Auto Market Also Has "Crazy Thursday": 8 Press Conferences and 7 New Models on the Same Day

Gasgoo Munich- July 16th, the third day of the sixth lunar month—a day for getting things done. It also marked the busiest opening day of the second half for China's auto market.

The Li Auto L6 annual refresh went on sale, XPENG MONA L03 made its global debut, and the IM LS9 arrived. Wuling introduced the Starlight L, Leapmotor refreshed its B series, and WEY launched the V9X Family Edition. Meanwhile, Geely unveiled new high-performance electric drive technology, and Huawei Qiankun held a media day.

In a single day, eight press conferences unfolded. From 90,000-yuan family SUVs to 400,000-yuan premium flagships, and from all-new models to annual refreshes and core tech reveals, eight automakers showcased their key products for the second half simultaneously. The next day, Avatr 07L opened pre-orders.

For the automotive media, it was a day of "shuttling between venues"; for consumers, a day of "screen flooding." The automakers' intent was clear: seize the high ground as the battle for the second half begins.

7 New Models, Each With a Mission

The seven models launched on July 16 spanned pure electric sedans, plug-in hybrid/extended-range SUVs, and high-end MPVs. Hailing from different brands and segments, each carried a specific mandate.

Wuling's new Starlight L targets the 100,000 to 150,000 yuan family SUV market. Positioned as a mid-to-large six-seat plug-in hybrid SUV, it measures 4,980mm long with a 2,950mm wheelbase and a 2+2+2 layout. It offers 260km of CLTC pure electric range and 1,260km of combined range, with standard 3C fast charging.

For Wuling, this is another attempt to move upmarket. Historically active below the 100,000 yuan mark, its climb upward hasn't been smooth. The Starlight L aims to capture replacement demand from family users, hoping to grab more share in the fiercely contested mainstream new energy market.

Image Source: Wuling

Leapmotor's B01 and B10 continue to cultivate the 90,000 to 150,000 yuan new energy market. Both are annual refreshes, optimizing exterior, smart cabin, and charging experiences. Upgrades include full-domain 800V architecture, dual zero-gravity seats, Qualcomm 8295P chips, and over 50-inch AR-HUDs. CLTC pure electric range exceeds 600km.

For Leapmotor, these refreshes aim to extend the competitive lifecycle of mature products in an increasingly crowded market.

XPENG's MONA L03 has a different mission. As the second car in the MONA series, the L03 made its global debut in Munich, Germany, targeting both domestic and European markets simultaneously. For XPENG, this is a volume driver and a crucial step in its global layout.

In the 200,000 to 300,000 yuan segment, the Li Auto L6 received its annual upgrade. As a key sales pillar, the L6 is vital for stabilizing volume and cash flow. The update improves chassis vibration filtering and infotainment smoothness, introduces the self-developed Mach M100 driving algorithm, and optimizes city NOA logic. It also features a new integrated ultra-wide panoramic screen—29 inches with 6K resolution. The goal: maintain competitiveness and defend the core market.

Above 300,000 yuan, the IM LS9 and WEY V9X Family Edition are making their respective moves.

Positioned as a 350,000-yuan high-performance extended-range SUV, the IM LS9 currently offers a limited-time discount of over 30,000 yuan. It features tri-motor vector all-wheel drive, full steer-by-wire four-wheel steering, a 512-line LiDAR, and an NVIDIA Thor chip, achieving L3-level perception capabilities. With 550kW max power, over 300km CLTC electric range, and 1,400+km combined range, its role extends beyond sales to showcasing the brand's tech prowess and premium image.

The WEY V9X Family Edition adds a 1.5T Hi4 variant, lowering the price to 330,000 yuan while retaining core specs like the 800V platform, air suspension, and rear-wheel steering. WEY hopes the V9X will attract more families to the high-end MPV segment dominated by the Denza D9 and Buick GL8.

Unlike the seven new cars, Geely Galaxy's "Thunder 16-in-1 Intelligent Electric Drive" is a future-facing tech play, debuting on the Galaxy TT. It isn't tied to a specific product but provides underlying technical support for future new energy models.

