Core Viewpoint - Changan Mazda's first global strategic electric SUV, EZ-60, was launched on September 26, marking a critical turning point for Mazda in the new energy era [1] Sales Performance - Within five days of its launch, EZ-60 sold 3,317 units, and by the end of October, cumulative sales reached 4,565 units. However, this falls short of the previously announced 40,000 "small orders," indicating a significant gap between expectations and reality [2] - The majority of these "small orders" are merely intention orders, with a limited conversion rate to actual deliveries, highlighting a disconnect between pre-launch hype and post-launch sales performance [2] Market Positioning - EZ-60 is positioned in a highly competitive price range of 119,900 to 160,900 CNY, directly competing with domestic brands [2] - Compared to other models within the same platform, such as Avita, which represents a technological leap for domestic brands, Changan Mazda is struggling to regain its market position as a Japanese brand [2] Brand Perception - For the current generation of car buyers in their twenties and thirties, Mazda is perceived as a brand they have heard of but cannot recall specific models [3] - In contrast, other Japanese brands like Nissan and Toyota have successfully established their presence in the new energy market, while Mazda appears to be lagging behind [3] Marketing Efforts - On November 11, Changan Mazda held a dedicated launch event for EZ-60 on CCTV, marking the first time a single automotive brand received such a platform. This event aimed to leverage national credibility to enhance the brand's image [4] - However, the symbolic significance of the event outweighs its market impact, as Mazda has yet to identify its potential user base [4] Competitive Challenges - The pricing strategy of EZ-60 is challenged by the fact that the competitive landscape in its price range has already been reshaped by domestic brands [5] - The reliance on a "global car" identity is more of a strategic slogan than a reflection of actual market validation, as Mazda's electric vehicle presence outside China remains limited [4] Consumer Trust - The authority of CCTV can temporarily boost trust, but it cannot compensate for the structural gap in product and brand recognition. The true competition in the Chinese new energy market is now centered around product experience and consumer perception [5] - The real risk for Mazda is not just poor sales but the potential of being completely forgotten by younger consumers [5]