回顾2025这一年，不少人都提到逆全球化、外部风险这些关键词。但浪潮也是一个筛选水手和裸泳人的游戏，那些面对风浪却依然稳步前行的 企业值得敬畏。 "当前复杂的国际贸易环境，对海尔在泰国的经营有何影响？" "事实上，今年海尔在泰国市场实现了快速增长。"海尔电器（泰国）有限公司总经理董建平回应21世纪经济报道记者道。 据海尔智家的三季报，2025前三季度，公司海外市场收入增长10.5%，东南亚市场增长超15%。 不少家电品牌把泰国作为"下南洋"的第一站，海尔在激烈竞争中成功突围。市场调研公司GfK数据显示，今年1-10月，泰国白电市场下滑 4.9%，海尔白电却逆势增长29%，跑赢了行业及对手，成为泰国市场白电第一品牌。 "刚开始的时候很难。"董建平回忆，海尔在泰国从零做到白电行业头部，用了23年时间，一开始泰国人用惯日本和韩国品牌，不了解海 尔，"我们就做品牌曝光和露出，让泰国人知道这个品牌、愿意去买了，再把售后服务做好，产品出问题了消费者能快速找到你去解决，他们 才会慢慢重视这个品牌。" 而日复一日做品牌和服务这个事情，可能更多是在拉近国产和日系、韩系品牌的差距，中国家电如何实现超越？董建平认为答案还是在新品迭 ...

耐克持续深化直营化与数字化转型，同时面临增长阵痛、运营成本与库存压力。其在中国市场倚重一二 线城市高端客群，下沉市场表现乏力。与之形成对比，阿迪达斯与lululemon则在深耕下沉市场，均将 目光投向三四线城市寻找新增量，通过本土化产品与营销实现份额回升。 对于lululemon来说，2025年是其步入平台期与多元化探索的一年。其核心的瑜伽及女性业务增长放 缓，品牌以前所未有的力度押注 "男装" 与 "鞋履" 两大新引擎，并通过多渠道数字化创新，构建全域运 动生态。 总体而言，运动品牌竞争从"广域覆盖"进入"心智与场景争夺" 的新阶段：耐克坚守品牌与技术制高 点，阿迪达斯持续强化专业功能属性，lululemon则致力于从单品类领先向多元运动品牌演进。 在接受21世纪经济报道记者专访时，lululemon中国区董事总经理黄山燕认为2025年中国体育消费的关 键词是"成长"——这既是中国体育消费市场规模的高速增长，更是消费者对健康生活方式认知的深化与 心智的成熟。 《21世纪》：近年来，中国体育消费市场持续扩容，行业形态快速演变。您如何判断当前中国体育消费 市场所处的阶段？ 黄山燕：近年体育消费潜力持续释放。当前 ...

近日，海尔智家宣布将其在印度子公司的49%股权出售给华平投资和Bharti集团。交易完成后，海尔智 家仍持有49%股权，剩余2%股权则纳入当地管理团队中长期激励计划。从股权结构看，海尔智家仍是 第一大股东，对核心经营的主导权未发生变化。 4 20 Market 8 p 但要想在这片市场站稳，光靠品牌和技术还不够，必须深度本土化。而海尔智家通过与华平投资、 Bharti集团合作，可以充分利用其本土化特色的网络布局和资源优势，进一步推动产品创新及加速当地 的市场渗透，从而帮助海尔智家更好地拓展当地市场，为未来的市场估值拓展更大的空间。 再次，有效规避地缘政治风险，保障资产安全。现在国际局势复杂，地缘政治风险高，尤其在印度这种 动不动就拿外资开刀的地方。海尔智家引入本地资本后，企业在政策、法律、税务等方面的风险会被分 摊，相当于给资产上了一道"保险"。 总结：海尔印度这次减持，不是退缩，而是战略进阶。它既回收了成本，又整合了本地资源，还规避了 政治风险，可以说是一举三得。在当前的国际形势下，这步棋走得稳、走得巧。 为什么说海尔智家这波操作是一举三得？ 首先，可以有效回收历史资金。海尔印度在过去七年里年复合增长率高达 ...

