Xpeng's newly launched G9L has drawn sharp commentary from Chinese tech outlet Huxiu, which argues the SUV is technically impressive but lacks a clear product identity. The piece, republished from the WeChat account 岳涌大江流, questions who the car is actually for and what core user problem it solves.
The G9L comes with a long list of premium hardware: dual-chamber air suspension, continuous damping control, rear-wheel steering, an 800V high-voltage platform and a full suite of advanced driver assistance. Ride quality is comfortable and refined, and interior space is generous. But after testing the car, the author says it is hard to pin down its defining purpose.
Internal overlap in Xpeng's SUV lineup
The most visible tension, according to HUXIU, is inside Xpeng's own showroom. In the 200,000-300,000 yuan (about $28,200-$42,300) bracket, the company now sells three mid-to-large SUVs - the G9, GX and G9L - with similar sizes, overlapping prices and largely the same target buyers. The GX was originally positioned as the technology flagship, but the G9L now competes with it directly on price and features, while the older G9 looks squeezed between the two. The author argues this is not a rich product matrix but a case of blurred boundaries and internal cannibalisation.
The commentary also criticises Xpeng's habit of offering too many trim levels. It recalls the troubled 2022 launch of the original G9, when a confusing array of versions forced CEO He Xiaopeng to apologise publicly and restructure the lineup. HUXIU says the new G9L repeats that pattern, with multiple Ultra variants, inconsistent naming and price gaps of tens of thousands of yuan between trims that differ only slightly in equipment.
Technology strength versus strategic focus
The article acknowledges Xpeng's genuine strengths: it is one of the few Chinese carmakers that invests consistently in intelligent driving, with years of algorithm development, a full hardware stack and its own 800V and battery technology. The M03 hatchback, aimed at younger buyers, has become a stable sales contributor, and the earlier P7 was a genuine hit thanks to its design and early lead in driver assistance.
But HUXIU argues that subsequent models have drifted, adding features without a clear focus. It contrasts the G9L with Li Auto's L9, which solved a specific problem - long-distance family travel for multi-child households - by combining six seats, cabin comfort and a range-extender powertrain that removes charging anxiety. It also cites Xiaomi's SU7, which packaged sports-car styling and acceleration at an accessible price for younger buyers. Both products, the piece says, are instantly understandable; the G9L is not.
The commentary notes that pre-sale reports claimed nearly 50,000 orders, though Xpeng never confirmed the figure, and that after two rounds of launch events and final pricing, the company stopped publishing order numbers. It stops short of predicting sales, but warns that generous hardware and a competitive price do not automatically win the market.
HUXIU also touches on the role of Wang Fengying, the former Great Wall Motor executive who joined Xpeng to strengthen supply chain, cost control and dealer networks. Those skills, the author says, help build and sell cars efficiently, but they do not answer the more fundamental question of why a car exists and who it is for. In the end, the piece argues, a carmaker's CEO is its first product manager - and the job is as much about cutting features and lines as adding them.
