中新社北京1月8日电(记者 刘文文)罗兰贝格全球管委会联席总裁戴璞在8日举行的罗兰贝格"预见 2026"行业趋势发布会上表示，2026年及未来，中国新的增长引擎正加速运转，涵盖先进制造业、绿色 科技、数字化转型、人工智能以及高附加值服务业等。 戴璞在分析2025年中国经济的增长引擎时说，消费方面，1至11月，社会消费品零售总额同比增长4%， 快于2024年全年。投资方面，虽前三季度投资数据有所下滑，但并不意味着中国的投资规模在缩减，而 是投资方向发生了根本性转变，恰恰表明如今的投资更具精准性、纪律性与耐心。 戴璞还指出，中国仍是跨国企业融入亚洲市场的重要桥梁。随着中国企业在区域内加速布局，中国供应 链正逐步演变为以中资企业为主导的亚洲供应链。对于中国企业而言，提升生产效率、增加产品附加 值、追求品质升级，将成为新发展模式的核心。(完) 他说，出口是2025年中国经济的重要稳定器，贡献大量增长动能。预计2026年，出口仍将是中国经济增 长的正向驱动力，其中全球南方市场无疑是中国出口可持续增长的重要来源。 展望2026年及未来，戴璞强调，中国新的增长引擎正加速运转。中国不再只是一个庞大的消费市场，更 已成为创新的 ...

近日，由工业和信息化部新闻宣传中心与中国国家博物馆联手主办的中国制造"十四五"成就展正式启 幕。在这场国家级制造业成果检阅中，得力集团作为行业首个且唯一受邀入驻中国国家博物馆的文具办 公企业，带着自主研发的书写产品与打印核心成果亮相，以实力重新定义中国文具，并勾勒出"中国智 造"的进阶路径。 国博见证成长 持续书写中国创造新征程 作为文具办公行业唯一代表登陆国博舞台，得力的亮相不仅是自身实力的直观表现，更折射出中国文具 办公行业在产业链升级、核心技术自主化方面的显著成效。从笔尖的毫米级精度优化，到打印机芯片的 自主研发，中国品牌正以专注核心领域的深耕，筑牢"中国制造"向"中国创造"转型的根基。 制笔自主攻坚 小笔头撑起产业自主脊梁 在核心的制笔领域，得力四十余年的深耕并非简单的规模扩张，而是瞄准行业技术痛点的持续突破。面 对曾依赖进口的笔头与墨水技术，企业逐步构建起子弹头、三珠CS笔头、双珠ST笔头、全针管四大核 心笔头体系，搭配自研墨水形成全场景适配方案。此次受邀亮相由工信部与国博联合主办的中国制 造'十四五'成就展，其书写系列产品在国家博物馆的展台惊艳登场，如A9 Pro、SS003等代表性产品， 通过工 ...

Core Insights - The article highlights the global success of Labubu, a Chinese original IP, which has become a phenomenon in the cultural and creative industry, showcasing China's shift from "made in China" to "created in China" [1][2][16] Group 1: Labubu's Success Story - Labubu, designed by Long Jiasheng, has gained immense popularity, with its revenue exceeding 4.8 billion yuan in just six months, marking a year-on-year growth of over 600% [1][5] - The character's unique design and emotional resonance with young consumers have contributed to its widespread appeal, breaking cultural barriers [1][17] - The operational strategy of Pop Mart emphasizes patience and respect for original creators, allowing for a sustainable growth model rather than quick commercial success [5][6] Group 2: Supply Chain Innovations - Pop Mart has implemented a flexible supply chain that can quickly respond to market demands, increasing production capacity from 300,000 units per month to 3 million units by 2025 [9][10] - The company has adopted a dual expansion strategy, focusing on local and overseas production to enhance supply chain resilience and reduce delivery times [10][12] - Automation and strategic partnerships with local factories have improved production efficiency while maintaining product quality [11][12] Group 3: Cultural Resonance and Globalization - Labubu's success is attributed to its ability to resonate with global youth values, such as acceptance of differences and self-expression, transforming it into a shared cultural symbol [17][18] - Pop Mart's approach to localization in different markets has allowed it to effectively engage with diverse consumer bases, enhancing brand value [16][18] - The company's growth reflects a broader trend in the Chinese creative industry, emphasizing the importance of emotional connection and cultural adaptation in global markets [17][19]

