陈琪表示，中国企业的全球扩张经历了不同的发展阶段。"全球化1.0"阶段，主要侧重于中国制造产品出口；到"全球化2.0"阶段，开始采用"中国+1"战略 来分散生产基地；现在正走向预期的"全球化3.0"阶段，这一阶段要求更广泛的供应链多元化，以降低集中风险，并探索传统贸易轴线以外的新市场。 陈琪认为，有几个关键因素正在推动中国企业走向全球。首先，强大的政府政策支持是主要催化剂。中国长期以来的"走出去"战略积极鼓励包括民营企业 在内的国内企业进行海外投资。"一带一路"等倡议持续推动基础设施建设和全球贸易物流的提升。 此外，"双循环"战略至关重要，它侧重于增强国内韧性，同时保持开放的全球参与态度，推动实现更大的自力更生和多元化的国际合作。还有最近积极的 政策调整，例如首部促进民营经济发展的法律、取消制造业外商直接投资(FDI)限制，以及对再投资利润的新税收抵免，进一步赋能中国企业走向国际。 在地缘局势动荡、国际贸易规则加速碎片化的当下，企业"走出去"早已不能依靠简单的市场扩张，需要企业构建组织能力、文化适应力和合规能力。在企 业"出海"热潮下，中国企业走向全球，如何应对高复杂性的商业环境？如何在不确定的世界中寻找可预 ...

Core Insights - The conference "Going Global with Craftsmanship" aims to provide a platform for Chinese companies to explore globalization opportunities and challenges, focusing on sustainable overseas expansion strategies [1] - Zhang Wei from the Globalization Think Tank (CCG) presented a framework termed "344 formation," highlighting three major opportunities, four significant challenges, and four core capabilities for Chinese enterprises going global [2] Opportunities - The era of Globalization 3.0 presents three strategic windows for Chinese enterprises, characterized by digital technology reshaping production relationships and creating unique opportunities for overseas expansion [3] - Regional economic integration is accelerating, with initiatives like RCEP enhancing trade facilitation and reducing costs for Chinese products entering markets like ASEAN and the Middle East [4] - Chinese companies are transitioning from OEM to brand and technology exporters, achieving breakthroughs in high-end manufacturing and electric vehicles, supported by improved infrastructure connectivity [5] - Digital technology is driving a paradigm shift, enabling companies like SHEIN and TikTok to reach global users rapidly, although it also intensifies international competition [6] Challenges - Companies face a dual challenge of traditional and new risks, including heightened geopolitical tensions that label various sectors as "national security" concerns [7] - Regulatory compliance presents significant hurdles due to vast differences in laws across countries, which can lead to severe penalties for non-compliance [8] - There is a structural shortage of talent capable of managing cross-cultural operations, necessitating the development of local teams [9] - Supply chain resilience is tested as companies may overlook local industry support and policy fluctuations when expanding into new regions [10] Success Strategies - Successful overseas enterprises must shift from being followers to co-creators of international standards, as demonstrated by companies like Huawei and CATL [11] - Localization goes beyond mere market entry; it requires deep cultural integration, as seen with Transsion's adaptations for African consumers [12] - Companies should establish intelligent risk management systems using AI to monitor policy changes and public sentiment, ensuring proactive compliance [13] - Building sustainable development models through local partnerships and community engagement can create a protective "soft power" for companies [14] Regional Focus: Yangtze River Delta - Companies in the Yangtze River Delta should leverage their strengths in high-end manufacturing and digital economy to pursue differentiated paths in global markets [15] - Emphasizing a "win-win" approach with local governments, communities, and partners is crucial for successful overseas ventures [16]

Group 1 - Chinese companies expanding globally can mitigate risks from trade protectionism and create job opportunities worldwide [1][4] - Since the initiation of reform and opening-up in 1978, China's economy has transitioned from a self-sufficient model to becoming a global manufacturing hub, with manufacturing output accounting for 35% of the global total by 2023 [3][4] - The rise of trade barriers and geopolitical fragmentation necessitates a shift in strategy for Chinese companies, moving from an export-driven growth model to a global layout and overseas investment approach [4][8] Group 2 - A comprehensive globalization strategy can alleviate risks from trade barriers and tariffs while presenting new growth opportunities for companies [4][5] - Chinese companies are increasingly investing in the U.S. renewable energy sector, with significant investments from firms like Longi Green Energy and CATL [7] - Approximately one-third of China's overseas manufacturing investments are directed towards Southeast Asia, indicating a strategic shift in investment focus [8] Group 3 - The establishment of joint ventures and greenfield investments is essential for Chinese companies to remain competitive in the global market [8] - The recent announcement of zero tariffs on 100% of products for 53 African countries reflects China's commitment to inclusive economic development [5] - The success of Chinese companies in the U.S. market, such as Fuyao Glass, exemplifies the potential for mutual benefits in Sino-American economic cooperation [7]

