车型概览

Mercedes-Benz GLC Electric 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在预算、贷款压力和同级价值。

价格落在 RM 398,888，买家可以先用它判断预算压力和同级定位。

购车价格指南

Mercedes-Benz GLC Electric 的购车预算可以先从 RM 398,888 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 GLC 350 e 4MATIC（RM 398,888） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Mercedes-Benz GLC Electric 的核心规格，最重要是把数字翻译成生活里的感受。

涡轮增压、4缸、1999 mL 排量的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 204 Ps的输出，真正意义在于满载、上坡和超车时不会太吃力。 车长 4716 mm、车宽 2075 mm、车高 1647 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、四轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

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

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Mercedes-Benz GLC Electric 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把预算、贷款压力和同级价值放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Mercedes-Benz GLC Electric 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 398,888 锁定预算圈、再看动力是否足够应付高速和满载、最后看空间是否适合家人和行李。

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

用车全周期指南

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

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

车型概览

Mercedes-Benz GLB 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在它和同级车相比的生活适配度。

价格落在 RM 299,888 - 352,888，买家可以先用它判断预算压力和同级定位。

购车价格指南

Mercedes-Benz GLB 的购车预算可以先从 RM 299,888 - 352,888 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 GLB 250 4MATIC AMG Line FL（RM 352,888）、2025 GLB 200 Progressive Line FL（RM 299,888） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Mercedes-Benz GLB 的核心规格，最重要是把数字翻译成生活里的感受。

涡轮增压、4缸、1991 mL 排量的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 224 Ps的输出，真正意义在于满载、上坡和超车时不会太吃力。 7.6 L/100km的油耗，对每天通勤的人来说会直接影响加油频率。 车长 4634 mm、车宽 2020 mm、车高 1692 mm、轴距 2829 mm，可以帮助你预判停车难度和后排乘坐空间。

优缺点分析

Mercedes-Benz GLB 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、日常能源成本有明确参考、动力输出能支撑高速和超车需求。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

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

这辆车适合谁？适合把它和同级车相比的生活适配度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？7.6 L/100km 的油耗参考让通勤成本更容易预估。

竞品对比内容

把 Mercedes-Benz GLB 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 299,888 - 352,888 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

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

用车全周期指南

拥有 Mercedes-Benz GLB 的日常成本，最直接会反映在燃油、保险、轮胎和定期保养上。7.6 L/100km 的油耗让通勤预算更容易掌握。

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

车型概览

Mercedes-Benz CLA AMG 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在它和同级车相比的生活适配度。

价格落在 RM 527,888 - 538,888，买家可以先用它判断预算压力和同级定位。

购车价格指南

Mercedes-Benz CLA AMG 的购车预算可以先从 RM 527,888 - 538,888 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 AMG CLA 45 S 4MATIC+ Final Edition（RM 538,888）、2025 AMG CLA 45 S 4MATIC+（RM 527,888） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Mercedes-Benz CLA AMG 的核心规格，最重要是把数字翻译成生活里的感受。

涡轮增压、4缸、1991 mL 排量的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 421 Ps、500 N·m的输出，真正意义在于满载、上坡和超车时不会太吃力。 8.7 L/100km的油耗，对每天通勤的人来说会直接影响加油频率。 车长 4701 mm、车宽 1999 mm、车高 1413 mm，可以帮助你预判停车难度和后排乘坐空间。

优缺点分析

Mercedes-Benz CLA AMG 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、日常能源成本有明确参考、动力输出能支撑高速和超车需求。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Mercedes-Benz CLA AMG 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把它和同级车相比的生活适配度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？8.7 L/100km 的油耗参考让通勤成本更容易预估。

竞品对比内容

把 Mercedes-Benz CLA AMG 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 527,888 - 538,888 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

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

用车全周期指南

拥有 Mercedes-Benz CLA AMG 的日常成本，最直接会反映在燃油、保险、轮胎和定期保养上。8.7 L/100km 的油耗让通勤预算更容易掌握。

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

车型概览

MG 7 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在它是否容易融入日常生活。

版本方面，MG 7 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 MG 7 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

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

核心参数汇总

看 MG 7 的核心规格，最重要是把数字翻译成生活里的感受。

MG 7 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

MG 7 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

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

购车常见问题解答

购买 MG 7 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把它是否容易融入日常生活放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 MG 7 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

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

用车全周期指南

拥有 MG 7 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

车型概览

Lepas L6 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在整体购车判断。 近期围绕这款车的讨论包括「Lepas Malaysia’s website goes live, which model will spearhead brand here?」，说明它在本地买家视野里仍有关注度。

