAS, RDM) of the Honda CR-V and the i-Activsense Pro of the Mazda CX-60 have some differences in functionality. If you value active safety, you can compare the feature lists of both carefully.
The Honda CR-V uses FWD drive mode.
The Mazda CX-60 uses FWD drive mode.
Both cars use the same drive mode, both are FWD, and there will not be a big difference in daily driving feel.
Both the Honda CR-V and Mazda CX-60 are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, prioritize the one with better reputation; if you care more about value for money and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both models; hands-on experience is the most important.
Overall, the Honda CR-V and Mazda CX-60 are both very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended to do your research, compare quotes from several car dealerships, and then go for a test drive to make the final decision. Buying a car is a big matter; spending time doing your research will never go wrong.
Di pasaran SUV Malaysia, ramai pembeli semasa memilih kereta akan membandingkan Honda CR-V dan Mazda CX-9. Kedua-dua kereta ini hampir sama dari segi harga dan kedudukan pasaran, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek, untuk membantu anda menjimatkan masa melakukan penyelidikan.
Harga OTR Honda CR-V di Malaysia ialah RM 178,200 - 195,900, dengan jumlah 4 versi, 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.
Harga OTR Mazda CX-9 di Malaysia ialah RM 328,810 - 345,810, dengan jumlah 2 versi, termasuk 2023 2.5T 4WD (RM 345,810), 2023 2.5T 2WD (RM 328,810) dan lain-lain.
Dari segi harga, harga permulaan Honda CR-V memang lebih murah RM 150,610 berbanding Mazda CX-9. Jika bajet anda terhad, versi permulaan Honda sudah boleh memenuhi keperluan harian. Tetapi perlu diingat, beberapa ribu ringgit yang murah itu, mungkin ada kompromi pada kelengkapan, bergantung pada keperluan anda.
Panjang badan Honda CR-V ialah 4500 mm, bak belakang 450 L.
Panjang badan Mazda CX-9 ialah 4500 mm, bak belakang 450 L.
Saiz kedua-dua kereta hampir sama, ruang dalaman tidak banyak bezanya. Kereta dalam kelas ini, cukup untuk penggunaan harian.
Jaminan Honda CR-V 5 tahun / tanpa had jarak, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Jaminan Mazda CX-9 5 tahun / 150,000km, selang penyelenggaraan setiap 10,000km atau 6 bulan.
Honda CR-V dan Mazda CX-9 adalah pilihan utama di pasaran Malaysia, sesuai untuk kegunaan keluarga, perjalanan harian. Jika anda mengutamakan reputasi jenama dan harga kedua, boleh utamakan yang mempunyai reputasi lebih baik; jika anda lebih prihatin terhadap nilai dan kelengkapan, maka pilih yang mempunyai kelengkapan lebih banyak. Akhir sekali, disyorkan untuk kedua-dua model untuk ujian memandu, pengalaman langsung adalah yang paling penting.
Secara keseluruhannya, Honda CR-V dan Mazda CX-9 adalah model kereta yang sangat bagus di pasaran Malaysia. Memilih mana satu, bergantung pada keperluan dan bajet peribadi anda. Kami sarankan anda mencari maklumat terlebih dahulu, bandingkan sebut harga beberapa dealer kereta, kemudian buat ujian memandu untuk membuat keputusan akhir. Membeli kereta adalah perkara besar, meluangkan masa mencari maklumat tidak akan salah.
Dalam pasaran SUV di Malaysia, ramai pembeli membandingkan Honda CR-V dan Mazda CX-60 ketika memilih kereta. Kedua-dua kereta ini hampir sama dari segi harga dan penempatan, hari ini kita akan buat perbandingan terperinci dari pelbagai aspek, membantu anda menjimatkan masa membuat kajian.
Harga OTR Honda CR-V di Malaysia ialah RM 178,200 - 195,900, terdapat keseluruhan 4 versi, 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.
Harga OTR Mazda CX-60 di Malaysia ialah RM 200,510 - 252,873, terdapat keseluruhan 2 versi, termasuk 2026 3.3T 4WD High Plus (RM 252,873), 2025 2.5L 2WD High (RM 200,510) dan lain-lain.
Dilihat dari segi harga, harga permulaan Honda CR-V memang lebih murah RM 22,310 berbanding Mazda CX-60. Jika bajet anda terhad, versi permulaan Honda sudah cukup memenuhi keperluan harian. Tetapi perlu diingatkan, perbezaan harga beberapa ribu itu mungkin ada kompromi dari segi peralatan, bergantung kepada keperluan anda.
Pengkelasan keselamatan Honda CR-V ialah 5★ (ASEAN NCAP), sistem keselamatan aktif termasuk Honda SENSING (ACC, CMBS, LKAS, RDM).
Pengkelasan keselamatan Mazda CX-60 ialah 5★ (Euro NCAP), sistem keselamatan aktif termasuk i-Activsense Pro.
Dari segi peralatan keselamatan, kedua-dua kereta mendapat pengkelasan yang baik. Walau bagaimanapun, Honda SENSING (ACC, CMBS, LKAS, RDM) pada Honda CR-V dan i-Activsense Pro pada Mazda CX-60 mempunyai beberapa perbezaan dari segi fungsi, jika anda lebih mengutamakan keselamatan aktif, anda boleh bandingkan senarai fungsi kedua-duanya dengan teliti.
Honda CR-V menggunakan cara pemanduan FWD.
Mazda CX-60 menggunakan cara pemanduan FWD.
Cara pemanduan kedua-dua kereta sama, iaitu FWD, pengalaman memandu harian tiada perbezaan besar.
Honda CR-V dan Mazda CX-60 adalah pilihan utama pasaran Malaysia, sesuai untuk kegunaan keluarga dan perjalanan harian. Jika anda lebih mengutamakan reputasi jenama dan harga kedua, boleh pertimbangkan yang lebih baik reputasinya dahulu; jika anda lebih mementingkan nisbah harga dan prestasi serta peralatan, maka pilih yang lebih kaya konfigurasi. Akhir sekali, disyorkan untuk ujian memandu kedua-duanya, pengalaman langsung adalah paling penting.
