6月28日，天津滨海新区泰达MSD大楼张灯结彩，迎来新住户的乔迁之喜。就在这一天，一汽丰田销售公司正式从北京朝阳区环球金融中心移师此处，一场 跨省搬迁终于尘埃落定。 22年前，一汽丰田销售有限公司落地北京，"北丰田"在此扎根壮大，成为累计纳税千亿级的大公司。时代给了一汽丰田飞速发展的机遇，同样也让一汽丰田 在浪潮中果断求变，奔赴天津开启研产销一体化的新阶段。 或许有人会质疑，在自主品牌凭借电动化和智能化优势，不断抢占市场份额，而合资品牌逐渐式微之际，一汽丰田销售公司此举是战略性收缩的无奈之举。 但一汽丰田销售公司相关负责人给出了不同的答案，在一汽丰田这样的营业量级面前，搬迁最核心的目的就是为了把整个产业链结合更紧密，让生产、研 发、销售三端能够更好地融合。现在中国汽车市场竞争加剧有目共睹，所有内部损耗必须压到最低，才有足够的空间来应对市场竞争。 从异地到同城，乔迁拉近的不止是距离 作为成立较早的日系合资车企，一汽丰田总部和销售公司上演"双城记"，是基于时代需要。2000年成立之时，一汽丰田将总部设立于天津，主要是这里作为 北方重要工业基地，拥有成熟的汽车制造产业链和港口物流资源，便于快速建立生产基地并辐射华北 ...

Core Viewpoint - The automotive industry is undergoing a significant transformation driven by the rise of electric vehicles and smart driving technologies, prompting companies like FAW Toyota to adapt and innovate in response to market changes [1]. Group 1: Company Strategy and Transformation - FAW Toyota has relocated its sales company to Tianjin as part of its strategic shift towards becoming a "new force in joint ventures," demonstrating its commitment to adapting to complex market conditions [1][2]. - The relocation aims to create a market-oriented integrated ecosystem for research, production, and sales, enhancing operational efficiency and responsiveness to market demands [3][5]. - The new collaborative model allows for rapid feedback between sales and R&D, significantly improving the company's ability to respond to market changes and creating a competitive advantage [5][6]. Group 2: Innovation and Localization - FAW Toyota is implementing the RCE (Regional Chief Engineer) system to enhance localized R&D, allowing Chinese engineers to lead vehicle development based on local consumer needs [6][7]. - This approach contrasts with traditional global templates, enabling products to be designed with inherent "Chinese characteristics" from the outset [7]. Group 3: Market Performance - In the first half of 2025, FAW Toyota achieved a sales volume of 377,821 vehicles, a 16% increase year-on-year, with electric models accounting for 49% of sales [8]. - The launch of the bZ5, the first pure electric model developed by a Chinese team, marks a significant milestone in FAW Toyota's localization strategy and competitive positioning in the electric vehicle market [10]. - The upgraded Prado model has also performed well in the high-end market, reflecting the company's strategy of thorough testing before product launch [11]. Group 4: Customer-Centric Marketing - FAW Toyota has introduced innovative marketing strategies, such as the "car age appreciation subsidy," addressing consumer concerns about vehicle depreciation rather than relying solely on price promotions [11]. - The company’s focus on user-centered design and marketing has enhanced customer loyalty and provided a reference for industry-wide marketing innovation [11]. Group 5: Brand Trust and Recognition - With 22 years of experience, FAW Toyota has embedded high quality, reliability, and durability into its brand, achieving high customer satisfaction and recognition in the market [12]. - The company has been recognized for its high vehicle resale value, with models like the Avalon and Crown achieving significant three-year retention rates [14]. Group 6: Future Outlook - FAW Toyota is positioned to navigate the challenges of the evolving automotive landscape through its integrated approach and focus on electric and high-end vehicle development, potentially setting a new paradigm for joint ventures in China [14].

