| 指数 涨跌 (%) | | --- | | 名称 （点） 1日 5日 1 月 | | ┣证指数 3914 -0.07 2.22 0.04 | | 深证综指 2453 -0.43 -1.36 -1.03 | | 风格指数 (%) | | | | --- | --- | --- | | 大盘指数 | 1.48 | 21.92 | | 中盘指数 | | 28.38 | | 小盘指数 | | | 涨幅居前 近１个月 近６个月 昨日 行业(%) 3.55 油服工程 11.5 22.08 48.07 2.76 6.94 风电设备II | 国有大型银 1.73 | 10.25 | 10.52 | | --- | --- | --- | | 小家申II 1.54 | -7.18 - | 29.12 | | 家电零部件 1.54 | 3.14 3.14 | 62.26 | | 跌幅居前 昨日 近１个月 近６个月 行业(%) | | | | 贵金属 -3.35 | 1.87 | 15.31 | | 焦炭Ⅱ | 10.51 | 31.02 | | 休闲食品 -2.58 -0.64 | | -4.39 | | 饲料Ⅱ -2.32 ...

| 指数 | 收盘 | | 涨跌（％） | | | --- | --- | --- | --- | --- | | 名称 | （点） | 1 日 | 5 日 | 1 月 | | 上证指数 | 3914 | -0.07 | 2.22 | 0.04 | | 深证综指 | 2453 | -0.43 | -1.36 | -1.03 | | 风格指数 (％) | 昨日 | 近 1 个月 | 近 6 个月 | | --- | --- | --- | --- | | 大盘指数 | -0.28 | 1.48 | 21.92 | | 中盘指数 | -0.75 | -1.04 | 28.38 | | 小盘指数 | -0.59 | -2.51 | 22.83 | 涨幅居前 行业(％) 昨日 近 1 个月 近 6 个月 油服工程 3.55 11.5 22.08 风电设备Ⅱ 2.76 6.94 48.07 | 国有大型银 | 1.73 | 10.25 | 10.52 | | --- | --- | --- | --- | | 行Ⅱ 小家电Ⅱ | 1.54 | -7.18 | 29.12 | | 家电零部件 | 1.54 | 3.14 ...

Group 1: Mergers and Acquisitions - After the 2008 financial crisis, Chinese companies injected cash flow into struggling enterprises in developed countries through mergers and acquisitions, leading to a first wave of acquisitions[3] - From 2015 to 2018, overseas mergers and acquisitions peaked, with companies leveraging these to transform and quickly acquire core technologies[3] - By February 2023, state-owned enterprises had undertaken over 200 major overseas infrastructure projects, enhancing local livelihoods and infrastructure[14] Group 2: Joint Ventures and Local Partnerships - Companies prioritize partnerships that align with local government policies and economic expectations, as seen with SAIC's MG in India, where local partners hold 51% but SAIC retains 53% voting rights[3][51] - Successful overseas ventures require understanding local regulations and building capable local teams, as demonstrated by Chinese new energy vehicle companies collaborating with local educational institutions in Thailand[62] Group 3: Risks and Challenges - Key risks include uncertainties in overseas policies and compliance, market perception biases, exchange rate fluctuations, and supply chain vulnerabilities[5][65] - The geopolitical landscape has intensified risks associated with cross-border mergers, leading to a decline in Chinese companies' overseas acquisition amounts post-2018[40] Group 4: Market Entry Strategies - Companies can choose from various market entry strategies, including greenfield investments, brownfield acquisitions, or joint ventures, each with distinct cost, resource, and risk profiles[16][17] - The principle of "altruism and win-win" underpins the strategies of mergers, joint ventures, and local manufacturing, contrasting with the common perception of a purely transactional approach[4][10]