Secara keseluruhannya, Honda CR-V dan Mazda CX-60 adalah model kereta yang sangat baik di pasaran Malaysia. Memilih yang mana, utamanya bergantung kepada keperluan dan bajet peribadi anda. Disarankan untuk membuat kajian, bandingkan beberapa sebut harga dari dealer kereta berbeza, kemudian buat ujian memandu untuk keputusan akhir. Membeli kereta adalah urusan penting, meluangkan masa membuat kajian tidak akan rugi.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會揀 本田 CR-V 同 馬自達 CX-9 嚟做比較。呢兩架車喺價位同定位上都幾接近，今日我哋就從多個方面嚟做一个詳細嘅比較，幫你省返做功課嘅時間。
本田 CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，一共有 4 個版本，包括 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） 等等。
馬自達 CX-9 喺馬來西亞嘅 OTR 售價係 RM 328,810 - 345,810，一共有 2 個版本，包括 2023 2.5T 4WD（RM 345,810）、2023 2.5T 2WD（RM 328,810） 等等。
從價錢睇落，本田 CR-V 嘅起步價確實比 馬自達 CX-9 平咗 RM 150,610。如果你預算有限，本田 嘅入門版已經可以滿足日常需要。但都要留意，平嘅嗰幾千蚊，可能喺配備上會有取捨，具體要看你嘅需要。
本田 CR-V 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
馬自達 CX-9 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，馬自達 CX-9 嘅 2.0L Turbo 比 本田 CR-V 嘅 2.0L 4-cyl 多咗 50 匹馬力。不過日常喺市區行，兩架車嘅動力都夠用，唔會覺得唔夠力。
本田 CR-V 車身長 4500 mm，尾箱 450 L。
馬自達 CX-9 車身長 4500 mm，尾箱 450 L。
兩架車嘅尺寸幾近一樣，車內空間分別唔大。呢個級別嘅車，日常使用完全夠用。
本田 CR-V 同 馬自達 CX-9 都係馬來西亞市場嘅主流揀選，適合家庭使用、日常通勤。如果你更加著重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更加在意性價比同配備，嗰就揀配備更豐富嗰款。最後始終建議兩架都去試車，親身體驗先至最重要。
總括嚟講，本田 CR-V 同 馬自達 CX-9 都係馬來西亞市場好好嘅車型。揀邊一輛，關鍵都係要睇你個人需要同預算。建议大家做好功課，多比較幾間車行嘅報價，再去試車做最終決定。買車係件大事，花少少時間做功課絕對無錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿本田 CR-V 同馬自達 CX-60 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做一個詳細比較，幫你省咗做功課嘅時間。
本田 CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，合共 4 個版本，包括 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）等。
馬自達 CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，合共 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510）等。
由價錢睇嚟，本田 CR-V 嘅起步價確實比馬自達 CX-60 平咗 RM 22,310。如果你預算有限，本田嘅入門版已經可以滿足日常需求。但都要注意，平咗嗰幾千蚊，可能喺配備上會有取捨，具體睇你嘅需求。
本田 CR-V 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
馬自達 CX-60 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
兩款車用嘅係同一套動力系統，日常行車嘅感受基本冇咩分別。油耗方面都差唔多，唔使太糾結呢一點。
本田 CR-V 保養 5 年/無限里程，保養間隔每 10,000km 或 6 個月。
馬自達 CX-60 保養 5 年/150,000km，保養間隔每 10,000km 或 6 個月。
本田 CR-V 同馬自達 CX-60 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更介意性價比同配備，就揀配備更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先至係最重要。
總體嚟講，本田 CR-V 同馬自達 CX-60 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵都係要睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿 Honda CR-V 同 Mazda CX-60 嚟做比較。呢兩部車喺價位同定位上都幾接近，今日我哋就由多個方面做一個詳細嘅對比，幫你省返做功課嘅時間。
Honda CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，合共 4 個版本，包括 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） 等。
Mazda CX-60 喺馬來西亞嘅 OTR 售價係 RM 200,510 - 252,873，合共 2 個版本，包括 2026 3.3T 4WD High Plus（RM 252,873）、2025 2.5L 2WD High（RM 200,510） 等。
從價錢睇落嚟，Honda CR-V 嘅起步價確實比 Mazda CX-60 平咗 RM 22,310。如果你預算有限，Honda 嘅入門版已經可以滿足日常需要。但都要留意，平嗰幾千蚊，可能喺配備上會有取舍，具體要睇你嘅需要。
Honda CR-V 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
Mazda CX-60 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
兩部車用緊同一套動力系統，日常開起嚟嘅感受基本上無乜分別。油耗方面都幾近似，唔使太糾結呢一點。
Honda CR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING (ACC, CMBS, LKAS, RDM)。
Mazda CX-60 嘅安全評級係 5★ (Euro NCAP)，主動安全系統包括 i-Activsense Pro。
安全配備方面，兩部車都攞到唔錯嘅評級。不過 Honda CR-V 嘅 Honda SENSING (ACC, CMBS, LKAS, RDM) 同 Mazda CX-60 嘅 i-Activsense Pro 喺功能上少少差異，如果你好睇重主動安全嘅話，可以仔細比較下兩者嘅功能列表。
Honda CR-V 採用 FWD 驅動方式。
Mazda CX-60 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Honda CR-V 同 Mazda CX-60 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，就揀配置更豐富嗰款。最後依然建議兩部車都去試駕，親身體驗先至最紧要。
總而言之，Honda CR-V 同 Mazda CX-60 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵始終要睇你個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好買家喺揀車嗰陣都會拎 Honda CR-V 同 Mazda CX-5 去做比較。呢兩部車喺價位同定位上都好接近，今日我哋就由多個角度做一個詳細比較，幫你省咗做功課嘅時間。
Honda CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，一共有 4 個版本，包括 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） 等。
Mazda CX-5 喺馬來西亞嘅 OTR 售價係 RM 135,469 - 166,760，一共有 3 個版本，包括 2025 2.0L AT 35th Anniversary（RM 316,154）、2025 2.0L AT（RM 296,154）、2025 2.0L MT（RM 294,154） 等。
由價錢睇，Mazda CX-5 嘅起步價比 Honda CR-V 平咗 RM 42,731。講真係，喺呢個價位段，幾千塊嘅差價其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
Honda CR-V 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
Mazda CX-5 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Honda CR-V 嘅 2.0L 4-cyl 比 Mazda CX-5 嘅 1.5L Turbo 多咗 30 匹馬力，中段加速更有信心，尤其係跑高速超車嗰陣。不過 Mazda CX-5 嘅油耗可能更抵用，日常市區通勤分別唔會太大。
Honda CR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 Honda SENSING (ACC, CMBS, LKAS, RDM)。
Mazda CX-5 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
兩部車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
Honda CR-V 採用 FWD 驅動方式。
Mazda CX-5 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
Honda CR-V 同 Mazda CX-5 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰款；如果你更在意性價比同配備，就揀配置更豐富嗰款。最終都係建議兩款都去試駕，親身體驗先係最重要。
總嚟講，Honda CR-V 同 Mazda CX-5 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵仲係睇你嘅個人需求同預算。建議大家做好功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拿本田 CR-V 同馬自達 CX-5 做比較。這兩款車喺價位同定位上都幾接近，今日我哋就由多個方面做一個詳細比較，幫你省下做功課嘅時間。
本田 CR-V 喺馬來西亞嘅 OTR 售價係 RM 178,200 - 195,900，一共有 4 個版本，包括 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）等。
馬自達 CX-5 喺馬來西亞嘅 OTR 售價係 RM 135,469 - 166,760，一共有 3 個版本，包括 2025 2.0L AT 35th Anniversary（RM 316,154）、2025 2.0L AT（RM 296,154）、2025 2.0L MT（RM 294,154）等。
由價錢嚟睇，馬自達 CX-5 嘅起價比本田 CR-V 平咗 RM 42,731。講句老實話，喺呢個價位段，幾千蚊嘅差距其實唔算大，關鍵始終係睇整體嘅性價比同長遠使用成本。
本田 CR-V 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括本田 SENSING (ACC, CMBS, LKAS, RDM)。
馬自達 CX-5 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括。
兩款車嘅安全評級一樣，喺呢個級數入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
本田 CR-V 車身長 4500 mm，行李箱 450 L。
馬自達 CX-5 車身長 4500 mm，行李箱 450 L。
兩款車嘅尺寸幾乎一樣，車內空間分別唔大。呢個級數嘅車，日常使用完全夠用。
本田 CR-V 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
馬自達 CX-5 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
總括嚟講，本田 CR-V 同馬自達 CX-5 都係馬來西亞市場幾唔錯嘅車型。揀邊一輛，關鍵始終係睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
Mendapatkan pengiktirafan dunia melalui kekuatan produk. Sebagai seorang profesional dalam industri automotif, apabila dua perkara terkini ini digabungkan, saya amat terkesan. Elon Musk pernah berkata secara terus terang bahawa tanpa sekatan perdagangan, pengeluar kereta China hampir akan memusnahkan sebahagian besar pesaing di seluruh dunia. Kini, Menteri Kewangan Amerika Syarikat, Bessent, telah menyebut BYD secara terbuka dalam ucapan rasminya, yang mengesahkan ramalan ini.