版本方面，Lepas L6 目前可围绕 2026 Standard 来比较。

购车价格指南

评估 Lepas L6 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

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

核心参数汇总

看 Lepas L6 的核心规格，最重要是把数字翻译成生活里的感受。

Lepas L6 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Lepas L6 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

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

购车常见问题解答

购买 Lepas L6 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

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

竞品对比内容

把 Lepas L6 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

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

用车全周期指南

拥有 Lepas L6 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

车型概览

Lexus LS 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在市区驾驶、停车和日常灵活性。

价格落在 RM 1,250,000 - 1,531,000，买家可以先用它判断预算压力和同级定位。

购车价格指南

Lexus LS 的购车预算可以先从 RM 1,250,000 - 1,531,000 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2021 500 Executive Kiriko（RM 1,531,000）、2021 500 Luxury（RM 1,250,000） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Lexus LS 的核心规格，最重要是把数字翻译成生活里的感受。

自然进气、6缸的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 309 kW、600 N·m的输出，真正意义在于满载、上坡和超车时不会太吃力。 10.5 L/100km的油耗，对每天通勤的人来说会直接影响加油频率。 车长 5235 mm、车宽 1900 mm、车高 1450 mm、轴距 3125 mm，可以帮助你预判停车难度和后排乘坐空间。

优缺点分析

Lexus LS 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、日常能源成本有明确参考、动力输出能支撑高速和超车需求。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

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

这辆车适合谁？适合把市区驾驶、停车和日常灵活性放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？10.5 L/100km 的油耗参考让通勤成本更容易预估。

竞品对比内容

把 Lexus LS 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 1,250,000 - 1,531,000 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

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

用车全周期指南

拥有 Lexus LS 的日常成本，最直接会反映在燃油、保险、轮胎和定期保养上。10.5 L/100km 的油耗让通勤预算更容易掌握。

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

车型概览

BMW M2 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在保险、路税、轮胎和日常能源成本。

价格落在 RM 656,800，买家可以先用它判断预算压力和同级定位。

购车价格指南

BMW M2 的购车预算可以先从 RM 656,800 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 M Model（RM 656,800） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 BMW M2 的核心规格，最重要是把数字翻译成生活里的感受。

涡轮增压、6缸、2993 mL 排量的动力底子，适合拿来判断市区跟车和高速巡航是否轻松。 480 Ps、550 N·m的输出，真正意义在于满载、上坡和超车时不会太吃力。 车长 4580 mm、车宽 1887 mm、车高 1403 mm、轴距 2747 mm，可以帮助你预判停车难度和后排乘坐空间。 自动变速箱 变速箱、后轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

BMW M2 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、动力输出能支撑高速和超车需求、空间和车身尺寸便于家庭买家预判实用性。

需要留意的是，市区停车和狭窄路段仍要看个人驾驶习惯。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 BMW M2 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

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

竞品对比内容

把 BMW M2 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 656,800 锁定预算圈、再看动力是否足够应付高速和满载、最后看空间是否适合家人和行李。

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

用车全周期指南

拥有 BMW M2 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

车型概览

BMW i7 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在市区驾驶、停车和日常灵活性。

价格落在 RM 714,800，买家可以先用它判断预算压力和同级定位。

购车价格指南

BMW i7 的购车预算可以先从 RM 714,800 开始衡量。这个数字真正影响的是月供、保险和现金流，而不只是展厅里的标价。

如果你在几个版本之间犹豫，可以把 2025 xDrive60 M Sport（RM 714,800） 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 BMW i7 的核心规格，最重要是把数字翻译成生活里的感受。

101.7 kWh的电池容量，重点是能不能支撑一周通勤和周末出门。 400 kW、745 N·m的输出，让高速并线和短距离超车更有底气。 车长 5391 mm、车宽 1950 mm、车高 1544 mm、轴距 3215 mm，可以帮助你预判停车难度和后排乘坐空间。 固定齿比 变速箱、四轮驱动布局 的设定，会影响起步顺滑度、湿地稳定感和长途巡航感。

优缺点分析

BMW i7 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：预算位置清楚，方便和同级车直接比较、动力输出能支撑高速和超车需求、空间和车身尺寸便于家庭买家预判实用性。

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

购车常见问题解答

购买 BMW i7 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

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

竞品对比内容

把 BMW i7 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先用 RM 714,800 锁定预算圈、再看动力是否足够应付高速和满载、接着比较能源成本和补能便利、最后看空间是否适合家人和行李。