Core Insights - The article discusses the evolving narrative of Chinese companies going global, highlighting a shift from merely seeking low-cost labor to building global resource allocation capabilities [6][10]. - It emphasizes the challenges faced by Chinese enterprises in the context of globalization 3.0, including systemic local challenges and the need for a new strategic approach [4][10]. Group 1: Globalization Trends - Chinese outbound investment surged by 42% year-on-year, with significant contributions from sectors like new energy vehicles, AIoT, and cross-border content platforms [2]. - The article introduces the concept of "globalization 3.0," characterized by a restructuring of global supply chains and the need for resilience in the face of uncertainties [10][12]. Group 2: Supply Chain Resilience - The focus has shifted from efficiency to resilience in global supply chains, with companies like Lenovo adopting a distributed manufacturing model to enhance flexibility and responsiveness [12][13]. - Lenovo has established over 30 factories in 11 countries, creating localized production clusters to mitigate tariff impacts and adapt to market changes [13][14]. Group 3: Collaborative Strategies for SMEs - The article highlights the importance of collaboration among small and medium-sized enterprises (SMEs) for successful international expansion, advocating for a "platform + ecosystem" support system [18][20]. - It discusses the role of industrial parks in facilitating collective international ventures for Chinese manufacturers [21]. Group 4: Cultural Integration and Localization - True globalization requires understanding and adapting to local cultures rather than merely replicating the Chinese model [22][24]. - The article stresses the need for companies to comprehend local logic to ensure successful business operations abroad [25][26]. Group 5: Future Outlook - The article concludes with a call for companies to redefine their global roles and adapt to new global orders, emphasizing the importance of capability, ideology, and responsibility in the globalization process [27][28][29].

Group 1 - The BEYOND Expo 2025 highlighted the importance of creating unique and long-term value for local markets as a key factor for Chinese companies to succeed globally, according to Jia Yueting [1] - Jia Yueting identified four new pathways for Chinese companies to expand internationally: bridge models, industry and supply chain expansion, AI ecosystem development, and Web3 ecosystem expansion, which are expected to reshape the global business landscape [1] - NetEase Intelligence launched the CoreAgent intelligent agent development platform, providing a comprehensive solution for enterprises to accelerate their digital transformation [2][3] Group 2 - NetEase Intelligence also introduced various industry-specific digital employees, including product recommendation, after-sales service, private domain operations, intelligent outbound calling, and financial data analysis agents [2] - Google announced the rollout of its AI Mode, which has faced criticism from the News/Media Alliance for allegedly stealing traffic and revenue from publishers [2] - Cainiao plans to launch multiple new unmanned vehicle models with enhanced AI autonomous driving and human-machine interaction capabilities starting in June [2]

Core Viewpoint - The article discusses the evolving landscape of Chinese enterprises going global, emphasizing the need for deeper integration into global supply chains and the importance of adapting to new economic realities amid ongoing U.S.-China trade tensions [3][4][8]. Group 1: Global Economic Context - The ongoing U.S.-China trade talks are seen as both a risk mitigation opportunity and a new round of strategic competition [5][6]. - The global supply chain is undergoing significant adjustments, and Chinese companies are at a pivotal point to redefine their roles in this new environment [3][4]. Group 2: Chinese Enterprises' Global Strategy - Chinese enterprises are encouraged to move beyond mere product exports to actively participate in global production, research, and sales, enhancing their competitive edge [15][19]. - The importance of technological innovation, particularly in AI, big data, and cloud computing, is highlighted as a key driver for enterprises going global [12][13]. Group 3: Sustainability and Brand Influence - Green and sustainable development are becoming critical considerations for Chinese companies as they expand internationally, showcasing their commitment to global environmental standards [16]. - The growing international brand influence of Chinese enterprises is noted, with efforts to participate in global governance and standard-setting [17][18]. Group 4: Challenges and Opportunities - The article identifies the need for Chinese companies to build a "true going global" capability, focusing on geographical, cognitive, and value chain dimensions [38][39]. - It emphasizes the importance of local integration and understanding cultural nuances to avoid pitfalls in foreign markets [41][43]. Group 5: Strategic Insights from Experts - Experts suggest that the current trade environment necessitates a strategic shift for Chinese companies, moving from cost-driven decisions to value-driven approaches [22][25]. - The article also warns against the pitfalls of assuming that domestic strategies will directly translate to success in international markets, advocating for a more nuanced understanding of local dynamics [46][48].