Bessent menilai, BYD adalah kereta hebat yang boleh dibeli dengan 35,000 dolar AS, namun mempunyai nilai setara kelas 70,000 dolar. Ulasan terbuka ini daripada kalangan politik Barat adalah pengiktirafan autoriti paling langsung terhadap kekuatan produk BYD.
Melihat ke seluruh dunia, pengiktirafan yang diterima BYD bukan sekadar dari menteri kewangan. Pelbagai pemimpin politik negara memberikan sokongan: Gabenor California, Newsom, telah menguji Yangwang U8, Presiden Uzbekistan menganugerahkan Pingat Persahabatan kepadanya, dan pelbagai pemimpin tinggi negara seperti Brazil, Thailand, juga mengakui inovasi teknologi dan hasil tempatanisasi BYD.
Ucapan Bessent telah memicu opini awam luar negara, ramai pengguna internet Amerika berkata terang-terangan dia adalah penjual terbaik BYD, malah menyeru BYD membina kilang di Amerika Syarikat, memaksa industri tempatan berinovasi. Ini juga bermaksud sistem penilaian automotif global sedang berubah, pengguna tidak lagi memuja premium jenama, sebaliknya menitikberatkan teknologi teras dan pengalaman penggunaan kereta yang sebenar.
Data pasaran adalah bukti yang lebih baik. Januari hingga Ogos tahun ini, jualan luaran kumulatif BYD mencecah 1.158 juta unit, telah melebihi jualan luaran keseluruhan tahun lalu, dan menduduki teratas jualan kenderaan tenaga baru di pelbagai negara.
Pencapaian ini bukan bergantung pada harga rendah, bertumpu kepada penyelidikan dan pembangunan sendiri bagi rantai industri bateri, motor dan kawalan elektronik. BYD memberikan pengalaman produk yang lebih tinggi dengan penetapan harga yang mampu dimiliki, merobek halangan premium jenama luar negara. Ramalan Musk, semakin terbukti melalui kekuatan produk BYD yang nyata.
$100,000, no need to buy a car, no need to build a technical team… can do the unmanned delivery capacity business in a city.
After two years, Ji Shi Intelligence held a strategic launch event again. This time, it threw out the "franchise" olive branch.
On September 10, at Ji Shi's 2026 strategic launch event, Founder & CEO Kong Qi, Co-founder & CCO Zhou Qing, and VP of Capacity Operations Fu Yulong took the stage one after another, and the entire event was extremely high in information density.
Covering 20+ countries, landing in 300+ cities, actual operating mileage exceeding 250 million km, fleet size exceeding 30,000 units... After announcing a series of achievements, Kong Qi revealed that Ji Shi began to think: for Level 4 autonomous driving, what exactly is the product?
Ji Shi CEO Kong Qi announces company strategic upgrade
His answer is: city-level Physical AI solutions. Because customers truly buy, is service.
Thus, Ji Shi announced the completion of the "City-level Physical AI" strategic upgrade, starting to move from vehicles to capacity. At the same time, launching the "Ji Shi Car Rental" business targeting express logistics, commercial distribution, urban shuttle and other scenarios, providing flexible rental methods such as daily, monthly, and annual rentals, and opening up city unmanned capacity franchise nationwide.
Kong Qi specially reminded that under the current trend of unmanned freight moving towards large-scale implementation, the operating cost of high-level autonomous driving vehicles is very heavy. "It's not like we buy a Tesla or other passenger vehicles, where assisted driving is on or off, for users and manufacturers, there is absolutely no cost."
Whether comprehensive operating costs can be pressed down low enough directly determines whether the Level 4 business chain is positive. Currently, Ji Shi's comprehensive operating costs, including network, remote safety officers, etc., have been pressed very low, and can achieve positive cash flow and gross margin per vehicle.
Thus, Ji Shi launched the "Ji Shi Car Rental" business.
Ji Shi Car Rental Business Map
"Customers don't need to own a vehicle first to have stable capacity." Zhou Qing introduced, Ji Shi developed two major platforms for this: Capacity Management Platform, from intelligent dispatch, flexible pricing to orders, vehicles and settlements, etc., stringing together key links in unmanned capacity operations to form a complete operational closed loop; Operations Monitoring Platform, to grasp vehicle location, status, etc., in real time. "It can be understood as the front-end vehicle is responsible for running, the back-end system is responsible for managing."
He further explained the confidence to do this: Technologically, launching L4-level scaled production without maps solution, deployment completed in the fastest one day; In hardware, conducting L4 system design from two dimensions of functional safety and performance safety, cumulative verified mileage exceeding 100,000 km; In products, from five-party, ten-party to refrigerated series, then to cooperation models with Yutong, Dongfeng, etc., forming a product matrix covering different capacities, different scenarios.
So far, Ji Shi Car Rental has been piloted for a period of time, completing 300 clients' rental model pilot in 45 cities, cumulative 1,500+ orders.
The model is running through, next is to attract more people to join. Fu Yulong gave three numbers: urban distribution logistics annual revenue about 3 trillion, urban distribution vehicle stock 30 million vehicles, and the current penetration rate of China's unmanned delivery is only 1%.
