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车市半年考:上汽夺回一位 三家车企海外增速翻倍

作者:向秀芳 文章来源:盖世汽车

2026-07-15 13:16

作者:向秀芳 文章来源:盖世汽车

2026-07-15 13:16

邦小白快读

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本文总结了2026年上半年中国车市的整体运行情况,核心干货如下:

1.整体大盘情况:今年1-6月国内乘用车累计零售870.1万辆,同比下降20.2%,行业平均利润率跌至3.4%警戒线,车市竞争已经从原来的“规模内卷”转向“结构性代差”竞争,淘汰赛已经开启。

2.销量格局变化:上汽集团以204.5万辆销量重回行业第一,比亚迪、吉利、奇瑞紧随其后构成第一梯队,新势力阵营分化明显,零跑、极氪、蔚来增速亮眼,理想小鹏下滑,外资合资品牌在华持续承压,主流合资6月零售同比下降34%。

3.核心行业趋势:新能源乘用车零售渗透率已经升至62.8%的历史新高,市场呈现高端爆发、低端承压的分化格局,海外市场成为所有车企争夺的第二增长极,出海竞争进入本地化建设的深水区。

本文梳理了当前车市的结构性变化,为品牌商提供了多维度的行业参考,核心干货如下:

1.消费趋势变化:消费者不再单纯为绿牌或低价买单,转而偏好配置更高、智能化能力更强的产品,新能源市场呈现高端爆发、低端承压的两极分化,6月B级纯电批发销量大涨37%,A00级纯电腰斩50%,市场94%的份额集中在头部20家车企,资源加速向头部聚拢。

2.产品研发方向:可参考两种成功路径,一是像零跑一样通过全域自研控制成本,把智能化高配置下放到20万以内核心市场,靠性价比抢占份额;二是像蔚来一样通过子品牌实现高端技术外溢,把旗舰级软硬件带入20-30万主流市场,兼顾销量增长和价格稳定。

3.渠道建设方向:国内需要搭建全价格带的产品矩阵,海外要尽快从单一贸易出口转向本地化产能和体系建设,才能应对海外政策波动,建立长期竞争优势。

本文针对当前车市格局,梳理了车企可把握的机会、需警惕的风险以及应对方向,核心干货如下:

1.可把握的增长机会:国内市场中,高端新能源赛道增量明显,B级纯电动车批发销量同比大涨37%,是当前核心增长方向;海外市场已经成为第二增长极,今年上半年国内乘用车出口同比大涨82.3%,新能源出口更是暴增152.7%,欧洲、拉美、中东、东南亚等市场都有充足的增量空间。

2.需要警惕的风险提示:国内车市整体大盘收缩,行业平均利润率跌至3.4%警戒线,如果继续单纯依靠降价以价换量,会透支企业的造血能力;单纯依赖国内生产、海运出口的传统出海模式,抗风险能力弱,面对海外政策调整防御纵深较短,容易遭遇市场波动。

3.可参考的应对方向:加快新能源转型,提升品牌新能源渗透率,搭建覆盖全价格带的产品矩阵,持续推出爆款产品;出海可选择本土化建厂或者与国际巨头合作轻资产出海两种模式,不要盲目追求交付规模,要追求有现金流支撑的有质量增长。

当前车市的结构性变革,为整车及配套工厂带来了新的需求、机会和转型启示,核心干货如下:

1.产品生产与设计需求调整:当前消费端已经淘汰了单纯低价的入门代步需求,消费者更倾向于选择智能化水平高、配置丰富的中高端产品,A00级纯电市场销量已经腰斩,工厂需要及时调整产能结构,削减低端落后产能,加大中高端智能化车型的产能布局,适配市场需求变化。

2.新的商业机会:当前国内头部车企纷纷加速出海布局,大量企业开始在泰国、巴西、欧洲等地区建设本地化整车工厂,带动了上游配套工厂跟随出海的需求,给国内配套工厂带来了新的增量市场,拓展了增长空间。

3.数字化与转型启示:当前车市竞争转向全球化体系竞争,对工厂的柔性生产能力提出了更高要求,工厂需要加快数字化升级,适配不同区域市场的定制化生产需求,条件允许的情况下跟随头部车企布局海外本地化生产,可分散国内市场波动风险,提升自身抗周期能力。

本文明确了当前车市的发展趋势、核心客户痛点,为汽车产业链服务商指明了方向,核心干货如下:

