公司凭借经验丰富的团队、快速反应的机制、贴近高速发展 的下游市场和新兴原材料供应商，能够持续不断地针对客户新设 计、新功能、新基材、新设备等新需求以及上游供应商新材料， 快速地做出更加高效的配方。 同时，公司通过持续增强研发和技术创新能力，不断进行配 方优化和升级迭代，不仅成功将国产原材料导入公司的配方体 系，实现原材料替代，而且与国产原材料供应商一同开发进步， 持续保持着产品性能和成本的领先优势。 此外，公司不仅可以根据客户的产品性能要求开发适用的热 熔胶，而且还可以为客户提供个性化、全面化的喷胶技术解决方 案，不但为客户解决相关生产技术问题，还尽力为客户节省更多 的成本，使公司继续保持技术、服务、成本的综合竞争优势。 3、布局海外工厂的原因？ 聚胶新材料股份有限公司 投资者关系活动记录表 证券简称：聚胶股份证券代码：301283 编号：2025-004 | 投资者关系活动 | 特定对象调研 □分析师会议 | | --- | --- | | | □媒体采访 □业绩说明会 | | 类别 | □新闻发布会 □路演活动 | | | 现场参观 □其他 | | 形式 | 现场 □网上□电话会议 | | 参与单位 ...

● 本报记者 黄一灵 A股上市公司正扎堆赴港上市。据不完全统计，自去年9月以来，前往港交所成功上市的A股上市公司已 有10家。同时，后备队伍持续扩容，还有数十家A股上市公司正筹划赴港上市。 被誉为"东北药茅"的长春高新7月1日晚亦发布公告称，公司拟在境外发行股份（H股）并在香港联交所 上市，公司董事会授权公司管理层启动本次H股上市的前期筹备工作。长春高新表示，拟赴港上市，旨 在深化公司全球化战略布局，加快国际化进程，增强公司在境外的融资能力，进一步提升公司国际品牌 形象。 以上案例是近期A股上市公司扎堆赴港IPO的一个缩影。以科技类公司为例，华泰证券研报数据显示， 截至6月30日，2025年已有包括蓝思科技、龙旗科技等在内的16家A股半导体/消费电子公司提交了港股 招股书，数量显著高于2024年同期水平。 自去年9月以来，已有10家A股上市公司在港交所上市，其中多是A股龙头公司，例如宁德时代、恒瑞医 药、海天味业等。 政策护航 A股优质公司纷纷赴港上市离不开政策护航。 从赴港IPO原因来看，全球化成为关键词。更为重要的是，因为有A股上市地位，这些公司的价值在港 股市场也能更好地被发现，从而被合理定价。此外，业 ...

点击上图▲立即报名 6月19日至6月20日，"生而全球·共融共建"第二届出海全球峰会在新加坡举行。与 会的1300名企业家与20多位来自学界、企业界、海外的嘉宾一起，探讨中国企业出 海的新方向和新路径。 黄兆华老师在论坛上进行了《全球化发展与本地化融合》专题演讲，本文整理了黄兆 华老师演讲的精华部分，分享给大家。 演讲 / 黄兆华 整理 / 巴九灵（微信公众号： 吴晓波频道） 我曾在柳工担任了10年的海外业务负责人，从海外事业部的副总到总经理到上市公司的高管，一直负责海外业务，在一线干了接近10年，而后创 办了北京出海领航。 回看柳工出海的20年历程，从宏观层面，有三点启示：首先，海外市场的机会比我们想象中要大得多。 2006年，我作为一名咨询顾问，带领一个团队，为柳工提供海外业务咨询服务，当时柳工的海外业务收入只有2亿人民币，2024年，这一数字达到 了137亿，接近柳工全部收入的50%，这个数字超远远超出了20年前所有人的想象。 其次，海外之路并不平坦。回望20年的出海之路，没有哪一天是风平浪静的。当你成为一家像柳工一样的全球性经营企业，在100多个国家开展业 务的时候，地球上发生的每个风险事件好像和你都 ...