In reality, as competition shifts from products to core capabilities like platforms, electric drives, and intelligence, more automakers are elevating tech launches to the same level as product debuts.

Huawei Qiankun also focused on tech. It announced that its smart solutions are now in over 1.9 million vehicles, expected to hit 2 million by August. Assisted driving mileage exceeded 12.8 billion kilometers, avoiding 5.8 million potential collisions—4.92 times safer than human driving. Additionally, Huawei ADS 5 will roll out in three major OTA updates: July, September-October, and early next year.

Huawei Qiankun offers a different competitive logic: driving the continuous iteration of smart driving capabilities through sustained R&D investment, real-world data accumulation, and ecosystem expansion.

Consumers Are Suffering From "New Car Fatigue"

Eight press conferences in a single day. A rare scene in China's auto market just a few years ago, but now, dense product reveals are the norm. Automakers no longer wait for peak seasons or stick to launching a few heavy hitters annually. Instead, they constantly roll out new products and iterate quickly to fight for limited attention and consumer choice.

Data shared by BYD Executive Vice President He Zhiqi highlights this speed. From January to May 2026, 542 new models launched domestically—about 108 per month. That's roughly 3.6 new cars every day.

Image Source: WEY

China's auto market has entered an era where "there's a new car every day." But more models don't mean more value for consumers. On the contrary, amid the increasingly dense barrage of new products, consumers are showing clear signs of new car fatigue.

This fatigue stems first from how similar products have become. In the past, brands had distinct labels: Japanese for reliability, German for quality, American for power. Among luxury brands, "Audi for tech, Mercedes for comfort, BMW for handling" was deeply ingrained. Consumers could easily find their match.

But the new energy era brought rapid electrification and intelligence. Similar exteriors, massive screens, high-level smart driving, LiDAR, 800V platforms, long range, and spacious interiors have become "standard equipment."

Technological progress is commendable, but as more brands adopt similar tech and specs, the genuine differentiators between products are shrinking.

Especially in the 150,000 to 300,000 yuan mainstream market, where many models use similar platforms and target the same families, consumers see more cars but find fewer that leave a lasting impression.

Image Source: Leapmotor

Marketing is also becoming homogenized. A car often teases for months—from official photos and spec leaks to tech breakdowns and pre-sales. By launch day, consumers already know most of the details, turning the event into a mere "summary."

For automakers, this is inevitable in the fight for traffic and exposure. But for consumers, the relentless information bombardment erodes the novelty of new cars.

Of course, there are practical reasons for this density. Zhang Hong, an expert committee member at the China Automobile Dealers Association (CADA), believes high-frequency launches are essentially about positioning in a stock market. With user growth stabilizing, companies must cover more price ranges and segments to prevent users from defecting to rivals.

Meanwhile, rapid iteration in batteries, smart driving, and cabins forces automakers to launch new models to deploy the latest tech quickly. In the attention economy, new car launches are a vital tool for grabbing traffic and driving terminal sales.

The problem is that when everyone adopts the same strategy, the industry risks falling into a new cycle. A car involves massive investment in R&D, tooling, production lines, and supply chains. More models don't equal higher efficiency.

One netizen noted that cars aren't fast-moving consumer goods like smartphones. Frequent model changes means starting a new R&D cycle before the previous one has recouped its investment in tooling and lines. "Chinese companies are doing two years of work in one, but income hasn't risen."

Though emotional, the comment reflects a reality: product lifecycles are shortening, R&D resources are scattered, and pressure is mounting on companies, suppliers, and the entire chain.

Overall sales aren't growing, yet automakers keep launching models to slice up existing demand. To boost volume, the industry risks a vicious cycle of "launch new models — cut prices — profits slide — launch again".

The real question is: as competition intensifies, are companies creating new value, or just manufacturing new products?

The Need to Move to Advanced Competition

A more pertinent question: how long can low-price "involution" last? Zhang Hong argues that the current density of launches is a temporary product of industrial transition.

