以下文章来源于第一财经研究院 ，作者秦朔 第一财经研究院 . 第一财经旗下的非营利独立智库研究机构，上海首批重点智库，以"致力于改善经济政策"为宗旨。我们 以全球化视野，基于事实和数据的独立研究和分析，提供创新的可实施政策方案和建议，以提高中国经 济政策的质量和透明度，并推动有效而公平的全球经济金融治理。 2025.05. 19 本文字数：2214，阅读时长大约4分钟 导读 ： 中国企业的出海必将带动全球化在新时代继续向前发展，同时也将成为超越自我、成就世界一流的新机遇。 作者 | 第一财经研究院 本文为2024年度第一财经研究院中国企业全球化报告纸质版序言。 改革开放后，中国逐步建立了世罕其匹的完整产业体系，构筑了强大而灵活的产业竞争力。 出海 ——中国能力的全球化，这是未来中国经济发展的重大战略机遇。 中国产业能力的基石是制造业。 中国制造是在经济全球化和中国改革开放的背景下，全世界的资 本、订单、技术流动加上中国自身的禀赋和努力，共同创造出来的人间奇迹。其实质是世界制造在中 国，是世界委托、选择了中国，为人类做好制造。在某种意义上，这是一种"天命"。而中国不负 天。 —— 现在，随着全球供应链从过去更加 ...

Group 1 - The current wave of Chinese companies going abroad is characterized by an unprecedented urgency and speed, with overseas revenue of A-share listed companies growing by 55.8% from 2020 to 2023, and two-thirds of these companies reporting overseas income, a historical high [2][4] - The trend of "going out" is shifting from product-based international trade to foreign direct investment (FDI), where companies are taking their operations and capabilities abroad rather than just exporting products [2][4] - Companies are categorized based on their motivations for internationalization, primarily seeking new markets or acquiring resources and capabilities to enhance competitiveness [4][5] Group 2 - The majority of companies expanding overseas are driven by domestic cyclical pressures, with a significant shift from domestic sales to exports due to a mismatch in supply and demand [7][8] - Some companies are experiencing rapid growth in overseas markets not due to domestic market shrinkage but because of attractive opportunities abroad, exemplified by brands like Pop Mart and Miniso [9][10] - Companies like SANY Heavy Industry have seen their overseas revenue triple in recent years, highlighting the importance of international markets for growth [8] Group 3 - The pressure to go abroad is intensified by geopolitical conflicts, leading companies to relocate production to maintain competitiveness and meet international demand [12][13] - Companies are also pursuing strategic resources abroad, such as lithium projects in Argentina by Ganfeng Lithium, to secure supply chains and reduce costs [13][14] - The restaurant industry has seen a dramatic increase in foreign direct investment, growing 95 times, indicating a complex mix of domestic demand decline and overseas opportunities [15] Group 4 - The speed of international expansion among Chinese companies is remarkable, with examples like Mixue Ice City opening 2,600 stores in Indonesia in just four years [16][17] - Companies like Chery Automobile have successfully balanced domestic and international growth, achieving a significant increase in export volumes [22] - The relationship between the speed of going abroad and performance is nuanced, with rapid expansion potentially leading to both opportunities and risks [19][21] Group 5 - Companies are increasingly focusing on local market responsiveness while maintaining global operational efficiency, particularly in sectors like food and retail [23][24] - The emergence of "best-value provider" strategies among Chinese manufacturers indicates a shift towards balancing cost leadership with customer value [32][33] - New entrants in the market, such as DJI and Shokz, are leveraging innovation and cultural uniqueness to compete globally, marking a new phase in China's international business landscape [36][37]

