为什么真正的出海，一定要先学会亏损？| 卓立出海谈

Core Viewpoint - The article discusses the overseas expansion strategy of the company, focusing on its current losses as a strategic choice to capture market share rather than immediate profitability [2][4][5]. Group 1: Long-term Value through Overseas Expansion - The company aims to replicate its domestic success internationally, with a target of creating a $20 billion overseas business, currently at about $1 billion [4]. - The CEO acknowledges that the overseas business is in a phase of strategic losses, which are seen as necessary for future growth and market dominance [5][8]. - The strategy emphasizes rapid market penetration and establishing a leading position, even at the cost of increased losses [6][10]. Group 2: Strategic Partnerships for Market Entry - The company initially entered the overseas market in 2017, motivated by a successful trial in South Korea, which boosted confidence for further expansion [13][14]. - Collaborations with local strong companies are a key strategy, allowing the company to leverage existing market presence and expertise [15]. - This approach is likened to "borrowing a boat to go to sea," facilitating smoother entry into new markets [15]. Group 3: Challenges of Localization - The company faces significant challenges in localizing its advertising strategies, as understanding local consumer preferences is crucial [16][18]. - The CEO believes that while the company can sell advertising space, it has yet to reach the level of providing comprehensive brand strategy support as it does in China [17][18]. - The use of AI tools is being explored to assist overseas teams in generating localized advertising content, although there are still hurdles to overcome [19][20]. Group 4: Brand and Market Positioning - The article highlights that brand recognition and consumer perception are critical barriers for Chinese brands entering foreign markets [22][23]. - The first brand to establish itself in a new market often gains a significant competitive advantage, making early entry essential [24]. - The CEO emphasizes that deep distribution capabilities and quick responses to local needs will determine success in overseas markets [23][25].