Core Viewpoint - Kose Group has recently announced a significant management change in its China operations, appointing Ishii Yasuhiro as the new General Manager starting January 1, 2026, as part of its restructuring and performance recovery strategy for the Chinese market [3][20][25] Group 1: Management Changes - Ishii Yasuhiro, who has extensive experience in the Chinese market, will take over from the current Chairman and General Manager, Shinohara Kazuki, who will return to the headquarters to lead the Consumer Brand division [3][4] - This management change aligns with Kose's long-term strategy for 2030 and reflects the company's commitment to prioritize the Chinese market for global growth [3][20] Group 2: Ishii Yasuhiro's Background - Ishii has a diverse career spanning cosmetics, food, and electronics, with significant roles in Shiseido and other companies, focusing on brand marketing, channel development, and digital transformation in China [6][9] - His fluency in Chinese and deep understanding of local market dynamics position him as a strategic asset for Kose as it seeks to enhance its local operations [9][10] Group 3: Strategic Focus and Market Response - Under Ishii's leadership, Kose aims to solidify Decorte and Sekkisei as its core brands in China, targeting both high-end and mass markets through differentiated strategies [13][17] - The company has reported a rebound in sales in the Chinese market, with a notable increase in online average transaction value by 109% year-on-year, indicating a successful response to market demands [15][18] Group 4: Organizational Transformation - Kose is transitioning to a holding company structure, which will grant greater autonomy to its subsidiaries, including Kose China, enhancing operational efficiency and market responsiveness [20][23] - The new governance structure is designed to align with Kose's long-term vision of becoming a lifelong beauty partner, emphasizing the need for adaptability in a competitive market [23][25]

Core Viewpoint - The semiconductor supply chain for the automotive industry is undergoing a fundamental transformation, shifting from an efficiency-first approach to prioritizing safety and controllability in response to recent chip shortages [1][21]. Group 1: Impact of Ansys Semiconductor Crisis - Ansys Semiconductor, as the largest supplier of basic semiconductor devices, holds approximately 40% of the global automotive discrete device market share, and its supply fluctuations have led to production cuts or temporary shutdowns for major automakers like Honda, Ford, Volkswagen, and Nissan [1][3]. - The crisis highlights the structural risks within the automotive chip supply chain, emphasizing the industry's demand for safety and reliability, which complicates the rapid replacement of suppliers [3][4]. Group 2: Changes in Automotive Chip Supply Chain Logic - The automotive industry has experienced its second major chip shortage in five years, with the previous shortage during the pandemic primarily caused by supply-demand imbalances [3][5]. - The current crisis has revealed that the global automotive chip inventory turnover days are generally below 40 days, significantly lower than the 60-day safety level, indicating that the industry's focus on low inventory is unsustainable in the face of supply fluctuations [4][5]. Group 3: Localization Strategies of International Chip Manufacturers - Major international automotive chip manufacturers, including Infineon, STMicroelectronics, NXP, and Texas Instruments, are accelerating their localization strategies in China to enhance supply chain stability [7][11]. - Infineon has launched a "local for local" strategy, aiming for localized production of various products by 2027, while NXP has established a dedicated China division to adapt to local market needs [7][8][9]. Group 4: Opportunities and Challenges for Domestic Chip Manufacturers - The restructuring of the automotive supply chain presents unprecedented opportunities for domestic chip manufacturers, with the localization rate of automotive chips in China expected to rise from less than 5% in 2020 to 20% by the end of 2024 [16][17]. - Despite the opportunities, domestic manufacturers face challenges such as high certification barriers, longer certification cycles, and reliance on foreign EDA tools, which can hinder their competitiveness [17][19]. Group 5: Future Trends in the Automotive Chip Industry - The automotive chip industry is expected to evolve towards a more resilient and diversified supply chain, balancing global and regional strategies, with a focus on local production and multi-source backup [21]. - The trend of "local for local" is becoming a collective action among global semiconductor companies, reflecting a recognition of the importance of the Chinese market and the need for supply chain security [14][12].

