全球化智库（CCG）副秘书长张伟：出海不是简单的“地理迁移”，而是企业的全面变革

Core Insights - The conference "Going Global with Craftsmanship" aims to provide a platform for Chinese companies to explore globalization opportunities and challenges, focusing on sustainable overseas expansion strategies [1] - Zhang Wei from the Globalization Think Tank (CCG) presented a framework termed "344 formation," highlighting three major opportunities, four significant challenges, and four core capabilities for Chinese enterprises going global [2] Opportunities - The era of Globalization 3.0 presents three strategic windows for Chinese enterprises, characterized by digital technology reshaping production relationships and creating unique opportunities for overseas expansion [3] - Regional economic integration is accelerating, with initiatives like RCEP enhancing trade facilitation and reducing costs for Chinese products entering markets like ASEAN and the Middle East [4] - Chinese companies are transitioning from OEM to brand and technology exporters, achieving breakthroughs in high-end manufacturing and electric vehicles, supported by improved infrastructure connectivity [5] - Digital technology is driving a paradigm shift, enabling companies like SHEIN and TikTok to reach global users rapidly, although it also intensifies international competition [6] Challenges - Companies face a dual challenge of traditional and new risks, including heightened geopolitical tensions that label various sectors as "national security" concerns [7] - Regulatory compliance presents significant hurdles due to vast differences in laws across countries, which can lead to severe penalties for non-compliance [8] - There is a structural shortage of talent capable of managing cross-cultural operations, necessitating the development of local teams [9] - Supply chain resilience is tested as companies may overlook local industry support and policy fluctuations when expanding into new regions [10] Success Strategies - Successful overseas enterprises must shift from being followers to co-creators of international standards, as demonstrated by companies like Huawei and CATL [11] - Localization goes beyond mere market entry; it requires deep cultural integration, as seen with Transsion's adaptations for African consumers [12] - Companies should establish intelligent risk management systems using AI to monitor policy changes and public sentiment, ensuring proactive compliance [13] - Building sustainable development models through local partnerships and community engagement can create a protective "soft power" for companies [14] Regional Focus: Yangtze River Delta - Companies in the Yangtze River Delta should leverage their strengths in high-end manufacturing and digital economy to pursue differentiated paths in global markets [15] - Emphasizing a "win-win" approach with local governments, communities, and partners is crucial for successful overseas ventures [16]