1.行业发展趋势:中国车市已经结束普涨阶段,进入结构性代差竞争新阶段,竞争从国内规模内卷转向国内结构调整+海外全球化布局双主线,行业资源加速向头部车企聚拢,中小车企生存空间不断被压缩,全行业都面临降本增效和全球化布局的需求。

2.核心客户痛点:头部出海车企缺乏海外本地化生产配套资源,对海外政策风控、供应链管理的需求强烈;转型中的车企缺乏智能化技术配套,自研芯片、高压架构、补能体系建设都需要外部支持;中小车企被头部挤压,利润空间微薄,急需降本增效的解决方案。

3.可落地的解决方案方向:服务商可围绕车企出海需求,打造海外政策咨询、本地化供应链对接、风控管理等相关服务产品;围绕车企智能化转型需求,开放共享技术资源,提供降本增效的相关解决方案;抓住行业分化的机会,对接头部车企的转型需求,匹配对应的服务产品,拓展自身业务边界。

当前车市的结构性变化,为汽车平台商带来了新的需求和发展方向,核心干货如下:

1.车企对平台的新需求:随着车企纷纷布局出海,车企需要平台提供海外政策解读、本地化生产对接、供应链配套、渠道资源对接等相关服务;新能源转型阶段,不同类型车企都有降本增效、技术共享、用户运营等方面的需求,中小车企对技术对接、流量扶持的需求尤其强烈。

2.平台运营与招商方向:平台可以新增专门的车企出海服务板块,整合海外本地化资源,为车企提供从政策咨询到落地建设的全链路服务;针对新能源转型的需求,搭建智能化技术共享、供应链对接的服务板块,吸引不同规模的车企入驻;招商方面可重点吸引头部新能源车企、出海相关配套服务商入驻,优化平台业务结构。

3.风向规避提示:要避开低端入门车型相关的业务布局,不要盲目扩张低利润相关业务,同时要注意行业整体利润率偏低的现状,控制自身的经营风险,围绕车企“有质量增长”的核心需求布局业务,避免卷入无利润的规模竞争。

2026年上半年车市呈现出多个产业新动向、新问题,催生了多种新商业模式,为产业研究提供了丰富的样本,核心干货如下:

1.产业新动向:中国车市竞争逻辑发生根本转变,已经从传统的“交付量定成败”的规模内卷,转向“结构性代差”竞争,新能源汽车渗透率已经突破60%,红利期结束,进入高端爆发、低端承压的结构性竞争阶段;海外市场从原来的销量点缀变成左右大盘的第二增长极,出海竞争从贸易出口转向本地化体系输出的深水区竞争。

2.产业新问题:国内车市整体大盘持续收缩,2026年上半年零售同比下降20.2%,行业平均利润率跌至3.4%的警戒线,多数二梯队车企面临燃油车下滑速度快于新能源补位速度的困境,合资品牌燃油基本盘收缩,新能源未能打开规模,生存压力陡增;单一贸易型出海抗风险能力弱,受地缘政治和海外政策波动影响大,容易出现市场波动。

3.新商业模式样本:当前已经诞生多种成功的新商业模式,包括零跑的全域自研普惠智能化模式、蔚来的多品牌技术外溢模式、零跑依托国际巨头渠道的轻资产出海模式、比亚迪的全体系出海模式等,为产业研究提供了新的研究对象,也为行业发展提供了新的参考方向。

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Quick Summary

This article summarizes the overall performance of China's automotive market in the first half of 2026, with key takeaways as follows:

1. Overall market performance: From January to June, cumulative retail sales of passenger vehicles in China reached 8.701 million units, down 20.2% year-on-year. The industry average profit margin has fallen to the warning line of 3.4%. Competition in the market has shifted from "scale-based infighting" to "structural generational gap" competition, and an industry-wide consolidation shakeout has begun.

2. Shifts in sales landscape: SAIC Motor returned to the top spot with 2.045 million units in sales. BYD, Geely and Chery follow closely to form the first tier. The new EV segment sees sharp divergence: Leapmotor, Zeekr and Nio posted strong growth, while Li Auto and Xpeng saw sales decline. Foreign-invested and joint venture brands continue to face pressure in China, with mainstream JVs recording a 34% year-on-year drop in retail sales in June.

