5月21日，"侨连五洲·聚力甬城"—2025海外侨团暨中东欧侨领侨商"侨助千企万品出海"合作交流活 动在宁波举行。张斌 摄 现场，张荣提及，制造业中小微企业出海可以分三步走：先通过侨商渠道了解有意向的海外市场，从试 水销售到建立当地销售团队，再到后续的投资生产。 中新网宁波5月23日电 题：侨领侨商谈中国—中东欧合作机遇："小步快走"助中企拓多元市场 作者 张斌 董易鑫 "饭要慢慢吃，活要慢慢干。当前的中东欧市场值得中国企业'小步快走'式布局，侨商愿意助其一臂之 力。"在浙江宁波，罗马尼亚中国一中东欧青年联合会秘书长张荣受访时说。 5月22日，第四届中国—中东欧国家博览会暨国际消费品博览会(下称：中东欧博览会)在宁波开幕。开 幕前夕，"侨连五洲·聚力甬城"—2025海外侨团暨中东欧侨领侨商"侨助千企万品出海"合作交流活动在 当地举行，包括张荣在内的来自32个国家和地区的50余位侨领侨商代表参加。 欧洲宁波总商会会长李永平则以自身为例，讲述侨商如何发挥优势，助力更多中国企业发展为世界工 厂、世界品牌，并提议以"海外品牌营销中心"创新中国企业出海模式。 "欧洲宁波总商会在欧洲拥有17个国家的基层组织。从2024年 ...

Core Insights - The transition of Chinese companies going global has shifted from an optional strategy to a necessary one due to the accelerating integration of the global digital economy [1] - Ensuring standard consistency and interoperability is crucial for companies to overcome market barriers in a complex international competitive environment [1] - IPv6 has become a key element in reshaping global internet infrastructure and serves as an important threshold for market access in various countries [1][2] IPv6 Global Deployment - The global deployment of IPv6 is an irreversible trend driven by the exhaustion of IPv4 address resources, with the Asia-Pacific region achieving over 50% IPv6 user penetration by April 2025 [2] - The global IPv6 deployment rate is nearing 40%, reflecting a 300% increase over the past five years, indicating a robust growth trajectory [2] Regional Distribution - China and India lead in IPv6 deployment, with China's deployment rate at 45.16% and over 810 million users, the highest globally [3] - Other Asia-Pacific countries like Vietnam and Thailand have also surpassed 50% deployment rates, while South Korea and Japan have over 60% mobile IPv6 traffic due to advanced 5G networks [3] Policy Trends - Emerging markets are implementing mandatory IPv6 standards for market access, transitioning from recommended to compulsory certification, creating unique opportunities for Chinese companies [7] - Malaysia has established strict IPv6 certification requirements for telecommunications equipment, effective from July 2020, impacting the regional telecommunications supply chain [8] Latin America and Other Regions - Brazil has initiated mandatory IPv6 compliance for telecommunications products, with regulations set to take effect in January 2024 [9] - Other emerging markets, including the Arab region and Southeast Asia, are also advancing IPv6 adoption through various initiatives and policies [10] IPv6 Ready Certification - The IPv6 Ready Logo certification, which assesses the IPv6 support of network devices, is becoming a global standard for market access, recognized by regulatory bodies in over 35 countries [11] - The number of certified devices has surged, with a 124% year-on-year increase in 2024, highlighting the competitive edge of countries like China in the IPv6 certification landscape [12] Strategic Value for Companies - For companies looking to expand internationally, obtaining IPv6 Ready certification is crucial for market entry and reducing policy friction costs [13] - The certification serves as a "credit identifier" in international procurement, particularly in government digital projects, enhancing the marketability of certified devices [13] Conclusion - IPv6 certification is becoming a "global passport" for Chinese companies aiming to enter international markets, with significant testing and certification efforts already underway for various devices [14]

Group 1 - Brazil is becoming an important destination for Chinese companies looking to expand globally, with significant investments announced by companies like Meituan and Didi [1][2] - Meituan plans to invest $1 billion in Brazil over the next five years for its food delivery service, while Didi has relaunched its food delivery service "99 Food" [1][2] - Other companies like Mixue Ice City and GAC Group are also making significant investments in Brazil, indicating a growing interest in the market [1] Group 2 - Brazil is viewed as the "last blue ocean" for many Chinese companies, with its large market size and mature digital habits making it an attractive entry point into Latin America [2][3] - The country has a population of 210 million and a GDP per capita of approximately $11,178, indicating strong market potential [3] - Brazilian consumers have a high willingness to spend, with an average per capita consumption expenditure of about $6,800, which aligns well with the value-oriented offerings of Chinese companies [3] Group 3 - The internet penetration rate in Brazil is high, with approximately 86.2% of the population being internet users, and 99.1% of respondents owning smartphones [4][6] - Brazil is recognized as a rapidly growing market for smartphones and mobile gaming, attracting major Chinese tech companies like Tencent and NetEase [6][8] - The e-commerce market in Brazil has seen significant growth, with sales increasing from approximately 126 billion reais to 169.6 billion reais between 2020 and 2022 [9] Group 4 - Despite the opportunities, Brazil presents challenges such as a complex tax system and high operational costs for foreign companies [11][12] - The Brazilian tax system is intricate, with multiple layers and high tax burdens, making compliance costly for businesses [12] - Local competition is fierce, with established players like iFood dominating the food delivery market, making it difficult for new entrants to gain market share [28][30] Group 5 - Chinese logistics companies are entering the Brazilian market to address the challenges of delivery and payment systems, which have historically been underdeveloped [16][18] - Companies like J&T Express and Anjun Logistics are establishing operations in Brazil to improve logistics and payment solutions for e-commerce [18][19] - The introduction of the PIX instant payment system has improved payment options for Brazilian consumers, with 70% of users adopting it by August 2023 [17] Group 6 - Didi's strategy in Brazil includes acquiring local companies to establish a foothold in the market, as seen with its investment in 99Taxi [23][24] - The company aims to create a closed-loop ecosystem by integrating ride-hailing, payment, and food delivery services [25] - The competitive landscape in Brazil's food delivery market is intensifying, with Didi and Meituan both planning to expand their services [28][30]

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 core viewpoint of the article emphasizes that Chinese companies are entering a complex phase of international expansion, facing both opportunities and challenges due to global political changes and cultural differences [1][2][8] - The article identifies the current phase of Chinese companies going abroad as the third major transformation since the reform and opening up, following the initial reforms and urbanization [1][8] - It highlights the need for Chinese entrepreneurs to adapt their thinking and methodologies, moving away from reliance on luck and experience to a more logical and systematic approach [2][12][13] Group 2 - The article discusses the historical context of corporate internationalization, referencing Japan's experience in the 70s to 90s, where Japanese companies expanded overseas but faced cultural conflicts and management challenges [8][9] - It points out that cultural differences between Chinese and Western business practices pose significant challenges for Chinese companies, necessitating a long-term commitment to cultural adaptation and management adjustments [9][10] - The importance of logical thinking and scientific methods in business is emphasized, suggesting that successful international expansion requires a systematic approach rather than reliance on traditional experience [5][11][12] Group 3 - The article warns against the pitfalls of "opportunistic" strategies in business, advocating for a focus on building core competencies and sustainable practices rather than seeking shortcuts [20][21] - It stresses that success in international markets is not solely dependent on individual effort but also on the broader economic and cultural context, urging companies to maintain flexibility and adaptability [21][22] - The need for improved logical reasoning and systematic thinking in business practices is highlighted as essential for enhancing competitiveness and avoiding misunderstandings in international dealings [16][17][18]

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]