1734米的井下，宽敞的巷道交错延伸，但看不到任何支撑设备。沿着巷道前行，踩在灰色的矿石坑道中，厚重的防护鞋与碎石摩擦尖叫，刺耳的声音无时 无刻不在提醒这里超硬的矿质。是的，TAU矿的景象就是南非矿业的缩影——更深、更硬，同时也更加丰腴。 独特的矿产条件仅是硬币的一面。作为传统矿业强国，南非拥有完整的技术资格认证体系、法律与金融系统，以及成熟的产业链，深井采矿技术更是全球 领先。在这里，中国矿企只能适应、融入，照搬国内经验、把中国团队整体搬过来的做法完全不可行。 【题记】在地下1734米的南非深井中，中国矿企面对的不仅是坚硬的石英岩层，更是全球化征途上最严苛的"成人礼"。作为全球最古老的"古砂矿"，威特 沃特斯兰德(Witwatersrand)盆地蕴藏全球超50%黄金资源的同时，也因独特的开发环境与技术而与全球其他地方泾渭分明。在"矿圈"，金矿只有两类：南 非和其他。正因如此，南非成为中国矿企探索非洲无法回避的一环，也是中国矿企走向全球化的重要一步。 金矿开采被业内人士划分为"南非"和"南非以外"两个截然不同的世界。 "这是挑战，但也是宝贵的经验。南非的人才是国际化的，在这里站稳脚跟，距离全球化就不远了。"鹏 ...

编者按： 一直以来，泰国都被视为"东方底特律"和日系车的"后花园"。不过，新能源转型浪潮正改写这一格局。 如今，中国车企携技术与产能优势密集布局，在当地新能源汽车市场市占率超70%，比亚迪等品牌强势 跻身销量前列。本期"东盟调研行"专题，21世纪经济报道记者不仅带回了在泰国实地调研时的观察，更 深入到中国车企进行了一手采访，了解车企如何通过深耕本地化运营，错位竞争拓展赛道，在日系车 的"后花园"实现真正的"弯道超车"。 本报记者 赖镇桃 泰国曼谷报道 黎奥从未想过，一次他觉得很寻常的对话，会让一位泰国员工怕得想离职。"当时和一位员工说话声音 大了点，对方就觉得我们是在凶他，第二天不敢来上班了。"作为一家中国车企的海外业务人士，这是 他踏上"微笑之国"一年多后，才逐渐参透的文化差异。 在泰国，游客们常会听闻一种"三不叫"的说法：车不叫——即便曼谷的交通堵得水泄不通，也少见烦躁 的喇叭声；狗不叫——街头的流浪犬慵懒地趴着，它们知道静候常能换来一口施舍；人不叫——细声慢 语是这里表达尊敬的默认规则。 然而，这片浸润在独特"宁静"之中的土地，在全球汽车工业的版图上，却从不沉寂。 泰国是全球第十大、东南亚第一大汽车生产 ...

前言 大家好，我是言叔。今年的互联网圈就像个热闹的角斗场，AI赛道上巨头们砸钱比狠，外卖战场里补 贴战打得昏天黑地。 可就在这一片喧嚣里，有个巨头却安静得反常，它就是刚过完十周年的拼多多。 十周年啊，这在互联网公司里算得上"长寿"里程碑了。别家公司早早就办庆典、发全员信喊口号，拼多 多倒好，员工就领到件卫衣、一枚纪念币，再加几个多多鸡盲盒。 更有意思的是，不少人转头就把这些纪念品挂到咸鱼，几十块钱就卖了。 拼多多先弃了"轻运营"的执念，开了不少分公司专门对接，就是为了拿到补贴资格，关键商品的价格硬 是压到了对手之下。 财报会上的操作更颠覆认知。别的公司都把业绩往天上吹，拼多多却直言"增长放缓不可避免，利润没 持续性"。 拼多多这波"示弱"到底是真躺平，还是藏着什么没说的后手？ 三条暗线揭秘 其实，拼多多在这场厮杀中有着三条安县，第一条暗线，就是国补大战中的"迂回战术"。 今年电商圈最激烈的战场，当属千亿国补大战。家电数码这些大件，国家最多能补2000块，诱惑力十 足。阿里、京东、抖音都铆足了劲，组了上千人的团队在各地抢补贴名额。 这时候拼多多的短板就暴露了，它一直走轻运营路线，跟那些深耕线下多年的对手比，抢名 ...