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

用车全周期指南

拥有 BMW i7 的关键，是先把充电安排想清楚。家充、公司充电或商场快充只要其中一项稳定，日常体验就会轻松很多。

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

车型概览

Aston Martin DB6 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在长途稳定感和乘客舒适度。

版本方面，Aston Martin DB6 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Aston Martin DB6 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

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

核心参数汇总

看 Aston Martin DB6 的核心规格，最重要是把数字翻译成生活里的感受。

Aston Martin DB6 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Aston Martin DB6 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

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

购车常见问题解答

购买 Aston Martin DB6 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把长途稳定感和乘客舒适度放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Aston Martin DB6 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

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

用车全周期指南

拥有 Aston Martin DB6 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

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

6 月 12 日，BJ30 旅行家高光版上市，全系推出 3 萬元換購政策，超級換購價 6.99 萬元起。年度全新版型 BJ30 旅行家高光版上市，定位輕越野 SUV，外觀、性能、體驗全面躍升，超級換購價 8.29 萬元起。「3 萬超級換購政策」，換購用戶同新購用戶都可以享受。

北京越野打造出行業領先嘅「三引擎四驅六模式 HEV 混合動力架構」，並率先應用喺 BJ30 旅行家，成為中國方盒子 SUV 類別首款 HEV 混合動力車型。三引擎動力係一台 41% 熱效率混合動力專用引擎、前驅動馬達同後驅動馬達，分別擅長長途節能、即時補能同瞬間爆發；智能四驅反應速度達 30 毫秒，0.5 秒即可爆發峰值扭矩。六大模式可自動選擇最佳工作方式，動力始終處於最佳狀態。配合電子中鎖、四輪電子限滑及智電 ATS 全地形控制系統，輕鬆應對泥地、沙地等場景。

BJ30 旅行家三排七座佈局，擁有 2820 毫米超長軸距、66% 嘅超高空間使用率，以及1496 公升超大行李廂，後排純平放倒秒變1.92 米大床。B 級方盒子超闊第三排空間，令 1.8 米成年人乘坐依然寬敞。全車 38 處儲物空間，隨身物品都有專屬位置。

近期，來自南非、印尼、阿聯酋、波蘭、墨西哥嘅五國汽車博主，實測國產 SUV 嘅油耗，BJ30 旅行家喺每個國家都跑出百公里唔超 5 升嘅成績，一箱油續航超 1000 幾公里。

值此十五萬台下線之際，北京越野推出全新車型——BJ30 旅行家高光版，喺「超野、超大、超省」嘅基礎之上，實現外觀、性能同體驗全面躍升。

BJ30 旅行家高光版採用經典方盒子造型，硬朗氣勢同精緻線條完美融合，獨有嘅五闕星環貫穿燈組，醒目帥氣；全套電感潮改套件、專屬星環輪轂，前後同色運動保險槓，盡顯熱愛同灑脫；全新橙色內飾同金屬紋理飾板勾勒層次同品質，凸顯溫潤底蘊。

BJ30 旅行家高光版換裝高性能、長壽命嘅專用 AGM 蓄電池，循環壽命達一般蓄電池嘅 3 倍；搭載渦輪增壓技術，整車充電效率達 99%；後馬達功率從 55 千瓦提升至 70 千瓦，匝道匯入、路口起步、緊急避讓，都能獲得及時反應。

相比一般 SUV，BJ30 旅行家車身更高，視野更開闊，仲有座椅加熱、通風、方向盤加熱等功能，貼心舒適。系統可感應雨滴，自動關窗。64 色氛圍燈能隨音樂節奏律動。

6月12日，“十五万热爱，高光而来” BJ30旅行家十五万台下线暨高光版上市发布会在北汽株洲超级工厂举行。为进一步推进越野平权，让更多家庭享受轻越野生活，BJ30旅行家全系推出3万元置换政策，超级置换价6.99万元起。年度全新版型BJ30旅行家高光版上市，定位轻越野SUV，颜值、性能、体验全面跃升，超级置换价8.29万元起。在央视镜头下，北京越野还直播拆解了一台行驶15万公里的BJ30旅行家，全网见证车辆的可靠品质。

作为中国轻越野SUV最快达成15万台的车型，BJ30旅行家依托北京越野六十余年专业沉淀，打造了行业领先的“三擎四驱六模HEV混动架构”，并率先应用于BJ30旅行家，成为中国方盒子SUV品类首款HEV混动车型。三擎动力是一台41%热效率混动专用发动机、前驱动电机和后驱动电机，分别擅长长距离节能、实时补能与瞬时爆发；智能四驱响应速度达30毫秒，0.5秒即可爆发峰值扭矩。六大模式可自动选择最优工作方式，动力始终处于最佳状态。配合能量中锁、四轮电子限滑及智电ATS全地形控制系统，轻松应对泥地、沙地等场景。