Core Viewpoint - The article highlights the challenges and strategies for Chinese companies looking to expand overseas, particularly in light of regulatory hurdles and the need for effective partnerships with local firms [2][3]. Group 1: Overseas Expansion Challenges - In 2015, China National Chemical Corporation acquired a 37% stake in Pirelli for €7.1 billion, becoming a major shareholder. However, Pirelli's board has now voted to strip the Chinese company of its control rights due to regulatory changes and geopolitical tensions [3]. - Pirelli cited the Italian "Golden Power" law, which restricts foreign investors' access to sensitive information, and the U.S. ban on products from Chinese-controlled automotive suppliers as reasons for this decision [5]. - The loss of control means that China National Chemical Corporation retains only dividend rights, which could hinder future growth opportunities for the company [5]. Group 2: Survival Strategies for Overseas Expansion - Legal compliance should be viewed as an investment rather than a cost, as demonstrated by the failed acquisition of a German semiconductor company by Fujian Hongxin Investment Fund due to national security concerns [7]. - Effective equity design is crucial; companies should ensure they have real voting power rather than nominal shares. For instance, Geely's acquisition of Volvo utilized a dual-class share structure to maintain control [9]. - Clear boundaries in technology cooperation are essential to avoid disputes, as illustrated by a case involving a Chinese company that violated a confidentiality agreement with a Swiss partner, leading to significant penalties and litigation [10]. Group 3: Strategies for Small and Medium Enterprises (SMEs) - SMEs can adopt a light-asset approach to overseas expansion, leveraging local partnerships instead of establishing their own facilities. For example, Leap Motor partnered with Stellantis to enter European markets without heavy investment [12]. - Selling brand and service rights can also be a viable strategy, as demonstrated by Ocean Park's project in the Philippines, which minimized investment while maximizing returns [13]. - Utilizing digital platforms for marketing and sales is crucial for SMEs, allowing them to reach global audiences without significant upfront costs. The article emphasizes the importance of leveraging government trade promotion platforms to facilitate this process [16].

Core Viewpoint - The "going global" strategy is essential for Chinese companies to cope with external uncertainties and reduce reliance on the U.S. market [1] Group 1: Market Policy and Foreign Investment - China maintains an open market policy, welcoming foreign investment and encouraging greater foreign participation in its financial market [1] - Capital tends to flow to regions that offer the highest returns, indicating a competitive investment environment [1] Group 2: Challenges of Overseas Investment - Chinese companies need to actively implement the "going global" strategy to expand their overseas investment scale [1] - Engaging in overseas investment requires companies to prepare for challenges related to political systems, cultural customs, religious beliefs, and legal regulations in different countries [1] - The process of "going global" is seen as a way for companies to break out of their development comfort zones [1]

Core Insights - The article discusses the evolution of Chinese manufacturing and its transition to branding and overseas expansion, highlighting the challenges and opportunities in the global market [1][4][30] Group 1: Market Dynamics - The overseas market is becoming increasingly competitive, with many Chinese companies venturing abroad, leading to a "red ocean" scenario rather than the anticipated "blue ocean" [7][9] - The number of Chinese companies going overseas has reached a new high, with cross-border e-commerce import and export volume increasing by over 15% in one year [10] Group 2: Opportunities in Overseas Markets - There are still significant opportunities in overseas markets, particularly for those who can adapt their strategies and leverage brand strength, content, and operational capabilities [16][30] - Successful companies are shifting from merely selling products to building brands and engaging with consumers through content and community [18][22] Group 3: Strategic Shifts - Companies are moving from large platforms to private domain marketing, focusing on authentic engagement rather than traditional advertising [22][24] - The evolution of supply chains is also a key trend, with companies establishing local warehouses and production facilities in foreign markets to enhance their operational efficiency [26][28] Group 4: Mindset and Adaptation - The perception of competition ("卷") stems from a narrow understanding of market dynamics; companies must upgrade their strategies to succeed in different cultural contexts [29] - The future of overseas expansion will depend on long-term brand building, understanding cultural nuances, and employing systematic capabilities to address structural opportunities [30]