Core Insights - The "2026 Outbound Global Outlook Report" reveals how AI, localization, and operational excellence are reshaping global competitiveness for Chinese brands [1][2] - The report emphasizes the need for Chinese enterprises to adapt their overseas operations in response to stricter compliance requirements, accelerated technology applications, and increasingly complex consumer expectations [2] Group 1: Key Forces Reshaping Global Expansion - Four key forces identified for reshaping global expansion by 2026 include AI-driven operations and deep localization [2] - The report outlines eight interconnected operational areas where companies can build resilience and achieve differentiation: market entry and localization, marketing and growth operations, sales operations, business enablement, customer operations, trust and safety, after-sales support, and back-office operations [2] Group 2: Best Practices and Operational Guidance - The report compiles best practices from leading Chinese and international brands across various sectors such as e-commerce, retail, technology, travel, consumer electronics, gaming, and fintech [3] - It provides actionable guidance for building an integrated global operating model to accelerate performance [3] - The report highlights the importance of AI-native operating models in transforming marketing, sales, customer experience, trust and safety, back-office, and lifecycle support [3] Group 3: Addressing Market Needs and Compliance - Companies are encouraged to develop products and compliance frameworks that meet local market demands [4] - The report stresses the need for deploying multilingual AI agents and automation to enhance speed and efficiency [4] - It emphasizes the importance of strengthening trust, security, and risk management systems to ensure a consistent customer experience across markets [4] Group 4: Supporting Next-Generation Global Leaders - TP has expanded its AI-enabled, human-centric solution portfolio to support global expansion at all stages, from market entry to post-launch operations [5] - Specialized global task forces have been deployed to connect strategy with execution, facilitating localized implementation, compliance enablement, and operational system development [5] - The report is available for download through TP's WeChat account and global digital channels [5]

Core Insights - The article discusses the complexities and challenges faced by Chinese new energy companies in their global expansion efforts, highlighting both risks and opportunities in the process [1][16]. Group 1: Compliance and Regulatory Challenges - Chinese new energy companies are encountering unexpected compliance challenges, such as environmental assessments being delayed due to local wildlife, exemplified by a case involving a rare frog in Sweden [3][6]. - The 2016 "child labor" scandal involving Huayou Cobalt in the Democratic Republic of Congo serves as a significant example of the reputational risks and compliance issues that can arise in international operations [4][5]. - Companies are increasingly recognizing that ESG (Environmental, Social, and Governance) compliance is not merely a superficial requirement but a core competitive advantage that can influence customer trust and market access [5][10]. Group 2: Hidden Costs and Political Risks - The article emphasizes the importance of understanding hidden costs, such as compliance costs and political risks, which can significantly impact project success beyond visible expenses like land prices and taxes [6][8]. - Geopolitical tensions are complicating the compliance landscape, with environmental accusations often serving as tools in political disputes, as illustrated by a case involving Ningde Times in Hungary [8][9]. Group 3: Strategic Adaptations - Companies are adapting by engaging in the formulation of international standards and regulations, as seen with Ningde Times participating in the EU Battery Law expert committee [10][11]. - A shift towards deep localization is being adopted, where companies implement a three-tier employee structure to balance technical expertise with local operational needs [11][13]. - The necessity for cultural adaptation is highlighted, particularly in mining investments, where understanding local customs and building trust with indigenous communities is crucial for project success [13][14]. Group 4: Evolution of Legal Roles - The role of legal departments is evolving from a reactive "firefighting" function to a proactive "strategic advisory" role, focusing on risk identification and compliance strategy [15][16]. - Legal teams are expected to become more integrated into business operations, requiring a deeper understanding of industry dynamics and resource coordination [15][16]. Group 5: Conclusion and Future Outlook - The article concludes that the journey of Chinese new energy companies in global markets is just beginning, with the need for continuous adaptation to complex regulatory environments and geopolitical landscapes [16][18].