“超大”是出行的从容。BJ30旅行家三排七座布局，拥有2820毫米超长轴距、66%的超高得房率，以及1496升超大后备箱，后排纯平放倒秒变1.92米大床。B级方盒子超宽第三排空间，让1.8米成年人乘坐依然宽敞。全车38处储物空间，随身物品都有专属位置。全家出行自由，每个人都不将就。

“超省”是长久的陪伴。BJ30旅行家实现了省钱、省时、省心。近期，来自南非、印尼、阿联酋、波兰、墨西哥的五国汽车博主，实测国产SUV的油耗，BJ30旅行家在每个国家都跑出百公里不超5升的成绩，一箱油续航超1000多公里。无需找充电桩，加油即走，每年节省数十小时补能时间。同时，首任车主享整车终身质保，无高压电池包安全隐患，保养简便且配件充足，让每一次出发都无后顾之忧。

BJ30旅行家既是一台能带你奔赴山野的方盒子，还是一台能让你舒享生活的城市通勤SUV。轻越野SUV千篇一律，BJ30旅行家万里挑一！

BJ30旅行家高光版发布，迎来颜值、性能、体验三大高光时刻

值此十五万台下线之际，北京越野推出全新版型——BJ30旅行家高光版，在“超野、超大、超省”的基础之上，实现颜值、性能和体验全面跃升。

BJ30旅行家高光版采用经典方盒子造型，硬朗气场与精致线条完美融，独有的五阙星环贯穿灯组，醒目帅气；全套电感潮改套件、专属星环轮毂，前后同色运动保险杠，尽显热爱与洒脱；全新橙色内饰和金属纹理饰板勾勒层次与品质，凸显温润底蕴。不同年龄段的用户都能在这台车上寻得热爱、遇见高光。

换装高性能、长寿命的专用AGM电瓶，循环寿命达普通电瓶的3倍；搭载保时捷同款涡轮增压技术，整车充电效率达99%；后电机功率从55千瓦提升至70千瓦，匝道汇入、路口起步、紧急避让，都能获得及时响应，给你坚守路权的底气。

相比普通SUV，BJ30旅行家车身更高，视野更开阔，还有座椅加热、通风、方向盘加热等功能，贴心舒适。系统可感应雨滴，自动关窗。64色氛围灯能随音乐节奏律动，给你独享舒缓情绪的空间。让你越野生活与城市通勤兼得，用一台车的从容，装下生活的两面，把每一个平凡的日常，都过高光时刻。

全网首拆十五万公里BJ30旅行家，央视鉴证真实品质

为回馈十五万车主的相伴与热爱，北京越野推出“3万超级置换政策”，置换用户和新购用户都可以享受。在3万元超级置换政策之上，北京越野还带来五重尊享礼遇，限时下订即可享受：

第一重，质保礼：赠送价值6000元整车终身质保（限首任非营运车主）；

第二重，金融礼：0首付等多种金融产品可选；

第三重，呼朋礼：老客户转介绍成交，奖励至高800元京东卡；

第四重，升级礼：全系终身OTA免费升级；

第五重，流量礼：基础流量终身免费，娱乐流量2年免费且不限量。

值此世界杯开幕，BJ30旅行家高光版还限时开启“燃情世界杯，高光赢大奖”活动：在全国任意授权门店购车，即可获得竞猜资格，精准命中世界杯冠军和决赛比分，再享5万购车补贴。

真正的实力不畏惧严苛的审视。发布会现场，北京越野携手央视财经，对行驶15万公里的BJ30旅行家进行拆车直播，以真实车况展现耐久品质。同时，镜头深入探访北汽株洲超级工厂，见证中国智造如何从源头守住每一台车的卓越品控。

15万公里相当于普通家庭近十年的使用里程，BJ30旅行家拆开后：发动机涡轮干净积碳很少，动力输出依旧充沛， 变速箱外壳完好不漏油，内部齿轮也没有磨损坑洼，动力系统状态优异；电池包没有鼓包、漏液、内部变质衰减的情况，长久使用不用担心电池老化故障；副车架、悬挂摆臂没有锈蚀、渗油漏油问题，整个底盘平整度、规整度和新车差距很小，被动安全防护始终在线。这场直播用镜头证明，BJ30旅行家用料扎实、工艺可靠、耐久出众，能够给用户带来更低的维修成本、更长的换车周期，以及每一次出行的安心感。

Due to the cancellation of the electric vehicle plan resulting in a $10 billion loss, Honda reported its fiscal year 2025 annual loss last Thursday, recording a net loss of 423.9 billion yen (approximately 18.2 billion RMB). This is the company's first annual loss in nearly 70 years since its listing on the Tokyo Stock Exchange in 1957.