"We have 99% of market space waiting to be dug out." He announced, Ji Shi Car Rental partner minimum $100,000 can join, rent-sale ratio 3:1, 4 vehicles can start, and supporting flexible exit, helping you acquire customers, operations management system, operation handbook and other support. "Ji Shi is looking for not the person with the strongest capital strength, but the person who is truly interested in this career, this track, willing to run it as a long-term career."
Ji Shi Partner Investment Policy
Before the launch, Cyber Auto dialogued with Zhou Qing. From the underlying logic and specific tactics of the rental business, to the cooperation model of Zelos Inside, to the landing progress of the mapless solution, the pace of overseas market expansion, and his judgment on the Physical AI competition landscape, he gave quite honest answers.
In the process, Zhou Qing repeatedly mentioned a word: threshold. Lower the threshold for customers to use unmanned driving, lower the threshold for franchisees to enter the capacity ecosystem, lower the threshold for AI to enter the real physical world, this is almost the common clue of Ji Shi's business model iteration every time in the past five years.
Following is the interview record of Zhou Qing in this exclusive interview (slightly edited).
01
Ji Shi Car Rental: Let Unmanned Driving Change from "Product" to "Productivity"
Q: Can you introduce the specific situation of the rental business?
Zhou Qing: We launched Ji Shi Car Rental this time, the core goal is to let more users be able to use unmanned driving capabilities and services more flexibly. For individuals and enterprises with distribution transport needs, including supermarket delivery, fresh food cold chain, park logistics, express last-mile and other scenarios, are all very suitable for planned, semi-planned and other relatively stable transport needs.
In the past, when people used unmanned vehicles, they often first thought of buying a car or renting a car. Now we hope to lower the threshold for users to use unmanned driving, let unmanned vehicles change from a product that needs to be purchased, gradually into a flexible productivity that can be used.
We not only provide full rental and time-sharing rental, but also provide order rental, rental by order, even rental by demand. Can meet daytime delivery, nighttime delivery, including idle capacity, can also be used for time-sensitive logistics delivery.
In Ji Shi Car Rental's operation model, there will be both Ji Shi's self-operated fleet and franchise fleet. Franchise fleets do not need to build their own technical teams, through our platform can obtain the same management capability as the self-operated fleet.
Q: Mainly based on our own built platform? Or also support suppliers to build platform?
Zhou Qing: Planned, semi-planned logistics are all on our platform; idle capacity or some part-time capacity, we can put them on other platforms.
Q: Why choose this time point to launch to the market?
Zhou Qing: We have a customer, agent Ah Gang in Kunshan, now is also a Ji Shi super partner. Early 2025, he bought four cars, and tried to rent the cars out, didn't expect this model ran up quickly. From four to dozens, then to the current 200+, he reorganized his capacity in excess of self-use through pooling orders, pooling time, now his overall business income every month is 5 times of the past.
In this process, we found that a part of customers are like Ah Gang, the concern is not "what car I want to buy", but "whether I have stable transport capability every day, whether this car can work according to my needs". So we thought, by building a platform, and then more partners like Ah Gang, turn unmanned capacity into the infrastructure of city services. Because we ourselves have technology, have platform, Ah Gang and others themselves have the motivation to do these things.
In the past period of time, we did not rush to push Ji Shi Car Rental to the market, but carried out pilots in different cities. To date, we have already carried out rental model pilots in 45 cities and 300 clients, completing more than 1,500 rental orders in total.
These real operational data are more important to us than any theoretical deduction. They verified a key conclusion: when the threshold for using unmanned driving is lowered, market demand will emerge quickly. Some customers may not want to buy, also don't want to rent full, they focus more on whether they can obtain stable, continuous transport capability in a more flexible way.
We are now launching Ji Shi Car Rental, also not just to do a simple unmanned vehicle rental service, but hope to further explore how to let unmanned driving capability be obtained, matched, organized, used more flexibly like other production factors. We also believe, this is the important step for unmanned driving to go from product to productivity.
Q: What kind of partners does the rental business need?
Zhou Qing: For our self-operated fleet, also including our franchisees, the whole capacity productivity ecosystem, to do the speculation, We need a group of people who truly understand the local market, understand customer needs, can organize transport services. For example, certain local customer resources and logistics scenarios, can find real transport demands.
Secondly, there needs to be certain operation and service capabilities, can do vehicle dispatch, daily management and customer maintenance well. In Ji Shi Car Rental platform, franchisees including self-operated fleet cities, can also achieve unmanned vehicle management through capacity platform management, such as dispatch, pricing and other full-link closed loops. Through capacity monitoring platform, we can also achieve safe and efficient operations, monitoring unmanned vehicles and remote intervention when necessary. We believe, in the future with the increase of franchisee quantity, city unmanned capacity will also operate more efficiently, at the same time idle vehicles can also be fully utilized, can also let more customers obtain unmanned driving capability with a lower threshold.
Q: Is the threshold for building a platform high? If other families want to imitate, is it difficult?
Zhou Qing: Actually, the difficulty of doing this platform is not high. Look at we now itself have vehicle sales, also have car rental. If car rental has a high threshold, it is also impossible to be with vehicle sales as the same type. To put it plainly, our different models face different customer groups, so there will not be too much competition inside.
The core of this rental model is still to find suitable franchisees, this is a core competitiveness. I have platform, not necessarily have franchisees who can trust Ji Shi's technology, willing to join. So the key, First is the manufacturer's technical capability, second is the platform's applicability, third is we have a batch of franchisees who trust technology, and at the same time can understand the local market.
Q: Can it be understood that the cost of building a platform is not particularly high, technically relatively not so difficult, more is to find the right person?
Zhou Qing: Yes.
Q: How to find so many suitable people?
Zhou Qing: For customers who are just starting to contact unmanned driving, he may first care about whether this technology can help me save people, can help me improve efficiency. At this time we hope is he can start using first, run first, use real operation results to verify this value. When customers truly start using it, transport demand becomes more and more stable, vehicle utilization rate becomes higher and higher, he will discover using this model is actually more appropriate. So we hope to form a relatively complete customer path: first lower the use threshold, then verify value, finally according to own business scale, choose the most appropriate way.
Q: Ji Shi quickly obtained large number of user support, what is the core point?
Zhou Qing: First most basic, we must have enough quantity, enough good technical strength, enough stable and safe technology. When car use is not stable enough or not safe enough, everything is very void, this is the most basic.
The second is that our platform must be good enough. For franchisees, if this platform cannot provide me with enough tools, I still need to invest more people to do this matter, this business cannot calculate the account, then I definitely will not do. For customers, actually is the concern he cares about, can I solve my transport problem with the lowest cost or not.
Q: After the rental business lands, startup cost is relatively low, will there be some customers who are original vehicle purchase or monthly rent, cutting into the relatively light asset investment?
Zhou Qing: Yes, will be. Before only could buy, this is suitable for customers with sufficient cash flow and certain profit margin, he wants to continue to use long-term investment to reduce cost, improve efficiency, this can be car special use. But this kind of customer is after all few. Most customers still may be: I can just solve my one time transport demand, each time fixed time transport demand I can solve, usually I don't need this car, using lower cost model is actually better choice.