具体来看，今年上半年，一汽丰田销售新车37.78万辆，同比增长16%；一汽-大众销售新车43.61万辆， 同比增长3.5%；上汽大众上半年终端累计销售52.3万辆，同比增长2.3%；上汽通用累计销售24.51万 辆，同比增长8.64%；广汽丰田累计销量36.42万辆，实现同比正增长。 近期，各大车企陆续公布上半年销量成绩，令人意想不到的是，主流合资车企销量普遍增长，呈现出强 劲的回暖态势。其中，一汽丰田、一汽-大众、上汽大众、上汽通用、广汽丰田等头部企业均实现同比 增长，最高增幅达16%。 销量回暖背后，是合资车企"油电并进"战略成效初显：一方面，其通过"油电同智"策略对燃油车进行智 能化升级，稳固了核心基盘；另一方面，不少合资品牌加速向"研发2.0"转型，通过决策本土化、供应 链本土化，快速推出具有竞争力的电动化产品。同时，"一口价"营销策略的全面铺开，以价格透明化与 大幅优惠重塑消费体验，也成为拉动合资车企销量的重要推手。 "油电同智"守住燃油车基盘 通过"油电同智"策略对燃油车进行智能化升级，主流合资车企较好地稳住了燃油车基盘；而全新电动化 产品的加快推出，又扭转了其在新能源市场的弱势地位。 长期以来， ...

Core Insights - Joint venture automakers are striving to regain dominance in the electric vehicle (EV) market by establishing new labels such as "restructuring" and "integration" [1][2] - The shift in strategy includes delegating decision-making power to local teams, which has led to improved product development and market responsiveness [2][3] - Despite some initial successes, the long-term sustainability of these changes is uncertain due to evolving consumer preferences and competitive pressures [5][7] Restructuring and Integration - The concept of "restructuring" is exemplified by companies like FAW Toyota and Dongfeng Honda, which are redefining their brand identities and product offerings to better align with consumer expectations [1][2] - "Integration" is highlighted by the emphasis on "Chinese definitions" in vehicle design, showcasing local engineers' contributions to global vehicle standards [1][2] Power Delegation - The delegation of authority to local teams has allowed joint venture brands to better understand and respond to local market demands, resulting in the launch of competitive EV models [2][3] - This shift marks a significant change from previous practices where foreign partners dominated product decisions, leading to a lack of competitiveness in the Chinese market [2] Market Performance - Some joint venture brands have seen positive market performance with their new EV models, such as Dongfeng Nissan's N7, which has gained traction due to its appealing features and competitive pricing [3] - The expansion of product lines to include various types of electric vehicles has also contributed to improved market positioning [3] Challenges Ahead - Despite recent progress, joint venture brands face challenges in maintaining their market share due to a late response to changing consumer preferences and reliance on outdated marketing strategies [5][6] - The traditional advantages of joint venture brands, such as reliability and fuel efficiency, are becoming less relevant in the EV market, necessitating a reevaluation of brand value propositions [7] Opportunities for Improvement - Industry experts suggest that joint venture brands can still capitalize on their strong customer base and brand image by enhancing localization and innovation in product development [8][9] - Focusing on high-end models that incorporate advanced technologies could provide a competitive edge, especially if these products are offered at more accessible price points [8][10]