3. Core industry trends: The retail penetration rate of new energy passenger vehicles has hit a record high of 62.8%. The market is split between booming demand for high-end models and stagnation for low-end offerings. The overseas market has become the second growth pole for all domestic automakers, and competition in overseas expansion has entered the deep end of localized infrastructure building.

This article sorts out the ongoing structural shifts in China's automotive market, providing multi-dimensional industry insights for automakers, with key takeaways as follows:

1. Shifts in consumer trends: Consumers no longer make purchases simply for green license plates or low prices, and instead prefer products with richer configurations and stronger intelligent capabilities. The new energy market is seeing polarized growth, with booming demand for high-end models and falling demand for low-end offerings. Wholesale sales of B-class pure electric EVs jumped 37% in June, while sales of A00-class pure electric EVs halved. 94% of the total market share is concentrated among the top 20 automakers, and resources are accelerating their concentration to market leaders.

2. Product R&D directions: Two successful paths are available for reference: First, the full-stack in-house R&D model adopted by Leapmotor, which controls costs to bring high-end intelligent configurations to the core market below 200,000 yuan, gaining market share through cost-performance. Second, the multi-brand model used by Nio, which spills over high-end technologies through sub-brands to bring flagship hardware and software to the mainstream 200,000-300,000 yuan market, balancing sales growth and price stability.

3. Channel development directions: Domestically, brands need to build product portfolios covering all price points. Overseas, brands need to shift as soon as possible from pure trade exports to localized production capacity and system building, to better cope with overseas policy fluctuations and build long-term competitive advantages.

Against the backdrop of the current automotive market landscape, this article sorts out actionable opportunities, critical risks and response directions for automakers, with key takeaways as follows:

1. Actionable growth opportunities: In the domestic market, the high-end new energy track offers significant incremental growth, with wholesale sales of B-class pure electric EVs surging 37% year-on-year, making it the core growth direction at present. The overseas market has become the second growth pole: in the first half of this year, China's passenger vehicle exports jumped 82.3% year-on-year, while new energy exports soared 152.7%. Markets including Europe, Latin America, the Middle East and Southeast Asia all offer ample room for incremental growth.

2. Critical risk warnings: The overall domestic automotive market is contracting, with the industry average profit margin falling to the 3.4% warning line. Continuing to rely purely on price cuts to trade volume for revenue will erode a company's long-term profitability. The traditional overseas expansion model that relies purely on domestic production and ocean shipping exports has weak risk resistance, with limited buffers against overseas policy adjustments, leaving brands exposed to sudden market volatility.

3. Recommended response directions: Speed up new energy transition to raise brand-level new energy penetration, build product portfolios covering all price points, and continue launching hit products. For overseas expansion, brands can choose between building localized manufacturing facilities or adopting an asset-light model via partnerships with global giants. Avoid blindly chasing delivery volume, and prioritize high-quality growth supported by stable cash flow.

The ongoing structural transformation of China's automotive market has created new demand, opportunities and transformation insights for vehicle and component manufacturers, with key takeaways as follows:

1. Adjustments to product manufacturing and design demand: Consumers have abandoned demand for low-cost entry-level transportation, and now prefer mid-to-high-end products with high intelligent levels and rich configurations. Sales of A00-class pure electric EVs have halved, so manufacturers need to adjust their capacity structure in a timely manner: cut low-end, outdated capacity, and expand capacity布局 for mid-to-high-end intelligent models to align with shifting market demand.

2. New business opportunities: Leading domestic automakers are accelerating their overseas expansion, with a large number building localized vehicle production facilities in Thailand, Brazil, Europe and other regions. This has driven demand for upstream component manufacturers to follow automakers overseas, opening up new incremental markets and expanding growth space for domestic component suppliers.

3. Digitalization and transformation insights: Automotive market competition has shifted to global system-level competition, which places higher requirements on factories' flexible production capabilities. Manufacturers need to speed up digital upgrades to adapt to customized production demands for different regional markets. When conditions allow, setting up localized overseas production alongside leading automakers can help diversify risks from domestic market volatility and improve anti-cyclical resilience.

This article clarifies current automotive market development trends and core client pain points, pointing out the direction of development for automotive industry chain service providers, with key takeaways as follows:

1. Industry development trends: China's automotive market has exited the era of broad-based growth and entered a new stage of structural generational gap competition. The competitive landscape has shifted from domestic scale-based infighting to a dual focus of domestic structural adjustment and global expansion. Industry resources are increasingly concentrating on leading automakers, squeezing the living space of small and medium-sized players. The entire industry faces universal demand for cost reduction, efficiency improvement and global expansion.