Q: Behind this does not mean, Ji Shi itself needs to bear the cost will be heavier?
Zhou Qing: Yes, but we cannot just look at one vehicle's book depreciation, also need to look at how much value one vehicle can create in the whole lifecycle. If vehicles are just sold out, after the transaction is complete, value comes mainly from one-time sales, then actually is only one-time accounting, follow-up has no continuous income. For manufacturers, follow-up maintenance is definitely not so active, because I this time profit is actually calculated out.
But if entering rental and capacity service system, we need to further improve vehicle usage efficiency. We also hope it can continue to generate income in a longer lifecycle. In this case, cars run more and more full, fixed asset utilization rate will be higher and higher, created value will be higher, and it created value is definitely higher than our one-time car sales created value.
So, with fleet scale expansion, vehicles' BOM cost, maintenance, spare parts, including operation and other links will also gradually form economies of scale, our single vehicle operating cost will also be further reduced. So the main goal of rental business, is still through resource integration and scientific operation method, turn this asset into production data that can continuously create value.
Q: What is the business logic of Ji Shi Car Rental? Rental fee, or commission per order?
Zhou Qing: We afterwards may be commission, is what you just said full rental, including time-sharing by hour to collect, then including commission per order, actually is charging by order. Roughly these several kinds, follow-up will be diversified.
Q: From buying cars to renting, what is the logic behind Ji Shi's business model change?
Zhou Qing: If looking back at Ji Shi's business model changes in the past few years, every iteration is solving a very specific problem, rather than doing changes for the sake of pursuing business model innovation.
At the beginning we did vehicle sales, because customers first need a really good unmanned vehicle that can run well and work on real roads, solving the problem of product can be used. When products gradually mature, we started to explore financial services, including FSD subscription and other models, essentially is lowering customers' one-time investment threshold, let more customers be able to use Ji Shi's autonomous driving capability, solving the problem of wanting to use but entry threshold still high.
Until today to launch Ji Shi Car Rental, we see is further demand: some customers even don't need to own an unmanned vehicle, they truly need is stable, flexible transport productivity.
So these several changes look like from selling cars to subscription, then to car rental, but behind logic is actually the same, is constantly lowering the threshold for customers to use unmanned driving, let more customers be able to truly use it, and obtain value from use.
Future we also will not limit ourselves to a certain business model inside. Customers need to buy cars, we provide products; buying cars and using cars costs too high, we provide FSD subscription model; customers don't need to own this car, don't need car property rights, also don't need car special use, then we provide through flexible transport capability, provide car rental and capacity, is Ji Shi Car Rental this service. So for us, these services long-term view, may finally this service for Ji Shi obtained value higher.
Q: Are the several models mutually convertible? For example, from buy to rent, from rent to buy?
Zhou Qing: Yes, we can turn. For example I rent for a long time, then I can through depreciation method buy this car. Buy change to rent is the same, even we can provide combination, you can buy a part also can rent a part.
02
Zelos Inside: Technical base treat everyone equally, landing form dynamic adaptation
Q: This time also announced cooperation with GAC, overall logic is same with Dongfeng? Or will there be some differentiated things?
Zhou Qing: Our cooperation with GAC, in underlying logic is consistent with Dongfeng. Core is putting Ji Shi's mature L4-level autonomous driving capability, namely our Ji Shi brain and behind algorithms and software and hardware integrated solutions, open up, empower excellent automobile industry partners.
In this point, Ji Shi provides technical base and safety standards completely is treating everyone equally. However in specific landing form and production division, indeed will according to each car enterprise's own manufacturing advantages, capacity layout and supply chain characteristics do dynamic adaptation.
Both sides in product definition, technical development, engineering verification, actually have all done deep collaboration. Ji Shi also has mature L4-level autonomous driving technology and scaled mass production experience, car factories have mature vehicle whole research development manufacturing and quality system, both sides are complementary advantages. Just this industry inside different models, technical solutions and cooperation depth differences, now still don't have a unified standard. We finally still must take product safety quality and customer needs as premise. Not necessarily same, but overall large cycle, large time nodes may be about the same, details will definitely have some differences.
Q: Cooperation with Dongfeng from signing to delivery is 8 months, reason for quick landing?
Zhou Qing: Yes, we have already possessed mature L4 autonomous driving technology, also have scaled mass production experience. Dongfeng also has mature vehicle whole research, manufacturing and quality system. So in this case, we can reduce traditional cooperation mode inside repeated communication and development links. This speed actually cannot be simply copied, it extremely relies on both sides teams' efficient mutual trust and agile collaboration.
Traditional models are taking year as iteration time. But for autonomous driving, it more focuses on autonomous driving technology, actually it is a software iteration, this speed is faster than traditional cars. Because our chassis may not have to become very big, but our technology can do continuous iteration.
Q: Our this set technology regardless of with Dongfeng, GAC, or other families, can reach this speed?
Zhou Qing: Logic is the same, correct.
Q: Joint development, verification, delivery mode, but sounds very simple, but executing is not easy, how to deal with car enterprises always relatively strong attitude?
Zhou Qing: Yes, actually we need to change is also car enterprises' traditional ideas. Car enterprises traditionally, vehicle core carrier is still car. But for autonomous driving, unmanned cars, software and hardware actually is a status, chassis important, but its autonomous driving technology is also equally important. After such many years of industry development, each car enterprise also knows what they are more good at, actually we are also a particularly good complementary advantage resource for them.
So for us, Now many like Dongfeng, Yutong, GAC already found this point, already started taking us as an equal partner, come jointly do joint development together. Future I think this kind of car enterprises will be more and more.
Q: In landing process have some difficulties overcome experience can share?
Zhou Qing: This block actually has very many. Like chassis adaptation not to say, many chassis adaptations actually are normal work process. Like we do airport, need to focus on safety problems near aircraft, this for algorithms is also a very big challenge, because aircraft are much taller than cars, it cannot see the car's full picture. Actually we need to process in algorithms is special scenario dedicated cars encountering some long-tail problems, is not any obstacle, but needs enough many technical capabilities to polish.
Q: Safety, maintenance have unified rules?
Zhou Qing: Safety responsibility aspect, L2 and L4 responsibility logic is somewhat different. L2 stage still belongs to driving assistance, so drivers need to bear driving subject responsibility. And L4 unmanned driving core change, is vehicle assumes dynamic driving tasks under limited operation scenarios, therefore in responsibility specific division, will according to vehicle, autonomous driving system and operation and other links responsibilities do clarification.
We also will in cooperation initial stage clarify both sides responsibility boundaries with car factories, and establish corresponding safety and service mechanisms. Different car factories' product architecture and cooperation methods may be different, but Ji Shi in autonomous driving system research development, verification and safety management aspect standards and requirements are consistent, also will not because cooperation partner differences have different standards.