Core Viewpoint - JD Group is making a significant investment in Hong Kong by acquiring a 50% stake in the SPL property, indicating a deepening strategic commitment to the region [1][5] Group 1: Transaction Details - JD Group's subsidiary has agreed to sell all issued shares of Surearn Profits, which holds a 50% interest in the SPL property, for HKD 34.98 billion [1] - The SPL property is located at 3 Connaught Road Central, Hong Kong, and is a 27-story Grade A office building with a total area of approximately 229,200 square meters [1] - The transaction involves a clear payment structure, including a deposit at the signing of the agreement, a prepayment of buyer's loans, and a remaining payment upon completion, subject to certain conditions [3] Group 2: Strategic Context - This acquisition is part of JD Group's broader strategy to penetrate the Hong Kong market, which includes previous investments in community retail and high-end malls [3][4] - The purchase of the Central property not only meets JD's office space needs but may also serve as a future regional headquarters or technology research center, enhancing its synergy in the Greater Bay Area [3][4] Group 3: Market Positioning - JD Group's aggressive expansion in Hong Kong contrasts with the trend of foreign tech companies retracting from the Asian market, showcasing its confidence in the Chinese market and global vision [5] - The integration of retail, logistics, technology, and real estate resources positions JD Group as a leader in localizing e-commerce operations in Hong Kong [5]

Core Insights - Amazon has officially entered the ultra-low-price e-commerce market, launching its low-price mall Haul and the independent platform Bazaar in 26 countries, targeting products priced under $10, directly competing with Temu and SHEIN [1][5] - The competition is shifting from price wars to localized operations and ecosystem development, indicating a more strategic approach by major players [1][5] Group 1: Amazon's Strategy - Amazon's Haul and Bazaar are designed to appeal to different markets, with "Haul" resonating with younger audiences in the West and "Bazaar" connecting with local consumers in regions like the Middle East and Latin America [3] - The Bazaar app allows for flexible marketing strategies, including social giveaways and promotional pop-ups, enhancing its appeal to local sellers [3] Group 2: Competitive Advantages - Amazon possesses significant advantages such as a global logistics network, Prime membership trust, and a large base of loyal users, which positions it well against competitors like Temu and SHEIN [5] - The company aims to leverage Bazaar to engage the 69% of small sellers who currently only sell within their own countries, providing them with localized interfaces and compliance support [5] Group 3: Market Positioning - Amazon is pursuing a dual strategy: maintaining its main site for high-end brands while using Bazaar to capture price-sensitive consumers in lower-tier markets, thereby expanding its market share [7] - The low-price strategy is not merely about undercutting competitors; it is about establishing a long-term dominance in the market through a comprehensive ecosystem [7]

Core Insights - Both Alibaba and JD.com are significantly increasing their investments in Hong Kong, indicating confidence in the market and proactive positioning for a new business cycle [19][21]. Group 1: Investment Activities - Alibaba and Ant Group announced an investment of 7.2 billion HKD to acquire a multi-story office building in Hong Kong's Causeway Bay, marking the largest office transaction in Hong Kong since 2021 [20][21]. - JD.com acquired part of the China Construction Bank Tower in Central Hong Kong for approximately 3.473 billion HKD, further intensifying the competition between the two companies [22][24]. Group 2: Strategic Focus - JD.com aims to continuously invest in supply chain, retail, logistics, and technology development to better integrate into the Hong Kong market [24]. - The acquisition of the China Construction Bank Tower is seen as a critical step in JD.com's global expansion strategy, moving beyond merely securing office space [24][30]. Group 3: Long-term Vision - JD.com has been gradually establishing its presence in Hong Kong since 2015, with significant developments in logistics and e-commerce operations [25]. - The company is also focusing on technological innovation, as evidenced by its collaboration with Hong Kong University to establish a joint laboratory for AI applications in supply chain management [26][30]. Group 4: Market Trends - The competitive landscape of the internet industry is shifting, with companies needing to integrate supply chain, technology, and localization capabilities to create value [35][36]. - The saturation of user growth and traffic in the domestic market is pushing companies to seek opportunities abroad, with Hong Kong serving as a strategic entry point for international expansion [38][40].