在全球经济局势波谲云诡的当下，企业的每一个重大决策都备受瞩目。广东芬尼科技股份有限公司在这 一充满不确定性的环境中，果断完成南沙核心区产业用地摘牌，并紧锣密鼓地启动 "芬尼全球新总部及 新兴产品先进智造基地" 建设，这一动作不仅是其扩张版图的关键落子，更在行业内引发强烈震动。与 此同时，作为国家制造业单项冠军，芬尼与张默闻策划达成品牌全案战略合作，两大战略布局交相辉 映，背后究竟蕴藏着怎样高瞻远瞩的战略考量?这场商业携手，又将奏响怎样的全球战略交响曲? 芬尼选择在南沙落子，绝非一时冲动。南沙作为国家级新区与粤港澳合作示范区，拥有 "链接港澳、辐 射东南亚" 的黄金区位，世界级港口群与高快速交通网络更是为其发展提供了强大的物流支撑，加 之"制造业立区" 的政策红利，无疑为超高端芬尼的全球化发展提供了得天独厚的条件。 从产能扩张层面来看，南沙项目建成后，将成为芬尼全球运营中枢、新兴技术研发高地与高端制造基 地。全新的总部大楼将集成数字化决策中心、全球营销枢纽与创新孵化平台，发挥智慧总部赋能中枢功 能。此外，新供应链配套项目大楼建设、南沙工业园区新一期扩张工程以及泰国先进制造基地的推进， 构建起了 "多核驱动、优势 ...

Core Insights - Babycare, a Chinese maternal and infant brand, has announced its entry into the Japanese market, aiming to establish its brand through product exports rather than traditional retail expansion [2][3] - The company faces significant challenges in gaining consumer trust in Japan, a market known for its high standards and preference for local brands [2][6] - Babycare's strategy appears to be a response to stagnation in its domestic market, seeking to enhance its brand image and prepare for an upcoming IPO [3][26] Market Positioning - Babycare's flagship product, the purple cover wet wipes, has been introduced in 8,000 stores across Japan, including major retail chains like 7-ELEVEn [2][6] - The Japanese maternal and infant market is valued at 12 trillion yen, making it a critical target for Babycare's growth strategy [6] - The company aims to leverage its product's physical attributes, such as thickness and liquid absorption, to differentiate itself in a competitive market [6][10] Challenges and Risks - Babycare's reliance on an outsourcing model for production has raised concerns about quality control, especially given past controversies regarding product safety [11][16] - The Japanese market has stringent compliance requirements, and any quality issues could lead to significant repercussions for Babycare's brand reputation [16][22] - The company must navigate a complex landscape of established competitors, including local brands with strong market presence and consumer loyalty [27][28] Strategic Insights - Babycare's approach to product design and marketing may not fully align with Japanese consumer expectations, which prioritize safety and durability over mere aesthetic appeal [22][30] - The brand's previous controversies and shifting market positioning could hinder its ability to establish a clear identity in Japan [28][30] - The case of Babycare highlights the need for Chinese brands to focus on genuine product innovation and quality assurance rather than superficial marketing strategies [30][31]

严牌股份紧扣新时代绿色中国发展战略，立足既有技术与市场优势，加大研发创新、扩容产能规模，稳 步推进高质量发展。2024年公司实现营收7.85亿元，同比增长8.75%，2025年一季度实现营收2.00亿 元，同比增长16.49%，增长势头持续显现。公司目前拥有多条进口针刺无纺布生产线及两百多台织 机，具备数千万平方米级针刺无纺滤布和机织滤布产能，生产规模业内领先，可快速组织生产与交付； 同时通过设立子公司从事原材料研产销，形成产业协同效应，保障供应链稳定与质量可控，有效降低成 本。 2025年1月，严牌股份首发募投的高性能过滤材料生产基地、高性能过滤带生产基地项目已结项，初步 缓解公司产能压力。2024年，公司向不特定对象发行可转债募集资金4.68亿元，用于高性能过滤材料智 能化产业项目及补充流动资金。高性能过滤材料智能化产业项目总投资4.73亿元，项目建设完成后，严 牌股份将新增年产919万平方米高性能过滤材料的生产能力，不仅将进一步扩大高性能产品产能、丰富 主营业务品类以强化环保过滤领域核心竞争力，还将通过引入自动化、智能化设备推动生产与管理升 级，助力效率提升与业务持续高效发展。 严牌股份在深耕国内市场的 ...

