其中，自主品牌成为主要增长来源。荣威、MG、智己、大通、五菱、宝骏等自主品牌合计销量292.8万 辆，同比增长21.6%，占集团总销量比重提升至65%。新能源汽车全年销量164.3万辆，同比增长 33.1%，规模位居行业前列。 海外市场方面，上汽2025年海外销量107.1万辆，同比增长3.1%。MG品牌在欧洲销量超过30万辆，继续 保持中国品牌在当地的主流市场存在度。上汽表示，未来将推进"全球+本土"的海外战略升级，推动从 产品出海向价值链出海转型。 经济观察网1月4日，上汽集团（600104）披露，2025年全年整车销量450.7万辆，同比增长12.3%；终端 零售销量达467万辆，经营层面呈现企稳回升态势。 ...

Core Viewpoint - In 2025, "globalization" has become a high-frequency term in the development strategies of enterprises in the Yangtze River Delta, as companies accelerate their global layout through diversified collaborative paths amid the dual waves of global industrial restructuring and regional economic integration [2] Group 1: Capital and Market Trends - The Yangtze River Delta region has seen a surge in A-share companies planning to list H-shares in Hong Kong, with 47 out of approximately 122 companies (38.5%) coming from this region [2] - Companies like Estun and Huayi Group are preparing for H-share listings to optimize financial structures and expand overseas production capacity [3][4] - Suzhou Naxin Microelectronics successfully listed on the Hong Kong Stock Exchange, raising approximately HKD 2.096 billion, with 25% allocated for expanding overseas sales networks [4] Group 2: Collaborative Ecosystem Development - The Yangtze River Delta has established various outbound bases and service platforms to support collective development among enterprises, highlighting a "cluster outbound" ecosystem [6] - The G60 Science and Technology Corridor has formed an outbound service alliance to integrate services such as market access and compliance, benefiting over 20,000 enterprises [7] Group 3: Transition from Product to Brand Globalization - Enterprises in the Yangtze River Delta are transitioning from "product export" to "brand export" and "value chain export," focusing on building international brand influence [9] - Companies like Zhongyuan Home and Gujia Home are investing in overseas production bases in Vietnam and Indonesia to enhance supply chain resilience and respond to international trade uncertainties [9] Group 4: Case Studies of Globalization - XCMG Group has evolved from merely exporting machinery to establishing local operations and acquiring global resources, showcasing a deepening commitment to localization [10] - The company has introduced customized products that meet European standards and has established training centers and subsidiaries in Europe to strengthen its local operational capabilities [10]

内容来源：刘润公众号（runliu-pub） 2026年，钱从哪里来？ 这个问题，是很多人真正最关心的问题。 市场的容量有限，企业为了活下去，就只能不断加大竞争力度。 今天给大家分享5个关键词： 内卷、拼命干、熬夜干，收益还变少，一直卷下去不是办法，那怎么办？ 一、价值链出海 其中一个答案，或许就是 出海。 2025，大家过得确实不太容易。 今天的出海，相比于之前的出口，发生了很大变化。 摆在众多企业面前的一个重大问题，就叫做 内需不足。 举个例子， 名创优品。 需求不足，市场的容量就有限。 它的出海，不仅仅是把产品卖到国外去，还是把从产品到品牌、研发、商业模式，这一整条价 值链条，全部搬到海外去。 比如，通过和自己的几千万私域用户高频互动，了解用户想要什么、喜欢什么，从而迅速推 行。 又比如，在海外直接开店，不断加深用户认知，打造品牌形象。 二、跟随龙头协同出海 随着价值链出海潮的出现，很多行业龙头开始尝试向外走。 但你要知道，向外走并不是简单的在当地建个厂就完了。 想把出海做好，你可能需要整合一层又一层的供应链体系，与你协同合作。 这一点，在走进中国的特斯拉身上就能看到。 从上海临港出发，方圆300公里， ...

内容来源：刘润公众号（runliu-pub） 2026年，钱从哪里来？ 这个问题，是很多人真正最关心的问题。 今天给大家分享5个关键词： 一、价值链出海 2025，大家过得确实不太容易。 摆在众多企业面前的一个重大问题，就叫做 内需不足。 需求不足，市场的容量就有限。 市场的容量有限，企业为了活下去，就只能不断加大竞争力度。 内卷、拼命干、熬夜干，收益还变少，一直卷下去不是办法，那怎么办？ 但你要知道，向外走并不是简单的在当地建个厂就完了。 想把出海做好，你可能需要整合一层又一层的供应链体系，与你协同合作。 这一点，在走进中国的特斯拉身上就能看到。 从上海临港出发，方圆300公里，集中了上百家新能源车的上下游企业，包括电机、电池和各种新能源汽车所需的软硬件系统。 正是在他们的支持下，特斯拉的上海超级工厂才得以疯狂运转，并以当年开工、当年投产、当年交付的特斯拉速度有名。 其中一个答案，或许就是 出海。 今天的出海，相比于之前的出口，发生了很大变化。 举个例子， 名创优品。 它的出海，不仅仅是把产品卖到国外去，还是把从产品到品牌、研发、商业模式，这一整条价值链条，全部搬到海外去。 比如，通过和自己的几千万私域用户 ...