2. Core client pain points: Leading automakers expanding overseas lack access to localized production supporting resources, and have strong demand for overseas policy risk management and supply chain management services. Automakers in transition lack supporting intelligent technology, and need external support for in-house chip development, high-voltage architecture development and charging network construction. Small and medium-sized automakers, squeezed by market leaders, operate with thin profit margins and urgently need cost reduction and efficiency improvement solutions.

3. Actionable solution directions: Service providers can develop service offerings around automakers' overseas expansion needs, including overseas policy consulting, localized supply chain matching, and risk management services. To meet demand for intelligent transition, providers can open and share technical resources to deliver cost reduction and efficiency improvement solutions. They can also leverage industry divergence to match services to the transformation needs of leading automakers, expanding their own business scope.

The ongoing structural shift in China's automotive market has created new demand and development directions for automotive industry platforms, with key takeaways as follows:

1. New demand from automakers for platforms: As more automakers pursue overseas expansion, they require platforms to provide services including overseas policy interpretation, localized production matching, supply chain support and channel resource connection. During the new energy transition period, all types of automakers have demand for cost reduction, efficiency improvement, technology sharing and user operation, and small and medium-sized players have particularly strong demand for technology matching and traffic support.

2. Platform operation and business development directions: Platforms can add a dedicated business segment for automaker overseas expansion, integrate localized overseas resources, and provide end-to-end services from policy consulting to on-the-ground implementation. To meet new energy transition demand, platforms can build service segments for intelligent technology sharing and supply chain matching to attract automakers of all sizes. For business development, platforms can prioritize attracting leading new energy automakers and overseas expansion supporting service providers to optimize their business structure.

3. Risk mitigation guidance: Avoid expanding business related to low-end entry-level models and don't blindly expand low-margin business. At the same time, account for the industry's overall low profit margin to control operating risks. Align business布局 with automakers' core demand for "high-quality growth" to avoid getting caught in unprofitable scale competition.

The first half of 2026 has brought multiple new industry trends and issues to China's automotive market, and spawned a variety of new business models, providing rich research samples for industry research, with key takeaways as follows:

1. New industry trends: The competitive logic of China's automotive market has fundamentally changed, shifting from the traditional "delivery volume determines success" scale-based infighting to "structural generational gap" competition. New energy vehicle penetration has exceeded 60%, ending the era of broad industry growth and entering a structural competition phase marked by booming high-end growth and stagnation at the low end. The overseas market has shifted from a marginal sales supplement to the second growth pole that shapes overall market performance, and overseas competition has moved from simple trade exports to deep-end competition centered on localized system output.

2. New industry issues: The overall domestic automotive market continues to contract, with retail sales down 20.2% year-on-year in H1 2026 and the industry average profit margin falling to the 3.4% warning line. Most second-tier automakers face the dilemma where the decline of their fuel vehicle business outpaces the growth of their new energy business. For joint venture brands, their core fuel vehicle business is contracting while they have failed to scale up their new energy operations, leading to surging survival pressure. Pure trade-based overseas expansion has weak risk resistance, is highly exposed to geopolitics and overseas policy fluctuations, and faces high risk of sudden market disruption.

3. Samples of new business models: Multiple successful new business models have emerged to date, including Leapmotor's full-stack in-house R&D democratized intelligence model, Nio's multi-brand technology spillover model, Leapmotor's asset-light overseas expansion model leveraging global giant channels, and BYD's full-system overseas expansion model. These provide new research subjects for industry research and new reference directions for industry development.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

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2026年上半年,中国车市交出了一份略显复杂的成绩单。

乘联分会数据显示,今年1-6月国内乘用车累计零售870.1万辆,同比下降20.2%。受市场总量收缩影响,绝大多数车企半年销量增速放缓,全年增长目标承压。

这是因为,“交付量”定座次、论成败的时代已然过去。随着燃油车基本盘加速失速、海外政策波动加剧,以及行业平均利润率跌至3.4%警戒线,中国车市的竞争维度正从“规模内卷”转向“结构性代差”。

而在销量数字背后,真正决定生死存亡的隐形鸿沟已经拉开。

销量格局又有变化

盖世汽车统计了近20家车企上半年销量情况,阶梯状分布明显。

上汽集团以204.5万辆重回销量榜首,成为目前唯一突破200万辆的整车集团。上汽这次重回第一,靠的是自主品牌、新能源和出口同时发力,是在自己身上“刮骨疗毒”换来的。

