与会专家普遍认为，深化数字合作、推动文化共鸣与品牌信任，已成为高质量共建"数字丝绸之路"的关 键。 网剧、网游、网络文学三类数字内容形式的出海被称作文化出海的"新三样"。华侨大学教授、海上丝绸 之路研究院院长黄日涵表示，"新三样"的出海极大地促进了中国文化的海外传播。当前，"Z世代"对信 息的接受方式已经有了根本性的改变，数字内容已成为连接不同文化的重要桥梁。 益普索中国内容营销与报告负责人时悦表示，研究发现，海外消费者对中国品牌的信任驱动因素日益多 元化，"沟通中诚实开放"首次进入前五位。在此情况下，中国品牌需要更加注重本地化沟通和社区参 与。 中证报中证网讯(记者 王婧涵）近日，由《亚太日报》、亚太智库和华侨大学海上丝绸之路研究院共同 主办的共建"数字丝绸之路"研讨会在北京举行。会议围绕中国-东盟数字合作、数字技术赋能共建"一带 一路"高质量发展、中国企业出海加强"本土化"等议题展开。 中国社会科学院亚太与全球战略研究院研究员许利平在演讲中论述了中国与东盟共建"数字丝绸之路"的 进展与趋势。他表示，中国与东盟在"数字丝绸之路"建设方面已取得实质性进展，华为、腾讯等中国企 业积极参与东盟国家通信网络建设；字 ...

炒股就看金麒麟分析师研报，权威，专业，及时，全面，助您挖掘潜力主题机会！ 记者丨易佳颖 编辑丨陶力 "我的人生还会有很多钱和很多爱，但再也不会有一年最后的夜晚和朋友等三千桌的饭……" 在刚刚过去的2025年，寿司郎毫无疑问成为年度现象级的餐饮品牌。12月31日，北京一网友发帖称在 2025年最后一天和朋友在寿司郎西单大悦城店排队三千桌，从傍晚五点半到现场一直等到晚上11点才吃 上饭。 这并非一时的盛况，寿司郎一直在排队。从年末跨年的3000桌排队，到每每有城市首店落地也都是大排 长龙的景象。甚至早在2024年8月21日，寿司郎在西单大悦城开设的"北京首店"现场排队就达到1500 桌，中午过后预计等待时间一度超10小时。 据21世纪经济报道记者此前走访，近年来，寿司郎凭借8元焦糖鹅肝、15元生三文鱼等平价产品在中国 市场走红，一度被消费者称为"日料界的瑞幸"，成为众多年轻人争相打卡的社交货币。 "寿司郎是这两年最火爆的餐饮品牌，它依靠价格实惠跑得比较快。"胜利鸟咨询总监朱瑞士在接受21世 纪经济报道记者采访时指出，寿司郎是餐饮界一个现象级的品牌。如果将寿司郎的火爆用一个词来概括 的话，这个词就是：超级性价比。 ...

什么才是2025消费的关键词？从中我们能洞穿哪些趋势？ 答案很犀利：我们不再为简单廉价和高端溢价而买单，更愿为可感的"价值"付费。 这10个关键词，或许就是过去一年中国消费者心态的真实底色。 NO.1 情绪价值 红极一时的Labubu告诉我们，大家买的不是玩具，是多巴胺。 2025年，消费从"功能属性"向"精神属性"大迁徙。能更好提供情绪价值的商品，一件潮玩、一张卡片，也能卖出"轻奢品"的价格。 NO.2 IP实体化 情绪需要载体，而当这个载体足够大时，它就会打破次元壁。黑神话悟空开线下店，哪吒电影带动城市旅游、长春动植物园火爆全网…… 2025年，IP不再局限于屏幕，变成了你可以走进的乐园、可以握在手中的周边。虚拟IP正在通过文旅和零售，在这个现实世界里疯狂"圈地"。 NO.3 质价比 从性价比到质价比，今天的消费者不再是单纯图便宜，而是要"好货低价"。 瑞幸用9块9咖啡暴打星巴克，徕芬用同样质感价格便宜10倍的吹风机抢占戴森市场。 大家不再盲目为品牌溢价买单，而是转向那些品质有保障、价格更划算的高质价比产品。 NO.4 安全感 2025，金价狂涨，大家反而越涨越买。 因为比起理财，黄金带来的那种"握在手里 ...