Core Insights - The article highlights a significant increase in order volumes among nearly 200 A-share listed companies, indicating a robust industrial climate in China, particularly in the machinery, electronics, and power equipment sectors [2] - The shift from "product export" to "value chain export" is evident, with companies leveraging technology and brand strength to secure key orders in high-end markets [3][6] - Emerging industries such as AI, energy storage, and semiconductors are experiencing substantial order growth, reflecting the transformation of technological trends into rapid market expansion [7][8][9] Group 1: Industrial Performance - Nearly 200 A-share listed companies reported "full orders" or "industry prosperity," with machinery, electronics, and power equipment being the most vibrant sectors [2] - Companies like Tongyu Communication and Chutian Technology are accelerating their globalization efforts, achieving significant breakthroughs in developed markets [3] - Keda Manufacturing reported that its ceramic machinery orders exceeded the previous year's figures, with over 65% of orders coming from overseas [5] Group 2: Emerging Industries - The AI, energy storage, and semiconductor sectors are seeing high growth in orders, with companies like Lanke Technology reporting over 140 million yuan in pending orders for their DDR5 chips [7] - The energy storage market is recovering rapidly, driven by global energy transitions, with companies like Nanfang Technology noting a temporary supply shortage in high-quality battery cells [8] - The semiconductor industry is benefiting from a dual boost of cyclical recovery and domestic substitution, with companies like Aisen Co. reporting over 40% revenue growth [9] Group 3: Traditional Industries - Traditional heavy industries such as marine equipment and shipbuilding are also showing strong performance, with some companies' order backlogs extending to 2027 or 2029 [10][11] - CIMC reported a backlog of approximately 5.55 billion USD in its marine engineering segment, with production scheduled through 2027-2028 [10] - Xiamen Xiangyu's shipbuilding business has orders scheduled through 2029, reflecting a robust demand in marine oil and gas development [11]

Core Insights - Deloitte's report highlights that Chinese enterprises' overseas expansion has evolved from "product export" to "value chain export" [1] - The report emphasizes the establishment of a comprehensive industrial chain collaboration, technological innovation, and advantages in large-scale management [1] Group 1: Trends in Overseas Expansion - Chinese companies are now focusing on three major trends: new markets, new capabilities, and new patterns [1] - Emerging industries such as new materials, pharmaceuticals, and e-commerce are accelerating their international presence [1] Group 2: Key Sectors - The report identifies key sectors for overseas expansion, including digital economy, green energy, and artificial intelligence [1]

Core Viewpoint - The article discusses GAC Group's ambitious international expansion plan, aiming to significantly increase its export volume and establish a strong presence in global markets, particularly in Southeast Asia and Europe, amidst a complex geopolitical landscape [2][3]. Group 1: GAC's Export Strategy - GAC Group has set a target to export 500,000 vehicles by 2027, tripling its current export volume within three years [2][4]. - The company aims to achieve an export volume of 172,000 vehicles by 2025, with a year-on-year growth rate exceeding 70% [4]. - Southeast Asia has been identified as a primary market, with GAC's international brand achieving over 100,000 units exported last year, outperforming the market average [4][5]. Group 2: Market Positioning and Product Strategy - GAC has launched the "one GAC 2.0" plan in Thailand, focusing on right-hand drive vehicles to cater to local market preferences [5]. - The company has introduced six right-hand drive models in Southeast Asia over the past two years, enhancing its competitive edge [5]. - GAC's brands, Aion, Trumpchi, and Haobai, have been restructured for international markets, with Aion focusing on pure electric vehicles and Trumpchi transitioning from traditional fuel vehicles to new energy models [9][10]. Group 3: Competitive Advantages - GAC's strength lies in its advanced new energy technology and strong emphasis on smart and connected vehicles, which resonate well with Southeast Asian consumers [6]. - The company has improved its product design and quality, addressing previous concerns about reliability and after-sales service [6]. - GAC's strategy includes not just exporting vehicles but also establishing a complete ecosystem, including production bases and charging infrastructure in target markets like Thailand [12]. Group 4: European Market Expansion - GAC views Europe as a significant growth opportunity, despite challenges such as tariffs, and plans to gradually enter markets like Poland and Portugal starting in 2025 [7]. - The company aims to create a localized value chain in Europe, enhancing its operational efficiency and market presence [7][12]. Group 5: Long-term Vision and Ecosystem Approach - GAC's approach to international expansion emphasizes long-term sustainability, focusing on the entire automotive ecosystem rather than just vehicle sales [11]. - The company is developing a comprehensive value chain that includes production, energy solutions, and local partnerships to enhance its competitive position [11][12]. - GAC's strategy aims to avoid over-competition among Chinese brands in international markets by promoting collaboration and shared growth [13][14].