Core Insights - The article emphasizes that Western companies' previous perception of the Chinese market as a "cash cow" is over, and they now face a challenging and competitive environment [1][3][5] Group 1: Market Dynamics - The Chinese market has transformed from a comfortable zone to a complex and competitive landscape, with foreign companies now facing significant challenges from local competitors [3][5] - Brands like Starbucks have lost their market leadership to local players such as Luckin Coffee, which employs aggressive pricing and speed strategies [3][5] - Foreign companies are now engaged in a fierce battle to protect their profits, having to lower prices and compete in ways they previously did not [3][5] Group 2: Competitive Pressure - The Chinese market is described as a "high-pressure chamber" for global business competition, where companies must innovate and control costs more effectively than in other regions [5][12] - Local companies' rapid product iterations and strict cost controls create a challenging environment for Western firms accustomed to slower development cycles [5][12] Group 3: Adaptation Strategies - Many Western brands are undergoing significant transformations to survive, such as Guerlain launching more affordable product lines to attract younger Chinese consumers [7] - Companies like 3M have reduced their product launch cycles to 10 months to keep pace with local competitors, while Volkswagen has increased its new model development speed by 30% [7][8] - Procter & Gamble has established R&D centers in China, treating the market as a testing ground for global innovation [8] Group 4: Corporate Decision-Making - There is a notable disconnect between the efforts of local teams in China and the conservative decision-making of their headquarters in the West, influenced by geopolitical tensions [10] - Some companies, like Ralph Lauren and 3M, have managed to achieve growth in China by quickly adapting to local market rhythms and committing to localization strategies [10] Group 5: Future Outlook - For most foreign companies, the Chinese market is no longer just a source of profits but a test of their competitive strength [12] - The choice for foreign firms is clear: either continue to struggle in the Chinese market to build competitiveness or retreat to their comfort zones and risk being surpassed by Chinese companies [12]

中新社上海12月4日电 (高志苗)海斯坦普亚太区首席执行官洛安东(Antonio López)近日接受中新社采访 时表示，中国是海斯坦普全球最重要的市场之一，未来将继续成为海斯坦普在全球取得成功的关键驱动 市场。 来自西班牙的汽车金属零部件供应商海斯坦普，自2007年进入中国后持续拓展，目前在中国拥有13家工 厂、2个研发中心，生产总面积超过40万平方米。洛安东介绍，中国市场已成为海斯坦普全球版图中的 重要一环，贡献了集团约14%的营业额。在2021年至2024年四年间，海斯坦普在中国市场的营收实现 80%的增长。 在洛安东看来，海斯坦普在华的强劲增长，得益于"在中国，为中国"的本土化战略。这一战略并非口 号，而是融入公司研发、供应链与人才建设等实际行动，目前公司不仅实现了99.5%的员工本土化，更 以上海、昆山两大研发中心形成"创新引擎"。其中，上海研发中心自2017年运营以来，已从技术应用基 地升级为与客户联合开发、前沿共创的核心枢纽。 他指出，中国研发中心形成的创新技术不仅服务中国本地市场，也被纳入海斯坦普的全球技术发展蓝 图，并在欧洲、美洲及其他亚洲市场广泛应用。中国的供应链和市场已从成本导向转变为创 ...