这一年，电池领域的固态化转型重构竞争维度，智能化的L3落地叩响规模化大门，车市在利润率低谷 中完成从降价内卷到价值创造的觉醒，出海征程实现从量的突破到根的深植，合资品牌则在市场格局重 塑中开启系统性本土化突围。 当技术迭代的节奏突破实验室围墙，当市场竞争的逻辑告别单纯价格博弈，当全球化布局从产品输出升 级为生态扎根，2025年的中国汽车产业来到了新旧范式交替的关键路口。 宁德时代、比亚迪、国轩高科、蜂巢能源等头部企业均加速推进半固态电池量产，同时持续加码全固态 研发投入。车企端落地成效显著，蔚来150kWh电池包、上汽智己L6等车型实现半固态电池批量交付， 全年国内乘用车氧化物半固态电池出货量预计达3GWh，标志着技术商业化进入实质性阶段。 对于全固态电池，中国全固态电池产学研协同创新平台副理事长吴志新强调其研发的长周期属性，呼吁 行业脚踏实地深耕创新。他预测，半固态电池将拥有5—7年商业窗口期，全固态电池大概率在2032年— 2033年进入商业使用期。当前全固态电池材料成本高达常规液态电池的3—5倍，成本控制成为产业化最 核心的挑战。因此，2025年行业所有战略动作均围绕"降本"展开，从技术路线选择到供应链 ...

"宜家对中国市场的承诺是坚定且长期的，这驱使我们采取前瞻性的战略来提升竞争力，这是我们践行承 诺、实现自身可持续发展并为中国市场和消费者持续创造价值的主动且必要的举措。" 近日，宜家中国总裁兼可持续发展官庞安泽（Po n t u s Er n t e ll）表示，"中国是宜家全方位的战略市场之 一。这是一个我们与之共同学习、发展和成长的市场。我们在这里拥有完整的价值链，并且随着时间的 推移，我们也在建立更多的实证，测试和尝试新的渠道形态，无论是线上还是线下。" 值得关注的是，此前，英格卡购物中心宣布与高和资本达成战略合作，双方将携手成立一支专项不动产 基金，共同持有无锡荟聚、北京荟聚、武汉荟聚三座聚会体验中心。而宜家中国将于无锡荟聚内开设并 运营一家新的门店。宜家无锡商场现有物业资产将作为交易的一部分，改造为无锡荟聚全新租赁空间。 庞安泽指出，"从消费者角度看，我认为顾客对于宜家的购物体验不会感觉到不同，宜家和英格卡购物中 心将持续保持紧密的合作关系。具体而言，我们在武汉和北京市场的运营基本是没有任何变化的。在无 锡，我们达成了一个共赢的合作方案，这将进一步增强宜家无锡商场与荟聚之间的连接。" 文/易佳颖 实 ...