Core Insights - Shenzhen has produced a number of globally impactful companies, showcasing a shift from "Made in China" to "Created in China" [2] - The 45th anniversary of Shenzhen Special Economic Zone marks a significant milestone in its rapid modernization and brand development [2][3] - The "Shenzhen Brand Development White Paper (1980-2025)" outlines the evolution of Shenzhen's brands and their internal logic and success factors [3][5] Group 1: Brand Evolution - Shenzhen's brand journey reflects a transition from manufacturing to innovation, with key phases including the emergence of local brands in the 1980s and 1990s, and the rise of autonomous brands in the early 2000s [7][10] - The current phase is characterized by cluster upgrades, with companies like Tencent, BYD, and DJI leading in various sectors [8][10] - As of now, Shenzhen has cultivated 1,220 notable local brands, including 13 billion-level brands and 7 trillion-level brands, with Tencent, Ping An, and Huawei each exceeding a brand value of 490 billion [10][11] Group 2: Economic Contributions - The 1,220 notable brands contribute 47.97% of the city's sales, 42.05% of tax revenue, and 32.87% of exports, serving as the backbone of Shenzhen's high-quality economic development [11] - These brands span critical sectors such as electronics, renewable energy, biomedicine, high-end equipment, financial services, and digital economy, forming a robust industrial structure [11] Group 3: Brand Development Factors - Shenzhen's brand success is attributed to a unique ecosystem supported by policy innovation, technological advancement, and collaborative industrial frameworks [15][16][19] - The government has played a crucial role in creating a conducive environment for brand growth through targeted policies and regulatory frameworks [16] - Innovation drives brand competitiveness, with companies investing over 10% of their annual revenue in R&D, fostering a comprehensive innovation ecosystem [17] Group 4: Global Expansion and Responsibility - Shenzhen brands have established clear pathways for international expansion, evolving from processing trade to localized operations and global standardization [20] - Social responsibility is ingrained in the corporate strategy, enhancing brand value and sustainability through practices like tax compliance and community support [21] Group 5: Future Outlook - The release of the white paper is a significant step in documenting Shenzhen's brand journey and providing strategic guidance for future brand development [31] - Shenzhen's brands are expected to continue thriving in emerging sectors like digital and low-altitude economies, contributing to the global narrative of Chinese brands [33][34]

Core Insights - Labubu, an original IP from China, has gained global popularity, becoming a cultural phenomenon and a symbol of China's creative industry [1][2] - The success of Labubu is attributed to continuous innovation in IP incubation, supply chain management, user engagement, and cultural dissemination [1] - The rise of Labubu reflects a significant shift in China's cultural and creative industry from "Made in China" to "Created in China" [2] IP Development and Market Response - Labubu's design, influenced by Nordic fairy tales, initially faced skepticism but gained traction after a partnership with Pop Mart in 2018 [4][5] - The product line's success is largely due to the development of soft vinyl plush toys, which resonated with the youth's desire for unique and expressive designs [5] - Pop Mart's patient and restrained approach to IP management has allowed Labubu to grow organically without succumbing to market pressures [5][6] Supply Chain Innovations - The supply chain has undergone a transformation to meet the surging demand for Labubu products, with production capacity increasing from 300,000 units per month to 3 million units by 2025 [9][10] - Pop Mart has implemented a dual expansion strategy, focusing on local and overseas production to enhance responsiveness to market demands [10][11] - The company has also adopted automation and precision techniques to maintain product quality while scaling production [10] Emotional Connection and Long-term Strategy - Labubu's appeal lies in its ability to resonate emotionally with consumers, transforming them from passive buyers to active co-creators of the IP [15][18] - The company emphasizes long-term value creation over short-term gains, ensuring that Labubu remains relevant and cherished by its audience [13][14] - Pop Mart's strategy includes creating immersive experiences and expanding into new markets, such as fashion, to enhance the IP's cultural significance [15][20] Global Expansion and Cultural Resonance - By 2025, Pop Mart plans to open flagship stores in major cities worldwide, including New York, and has already established a significant presence in North America and Europe [17][19] - Labubu's success is attributed to its ability to convey universal values that resonate with global youth, such as acceptance and self-expression [18][19] - The brand's growth reflects a broader trend of Chinese creative industries gaining recognition and influence on the global stage [19][21]

从新能源车、机器人、无人机、全景相机等远销海外，到一个个"隐形冠军"在细分领域打磨创新、做深做强，中国制造凭借在技术、体系与质量上的积 累，构建起新的竞争优势，展现出强劲的硬核实力。 制造业增加值占全球比重已接近30%，总体规模连续15年保持全球第一；在全世界504种主要工业产品中，大多数产品产量位居世界第一…… "十四五"即将收官，中国制造交出亮眼成绩单。 "没有强大的制造业，就不可能成为经济强国。"抚今追昔，中国制造是如何一路逆袭的？ 如果说改革开放之前，中国制造的主题是"创业"，那么改革开放以来的主题就是"革新"。 时间回到1978年10月，邓小平在参观日产汽车、松下电器等公司的工厂后说，"来到这里，我明白了什么是现代化、近代化。" （一） 新中国成立时，工业基础极度薄弱，生活消费品都只能制造纱、布、火柴、肥皂、面粉等为数不多的品类，遑论汽车、飞机、坦克等重工业产品了。 彼时，全国钢产量仅有区区16万吨，还不够全国每户人家造一把锄头；人均铁路长度不足5厘米，还没有一根香烟长。 就是在这样一穷二白的基础上，第一个"五年计划"起步。5年，921个大中型项目，第一个飞机制造厂等无数个"第一"拔地而起，初步建立 ...