On one hand, new energy vehicles are still evolving rapidly. Upgrades in batteries, smart driving, and cabins, combined with modular platforms lowering development costs, allow automakers to spin off more models from a single platform and deploy tech faster.

On the other hand, the domestic market is in a stock competition phase with limited new users. Companies must subdivide markets and cover more price ranges and scenarios, hoping a complete matrix captures limited share.

Image Source: Li Auto

In other words, today's "sea of cars" tactic stems from both competitive pressure and industrial laws. For that reason, it can't be a long-term model. As the market matures and the marginal effect of dense launches diminishes, companies will naturally rethink where to direct resources.

Current sales trends confirm this. CPCA data shows retail sales of domestic passenger vehicles reached 8.701 million in the first half of 2026, down 20.2% year-on-year, putting pressure on the overall market.

Zhang Hong predicts that when competition eases and the market stabilizes, product strategies will likely return to rationality. Companies will streamline matrices, cut homogenous and low-yield models, and focus R&D on truly competitive products.

Conversely, automakers will extend product lifecycles. Through OTA updates, software iteration, and hardware optimization, they'll give models longer lives instead of relying on frequent refreshes to stay relevant.

The trajectory of mature international auto markets offers a reference point.

In recent years, Volkswagen in Europe has faced slumping sales and electrification pressures, forcing capacity cuts, factory closures, and layoffs. Yet, it hasn't resorted to a bottomless price war for short-term volume.

The reason is simple. For a century-old automaker, sales and profits can fluctuate, but once brand value, quality, and trust are overdrawn, the restoration cost far exceeds short-term gains. Maintaining price systems protects residual values, channel stability, and long-term brand competitiveness.

Toyota's pace illustrates this too. Amid the new energy wave, it hasn't abandoned its logic due to competition. Instead, while pushing electrification, it prioritizes profitability, quality, and long-term operations.

Because for mature automakers, new technology must not only be advanced but also support a long-term, stable, and sustainable business model.

These paths may not be easily copied in China, but they show that as the auto industry matures, the focus of competition inevitably shifts.

In fact, leading companies are consciously adjusting strategies to build tech moats. Huawei Qiankun, for instance, is building barriers with computing power and R&D. Over the past three years, its training compute grew from 2.8 EFLOPS to 60 EFLOPS, with another 70 to 80 billion yuan earmarked for the next five years.

This isn't something a certain number of new car launches can replace. It points to a longer-term competitive dimension: accumulating truly high-barrier technical capabilities and validating them through massive real-world data. This offers another possibility for the industry: instead of competing on volume, build advantages in the depth of technology and data.

For the past decade, China's auto industry competed on speed. Chinese automakers proved they could build products faster, smarter, and more cost-effectively, pushing China's new energy vehicles to the forefront of the global industry.

For the next decade, the question will be different: how to make cars more stable, durable, and trustworthy, eventually growing into global brands comparable to Volkswagen and Toyota.

Image Source: IM Motors

As one netizen commented: "Full lifecycle, durability, residual value, sustainability, and labor protection must all be factored into cost management. Blindly pushing low prices hurts not just the company, but imposes heavy economic and environmental burdens on society and individuals."

Cars aren't fast-moving goods; they connect a complex ecosystem of R&D, manufacturing, supply chains, employment, finance, and after-sales. Unbounded price competition squeezes not just automaker profits but trickles down to suppliers, dealers, and the entire chain, ultimately affecting the industry's sustainable development.

So-called advanced competition isn't simply launching more models or selling more cars. It's building truly hard-to-replicate advantages in tech innovation, systemic capability, brand value, user operations, and full lifecycle service.

When a company no longer relies on lower prices or faster refreshes for growth, but wins users through technology, quality, brand, and service, China's auto industry will truly enter a new stage of advanced competition.

(Netizen comments are sourced from "Why Volkswagen in Europe Would 'Rather Close Plants Than Fight a Price War'?" Thanks to netizens for their insights)