Q: For Inside mode, hope it finally made what appearance?
Zhou Qing: From longer term view, we more hope through Zelos Inside put Ji Shi's technology accumulated in autonomous driving field, software and scaled mass production capabilities, with host factory mature vehicle whole research, manufacturing, supply chain and service systems combined together, jointly create unmanned driving products facing different business scenarios.
We also hope Zelos Inside finally not just a single model cooperation mode, but able to form a complete set mature, reproducible industry cooperation system, further promote unmanned cars from point applications to scaled landing, truly realize let unmanned driving empower thousands of industries.
Q: Previously Inside mode like Huawei, latter with many host factories have capital level binding, we will have similar arrangements?
Zhou Qing: We and Huawei mode in cooperation concepts have certain similarities, are all hoping with host factories to conduct deeper joint development, then jointly create safe, competitive and cost-effective products.
But Ji Shi does not need rely on capital binding to push landing. We believe long-term cooperation finally still must return to products and customer values. Host factories and autonomous driving companies can continue cooperation, core lies in both sides can exert respective advantages, do products well, do markets well, and continuously create value for customers. Ji Shi also hopes rely on self in L4 autonomous driving technology, product mass production and scaled operation etc. capabilities, and host factories form long-term stable cooperation relations.
Of course, with both sides cooperation continuously deepening, future also not exclude explore deeper level cooperation methods, including establish joint ventures, capital operations these. Regardless adopting what kind of mode, product power and customer values is able to long-term continuous foundation.
Q: Huawei HI mode is not also completely equal, leading to in products time effect have differences, L4 not this will happen?
Zhou Qing: L2 is customers themselves actively choose whether to use, at the same time customers have bottoming for this system, it core still needs to rely on drivers. But for L4 opposite is not the same, completely is smart driving companies to do drivers decisions, it in customer experience on reflected is this car of mine opens well or not, safe or not, steady or not. For passenger vehicles maybe still not that different.
Q: If is all same, will there be some car enterprises mutual competition, exclusion agreements?
Zhou Qing: Won't, it after all and passenger vehicle logic still not that same, commercial vehicles plainly speak is I this goods actually can steady, on time fulfill.
Q: Can understand as, ultimately speaking it is a business behavior. We can provide same things, price is also same, but models have competitiveness, rely on car enterprises themselves to control costs, carry out market behavior, is correct?
Zhou Qing: Yes, yes, correct.
03
Strategic Upgrade: From Unmanned Delivery Cars to "City-level Physical AI Commercialization Creator"
Q: Strategy layer upgrade to "City-level Physical AI Commercialization Creator", why carry out dimension upgrade at this time point?
Zhou Qing: Ji Shi is not on today suddenly decide from unmanned delivery turn to physical AI, but past 5 years technical accumulation and commercial practice development to certain stage after, we to self positioning one time re-generalize.
In the past 5 years, Ji Shi first solved is a very specific problem, is let unmanned driving truly walk into real logistics scenarios. We from put technology make out, to realize full scenario, full time, full road condition operations, then to form global large-scale L4 commercial operation system. At the same time, we also discovered, Ji Shi truly accumulated down is not just unmanned delivery cars this one product, but a set of let AI perceive real world, understand real world, and in real world execute tasks capabilities.
This change actually has very specific business verification. On one hand, Ji Shi's Zelos Inside let Ji Shi's L4 capabilities start from logistics delivery walk into mine wells, airports, security, sanitation and other more industries. On the other hand, we with Dongfeng, Yutong, GAC and other automobile and industry partners together cooperate, also further verified Ji Shi's autonomous driving capabilities can through open cooperation enter more types of vehicles and scenarios.
Also because Ji Shi already from doing one unmanned car, walked to output a set can enter real physical world, serve different scenarios AI capabilities new stage. In this time node propose city-level Physical AI commercialization, also hope to further clarify Ji Shi next stage development direction, let AI through smart vehicles enter real cities, real industries and real commercial scenarios, and continuously create value, product forms will also from single unmanned delivery cars gradually to more city logistics and commercial service scenarios to expand.
Q: How to persuade market, this is real route upgrade, rather than a brand talk?
Zhou Qing: We are through unmanned delivery products, gradually accumulated AI in various scenarios perception, decision and task execution capabilities, this actually is a process of natural consequence.
Q: Future business also will further expand, for example towards humans direction go extension?
Zhou Qing: Short-term won't, because logistics this market already very big, has urban distribution, has trunk lines, we to do matters already very many. This market finish after, if have extra ability, we again to consider passenger carrying.
Q: Under new definition, market competition logic have changes?
Zhou Qing: I think competition logic indeed is currently changing. At the beginning everyone more compares is single item technical indicators, perception capabilities, algorithm capabilities or autonomous driving capabilities. Later everyone starts to compare autonomous driving commercialization capabilities, just compare who deliver quantity more. When technologies gradually walk into maturity, more important problems is can AI truly deploy to real world, and form scaled, sustainable commercial closed loop.
Ji Shi's advantages lie in we are not from laboratory directly walk to concept products, but already established from AI algorithms, autonomous driving systems, then to unmanned vehicle products, scaled mass production, then to real city operations complete link. Large amount of real roads and commercial scenarios also continuously for algorithms and products iteration provide feedback.
So we truly hope established competencies is not just a certain item technology lead, but technology, products, manufacturing, operations, data comprehensive capabilities. We are able to let AI faster, more stable, larger scaled deploy to city real scenarios, I think this is next stage Physical AI competition key.
Q: In strategic upgrade process, possible encountered biggest difficulties will be what?
Zhou Qing: This difficulties may be how I put technology, products, operations, data etc. comprehensive capabilities do improvement, is how maintain good technology, polish good products, at the same time how and operations combine do more efficient delivery, let users satisfied, at the same time we can through data to feed back my technology improvement. Actually whole cycle is a very key competitiveness.
04
Break-even: 50,000 units is phase goal, business model health degree more important
Q: Previously you mentioned, reaching 50,000 units around, can realize including R&D break-even. Currently still so?
Zhou Qing: Our current operating logic and previously actually is consistent, is with vehicle ownership and commercial scale continuous growth, economies of scale are also becoming more and more obvious.
Previously we mentioned about 50,000 units, is based on then business structure, R&D investment and scaled cost calculation get a phase goal, is not an absolutely fixed number. Now Ji Shi global operated vehicles already 30,000 units, distance this goal scale still have certain distance.
But more importantly, with product iteration, supply chain's continuous maturity and scaled manufacturing capability improvement, our single vehicle cost and R&D cost amortization efficiency actually are continuously improving. We current stage still will put R&D investment placed in very important position. For a company in rapid development stage tech company, short-term profits is not only goal, more importantly continuously build technology and products advantages, and through scaled, commercialization, finally realize healthy sustainable development.
Q: Can understand as, for example previously need 50,000 units reach break-even, now may based on our better business model, fewer than this number can realize?