At the same time, Honda expects a V-shaped turnaround in the next fiscal year, with an annual operating profit guidance of 500 billion yen (approximately 23.2 billion RMB). Honda emphasized that excluding the remaining 500 billion yen in electric vehicle-related losses to be accrued, the operating profit target for its core business is 1 trillion yen.

Honda's goal is to restore operating profits to a historical high of over 1.4 trillion yen by the fiscal year ending March 2029. Its core confidence comes from the profitability of fuel vehicles and hybrid businesses, including a reduction in electric vehicle impairment losses. Additionally, Honda's motorcycle business remains a cash cow, and is expected to continue breaking profit records in markets such as India and Brazil.

Honda CEO Toshihiro Mibe clearly stated at the press conference: "The loss in fiscal year 2025 is the result of actively liquidating old strategies. By recognizing asset impairment in one lump sum, we leave uncertainty in the past, ensuring a light start for the next fiscal year."

Honda CEO Toshihiro Mibe

To offset the impact of performance losses on the stock price and demonstrate robust cash flow, Honda announced an aggressive shareholder return policy: declaring the repurchase of up to 1.1 trillion yen (approximately 51 billion RMB) of stock, and expecting the fiscal year 2026 annual dividend to remain at 70 yen per share, flat with the previous fiscal year.

This is the largest buyback plan in Honda's history. The company stated that despite the net loss on the books, operating cash flow after deducting R&D adjustments reached as high as 2.66 trillion yen, and the equity ratio remained at a high level of 55%, with the financial status remaining extremely robust.

Based on optimistic earnings expectations, Honda's stock price actually rebounded significantly the next day. However, whether Honda can truly reverse the trend and achieve high-level profits still faces considerable obstacles.

Huge Losses Began with an All-In Gamble

The core reason for Honda encountering its first huge loss since listing lies in its all-in investment in electrification.

As one of the top five car manufacturers in the US by sales, Honda formulated an ambitious electrification investment plan during the Biden era, because the Biden government planned to significantly increase EV market penetration within the next decade. However, policies and markets change rapidly. After Trump took office, he overturned the previous "EV Mandate", leaving Honda's billions of dollars in R&D with no visible timeline for returns. Toshihiro Mibe stated: "If we continue to advance this project, it will definitely cause losses in the future."

Now, with the contraction of the electrification strategy in the North American market, Honda decided to focus on hybrid models, aiming to launch 15 new hybrid models by 2030.

Currently, Honda is developing three sets of new hybrid powertrains for small, medium, and large vehicles: a small hybrid system targeting the Japanese domestic market, with a volume reduced by 10% compared to the current model; a medium hybrid system targeting the North American market, equipped with a new 2.0-liter direct injection engine, matched with a new transmission, compact high-power battery, and optimized cooling structure, with overall volume reduced by 25%. This system will be equipped on a newly upgraded medium complete vehicle platform, with comprehensive upgrades to platform rigidity, crash prevention performance, and quietness, the complete vehicle weight reduced by 90 kilograms, and manufacturing costs adjusted down by 10%; and a large V6 hybrid system equipped on mid-to-large flagship models, with 30% fuel consumption optimization, 15% acceleration performance improvement, adopting a dual-motor four-wheel drive architecture, suitable for Odyssey MPV, Pilot, UR-V, and other mid-to-large off-road and home vehicle models.

The plan also includes a next-generation hybrid system and brand new hybrid vehicle models to be launched around 2027, which will ultimately adopt Honda's next-generation autonomous driving technology. However, according to "Nikkei News", Honda has delayed the launch date of this AI-driven driving system to 2028.

Honda's luxury brand Acura will go all out for a full hybrid era. The Acura hybrid SUV concept car unveiled in Tokyo recently foreshadows the shape of the new RDX, and the new car will be officially launched within two years. Meanwhile, the Honda main brand will strategically retain pure fuel vehicle models. In the entry-level passenger car market, fuel engines remain the key to maintaining pricing advantages. Honda will launch new generations of fuel-powered models as needed to solidify market share.

Honda North America Product Planning Director Gary Robinson stated that hybrid models will be the core pillar of the product offensive in the North American market. It is expected that before 2030, hybrid sales will surpass pure fuel vehicle models.