Group 1 - The easing of tariffs between China and the US is driving a new wave of enthusiasm for overseas expansion, with container shipping bookings from China to the US surging nearly 300% [1] - Maersk's CEO noted a shift of 20% of their capacity from China-US routes to other routes, indicating a potential "catch-up effect" in trade [1] - The global economic landscape is experiencing significant disruptions, with the US GDP contracting by 0.3% in Q1 2023, marking its worst performance since 2022 [4] Group 2 - The EU's GDP growth is lagging behind the US, with a projected annual growth of only 0.7% for 2024, primarily due to Germany's economic weakness [4] - Japan's GDP decreased by 0.2% in Q1 2025, contrasting sharply with a previous growth of 2.4% [5] - ASEAN countries are showing varied economic performances, with Vietnam's GDP growth at 6.93% in Q1 2025, the highest since 2020 [5] Group 3 - Chinese companies face a low success rate of less than 20% in overseas expansion, with "country selection" being the most critical factor [6] - The current international landscape is complex, requiring Chinese companies to adapt their strategies based on market changes [6][7] - The rise of emerging economies like India and Brazil is reshaping global economic dynamics, providing new opportunities for Chinese firms [7] Group 4 - ASEAN is becoming a preferred destination for Chinese companies due to its large market potential, strong economic growth, and supportive policies [9] - The region's population is projected to exceed 700 million by 2027, with a youthful demographic driving consumption [9] - The RCEP agreement has further facilitated economic integration and trade liberalization in the region [9] Group 5 - The success of J&T Express in Southeast Asia illustrates the importance of localizing operations and understanding market needs [11][15] - Transsion Holdings has become a leading smartphone brand in Africa by addressing local consumer preferences and needs [16][19] - Small countries present unique opportunities for Chinese companies due to less competition and favorable policies [20][21] Group 6 - Huawei's experience in Mauritius highlights the challenges and strategies for entering small markets, emphasizing the need for persistence and adaptability [23][24][26] - Companies should prioritize key markets for expansion rather than adopting a broad approach, as this can lead to more stable growth [33] - The choice between entering mature markets or emerging ones depends on the company's strengths and market conditions [34][35]

中国制造的本质是 "世界制造在中国" 以中国为支点、以世界为舞台的大循环，是充满希望的经济地图。 点击上图▲立即报名 2025年6月19日—6月20日，相约"生而全球·共融共建"第二届出海全球峰会， 1500+企业出海掌舵人再聚狮城，与吴晓波、王辉耀、秦朔、津上俊哉、林雪萍、黄 兆华等嘉宾，共 同探索中企出海从"产能迁徙"到"文明共生"的新路径。 【点击马上 报名】 在峰会正式召开前，我们将陆续梳理与会嘉宾关于中国企业出海大潮的精彩观点，一 起提前感受嘉宾们的智慧交锋。 文 / 巴九灵（微信公众号： 吴晓波频道） "在商言商，就是为国争光；出海，就是为国添彩。"这是人文观察家秦朔老师反复提及的想象空间。 过去三十年，秦朔老师一直在观察中国经济的演变进程，并深刻认识到，这一轮中国企业出海的本质，就是全球供应链的多元化和中国新能力的全 球化。 他认为，未来中国经济有两大战略机遇：在中国之内，让"世界工厂"成为"世界市场和创新场"；在中国之外，到全世界建工厂、建市场、建设施、 搞服务，再造一个"中国"。 首届出海全球峰会秦朔老师演讲现场图 在今年的出海全球峰会上，秦朔老师将继续带来 《从"中国制造"到"中国创造全球 ...