比亚迪上半年累计销售180.9万辆,虽然国内大盘有所下滑,但其靠着海外市场的增长,在6月迎来了40.35万辆的回暖势头。

吉利(142.3万辆)和奇瑞(135.8万辆)则在后面加速追赶,与前两名之间的差距进一步缩小。这四家构成的头部梯队,比拼的已经不是某一款爆款车卖了多少,而是谁全产业链转得更快、谁的海外渠道铺得更深。

相比头部的多点开花,销量第二梯队的生存状态则暴露出这场淘汰赛最残酷的一面:新能源的增量,开始填不满燃油车下滑的缺口了。

长安汽车就是如此,其上半年销售119.6万辆,同比下降17.4%。其面临的问题是燃油车阵线下滑的速度,超过了新能源品牌的补位速度。

广汽集团上半年累计销售77.3万辆,同比增长2.4%,表现中规中矩,急需新的爆点。或许,其与华为合作打造的启境品牌将是突破口。长城(58.4万辆)微增2.5%,但在对手插混与纯电的双重夹击下,新能源占比偏低的短板依然在拖大盘的后腿。

在这场结构的剧变中,新势力与合资品牌的阵营交锋,正暴露出更深层的差异。

新势力大都跑出了抢眼的增速。零跑上半年卖了35.6万辆,同比暴涨65%。极氪、蔚来、鸿蒙智行同样攻势凶猛,尤其是前两者同比增速超过60%。但理想、小鹏等品牌因新品竞争不足,遭遇了销量下滑。

蔚来销量大幅突破,主要得益于NIO、乐道和萤火虫三大品牌相互支撑。比如,在行业普遍靠掀桌子、以价换量的环境下,乐道上半年不仅交付了4.2万辆,且成交均价咬在了24万元以上,实现了销量增长与价格稳定的平衡,助力蔚来实现业绩基本面的大幅改善。

反观外资品牌在华持续承压。乘联分会数据显示,6月主流合资零售同比下降34%。其中,上汽大众上半年缩水超三成,广汽本田更是直接腰斩到了6.8万辆。外资品牌在华面临的核心课题,依旧是如何打破燃油基本盘收缩带来的失速惯性,并在新能源市场形成规模效应。

告别普涨,新能源进入结构竞争阶段

不可否认,新能源仍是决定车市大盘的胜负手。今年6月,国内新能源乘用车零售渗透率飙升至62.8%的历史新高,而纯燃油车却暴跌42%。但细看会发现,新能源市场全域普涨的红利期已经结束。

用乘联分会秘书长崔东树的话来说,新能源市场正在滑向“高端爆发、低端承压”的两极分化。

数据是最直观的显微镜。6月,B级纯电动车批发销量同比大涨37%,而作为入门级代步工具的A00级纯电市场销量却直接腰斩了50%。消费者不再单纯为了绿牌或便宜买单,而是将目光锁定了配置更高、智能化能力更强的产品。

在这场结构的重塑中,资源正在加速向头部聚拢。6月批发销量破万的新能源车企仅有20家,却占据了市场94%的份额。其中,自主品牌拿走了超过六成的份额,新势力分走26%,而留给主流合资品牌的份额仅4.3%。

但即便是手握绝对优势的自主品牌内部,分化也在加剧。

比亚迪凭借全价格带的覆盖,锁死领先位置。吉利则通过插混与纯电双线并进,上半年新能源规模冲上80万辆,渗透率接近六成。相比之下,奇瑞、长安、长城等企业新能源转型虽然在提速,但渗透率仍在30%徘徊。

而在新势力阵营中,增速的代差往往取决于谁能把高端技术下放到主流市场。

零跑是典型代表,6月销量已达到9.3万辆,远超理想、小鹏、蔚来等。零跑的爆发,本质上是靠着全域自研的控本能力,在20万以内的核心市场搭建起了SUV产品矩阵,把智能化和高配置做成了普惠产品。这种极具杀伤力的性价比策略,让它在低端承压的大市下,实现了市场份额的扩张。

与零跑靠全谱系爆款向上突围不同,蔚来则是通过子品牌向下做技术外溢。比如,旗下乐道品牌依托蔚来体系的技术和换电网络,将全域900V高压架构、自研芯片与操作系统等原本属于旗舰车型的软硬件,带入20万至30万元的家庭用车市场,解决了纯电用户的补能焦虑。