In addition, to focus resources on developing new-generation hybrid powertrains, Honda decided to extend the product life cycle of multiple best-selling core models, with the service cycle of some models exceeding even ten years. At least in the North American market, models such as Odyssey, Accord, HR-V, and Acura MDX will all have extended production cycles, with the earliest full replacement not expected until before 2030.

Common Dilemma of Traditional Multinational Car Companies:

How to Face the Fracture of the Two Core Global Markets

A rapid switch in power strategy can curb losses, but the situation Honda faces in the global market remains severe.

First, a sudden brake caused the previous $10 billion electrification supply chain investment to go down the drain. Honda had to urgently adjust the battery capacity from its joint venture with LG New Energy from supplying pure electric vehicles to supplying hybrids or energy storage batteries.

Secondly, Honda has to face the increasingly misaligned competitive pressure in the hybrid market with Toyota.

The US is Honda's profit base for fuel and hybrid models. In 1999, Honda successfully claimed the historical title of the first mass-produced hybrid car in the US by launching the first-generation Insight hybrid sedan months earlier than Toyota's Prius. Today, however, relying on the Prius for over twenty years of iterations, Toyota has successfully equated hybrid cars with Toyota in the hearts of North American consumers.

Especially during these few years when Honda actively bet on electrification, Toyota has already built an extremely terrifying product width in the hybrid field. From compact sedans like Corolla, Prius, mid-size sedan Camry, to SUVs and MPVs represented by RAV4, Highlander, Grand Highlander, almost the entire product line has been hybridized. The latest North American main models like the 9th generation Camry and some hardcore SUVs have directly cancelled the pure fuel version, with hybrid becoming standard across the entire series.

In the last fiscal year, Toyota's hybrid model sales in the same period reached 4.8 million, accounting for 43% of its total global sales, and occupied over 50% share in the US hybrid car market. Honda's total sales of global conventional hybrids and plug-in hybrids were 928,000 units, of which 791,000 units were in the North American market, accounting for a high of 85%, with hybrid model sales accounting for 23% of Honda's global total sales, a huge gap.

Although Honda's i-MMD hybrid system has excellent technical levels and is even more sporty in driving feel, it cannot compare to Toyota's volume in supply chain scale, which limits Honda's flexibility in pricing and overall profit margins.

Worse still, with the uncertainty of the election and tariff policies, Honda's supply chain in North America faces a pincer attack of high tariffs and subsidy cancellations. Honda must maintain high-cost localized production in North America to avoid tariffs, while also dealing with slowing demand, which tests profit margins extremely.

As for the Chinese market, it has now evolved into a bloody battlefield of advanced intelligent connectivity and new energy, with Honda's sales nearly halved within five years.

Many views hold that with the rise of intelligence, the dominance of the automotive manufacturing industry, which used to be topped by vehicle manufacturers with component companies connected layer by layer, is gradually shifting to tech companies with more advantages in chips, AI models, and electronic control systems. Future competition is not only in powertrains, but more so in software and ecosystem competition.

Honda also strongly promoted software-defined cars, being a "radical school" in the autonomous driving field, and is the first car manufacturer globally to equip L3-level autonomous driving technology on mass-produced cars (Japanese version Honda Legend). At this financial report meeting, Toshihiro Mibe clearly stated that Honda will increase software investment and apply electric vehicle and battery technologies to new hybrid models, which will enable Honda to produce pure electric vehicles at any time when consumer tastes change.

However, Honda has always lacked strength in software. Honda's early independently developed software system iterations were extremely slow, completely unable to form a counter-attack in front of Silicon Valley or Chinese tech giants. To make up for the software shortage, Honda established a new company with Sony as a joint venture, attempting to use Sony's software and entertainment ecosystem to build the Afeela smart sedan. However, as Honda comprehensively contracts the electrification front line, the development of the first Afeela model and its North American launch plan have also become victims of this strategic retreat, forced to be indefinitely suspended.

Lacking a strong smart software moat means that even if Honda retreats to the hybrid camp, its products still face "generation gap" threats when facing increasingly intelligent Chinese hybrid models or North American tech giants. In fact, in the Chinese market, Honda is also adopting strategic contraction and retreating to hybrids, basically meaning an active withdrawal from the core premium center of the Chinese market, and it will be very difficult to return to the peak in the future.

