Core Insights - The core viewpoint of the article emphasizes that localization for international brands in China has shifted from being an option to a necessity for survival, as demonstrated by Adidas's successful localization strategy that focuses on talent incubation and cultural integration [1][3]. Group 1: Adidas Localization Practices - Adidas's localization is not merely about product modification but involves deep "creative localization" and "talent localization," along with channel adjustments and product innovation to reverse market decline [3]. - The core strategy focuses on "talent" and "culture" to activate local dynamics, with the A.C.E. (ADIDAS CREATOR EXPERIENCE) project serving as a key initiative to build competitiveness through talent and cultural integration [3][4]. - Talent incubation involves creating a closed-loop system for practical experience and retention, allowing young Chinese designers to participate in real product development, which aligns designs with local consumer needs [3][4]. Group 2: Cultural Integration - Cultural integration is about embedding local elements into products, making them the "soul" of the offerings rather than superficial decorations, as seen in various product designs that reflect Chinese culture and sports spirit [4][6]. - The integration of local culture into product functionality and design logic has led to successful products that resonate with consumers, such as the "Wuxia-style fencing shoes" that combine cultural themes with athletic performance [4][6]. Group 3: Market Adaptation and Performance - Adidas has optimized its channel strategy by closing underperforming stores in major cities while expanding in lower-tier cities, resulting in a 14% growth in wholesale channels and an 11% increase in DTC channels in 2024 [6]. - The proportion of locally designed products has exceeded 80%, with significant revenue growth in non-YEEZY product lines, indicating the commercial value of local design [6]. - In 2024, Adidas's Greater China revenue reached €3.46 billion, a 10.3% year-on-year increase, with Q4 revenue growing by 16.1%, showcasing a rebound in performance and improved brand perception [6]. Group 4: Lessons and Strategic Insights - The experience of Adidas provides three key takeaways for both international and local brands: the importance of local talent, the need for genuine cultural integration, and the commitment to long-term strategies rather than short-term tactics [7][8]. - Brands should focus on local creative talent to ensure products meet market demands, moving beyond superficial localization efforts that fail to resonate with consumers [9][10]. - Long-term investment in local talent and culture is essential for building a stable market presence and consumer trust, as demonstrated by Adidas's 20 years of commitment to the Chinese market [12][13].

Core Insights - The investment enthusiasm for ASEAN countries continues to rise in the first half of 2025, with small and medium-sized enterprises becoming the main force in overseas expansion [1][3] - The Guangdong Provincial Development and Reform Commission is organizing training sessions to help companies understand overseas investment conditions and policies, focusing on Indonesia and Vietnam [1][3] Group 1: Challenges and Strategies - Companies face challenges in overseas operations due to differences in language, culture, and legal systems, which can hinder successful integration [3][4] - Talent localization and cultural integration are identified as primary operational challenges for companies expanding abroad [4][5] - Companies like Shenzhen Zhaochi Co., Ltd. and Greeenme Co., Ltd. are implementing strategies to cultivate local talent and promote cultural exchange to enhance operational success [4][5] Group 2: High-Level Overseas Expansion - Achieving a "high-level" overseas expansion involves transitioning from simple product exports to deeper global integration, including cross-border supply chain connections and brand output [6] - Companies are encouraged to adapt local supply chains to reduce reliance on long-distance transportation, which can be costly and inefficient [6][7] - Collaborative approaches, such as forming alliances with local suppliers and integrating resources, are recommended to enhance risk resilience [6][7] Group 3: Support Services for Overseas Investment - Comprehensive service models are being developed to assist companies in navigating the complexities of overseas investment, including regulatory compliance and operational support [7][8] - The China Overseas Investment Comprehensive Service Center provides a full-cycle service, from pre-investment consultation to post-investment support, helping companies focus on market needs and their strengths [8] - Companies are advised to target specific sectors in emerging markets, such as renewable energy and digital economy, to maximize growth potential [8]

Group 1 - Huang Renxun has publicly discussed China's AI talent advantage, noting that 50% of global AI researchers are from China [1][2] - The narrative of localizing talent in China is supported by DeepSeek, which indicates a shift from following innovation to hardcore innovation [3][30] - The increasing presence of Chinese researchers in US AI companies highlights the changing talent dynamics [5][6] Group 2 - The supply of AI talent in China is gradually surpassing that of the US, with the percentage of top AI researchers with undergraduate degrees from China rising from 29% in 2019 to 47% in 2022 [11][17] - Chinese AI talent is becoming increasingly competitive globally, with the proportion of top AI researchers in the US who are originally from China increasing from 27% in 2019 to 38% in 2022 [13][17] - The trend of Chinese talent returning to China is evident, with over 60% of those who had interactions with the US staying for only one year [26][24] Group 3 - The US is facing a talent deficit in AI, with concerns about the lack of domestically trained talent [16][32] - The number of AI graduates in China is significantly higher than in the US, with 2022 figures showing that the number of AI graduates in China was six times that of the US [17][18] - The perception of the US as the primary destination for top AI talent is changing, with reports indicating that net inflow of AI talent to the US is approaching zero by 2025 [35][37] Group 4 - DeepSeek represents a shift in the narrative of AI talent localization, demonstrating that China can cultivate world-class AI talent independently [30][31] - The trend of attracting global talent to China is beginning, with notable figures from prestigious institutions considering positions in Chinese universities [44][45] - The need for China to cultivate local talent while attracting global talent is emphasized as essential for leading in the new technology revolution [45]