Core Viewpoint - EVE Energy, a leading lithium battery company from Huizhou, Guangdong, has submitted an application for H-share listing on the Hong Kong Stock Exchange, aiming to become the second lithium battery enterprise to achieve "A+H" listing after CATL [1][3]. Group 1: Company Strategy - EVE Energy's Vice President and Secretary Jiang Min stated that the primary motivations for the H-share listing are the need for significant funding to complete overseas factory construction and to broaden financing channels [3]. - The company aims to capitalize on the current hot market conditions in Hong Kong to secure a position for future capacity expansion [3]. Group 2: Market Trends - The Hong Kong stock market has seen a surge in activity, with 40 new stocks listed in the first half of 2025, raising a total of HKD 1,021 billion, a 33% increase in the number of listings and a 673% increase in financing compared to the same period in 2024 [4]. - A total of over 70 A-share companies have announced plans for H-share listings this year, indicating a trend among leading A-share companies to pursue IPOs in Hong Kong [3][4]. Group 3: Industry Characteristics - The current wave of A-share companies seeking H-share listings is characterized by a focus on manufacturing and consumer sectors, with notable examples including Haitian Flavoring and CATL [5][6]. - The trend began in the third quarter of 2024, primarily involving large-scale enterprises or industry leaders, which reflects a significant shift in the market dynamics [5]. Group 4: Policy Support - Recent policies from the China Securities Regulatory Commission support leading A-share companies in pursuing listings in Hong Kong, enhancing cooperation between the two markets [7]. - The Hong Kong Stock Exchange has optimized its listing approval process, reducing the regulatory assessment period to within 30 working days for compliant applications from A-share companies [7][8]. Group 5: Advantages of Hong Kong Market - The Hong Kong capital market offers unique advantages for A-share companies, including a more flexible listing process and the ability to accommodate various equity structures [8]. - The international nature of the Hong Kong market facilitates the global expansion of mainland companies, making it an attractive option for dual listings [8].

编者按 山东大学人文社科一级教授、韩国首尔大学终身教授、国际著 名人类学家金光亿认为：几千年历史过程中，中国在自己文化 文明的基础上吸收学习外来的文化文明，再造或创造了新的文 明文化，才成为不断发展的中华文明和文化。因此，开放性与 包容性是中华文明文化的核心动力。 作者：潘俊田 封图：受访者供图 2025年7月9日至10日，第十一届尼山世界文明论坛将在山东曲阜举办。 从2010年9月创立至今，尼山论坛汇集全球专家学者，汇聚世界文明智慧，共同为解决人类社 会普遍存在的问题、为人类文明的未来发展贡献智慧，正日益成为世界了解中国的重要窗口、 文明交流互鉴的重要平台、凝聚人类文明共识的重要纽带。 当下，全球政治冲突频发、各国之间经贸壁垒陡增，不同文明之间的对话显得尤为迫切。 本届尼山论坛的主题是"各美其美·美美与共——文明间关系与全球现代化"，并设置了"文明的 起源与未来发展""儒家文化的世界意义和时代价值""齐鲁文化与世界文明""在全球现代化进 程中成人之美""文明视野下的家庭意义与社会发展""人工智能发展与人类文明走向"等多个分 议题。 这个世界如何才能做到各美其美、美美与共，不同的文明如何相处和互鉴，人类才能拥 ...