蒂华纳位于美墨边境线上，是全球制造产业链的一个特殊枢纽。依托毗邻美国加州的区位优势，这座城 市长期承担着跨境制造与贸易的关键角色，形成了以电子、汽车、医疗设备为代表的密集型产业带。 在今年的实地走访中，记者看到越来越多的全球化企业在蒂华纳布局生产基地，包括TCL等一众国内科 技企业。随着全球供应链重组，墨西哥逐渐成为中国企业出海的重要落点之一。 而蒂华纳延绵的制造带，既是全球化版图重塑下的一个典型样本，也是经济体之间新型贸易生态的一个 缩影。在规则调整、地缘博弈与产业安全考量交织的环境下，跨国制造生态正在发生深刻演变。 在这样的背景下，TCL创始人、董事长李东生接受21世纪经济报道记者专访时谈道："全球化演变进程 中，带来的利益分配并不均衡，导致地区发展失衡，全球化受到广泛质疑。当下，全球经贸格局在经历 深度调整期，但历史已经无数次证明，任何暂时的波折，都无法阻挡全球化洪流奔涌向前。" 从更广泛的视角看，正如经济学者周其仁在《寻路集》中所言："不管有无准备，我们都必须面对大变 局，大变局就是全球竞争格局发生重大变化。"在观察企业实践后，他在书中谈道："'世界工厂'在任何 地方固然能红一时，但'世界工厂走向世界 ...

Core Insights - The article highlights the significant role of female leaders in the Chinese restaurant industry, showcasing their ability to navigate challenges and drive growth in major brands like KFC, Haidilao, Starbucks, and McDonald's [1][2][3] Group 1: Female Leadership in Crisis - The concept of "glass cliff" suggests that women are often appointed to leadership roles during crises, as seen with KFC's CEO, Su Cuirong, who took charge during a challenging period for the brand [3][4] - Su Cuirong implemented strategies to rejuvenate KFC, including brand modernization and the introduction of new products, which led to a significant revenue increase, with KFC China generating nearly $5 billion in revenue in 2015 [5][8] - Haidilao's former CEO, Yang Lijuan, also faced challenges during the pandemic, successfully turning the company around to achieve a net profit of 4.5 billion yuan in 2023, a 227.33% increase year-on-year [8][10] Group 2: Strategic Expansion and Digital Transformation - Starbucks China saw transformative growth under former CEO Wang Jingying, who accelerated store openings from 400 in over a decade to 204 in one year, establishing Starbucks as a leading coffee brand in China [10][11] - Current CEO Liu Wenjuan has continued this trend by implementing price reductions and expanding into lower-tier cities, resulting in positive same-store sales growth [14][19] - KFC's digital transformation under Su Cuirong has been pivotal, with digital orders contributing approximately 95% of restaurant revenue by 2025, showcasing the importance of digital strategy in the modern market [20][22] Group 3: Localization and Consumer Insights - KFC's approach to localization includes adapting its menu to Chinese tastes, offering items like dumplings and chicken rice, which resonate with local consumers [23][24] - McDonald's CEO Zhang Jiayin emphasizes the importance of understanding local markets, leading to product innovations that cater to regional preferences, such as spicy chicken wings and collaborations with popular franchises [27][28] - The article underscores the unique insights female leaders bring to the industry, enhancing customer experience and operational efficiency through empathy and attention to detail [34][35]

Core Viewpoint - The Chinese home appliance industry is experiencing fluctuations in exports due to changing tariffs, but China remains a dominant manufacturing and exporting country, with brands continuing to expand globally despite challenges [4]. Group 1: Company Strategies - Leto Electric decided to continue production in China while exploring overseas markets after facing unexpected tariff increases in the U.S. [5] - The company faced challenges with U.S. tariffs exceeding 100%, leading to canceled orders and financial strain, prompting exploration of production in Vietnam and Cambodia [5][6]. - After evaluating production options in Cambodia and Malaysia, Leto ultimately chose to expand its production capacity in China, increasing factory space by one-third [6][10]. Group 2: Industry Trends - Despite tariff disruptions, companies like Leto and Xinbao continue to prioritize domestic production for U.S. orders, with Xinbao expanding its manufacturing base in Indonesia [7]. - Major brands like Haier and Midea are enhancing their overseas production capabilities and focusing on local market engagement through sports marketing and brand interaction [9][10]. - The global home appliance market is projected to grow, with retail volume expected to reach 7.8 billion units and retail value to reach $425 billion by 2028, indicating a compound annual growth rate of 1.8% and 2.5% respectively [9]. Group 3: Market Dynamics - The Chinese home appliance sector is expected to see stable growth in exports, with an estimated 21 million units exported in 2025, despite varying performance across product categories [10]. - Chinese brands are increasingly dominating the global market for robotic vacuum cleaners, capturing 65.7% of the market share [11]. - The trend of Chinese brands transitioning from merely exporting products to establishing a local presence and adapting to market needs is becoming more pronounced [12].