Facing the extremely competitive Chinese market and the policy-variable North American market, car companies must maintain flexibility. The question is, this is a common challenge faced by global multinational car companies. Overall, although Honda cleared historical burdens using one-off impairment at this year's financial report meeting and gave optimistic guidance of 500 billion yen profit for fiscal year 2027, its core business and global market structure show that the dilemma Honda faces is absolutely not something simple financial repair can cross; supply chain challenges and double-front battlefields are both difficulties.

Lost Two-Wheeler Market

Against this backdrop, Honda's motorcycle business, from which it made its fortune, is not smooth sailing either.

As the world's largest motorcycle manufacturer, Honda has long used the high profits from two-wheelers to subsidize the downturn of its automotive business. The impairment loss of the Honda automotive business in fiscal year 2025 reached as high as 423.9 billion yen, sustained by the profitable trillion-yen motorcycle business. However, according to recent reports from Nikkei Chinese, Chinese motorcycle brands such as Yadea, Aima, and Vietnamese pure EV company VinFast are launching a fierce pincer attack on Honda in the field of electric two-wheelers.

The Vietnamese government issued strict gasoline motorcycle regulation policies in 2025. The capital Hanoi plans to gradually restrict and ban gasoline motorcycle passage in the city center starting from July this year. This led to an instant explosion in Vietnam's electric two-wheeler market, with penetration rate skyrocketing from 10% in 2024 to 22% in 2025. In response, VinFast adopted a "radical strategy of disregarding profit and loss, low-price market seizure." In 2025, VinFast's electric motorcycle sales reached 400,000 units, surging 5.7 times year-on-year, grabbing 56% share of Vietnam's electric two-wheeler market, with sales soaring to second place in the Vietnamese market.

In response, a Honda executive frankly admitted: "We never expected the electrification process to be so rapid." Although Honda possesses absolute dominance in the traditional fuel motorcycle market in Vietnam, with 2.16 million units sold in 2025 and a comprehensive share of about 65%. However, on this key new track of electric motorcycles, Honda's share is a pitiful 1.4%, with a seriously slow response.

At the same time, Chinese electric two-wheeler giants represented by Yadea and Aima are reshaping the electric two-wheeler industry chain in Vietnam and Southeast Asia with mature industrial chains, further eating into Japanese shares.

Macquarie Transportation Research Director pointed out that Honda's two-wheeler electrification transformation actions in key markets such as Southeast Asia are "quite slow". The "god-like engines" and traditional after-sales networks Honda was once proud of are losing barriers in front of batteries and motors. The Nikkei report also mentioned that Honda was previously overly confident in its motorcycle engine advantages, leading to extreme fragility in defense when facing new environmental regulations.

To cope with the crisis, Honda has to start adopting not-so-fresh cost-reduction strategies — for example, starting to purchase a large amount of motorcycle parts from China, and planning to launch low-price electric motorcycles in Vietnam in June. This signals that the era of extremely high autonomous profits in Honda's two-wheeler business is coming to an end. Honda also plans to invest 500 billion yen to implement an electrification counterattack before 2030, with the goal of increasing annual electric motorcycle sales to 4 million units.

It should be known that the Vietnamese market alone accounts for about 10% of Honda's global motorcycle sales. If Vietnam, this "profit highland", is lost due to electrification, Honda will lose a steady financial backstop. More importantly, the Vietnamese market is not isolated. The Vietnamese government's success in pushing electrification through policy is becoming a model for neighboring countries. Indonesia and Thailand are also heavily subsidizing electric two-wheelers. If Honda cannot quickly plug the gap in Vietnam, the large-scale supply chain established by VinFast and Chinese brands like Yadea, Tailg in Vietnam will naturally radiate throughout ASEAN. At that time, Honda's market foundation throughout Southeast Asia will be shaken.

If the profit margin of this cash cow, the two-wheeler, declines, Honda's four-wheeled automotive transformation will also lose capital infusion.

May 28, 2026, SAIC Group held a special vehicle delivery ceremony at Shanghai North Bund World Living Room. What makes it special is not how many leaders came, but because the protagonist changed to users, accurately speaking, it is SAIC's 100 millionth user globally.

100 million vehicles. This is a number never touched by a Chinese automotive group. From 1958 when workers hammered out the first Phoenix sedan with a hammer, to 2026 when over ten brands and nineteen models under its umbrella were delivered synchronously across continents, SAIC took 68 years to write itself into a new coordinate of the Chinese automotive industry.

Behind the 100 Million Vehicles, It's Not Just About Selling More

When many people see "100 million vehicles", their first reaction is: SAIC really sells a lot. This is not wrong, but only half right.