与之形成对比的是,由于新品处于换代空窗期或竞争不足,理想、小鹏等部分车企在上半年的增速出现了不同程度的放缓。

市场增量加速向头部车企集中,能持续产出爆款、搭建全谱系矩阵的玩家,正在把竞争壁垒越筑越高。

出海竞争已经进入“深水区”

在国内市场竞争格局重塑的同时,海外市场成了几乎所有车企都在争夺的第二增长极。

今年6月,国内乘用车出口同比大涨82.3%至87.7万辆,其中新能源出口更是暴增152.7%。出口不再是车企财报上的点缀,而是成了左右大盘的关键变量。

然而,出海的下半场,竞争重点已经从出口了多少辆车变成了“能否建立全球经营与抗风险能力”。换句话说,单一的贸易型出口在进入下行阶段,海外本地化生产和全球化体系建设,正在成为真正拉开企业代差的隐形鸿沟。

在这场全球化跃迁中,头部的分化已经初现端倪。

一众车企中,奇瑞依然是国内典型的“全球化收割者”,上半年累计出口94.4万辆,实现71.5%的高速增长。其出口规模位居国内汽车行业第一,海外销量占总销量近七成。在拉美、中东、俄罗斯形成的渠道优势,为奇瑞构筑了极厚的生存根基。

更值得关注的是,比亚迪这类正在完成从出口产品到出口体系跨越的玩家。随着泰国、巴西等海外工厂的陆续投产,比亚迪上半年海外销量冲高至78.9万辆,同比近乎翻倍。其海外销量占总销量已达四成。这种“把工厂盖到对手大本营”的做法,才是规避关税壁垒、实现本土化扎根的最佳手段。

与此同时,吉利与长安也在加速转换战术。吉利通过加快银河等平价系列的海外投放,上半年录得47.4万辆的出口规模,6月单月更是突破10万辆。长安则通过深蓝、启源等新能源车型的海外发力,拉动出口增长35%至40.2万辆。

有人在加速,就有人在承受守城的压力。上汽上半年出口73.5万辆,虽然依托MG品牌在欧洲、东南亚等地深耕维持了稳定出货,但在海外本土化产能的落地节奏上,已经显露出被奇瑞和比亚迪反超的端倪。随着竞争对手在欧洲和东南亚的本土工厂陆续开工,上汽如果无法迅速升级海外的体系红利,过去的先发优势将面临被持续蚕食的风险。

在新势力阵营中,零跑则抄了另一条近道。它通过与国际巨头Stellantis合作,利用后者在全球的渠道网络与生产基地,上半年出海规模迅速接近10万辆,走通了一条轻资产、高效率的全球化路径。

小鹏汽车也在加速海外市场的扩张。上半年,其海外销量达到3.2万辆,同比增长超七成,占总销量比重提升至约20%。董事长兼CEO何小鹏曾明确提出,“未来十年一半销量来自海外”这一战略目标。

小鹏试图通过技术自营,将智能化优势直接押注全球战场。目前,该策略成效初显。但在当前的国际地缘政治环境下,这将对企业海外供应链弹性提出极高的跨周期要求。

尤其是,今年部分中东市场的需求波动,以及全球贸易环境的不确定性,客观上检验了各家车企的抗风险周期。单纯依赖国内生产、海运出口的传统单一贸易模式,在面对海外政策调整时,其防御纵深相对较短。

这也意味着,出海下半场的竞争重点已经不再是海运物流的频次,而是海外本地化产能的建设落地。

下半场的期末考如何破局?

半年的数据只是过程,市场真正关心的是:年初定下的销量目标,到底还能不能完成?

根据盖世汽车研究院的预判,2026年中国乘用车批发销量约2963.4万辆,同比微降1.4%。大盘基本原地踏步,意味着任何一家车企的增长,都必须从对手嘴里抢食。在上半场结束的节点,各家完成度的差距已经有所拉开。

比亚迪并未对外公布明确的全年销量数字,但瑞银等机构给出的预测在500万辆左右。支撑这个庞大体量的,是国内全价格带的产品覆盖以及海外产能的持续释放。随着泰国、巴西等工厂的投产,比亚迪的出海已经从产品输出升级为体系输出。