今天，一汽丰田销售公司全体员工第一次坐在了位于天津滨海新区的办公室，这场历时近一年耗资 不菲的搬迁终于尘埃落定。 22年前，一汽丰田销售有限公司落地北京，"北丰田"在此扎根壮大，成为累计纳税千亿级的大公 司。时代给了一汽丰田飞速发展的机遇，同样也让一汽丰田在变革中果断求变，奔赴天津开启研产销一 体化的新阶段。 再见北京，你好天津 6月24日本周一，一汽丰田内部召开了一个小型告别会，既是对一汽丰田销售公司在北京这22年发 展的总结，也是对即将前往天津的加油打气。 告别北京，不止是公司地理位置的跨省搬迁，更是关系到数百名员工生活的重新规划。由于过去公 司稳定发展好，这里有超过半数10年以上老员工。毕业后进入公司，在北京结婚生子拥有自己的小家 庭，是大部分一汽丰田员工相同的生活轨迹。 现在，不管是选择双城生活、当天京津往返还是拿到N+7的离职补偿，他们也都同样被工作再次修 改了生活轨迹。 一汽丰田bZ5 作为一汽丰田商品属地化的首款产品，不久前上市的bZ5全部为一汽丰田主导国内开发，但是在竞 争如此激烈的大环境下，新车要获得市场的认可更需要产销通力配合。例如目前北京市场已经有100多 辆bZ5在库，销售公司反馈工厂 ...

从巅峰时接近70%市场份额，到如今不到40%，合资品牌要想在自主和新势力的围追堵截中破局，的确 不是易事。 但市场不会一成不变——尽管舆论的目光仍然被话题不断的新势力吸引，但5月份的销量数字揭示了一 个被忽视的现象。 从一汽-大众、上汽大众，到广汽丰田、一汽丰田，乃至最近几年跌进谷底的上汽通用、北京现代、悦 达起亚，5月份，这些合资品牌的销量纷纷实现了逆势向上。 稳住油车销量只是一个方面，新能源领域吸取教训、广泛学习后的广汽丰田铂智3X、东风日产N7、一 汽丰田bZ5等新车，也开始逐渐同时收获口碑和销量。 | 品牌 | 销量(万辆) = | 同比变化 | | --- | --- | --- | | 上汽大众 | 8.7 | 4.3% | | 汽-大众 (大众品牌) | 7.3 | 2.8% | | 一汽丰田 | 6.8 | 24% | | 广汽丰田 | 6.2 | 1.82% | | 上汽通用 | 4.7 | 22.42% | | 北京现代 | 1.69 | 5.6% | | 悦达起亚 | 2.21 | 15.7% | | | 注:数据来源于车企官方数据,及行业协会数据 | | 部分合资品牌2025年5月销量 ...

《美国汽车新闻》（automotive news）近日迎来百年庆典，这家见证全球汽车产业百年风云的老牌媒体，将纪念特刊的报道留给了丰田汽车会长 丰田章男——一位站在家族第四代传承节点上的产业变革者。 100年前，对于丰田家族而言也是跨入汽车行业的一个重要契机。 2025年上海车展，丰田展台上的铂智3X、bZ5、铂智7等多款新车同台亮相，折射出其"多路径新能源技术"战略的本土化落地。 而即便在不是其最擅长的纯电动领域，其转型也已经化被动为主动。在江苏常熟的丰田智能电动汽车研发中心，中国工程师团队正主导着电池材 料创新与智能驾驶算法开发。与比亚迪合资研发的bZ系列车型，已实现电池成本和能量密度各方面的优化。 值得关注的是，丰田与华为、Momenta的深度合作，让铂智7车型搭载了鸿蒙座舱5.0与一段式端到端飞轮大模型，标志着合资车企首次在智能化 领域实现"技术反哺全球"。 已经上市的广汽丰田铂智3X和一汽丰田bZ5，凭借Momenta，实现了"无图"智驾全国道路覆盖，其智能绕行功能甚至能精准避开积水路段的对向 车辆。 当两家各自行业巨头的历史坐标在1925年交汇，这场跨越太平洋的对话不仅揭开了丰田从自动织机到全球汽 ...