Zhou Qing: Yes, correct.
Q: Vehicle costs also have space for decline?
Zhou Qing: Have. From cost side view, economies of scale and technology iteration actually also are simultaneously play acting role. With product sales and ownership quantity improvement, like parts procurement, manufacturing supply chain and R&D investment unit amortization actually will further decline. On the other hand, autonomous driving software and hardware also continuously iterate, will also continuously push sensors, computing platforms etc. core hardware cost optimization, at the same time improve algorithm running efficiency and vehicle running efficiency. Scale says, our future definitely will further reduce costs.
Decline space says, specific data maybe not particularly good to evaluate. But its decline amplitude is definitely we can expect, definitely is a year decline, and year will have a relatively considerable decline ratio.
Q: Overseas market progress how? For future growth expectations how is?
Zhou Qing: Now Ji Shi's overseas business currently still is in rapid expansion stage, current overseas ratio and growth also conform to expectations. For example we in Singapore market, our unmanned cars already and local largest supermarkets FairPrice reached hundred unit scale cooperation.
In global market current stage, we more focus on different markets actual commercialization conditions and customer needs. So we now globalization strategy generally can summarize to two paths: on one hand is to target overseas market own logistics and commercial demands establish localization cooperation; On the other hand is according to domestic customers and partners jointly do good globalization.
Of course, different countries may in road right regulations and environment needs also exist some differences, therefore we also will not use one set solutions replicate to all markets, but will according to local different localization demands do corresponding product logic.
For example in UAE, we with UAE Post established joint ventures. On one hand post itself has demands, on the other hand it also has expand road right capabilities. In South Korea, we are with Lotte Group in parks inside first to do cooperation. Different countries maybe still all not that different.
Q: Future overseas market growth pace, can further share?
Zhou Qing: I side have not specific data, now still is in expansion stage, but we are certain is, It future definitely is ratio will become larger and larger, because overseas after all still is a profit better market.
05
Mapless Solutions: Landing ratio near 90%, difficulties still long-tail
Q: Mapless solutions maturity and landing situation how?
Zhou Qing: Ji Shi's L4 mapless solutions have entered scaled application stage. Currently our new routes adopt mapless solutions ratio already near 90%, by end of month estimate can reach 95%. So for Ji Shi, mapless solutions on one hand greatly lowered map costs, originally adopting HD map solutions, map costs per kilometer just about several hundreds, now we lowered to approaching zero. On the other hand, unmanned vehicles possess stronger environment understanding and autonomous adaptation capabilities, thus further lowered entering new areas and new routes deployment threshold.
Q: You just said 90-95% is vehicle coverage, or route coverage?
Zhou Qing: Route coverage.
Q: Some routes no realized mapless reasons is what?
Zhou Qing: Some routes maybe scenarios are longer tail or more complex. For example, our mapless solutions for Chongqing this kind of mountain city maybe support degree doesn't so full, need iteration and upgrade after, can to further promote.
Q: Mapless solutions difficulties?
Zhou Qing: Actually it hardest place is all of us entering real physical world intelligent systems all will face these long-tail scenarios problems. Actually for this block says, all smart driving, whether L2, L3 below assist driving passenger car systems, or like our L4 level this kind of cargo carrying autonomous driving systems say, actually have a very big challenge.
Q: Got to quickly push mapless landing reasons?
Zhou Qing: Actually main still is data problems. Why like pure L4, actually did mapless not many, is because its data quantity is not enough. Like L2 or L3 say, actually it do mapless, even if it bottoms can't, it can lower up give people to do takeover. But for L4 say, cars already need to do last final bottoming. For this block says, is a relatively core problem.
Ji Shi's advantages lie in our road unmanned cars already enough many, so we can have enough many data. At the same time, we also established a set able to continuously discover, process and digest this kind long-tail problems system. With vehicle scale and actual operating mileage continuous growth, we every day will encounter large amount different roads, weather, traffic participants and special scenarios, then these real data will continuously feed back algorithms and products.
At the same time, we are also through simulation data mining and targeted training, put small amount probability extremely low scenarios into can continuously train and verify problems, put long-tail problems continuously converge, and let systems with scaled operations continuously evolve. Current Ji Shi already entered such a positive cycle.
Q: Track players continuously flood in, Ji Shi core advantages is what?
Zhou Qing: I think Ji Shi most core barriers is still scaled closed loop capabilities. Like data, technology, customers and ecosystems, actually are not mutually independent. Ji Shi through L4 autonomous driving technology and product capabilities obtain customers, then through scaled operations obtain large amount real road data. These data further promote algorithms and products iteration, product capability improvement after then able to enter more customers and scenarios. At the same time, with host factories, logistics enterprises and other industry partners cooperation, we also further perfected from R&D manufacturing to operations industrial chain links.
In AI industry, single direction advantages often difficult to form competition barriers. So technology, products then to mass production operation data then feedback to iteration, this complete closed loop is competition key. Scale is bigger, closed loop efficiency is higher, this is also we believe future truly able to long-term form competition barriers a point.
Of course, technology definitely is foundation.
Q: How to view new entrants?
Zhou Qing: We think now more and more excellent enterprises already started entering this field, this actually we are very welcome, this also proves this industry is walk towards maturity one very important performance. Like now new entrant these enterprises actually all have their own technical accumulation and industry advantages, so more participants come in, also will promote entire industrial chain further maturity.
Future we still will insist own pace, do products well, do customer services well, at the same time continuously improve technology and scaled capabilities. Industry finally compete still is long-term for customers create values capabilities, we always think so.
Q: Since Ji Shi founded, you feel which decisions are very key?
Zhou Qing: Looking back past 5 years, I think there are three decisions actually very key.
First is firmly chose L4 autonomous driving this track, and we long-term investment. We very early judged logistics and other business scenarios are L4 autonomous driving most likely first scaled landing fields, therefore didn't because short-term market changes change technology directions.
Second point is put scaled commercial operations as goals, rather than stay in technology verification stage. Only truly enter real cities, real roads and real customer scenarios, technologies have continuous iteration and verification opportunities.
Third point is continuously open industry cooperation, from with logistics enterprises cooperation to with host factories explore Inside mode. We also gradually realized, autonomous driving industry final is not one company's solo play, is technology, vehicle whole manufacturing, supply chain and operational capabilities a overall synergy.
If say these three decisions have any common points, that is always around one goal, is let L4 autonomous driving truly enter real world, and form scaled commercial values.
Q: Future hope others mention Ji Shi when, to its definition is what?
Zhou Qing: From underlying capabilities look, we hope become city-level physical foundation capabilities providers, through autonomous driving technology, intelligent vehicles and AI capabilities, empower host factories, logistics enterprises and more industry partners. At the same time, in some need deep participation business scenarios, we also through operations services help customers truly put unmanned cars use up.