● 本报记者 杨梓岩 今年前三季度，中创智领实现营业收入307.45亿元，同比增长10.44%；归母净利润为36.45亿元，同比 增长19.17%。其中，传统煤机业务稳健增长，而汽车零部件板块净利润同比大幅增长133.76%，成为强 劲的新引擎。这份稳健上扬的业绩单，恰逢公司完成一次重要的身份蜕变——股票简称正式由"郑煤 机"变更为"中创智领"。更名背后，是公司历时十年的业务重构与战略升维。 日前，中创智领总经理贾浩在接受中国证券报记者专访时表示，"郑煤机这个名字，已经不能表达我们 现在的内涵。"中创智领正从"技术跟随"走向"技术引领"，推动"中国创造"与"智能化引领"，是此次更名 的核心要义，标志着公司战略的全面升维。 更名背后的战略升维 贾浩表示，在过去公众的认知里，"郑煤机"等同于煤矿机械。然而，公司的业务早已实现跨界融合。根 据公司战略与业绩报告，其业务支柱已明确为"煤矿机械+汽车零部件+工业智能"。更名，首先是业务 实质远超传统称谓后的必然选择。 这一重构非一日之功，而是一场历时十年的前瞻布局与战略并购的结果。 在煤矿机械这一传统优势领域，公司已非简单的设备制造商。贾浩介绍，公司正全力推动煤矿从自动 ...

美媒发现一个可怕的事实：能在中国市场胜出的企业，就能在全球大杀四方。 最近华尔街日报发现了一件有意思的事情。中国市场的意义对很多外商来说，已经发生了逆转。这里不再是轻松赚大钱的地方，而是竞争最激烈的练兵场。 有的企业被迫败北，有的企业决定留下来自我锤炼。 （广交会上中国产品技术含量越来越高） （日本品牌一度霸占中国家电市场） 因此几乎所有的大型品牌，无论是制造业还是服务业，都会全力以赴的竞争。提高品质，扩大影响力。几乎没有哪个商家可以在地域性的小范围市场上苟 安。 国家长期推动人民生活水平的提高和社会运行水平的改善，这就对商家的产品和服务技术水平、质量水平提出了越来越高的要求。 例如有商业咨询人士表示，对许多外国汽车制造商来说，在中国开展业务意味着靠近市场中心和供应链，必须留在中国，才能紧跟创新步伐。如果你不在中 国本地与中国企业竞争，最终还是需要在全球市场与他们竞争。不如大家就在中国彼此磨砺。 报道说，多年来，随着中国经济的快速增长，大批西方品牌在中国赚了很多钱。其中包括路易威登母、星巴克、耐克、苹果和特斯拉等公司的摇钱树。在很 长一段时间里，这些公司几乎没有中国本土竞争对手。 如今的情况已经大不相同，本土 ...

Core Insights - Valeo is leveraging China's robust innovation ecosystem and competitive environment to enhance its capabilities and drive growth [1][2] - The company has established a significant presence in China with 27 production bases and 13 R&D centers, employing over 18,000 people, including more than 4,500 in R&D [1] - In 2024, Valeo's sales in China are projected to approach 30 billion RMB, making it the largest market for the company globally [1] Group 1 - Valeo is focusing on electric vehicle technology and advanced driver assistance systems, increasing investments in R&D and manufacturing in China [2] - The company plans to expand or build multiple factories and R&D facilities by 2025, including a "lighthouse factory" in Shenzhen and a new manufacturing base in Shanghai [2] - Over 65% of Valeo's orders in China by Q3 2025 are expected to come from local OEMs, reflecting a shift in the order structure towards domestic clients [2] Group 2 - Valeo is exploring new opportunities in emerging sectors such as data center cooling and drone component manufacturing, recognizing China's potential in these areas [2] - The company aims to deepen economic and trade cooperation between France and China, contributing to sustainable innovation and high-quality development in the global automotive industry [2]

分行业来看，有近四成（36%）来自医疗健康领域、约两成来自能源和材料行业的内地受访企业计 划增加面向沙特的销售，均高于全球平均；在日渐兴起的消费品领域，近两成（17%）内地受访企业计 划增加在新加坡的销售。这些结果显示，中国与新兴市场的贸易往来正在多个领域日渐深入。 此外，调查显示，面对贸易局势的多变，内地企业已采取或正计划采取多方面措施来积极应对，包 括加大在线业务和开发新业务等以拓展收入来源（86%）、制订风险管理计划和业务延续性计划 （85%），以及调整产品和服务以减少关税冲击（85%）。 调查还发现，受全球贸易局势演变的推动，内地企业正把目光进一步投向亚洲和中东等新兴市场。 从区域来看，近三成（28%）内地受访企业计划增加对东南亚市场的业务布局，包括销售和生产；紧随 其后的是东北亚地区（24%）和中东地区（23%）。从单个市场来看，无论是销售还是生产，沙特均位 列内地企业目标市场的榜首。 11月26日，《国际金融报》记者获悉，汇丰集团近期面向全球企业的一项贸易前景调查显示，尽管 全球贸易政策和关税等仍存在不确定性，但随着内地企业逐步适应这一充满变数的"贸易新常态"，他们 对这些变化带来的影响有了更清晰 ...