在已公布具体目标的车企中,吉利和奇瑞的完成度较高,均在四成左右,两家都有明确的销量支柱在支撑。

吉利新能源渗透率突破60%,插混和纯电双线跑量。下半年,其国内市场继续靠银河E5和星舰7等车型收割10万至20万元主流新能源份额,并规划通过银河TT等新品切入中高端赛道。海外则借助银河系列平价车登陆欧洲刷量,以及极氪9X等车型瞄准海外高端溢价市场,以此对冲国内内卷的情况。

奇瑞海外出口扛起近七成销量,拉美、中东、俄罗斯等市场的渠道红利仍在释放。下半年,奇瑞把重心压在欧洲和新兴市场。其通过全新品牌LEPAS、混动旗舰布局欧洲,以及星途ET8等车型投放俄罗斯与中亚,用多点开花的策略维持全年轻量化增长。

相比之下,长安和长城则是完成度偏低的两家。长安全年目标330万辆,上半年完成36%。下半年,深蓝L05、启源Q06、阿维塔07 L等新车的爬坡速度,将直接影响长安销量。

长城完成度也是三成左右。旗下坦克系列靠插混稳住了硬派越野的基本盘,但真正走量的哈弗品牌在新能源大众市场缺乏绝对爆款。下半年,全新坦克300、哈弗H10等车型能否在主流新能源市场撕开突破口,是长城扭转局势的变量。

上汽要达成全年500万辆的目标压力也不小。其下半年的核心看点在于智己和尚界Z7等新能源车型的增量能否释放,以及合资基本盘的下滑幅度能否收窄。

在新势力阵营中,下半年的压力也转向了新产品序列的快速放量。零跑全年目标105万辆,上半年完成了三成。下半年若要达成目标,月均销量需要拉到11万辆以上。除了C系列守住20万以内基本盘外,高端D系列和Lafa5系列将成为冲量的主攻手。

蔚来将全年的增长目标锚定在40%左右(约45万辆),增量大半押注在乐道上。下半年,随着旗舰L90、L80以及新L60等车型迎来产品爆发周期,乐道的市场表现将直接影响蔚来全年的最终战果。

小鹏和鸿蒙智行完成度也在三成左右。小鹏下半年靠MONA L03、GX等新系列的全球上市快速上量。鸿蒙智行则需依托享界G9、启境GT7等新品拉动交付。

外资合资品牌的走向缺乏悬念。在燃油基盘持续收缩、新能源产品又远未形成规模的夹击下,合资品牌下半年的主要任务只能是尽量拖慢下滑速度。盖世汽车研究院预测,大众中国全年预计200万辆左右,丰田在华130万辆上下。

当然,销量目标只是表面标尺。今年1-5月中国汽车行业利润率已跌至3.4%,下半年如果继续单纯依靠降价冲量,只会进一步透支企业在深水区活下去的造血能力。到了这个阶段,盲目堆砌交付数字已经失去实际意义。

真正的胜负手,是看各家车企能否将手里规划的产品周期,扎扎实实地转化为有质量、有现金流支撑的规模爆发。

注:文/向秀芳,文章来源:盖世汽车(公众号ID:gasgooweb),本文为作者独立观点,不代表亿邦动力立场。

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FAQ回顾

2026年上半年中国乘用车市场整体表现如何?

2026年1-6月国内乘用车累计零售870.1万辆,同比下降20.2%,行业平均利润率跌至3.4%警戒线;6月新能源乘用车零售渗透率达62.8%历史新高,燃油车销量同比暴跌42%,市场竞争正从规模内卷转向结构性代差竞争。

2026年上半年中国车市头部销量梯队包含哪些车企?

2026年上半年车市头部梯队由四家车企构成,上汽集团以204.5万辆重回销量榜首,是国内唯一突破200万辆的整车集团;比亚迪累计销售180.9万辆,吉利、奇瑞分别以142.3万辆、135.8万辆紧随其后。

当前中国车企出海竞争的核心方向是什么?

中国车企出海已进入深水区,竞争重点从单一贸易型出口转向海外本地化生产和全球化体系建设,头部车企已通过海外建厂、绑定国际渠道、技术体系输出等方式布局,打造全球经营与抗风险能力。

2026年国内新能源汽车市场有哪些变化趋势?

新能源汽车市场全域普涨红利期已结束,呈现高端爆发、低端承压的两极分化态势,资源加速向头部聚拢,6月20家销量破万的新能源车企占据94%市场份额,消费者更偏好高配置、智能化的产品。

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