Future Ji Shi will be a technology and product capabilities, plus industry synergy capabilities both have companies. We provide underlying intelligence capabilities, but final purpose not is own how many cars, but let AI truly enter city logistics, commercial and service systems.
If say future 5 years determine Ji Shi fate key variables, I think still is AI entering physical world efficiencies. Technologies can continue evolve, products can continue scaled, then our business models can continuously create customer values, will all return to a problem, is we can let AI safer, more efficient, and larger scaled in real world go running.
Q: This sees Ji Shi development situation, also sees entire industry technology iteration speeds?
Zhou Qing: Yes.
Q: Currently world have you relatively appreciate, you think Ji Shi can infinite close or surpass enterprises are?
Zhou Qing: We are hope can make a new, of course past templates inside like Huawei this kind of manufacturers actually still is relatively successful. But we also don't hope paste any kind label, more hope is still can make own poetry and distant places, walk own paths.
近期，美國財政部長斯科特・畢森特喺夏羅經濟俱樂部演講中公開評價比亞迪，話佢係「消費者花 3.5 萬美元就買到嘅、價值 7 萬美元級別嘅最好汽車」。呢番嚟自西方政要嘅直白表態迅速刷爆全球輿論，成咗中國新能源汽車憑硬實力突圍全球市場嘅生動註腳，亦印證咗比亞迪憑產品力贏得世界認同嘅發展底色。
親民定價交付高端產品體驗
畢森特評價嘅核心，係比亞迪產品嘅實際價值遠超定價。3.5 萬美元嘅售價對應 7 萬美元級嘅體驗，這種「越級價值感」係比亞迪打動全球消費者嘅核心密碼。
長久以來，全球汽車定價體系被傳統豪華品牌嘅品牌溢價綁定，消費者常為品牌標籤支付額外成本，實際體驗卻未必匹配。比亞迪憑藉全產業鏈自研嘅成本與技術優勢，打破呢套陳舊邏輯，將高端配置與越級體驗下放至親民價位，令普通消費者亦能享受高端車型嘅品質與功能。呢種物超所值嘅體驗係全球用戶嘅普遍共識，亦係畢森特做出判斷嘅現實基礎。
技術實力斬獲多國官方認可
畢森特嘅評價並非孤例，比亞迪嘅技術與產業價值早已收獲全球多國政要與行業名流嘅認可背書。
美國加州州長紐森親身體驗仰望 U8，盛讚佢係跨越時代嘅突破性技術;烏茲別克斯坦總統為比亞迪頒發國家級「友誼勳章」，認可佢嘅產業貢獻;巴西總統盧拉、泰國總理阿努廷等多國高層，都点赞比亞迪嘅技術創新、綠色轉型與本土化发展成果。不同國家嘅官方正向評價，勾勒出比亞迪嘅全球影響力，亦印證咗佢產品力已突破地域界限，成爲全球認同嘅中國智造名片。
重構全球汽車價值評判體系
畢森特嘅言論喺美國網絡引發熱議，唔少網友直呼「畢森特就係比亞迪最好嘅售貨員」，期待比亞迪進入美國市場。
民間嘅正向反饋，標誌住全球汽車價值邏輯正被比亞迪改寫。過去汽車品質嘅感知多由品牌歷史、圈層溢價定義，技術與體驗退居其次。而比亞迪令消費評判標準重新回歸核心技術、真實配置與實際體驗，消費者唔使為品牌溢價買單，就獲得更優嘅智能體驗與可靠嘅三電技術。比亞迪正透過持續技術迭代，重構全球汽車產業價值鏈，掌握新能源時代嘅行業話語權。
海外市場持續爆發式增長
口碑沉澱最終轉化爲亮眼嘅市場成績，比亞迪海外銷量呈爆發式增長。
數據顯示，2026 年 1-8 月比亞迪海外累計銷售 115.8 萬輛，已超過 2025 年全年 104.96 萬輛嘅銷量;8 月單月銷售 18.9 萬輛，同比增長 134.6%，連續第五個月刷新海外銷量紀錄。喺泰國、新加坡、意大利、巴西等多國，比亞迪已登頂當地新能源銷量榜首，元 UP、海豚家族等車型成爲市場主力。呢份成績絕非單純依靠價格優勢，而係全產業鏈自研嘅硬核成果。比亞迪實現三電技術完全自主可控，以技術迭代與精密製造堅守品質，重塑行業價值邏輯。
硬核產品力立足全球大舞臺
從西方政要点名盛讚到全球多國銷量領跑，比亞迪出海之路始終堅持技術立身、產品為本。
佢堅持合規深耕海外市場，唔靠低價傾銷與資本擴張，而係以實打實嘅產品體驗與全鏈條技術自主，贏得全球用戶嘅信任與市場尊重。喺全球汽車新能源轉型浪潮中，比亞迪唔單止係中國智造走向世界嘅核心名片，更喺重新定義全球新能源汽車嘅價值標準，用實力證明：好產品冇市場邊界，過硬嘅產品力終將贏得更廣闊嘅全球舞臺。
In Malaysia's SUV market, many buyers compare the Honda CR-V and Toyota Harrier when choosing a car. These two models are quite close in price and positioning. Today, we will do a detailed comparison from multiple aspects to help you save time on research.
The Honda CR-V OTR price in Malaysia is RM 178,200 - 195,900, with a total of 4 versions, including 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), etc.
The Toyota Harrier OTR price in Malaysia is RM 289,000 - 289,000, with a total of 1 version, including 2026 HEV 2.5L Standard (RM 289,000), etc.
In terms of price, the starting price of the Honda CR-V is indeed RM 110,800 cheaper than the Toyota Harrier. If your budget is limited, Honda's entry-level version can already meet daily needs. But keep in mind, the difference of a few thousand might involve trade-offs in features, depending on your specific needs.
The Honda CR-V body length is 4500 mm, trunk 450 L.
The Toyota Harrier body length is 4400 mm, trunk 400 L.
Regarding space, the Honda CR-V body is 100 mm longer than the Toyota Harrier, providing slightly more interior seating space, especially rear legroom. If you often carry family members or need to store a stroller, the larger body is indeed more practical.
Honda CR-V warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
Toyota Harrier warranty 5 years/unlimited mileage, maintenance interval every 10,000km or 6 months.
The warranty conditions for both vehicles are the same, no need to worry about this aspect. Actual maintenance costs depend on the brand's service network and parts prices. It is recommended to ask real owners in car enthusiast groups for experience.
Both Honda CR-V and Toyota Harrier are mainstream choices in the Malaysia market, suitable for family use and daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about value and features, choose the one with richer configurations. In the end, it is still recommended to test drive both models, as personal experience is the most important.
Overall, both Honda CR-V and Toyota Harrier are very good models in the Malaysia market. Which one to choose mainly depends on your personal needs and budget. It is recommended to do research, compare quotes from several dealers, and then test drive to make a final decision. Buying a car is a major decision, spending time on research will definitely not be wrong.
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