Group 1 - The contrasting approaches of FAW Toyota and GAC Toyota highlight different paces and outcomes in their transformation towards smart and new energy vehicles [1][5] - GAC Toyota's launch of the bZ5, developed by a Chinese team, emphasizes "new joint forces" but lacks substantial content in its transformation narrative [1][5] - GAC Toyota's second Technology Day showcased a commitment to a comprehensive transformation, including the introduction of a dedicated new energy platform and collaboration with local tech companies [1][2][3] Group 2 - GAC Toyota's "China Self-Research 2.0" era aims to enhance the role of Chinese engineers, shifting from mere translators to key decision-makers in vehicle development [2][4] - The company plans to introduce two dedicated new energy platforms and will be the first Japanese joint venture to adopt range-extended technology in its next-generation models [3][4] - GAC Toyota's successful launch of the platinum smart 3X model, achieving nearly 30,000 orders in three months, demonstrates the effectiveness of its localized development strategy [4] Group 3 - FAW Toyota's "4 new" thinking appears to be repetitive and lacks actionable content, focusing more on marketing rhetoric than on tangible innovations [5][6] - The emphasis on "new marketing" strategies by FAW Toyota does not address the core factors influencing consumer choice in the automotive market [5][6] - GAC Toyota's proactive engagement with local technology firms positions it advantageously in the competitive landscape of smart and new energy vehicles, contrasting with FAW Toyota's more traditional approach [6]

热门新车 小鹏G7正式亮相 看点：3颗图灵AI芯片 6月11日，小鹏G7正式发布并公布预售价，新车带来了Max和Ultra两个版本，预售价格23.58万元。作为品牌旗下全新纯电车型，新车首发搭载3颗图灵AI 芯片，并且是首款配备AR-HUD的产品，主打智能化和大空间。 一汽丰田bZ5无论是外观还是内饰，都更趋向于中国用户的喜好。另外，在智能化领域更是向新势力品牌看齐。未来，新车将面临同样定位中型纯电SUV 的零跑C11以及8月底上市的马自达EZ-6。究竟谁才能真正打动消费者？还是交给市场来验证吧。 新款欧拉好猫预售 "追光全景"抬头显示系统，由小鹏和华为联合打造，其拥有87英寸超大画幅、可实现1800:1对比度、拥有10m虚像显示距离、≤1%行静态畸变和100毫秒低 延时；可以实现全场景AR车道级导航、泊车引导以及窄路影像等，覆盖8大行车场景。 从定位来看，小鹏G7的竞争对手自然会锁定特斯拉Model Y，相比之下，G7在做工用料以及智能化方面，要更胜一筹。而且根据小鹏以往的定价经验来 看，新车正式上市时价格将会更占优势。当然，还有即将上市的小米YU7，同样实力不容小觑。 一汽丰田bZ5上市 看点：配城区辅助 ...

这一天对于一汽丰田、广汽丰田乃至整个丰田品牌来说都已经期盼已久，曾经丰田被认为电动化、智联化动作迟缓，如今却仅用两三款新车即 挽回了人气，堪称合资品牌转身的样板。 「 将决策权交给中国团队。 」 丰田智能电动汽车研发中心（中国）有限公司总经理小西良树在广汽丰田第二届科技日上表示，未来中国车型的开发决策权将由日本总部放至中国。 丰田的这 一转变以REC （丰田中国研发中心） 为核心 ， 构建本土工程师主导的 "中国ONE R&D" 研发体系，提升产品对中国用户需求的响应速度与匹 配度。 今年4月，丰田在上海设立研发公司并启动 「 中国首席工程师制度 」 ： 「 中国工程师不再是图纸翻译者，而是蓝图绘制者。 」 全新一代汉兰达和赛那车型，研发主责将交由REC的中国工程师负责。 在中国本土推出的车型上，丰田在华的两家合资公司一汽丰田和广汽丰田在智驾方面已经与Momenta建立了深度的合作，新一代车型基本全部由 Momenta 提供解决方案。 在智舱系统和智联生态方面，广汽丰田走得更远，智舱系统采用了华为的鸿蒙座舱，同时接入了小米生态。 广汽丰田汽车有限公司执行副总经理文大力表示：「广汽丰田将通过新体制（RCE）、新 ...