Core Viewpoint - The article discusses the evolution of globalization from 1.0 to 3.0, highlighting the impact of MAGAism and the rise of protectionism, leading to a potential collapse of the current global trade system and the emergence of a new, more inclusive globalization model driven by digital technology and emerging economies [1][2][3]. Group 1: Globalization 1.0 - Globalization 1.0 was established post-World War II, primarily led by the United States, focusing on rebuilding economies through international cooperation and the establishment of organizations like the IMF and World Bank [7][8]. - The General Agreement on Tariffs and Trade (GATT) was signed in 1947, leading to a significant reduction in global tariff levels, with an average annual trade growth rate of 7.8% from 1950 to 1973 [7][8]. - The period was characterized by a division between capitalist and socialist blocs, resulting in a structured but not fully globalized trade system [9]. Group 2: Globalization 2.0 - Globalization 2.0 began after the Cold War, marked by the establishment of the WTO in 1995, which facilitated a true global economic integration, particularly between the U.S. and China [11][12]. - The period saw rapid trade liberalization, with global tariffs dropping from 6.2% in 1991 to 3.2% in 2006, and significant growth in international investment [12][13]. - The rise of emerging economies, particularly China and India, began to reshape the global economic landscape, contributing to a multi-polar world [15]. Group 3: MAGAism and Its Impact - MAGAism has led to a rise in protectionist policies in the U.S., which may provide short-term benefits to certain industries but could disrupt global supply chains and increase consumer costs in the long run [20][21]. - The political polarization in the U.S. has intensified, with MAGAism exacerbating divisions between different social and economic groups, impacting political stability and governance [21][22]. - The global implications of MAGAism include a decline in U.S. leadership in international affairs and a shift towards a more fragmented global trade environment [22][23]. Group 4: Transition to Globalization 3.0 - The article posits that the world is transitioning towards Globalization 3.0, characterized by a more inclusive and technology-driven economic model, despite the challenges posed by de-globalization and protectionism [26][27]. - Emerging economies are advocating for a more open and cooperative global economic system, as seen in initiatives like the Belt and Road Initiative and RCEP [26]. - The future of globalization is seen as an inevitable trend, with the potential for a new economic order that is less dominated by major powers and more reliant on digital technologies [27].

Core Viewpoint - The article discusses the evolution of Chinese enterprises from passive learners to active players in the global market, highlighting their journey through management awakening, technological innovation, and ecological reconstruction in globalization 3.0 [1][12]. Group 1: Historical Context - In 1988, Procter & Gamble's entry into China marked a significant shift in the local business landscape, introducing advanced brand management and supply chain systems [1]. - The 1990s saw multinational companies like IBM and Microsoft bringing not only technology but also management practices to China, which significantly influenced local companies like Huawei [3]. - After joining the WTO in 2001, Chinese companies began to expand internationally, with early examples like TCL facing challenges due to cultural clashes and management integration issues [4]. Group 2: New Business Models - The internet wave post-2010 led to new business paradigms, with companies like ByteDance and SHEIN leveraging technology and flexible supply chains to achieve rapid growth [6]. - Companies such as 运去哪物流 (Yunquna Logistics) and 联影医疗 (United Imaging Healthcare) have emerged as leaders in their respective fields, showcasing the potential of Chinese innovation on the global stage [7]. Group 3: Future Trends - Current trends indicate a diversification in the internationalization of Chinese enterprises, with companies like 追觅 (Trifo) and 闪极科技 (Shanji Technology) achieving significant market shares in Europe and the U.S. [9][10]. - The article emphasizes the shift from product output to ecological co-construction, with companies like 阿里国际站 (Alibaba International) and 法奥意威 (Fao Yiwei) leading the way in innovative solutions and global collaboration [12]. - The 临港新片区 (Lingang New Area) is highlighted as a strategic hub for Chinese enterprises, focusing on cutting-edge industries and fostering international talent [12][13].

点击上图▲立即报名 2025年6月19日-20日，吴晓波频道与华商出海产业服务联盟将在新加坡举办"生而 全球·共融共建"第二届出海全球峰会。我们将邀约到各国政府相关负责人、学者、知 名出海企业家等，与2000名出海企业负责人及高管，齐聚狮城，共同探讨中国出海 从"产能迁徙"到"文明共生"的新路径。 【点击预约报名】 文 / 巴九灵（微信公众号： 吴晓波频道） 在华为每年新员工培训的西方礼仪课上，培训老师常常会讲一个"一杯咖啡丢掉大单"的故事： 华为在刚开始国际业务时，某个海外代表处经过长时间努力，终于拿到一个大合同。就在要签字落单前，双方一起喝咖啡休息一下。 当咖啡端上来后，华为员工拿起咖啡杯碟边的小勺子，在杯子里搅了搅，然后像喝汤一样，用小勺子舀着咖啡来喝。 欧洲客户看到这一幕，心想自己接下来要和一帮"土老帽儿"做生意、打交道，太掉身价了，于是决定放弃合作。 这件事情发生在何时已不可考，但经过一届一届华为员工的口耳相传，它已经成为了华为出海初期遇到的文化问题的一个缩影。 通过这个故事，甚至可以倒映出第一批出海的中国企业先行者们，在刚刚踏出国门，面对完全不同的交流方式、商业文化时，那茫然无措又略显尴 尬的面容 ...