Core Insights - The economic cooperation between Germany and China is continuously upgrading in depth and breadth, with significant potential for further enhancement [1] Group 1: Investment Trends - German companies are increasingly upgrading their investment models in China due to strong market demand, robust supply chains, low industrial electricity costs, stable energy supply, and a rich pool of skilled labor [1] - The need for German companies to enhance competitiveness in the Chinese and Asia-Pacific markets is driving additional investment [1] - Many German firms are shifting from solely relying on exports to local production and operations to meet cost-effectiveness and rapid local service demands [1] Group 2: Local Operations and R&D - German companies are recognizing that local teams have a better understanding of the supply chain and consumer market compared to their headquarters in Germany, leading to strategic upgrades in local operations [2] - Some companies are transferring part of their R&D from Germany to China or allowing their Chinese subsidiaries to conduct independent research and development [2] Group 3: Green Development - Green development practices are seen as a crucial breakthrough for long-term cooperation between Germany and China, with China making significant progress in green low-carbon development over the past decade [2] - German representatives visiting China are often impressed by the rapid advancements in green technologies, such as solar energy, wind energy, and sustainable transportation [3] Group 4: Collaboration and Understanding - There is a call for German business leaders to visit China to gain a more accurate understanding of the local market and environment [3] - The importance of mutual understanding and respect for differences is emphasized as a foundation for successful cooperation between Germany and China [3]

Core Insights - Midea Group has established a strong global presence, operating in over 200 countries and regions, with overseas revenue reaching 107.2 billion yuan in the first half of 2025, a year-on-year increase of 17.7% [1] - The company was recognized as a "Flagship Brand" in the "2025 Forbes China Globalization 30&30" event, marking a significant milestone in its global market penetration [1] Group 1: Product Development and Market Position - Midea's products, including air conditioners and refrigerators, have achieved top sales in local markets such as Brazil, Egypt, Malaysia, and Saudi Arabia, establishing trust among overseas consumers [3] - The company was certified by Euromonitor International as the world's number one brand in smart home appliance sales [3] - Midea's PortaSplit air conditioner was recognized as one of the "Best Inventions of 2025" by TIME magazine, highlighting its innovative product offerings [3] Group 2: Research and Development - Midea has invested over 43 billion yuan in research and development over the past three years, with more than 8.8 billion yuan allocated in the first half of 2025 [4] - The company has established a "2+4+N" global R&D network, integrating various overseas research bases and centers to enhance product innovation [4] - Midea's Thailand factory has been recognized as the first overseas "Lighthouse Factory" in the home appliance industry by the World Economic Forum, showcasing its commitment to advanced manufacturing [4] Group 3: Localization Strategy - Midea has strengthened its localization strategy through the acquisition of Teka, leveraging its distribution network in the Iberian Peninsula and over 400 service partners in Europe [5] - The company has added 18 new overseas manufacturing bases, bringing the total to 63, and has established new subsidiaries in Panama, Saudi Arabia, and Iraq to deepen local operations [5] Group 4: Brand Expansion and Marketing - At the IFA 2025, Midea launched the MASTER COLLECTION series of home appliances, addressing various consumer needs across different regions [6] - Midea has expanded its sports marketing efforts, partnering with FC Barcelona and securing sponsorships for major tournaments, enhancing brand visibility and emotional connection with consumers [7] - The recognition as a "Flagship Brand" by Forbes signifies Midea's successful integration of local production, R&D, and sales with its global strategy, aiming to enhance brand competitiveness in overseas markets [7]