In the first four months of 2026, SAIC sold a cumulative 1.302 million vehicles, taking the crown as the top-selling car enterprise for four consecutive months. Among them, the share of independent brands is close to seven-tenths, new energy vehicles sold 412,000, and the overseas market surged 50.2% year-on-year. These numbers are indeed beautiful, but more worth looking at is the structure: independent brands account for 70%, overseas sales account for more than one-third. This shows SAIC is no longer the enterprise that relied on joint ventures for passive wins back then.

Starting from the localization of Santana, to Roewe creating the Internet car category, to the concentrated launch of high-end smart electric products like IM, Shangjie, and Huajing S, SAIC has taken a road that most traditional car enterprises are walking, but few walk smoothly: while stabilizing the core business in the joint venture sector, let independent brands truly stand up. Today, the outline of this road is quite clear.

Global Relay Delivery Is Not a Show, But Real Skill

The most interesting design of this delivery ceremony is "Global Relay". Outside the Shanghai main venue, delivery scenes in Nanjing, Liuzhou, Taiyuan, as well as the UK, Indonesia, Singapore and other countries and regions were lit up successively. Completing cross-continental, multi-brand, large-batch synchronized delivery on the same day tests not planning ability, but the hard strength of supply chain and channels.

SAIC has over 100 parts production bases overseas, over 3,000 dealer networks. It has built three R&D innovation centers such as London, as well as four production and manufacturing centers in Thailand, Indonesia, India, and Pakistan. Anji Logistics 42 Ro-Ro ships, 8 international routes connected Southeast Asia, Europe, Americas. The facts stacked out by these numbers are: SAIC is one of the few Chinese car groups that truly has global operation capabilities.

MG has been the top-selling Chinese brand in the European market for 11 consecutive years. In 2025, annual sales in Europe broke through 300,000 vehicles, and cumulative sales broke one million in the UK and European markets. This is not a small-scale export, but a head-on confrontation in mature markets. In March this year, the semi-solid-state batteries and Hybrid+ hybrid technology released by MG at the Frankfurt Technology Day, overseas monthly sales have already broken 20,000 vehicles. From "Product Going Global" to "Value Chain Going Global", SAIC's Glocal strategy is being realized.

What Truly Matters Is Whether "Understanding You" Can Be Done Properly

SAIC proposed a slogan called "Know Cars, Know You Better". The first half is basic skills, the second half is the dividing line.

At this delivery ceremony, SAIC did not invite celebrities to endorse, but found real users to tell stories: Luo Zhenyu from Dedao APP, as Huajing S Experience Officer No. 001, talked about Qiankun Intelligent Driving from the New Year's Eve Speech to walking into the factory to witness the launch; former national football player Yang Chen chose ID. ERA 9X, with the reason that Golden Extended Range and Long-termism concepts fit; charity blogger Liu Jia shaved the hair of left-behind children in Guangxi mountainous areas for five consecutive years, Buick not only assisted him, but he himself was also moved by the Zhijing E7 cabin. These stories are not big on their own, but put together, they spell out the signal SAIC wants to convey: Users are not the end point of payment, but the starting point of R&D and service.

Product itself. Volkswagen ID. ERA 9X globally launched Momenta R7 Reinforcement Learning World Model, one month after launch delivery broke 7,000 units; AUDI E7X plans to become Audi's first L3 level landing model globally; Buick Zhijing E7 based on "Xiaoyao" Super Fusion Architecture, one month after launch delivery broke 10,000. The common point of these products is: technology no longer stays on the parameter sheet, but becomes experience perceived by users.

100 Million Vehicles is a Period, Even More a Colon

To be honest, this number of 100 million vehicles is not rare among global automotive giants. Toyota and Volkswagen have long been members of the "100 Million Club". But for the Chinese automotive industry, this is the first time a local enterprise has crossed this line, the meaning is different.

What is more important is not the celebration, but how to go next. SAIC itself is also very clear, positioning this 100 million vehicle delivery as the "starting line of second entrepreneurship". From the establishment of Shanghai Internal Combustion Engine Parts Manufacturing Company in 1955, to the present day where the full brand matrix moves forward together in the global market, SAIC has proved that traditional car enterprises can also complete the "turning the elephant around". But the battle of intelligent electric transformation has only reached the halftime, the next competition will be more cruel, semi-solid-state batteries, AI large model onboard, L3 level autonomous driving landing, every item is a tough fight.

100 million vehicles are the answer sheet SAIC gave to the past, and also the test question given to the future. The tools for answering are already here: full value chain system, global layout, dual engine of independence and joint ventures running in parallel. Whether it can be answered well depends on how deep the sentence "Know Cars, Know You Better" can be implemented.