Group 1 - The article discusses the dual nature of opportunities and challenges in the Malaysian market for Chinese companies venturing abroad, emphasizing the need to understand local business logic beyond the typical Chinese perspective [1][2] - Malaysia is positioned as a buffer zone amid the US-China trade war, attracting interest from major powers due to its industrial advantages and high-tech capabilities, making it a desirable partner for both China and the US [3][4][6][7] - The article highlights the importance of localizing business strategies for Chinese companies, as many have struggled due to a lack of understanding of local culture, user experience, and language [11][15][18] Group 2 - The article identifies key sectors with growth potential in Malaysia, including renewable energy, digital technology, healthcare, and elder care, suggesting that Chinese companies should align their offerings with local needs [19][30] - It points out that the service sector in Malaysia surpasses manufacturing, providing a fertile ground for digital industries to thrive [20] - The discussion includes the necessity for infrastructure development, such as charging stations for electric vehicles, to support the growth of new industries [20][22] Group 3 - The article emphasizes the need for Chinese companies to engage with local communities and integrate into the local ecosystem to avoid missing opportunities [30] - It also mentions that many Chinese enterprises view Malaysia merely as a production base to circumvent tariffs, which is not a sustainable approach [17][30] - The importance of government collaboration in implementing technological advancements and regulatory frameworks is highlighted as essential for successful market entry [28][29]

Core Viewpoint - GE Healthcare is committed to the Chinese market, emphasizing its strategic importance and denying rumors of selling its business in China. The company has taken concrete actions to reinforce its presence, including significant investments in local R&D and production facilities [2][3]. Group 1: Strategic Actions - GE Healthcare has established the East Hemisphere Headquarters Innovation Center for MRI in Tianjin, marking it as the only system-level MRI R&D base outside the U.S. The company plans to invest 500 million yuan over the next five years for high-end MRI equipment localization [2]. - The company has adjusted its strategy in China to focus on "precision cultivation," which includes organizational restructuring and layoffs in non-core positions, affecting less than 5% of the total workforce [2][3]. Group 2: Recruitment Strategy - GE Healthcare maintains a "reduction and increase" recruitment strategy, with approximately 150 positions open in China since 2025, primarily in R&D, production, and digitalization sectors [3]. Group 3: Localization and Production - GE Healthcare has developed the largest production base in China, with six major production sites and seven factories across various cities. The Beijing base has achieved over 50% localization for MRI core components, while the Shanghai Zhangjiang factory produces 60% of global contrast agents [5]. - The company has launched the first phase of its Precision Medicine Industrialization Base in July 2025, focusing on high-end nuclear medicine production and key component localization [5]. Group 4: R&D Focus - R&D is a core component of GE Healthcare's strategy in China, with increased investments since 2025. The Tianjin MRI Innovation Center will focus on core components and cutting-edge AI technology [6]. - The Ver sana series ultrasound devices, developed in Wuxi, feature AI-assisted diagnostic systems, achieving over 60,000 units shipped globally in the first eight months of 2025 [6]. Group 5: Market Strategy - GE Healthcare has shifted its market strategy to focus on "replacement demand" as the Chinese market transitions from new equipment installation to equipment replacement. The company offers high-end CT/MR replacement solutions emphasizing precision, lower radiation doses, and efficient workflows [7]. - The company is also targeting grassroots healthcare through products like the Ver sana series ultrasound devices and the Precision Medicine Industrialization Base, addressing the need for local healthcare solutions [7].