Group 1 - The core idea emphasizes the importance of ideological output and brand belief in the Southeast Asian market, where Chinese companies must not only export products but also a widely recognized business philosophy [1] - Major Chinese companies like Alibaba, Tencent, and TikTok have successfully integrated local cultures into their business models, creating a unique ecosystem that resonates with consumers [1] - Successful ideological output requires blending Chinese commercial wisdom with local cultural elements, as seen in marketing strategies tailored to specific countries like Indonesia, Vietnam, and Thailand [1] Group 2 - The concept of a "New Five Absolutes Alliance" is proposed for businesses in Southeast Asia, focusing on building relationships with governments, local conglomerates, Chinese partners, consumer communities, and competitors [2] - Xiaomi's approach in overseas markets serves as a model for localization, establishing a manufacturing ecosystem and local decision-making structures while maintaining control over core technologies [2] Group 3 - The competition in modern business is likened to a martial arts contest, where control over supply chains, data flows, and payment systems is crucial for success [3] - Companies like CATL and SHEIN exemplify this by establishing significant barriers in the electric vehicle battery market and utilizing flexible supply chains to meet fragmented market demands [3] Group 4 - The long-term strategy for businesses in Southeast Asia involves creating "three fortresses": talent development, compliance systems, and innovation tailored to local markets [4] - The ultimate goal for Chinese enterprises is to establish a new business paradigm rather than merely competing for market share [5] Group 5 - Malaysia is positioned as a strategic hub for Chinese companies aiming for global expansion, benefiting from its unique cultural diversity and strategic location [8] - The "Business Chain Global · Malaysia" initiative aims to connect Chinese enterprises with local resources and opportunities, facilitating deeper engagement with the ASEAN market [8][11]

全盘否定拜登路线，取而代之以门罗主义和缓和政策，并附加以鲜明的意识形态偏好和关 税威胁 文：国金宏观宋雪涛、赵宏鹤 上任两个多月，特朗普2.0看似是一场乱局，比如朝令夕改的关税威胁、出其不意的领土诉求、疾风暴 雨的政府裁员、全周无休的媒体轰炸。但实际上，特朗普2.0的政治逻辑清晰连贯，对美国现状有认 知，对长期愿景有规划，对短期举措有安排。 一、现状认知和长期愿景 正如他的标志性口号"Make America Great Again"，在特朗普眼中，美国或许已经不那么伟大。 特 朗普生于1946年，是二战结束后的第一年，也是"马歇尔计划"启动的前一年。可以说，他的人生几乎 与Pax Americana完全重叠，在70年岁月里目睹了美国在战后成为头号强国、在冷战中曲折胜出、以 绝对实力主导世界秩序的完整过程。 两相对比，不难感受特朗普近年的心境。到2016年，美国仍然拥有强大的账面实力，却已饱受非法移 民、贫富差距、工业凋敝、身份政治等问题的困扰。拜登政府的四年任期过后，又进一步增加了债台高 筑、通胀高企、外事缠身等新问题。 如今，美国主导战后世界秩序所依托的科技、军事和美元优势地位，已经被不同程度动摇，除了后 ...