本文转载自半熟财经 值班 编辑｜ 宝珠 视觉 | 顾芗 中国连锁咖啡馆开到了美国，中美咖啡之战再度升级。 6月30日，中国最大的咖啡连锁品牌瑞幸正式进军美国，同一日在纽约有两家门店开业，分别位于第六 大道和百老汇大道。这是该品牌首次进入美国市场。 以下文章来源于财经杂志 ，作者李莹 杨立赟 财经杂志 . 《财经》杂志官方微信。《财经》杂志由中国证券市场研究中心主办，1998年创刊，秉承"独立、独 家、独到"的新闻理念，以权威性、公正性、专业性报道见长，是政经学界决策者、研究者、管理者的 必读刊物。 瑞幸咖啡以它擅长的低价策略打开市场，面向新注册用户推出一系列促销活动，包括两张"任意饮品1.99 美元券"等优惠券，还可以参与抽奖赢"全年免费咖啡"大奖。虽然瑞幸的正式菜单价格没有那么低，但是 整体比星巴克在美国的定价低大约20%。 开业当天，瑞幸门庭若市，顾客络绎不绝，瑞幸派送的帆布袋等周边产品也一抢而空。 瑞幸咖啡联合创始人、首席执行官郭谨一表示，美国作为全球最大咖啡消费市场，是瑞幸咖啡全球化布 局中的重要战略市场。此次进军美国，瑞幸咖啡将在选址、产品、服务等方面积累本地化运营经验，作 为全球化布局的重要参考。 ...

Core Viewpoint - The article emphasizes the critical phase of China's "15th Five-Year Plan" (2026-2030) as a window for strategic transformation for group enterprises amidst global industrial restructuring, technological breakthroughs, and carbon neutrality goals. It introduces an "Eight Battles" framework to address the complexities faced by these enterprises in navigating traditional business challenges while seizing opportunities in emerging industries [1][24]. Group 1: Strategic Challenges - Group enterprises must recognize the core trends during the "15th Five-Year Plan" amidst uncertainties, focusing on three overlapping shocks: geopolitical conflicts, accelerated technological transitions, and social structural changes [1]. - Despite the inability to predict macroeconomic trends accurately, enterprises can identify four certainty axes: continuation of globalization, economic center shifting eastward, deepening technological revolution, and endogenous economic growth in China [2][3][5]. Group 2: Strategic Positioning - Enterprises need to transform their strategic positioning from administrative control to value management, focusing on resource allocation, risk management, and capital distribution based on ROIC (Return on Invested Capital) [8][11]. - The role of group headquarters should evolve into a guiding force for strategic direction, capability builder, and risk management facilitator [8]. Group 3: Business Portfolio Management - A systematic evaluation of industry attractiveness and business competitiveness is essential to categorize existing business units into core, growth, and opportunity/adjustment segments [11]. - Enterprises should adopt a dual approach of enhancing core capabilities while exploring adjacent and new business opportunities for optimization and upgrading [11][15]. Group 4: Asset Optimization - Controlling low-yield or non-viable business assets is crucial to avoid inefficient expansion and ensure healthy business development [13]. - Establishing a "ROIC-Cost of Capital" management mechanism can aid in effective asset optimization by categorizing businesses into growth/core, opportunity/adjustment, and exit categories [13]. Group 5: Management Efficiency - Improving operational efficiency and optimizing internal management processes should be a focus during the "15th Five-Year Plan" [18]. - A comprehensive planning mechanism from strategic formulation to execution and review is necessary to enhance overall management quality [18]. Group 6: Control Model - The construction of a support system is vital for group enterprises, emphasizing the restructuring of resource acquisition and utilization paths [20]. - The "4S" functions (Shaping, Servicing, Safeguarding, Skill) should be leveraged to enhance management capabilities and market competitiveness [21]. Group 7: Integrated Strategy Model - Enterprises should develop a tri-circle linkage strategy model encompassing industry, assets, and capital to drive growth [22]. - This model involves a dynamic cycle of strategic planning, execution, and review, supported by effective resource allocation and capital operation strategies [22]. Conclusion - The "15th Five-Year Plan" period represents a pivotal transition for group enterprises from efficiency-driven to innovation-driven growth [24]. - The interconnectedness of the "Eight Battles" will enable enterprises to transform strategic planning into capabilities, thereby achieving resilience and leadership in value creation during turbulent times [24].