从产业角度看，海外需求的持续增加为中国企业实现全球范围内资源优化配置提供了动力。在海外设立 研发中心或生产基地，将帮助中国企业更好地降低生产与物流成本，构建多元化供应链体系、为海外消 费者提供更好的产品和服务。相关数据显示，中国对外直接投资存量连续多年保持全球前列。 分工带来效率，合作创造价值，是市场经济的一个基本规律。纵观人类的发展历程，可以清晰地看到全 球范围内合作不断深化、贸易走向自由、市场逐步融合的发展脉络。从这个意义上说，在练好内功的同 时积极拓展海外业务，是中国上市公司顺应发展规律、突破增长瓶颈、增强业绩韧性、提高发展质量的 必由之路。 上市公司是中国优秀企业群体的代表，是高质量发展的重要微观基础，也是资本市场的投资价值来源。 从最新年报信息看，2024年上市公司海外收入普遍实现了较好增长，一些公司的海外业务还成为企业业 绩增长的重要"动力源"。这些亮点，对推动中国经济结构调整与转型升级、提升中国企业国际影响力与 竞争力、促进居民就业和收入增长、增强中国经济稳定性与抗风险能力都有着重要的积极意义。 上市公司海外业务的稳步发展有着多方面原因。 从产品维度看，海外业务增长主要源于中国企业竞争力增强。经 ...

Core Viewpoint - The article discusses the evolving landscape of Chinese enterprises going global, emphasizing the need for deeper integration into global supply chains and the importance of adapting to new economic realities amid ongoing U.S.-China trade tensions [3][4][8]. Group 1: Global Economic Context - The ongoing U.S.-China trade talks are seen as both a risk mitigation opportunity and a new round of strategic competition [5][6]. - The global supply chain is undergoing significant adjustments, and Chinese companies are at a pivotal point to redefine their roles in this new environment [3][4]. Group 2: Chinese Enterprises' Global Strategy - Chinese enterprises are encouraged to move beyond mere product exports to actively participate in global production, research, and sales, enhancing their competitive edge [15][19]. - The importance of technological innovation, particularly in AI, big data, and cloud computing, is highlighted as a key driver for enterprises going global [12][13]. Group 3: Sustainability and Brand Influence - Green and sustainable development are becoming critical considerations for Chinese companies as they expand internationally, showcasing their commitment to global environmental standards [16]. - The growing international brand influence of Chinese enterprises is noted, with efforts to participate in global governance and standard-setting [17][18]. Group 4: Challenges and Opportunities - The article identifies the need for Chinese companies to build a "true going global" capability, focusing on geographical, cognitive, and value chain dimensions [38][39]. - It emphasizes the importance of local integration and understanding cultural nuances to avoid pitfalls in foreign markets [41][43]. Group 5: Strategic Insights from Experts - Experts suggest that the current trade environment necessitates a strategic shift for Chinese companies, moving from cost-driven decisions to value-driven approaches [22][25]. - The article also warns against the pitfalls of assuming that domestic strategies will directly translate to success in international markets, advocating for a more nuanced understanding of local dynamics [46][48].

第一，强化品牌塑造。中国企业的品牌出海已从早期的1.0阶段演进至如今的3.0阶段：1.0阶段是供应链 出海，二十年前中国供应链开始全球化布局；2.0阶段是优质产品出海，高性价比产品走向全球；而3.0 阶段则更注重全球化品牌建设，即如何在场景与内容中与全球消费者建立信任感，这对品牌塑造至关重 要。 作为全球最大的程序化广告平台，TTD（The Trade Desk）的业务覆盖全球225个国家和地区。在当前关 税风暴席卷全球的背景下，中国企业出海有何新动向？从服务中企出海的第三方角度，TTD给出一些观 察。 "关税冲击以来，没有品牌的商家受影响最大。"TTD中国区资深业务拓展总监吴昱霖日前受访表示，和 TTD合作的基本上都是根基比较稳定的注重塑造品牌的企业，他们就比较有战略定力，没有立马调转船 头。 据吴昱霖观察，近年来，中国品牌的全球化意识显著提升，越来越多的品牌展现出充分的自信，主动选 择在海外主流媒体展示品牌形象，这种转变体现在：从单纯追求销售转化到注重长期品牌建设；从产品 功能宣传到品牌价值传递；从短期营销到百年品牌的战略规划。 "我们欣喜地看到，中国品牌正逐步建立起全球消费者信任的品牌力。"吴昱霖称，中 ...