Core Insights - The recent innovation summit held by Lubrizol in Pudong showcased several cutting-edge technologies, marking the Asia-Pacific debut of multiple products, while Honeywell also presented its advancements in avionics technology tailored to the needs of China's civil aviation industry [1][5] Group 1: Local Innovation and Development - Lubrizol is transitioning from "import and digest" to "source innovation" in the Asia-Pacific region, significantly increasing the proportion of local R&D through close collaboration with ecosystem partners [2][4] - The "Lubrizol CV1150 heavy-duty diesel engine oil solution" is a notable local innovation, fully developed by Lubrizol's Chinese R&D team, meeting China's National VI and pre-research National VII standards [4] - The establishment of Lubrizol's beauty research lab in Pudong has enhanced local R&D efficiency and enriched the global innovation perspective, demonstrating the company's commitment to localizing its development processes [6][7] Group 2: Technological Advancements in Aviation - Honeywell's new ground warning software, SURF-A, enhances runway safety by helping pilots identify potential hazards, showcasing the integrated advantages of Honeywell's avionics systems [5] - Honeywell is deepening its local presence in China by building a comprehensive maintenance, repair, and overhaul (MRO) network, contributing to the high-quality development of the Chinese aviation industry [5] Group 3: Regional Ecosystem and Collaboration - Pudong is recognized as a key location for multinational companies to establish their supply chains and innovation networks, attracting numerous R&D centers and innovation platforms [1][7] - Companies like bioMérieux and Eli Lilly are expanding their local operations in Pudong, focusing on collaborative innovation and transforming from import-export trade to local R&D and manufacturing [8][9]

Core Insights - Adidas has achieved record global quarterly revenue and a "ten consecutive increases" in performance in the Greater China region by 2025, driven by a deep emotional connection with Chinese consumers and a strategy focused on "In China, For China" [1][4]. Group 1: Business Strategy - The establishment of the Shanghai Creative Center (CCS) 20 years ago has become a cornerstone for localizing Adidas' strategy and a platform for promoting Chinese culture globally [3]. - CCS has successfully launched products that blend traditional Chinese elements with modern sports technology, receiving positive market feedback [3]. - Adidas is focusing on nurturing young talent through the A.C.E. (ADIDAS CREATOR EXPERIENCE) program, which has attracted thousands of young creators from top design schools [3][4]. Group 2: Cultural Integration - Adidas is engaging with the new generation of Chinese consumers through a dual narrative of "sports + culture," exemplified by its support for athletes and culturally inspired product lines [3][4]. - The company aims to tell Chinese stories through its products, promoting cultural recognition and appreciation of Eastern aesthetics to a global audience [5]. Group 3: Youth Development - Adidas is committed to fostering youth sports through initiatives like the establishment of university sports communities and youth football programs, recognizing the importance of starting from a young age for building a strong sports nation [4][5]. - The brand's long-term mission is to contribute to the high-quality development of China's fitness industry by integrating traditional and emerging sports [5].

Core Insights - Samyang Foods has officially established its first overseas factory in China, located in Jiaxing, Zhejiang, with a total investment of 201.4 billion KRW (approximately 1.06 billion RMB) and is expected to commence production in January 2027, aiming for an annual output of 840 million packs of turkey noodles exclusively for the Chinese market [1][3]. Group 1: Strategic Intent - The decision to set up the first overseas production base in China reflects Samyang Foods' clear strategic intent, as China accounts for 25% of its total export volume and continues to be a key driver of global performance growth [3]. - The Jiaxing factory will cover an area of approximately 55,000 square meters and is planned to have six production lines, which will enhance the company's global production capacity to 3.52 billion packs of turkey noodles annually [3]. Group 2: Supply Chain and Market Positioning - By localizing production, Samyang Foods aims to significantly optimize supply chain efficiency and reduce logistics costs, thereby reinforcing its market position and responding more flexibly to changes in consumer demand [3][4]. - The factory's location near Shanghai, where Samyang's China sales headquarters is situated, facilitates efficient coordination between production and sales, accelerating market response times [3]. Group 3: Quality Control and Future Plans - Samyang Foods places a high emphasis on quality control at the Jiaxing factory, planning to implement an international standard quality management system and obtain multiple certifications, including FSSC22000, ISO22000, and ISO14001, to ensure transparency in quality monitoring from raw material procurement to finished product delivery [4]. - The Jiaxing production base will serve as a foundation for Samyang Foods to continuously expand its product line and enhance brand influence, marking a significant investment in its global strategy and preparing for further expansion into emerging markets [4].