数据来源：工业和信息化部、海关总署等 最直接的问题是尺寸太大。国内流行的大体积机器人到了日本根本"走不动"，过道转不过弯。 "我们在国内卖得很好的几款机器人，在这里几乎无处安放。"擎朗智能创始人李通说。团队需要从头开 始，设计一款"更适合日本"的机器人：体形小巧，穿行灵活，语音系统换成日语，屏幕上的动画表情还 能变换。 新的机器人就这样诞生了——能穿过最窄49厘米的通道，机身背后配备双层或三层托盘，还加装了多个 摄像头和传感器，方便感应人流中的突发状况。 "很多调整听起来很小，但其实很难。"李通说。比如机器人的轮胎，客户反馈刹车后地板上会有黑色痕 迹。为了解决这个问题，企业团队一头扎进长三角地区的供应链，寻找厂家重新定制轮胎……这样的非 标零件迭代过程几乎每月都在发生。 擎朗智能目前在日本已经设立200多个技术支持点，确保常规故障能在2小时内响应，24小时内修复。 有一次，一家连锁餐厅的店员发现机器人传感器失灵了。报修后不到2小时，企业的技术服务人员就带 着一台备用机器人赶到现场。新机器人上线前，只需几分钟云端同步，就能接过前任留下的所有"记 忆"，无须重新"培训"。工程师将故障机器人带回技术中心维修，整个流 ...

问题出在哪儿？企业团队跑遍东京的大街小巷想寻个究竟。调研中他们发现，当地的服务节奏较慢，要 求机器人的外观有亲和力，这背后是不同的文化审美差异。 最直接的问题是尺寸太大。国内流行的大体积机器人到了日本根本"走不动"，过道转不过弯。 "我们在国内卖得很好的几款机器人，在这里几乎无处安放。"擎朗智能创始人李通说。团队需要从头开 始，设计一款"更适合日本"的机器人：体形小巧，穿行灵活，语音系统换成日语，屏幕上的动画表情还 能变换。 数据来源：工业和信息化部、海关总署等 版式设计：张芳曼 图为国产服务机器人在日本一家餐厅配送餐品。 擎朗智能供图 正午时分，日本八户市的一家烤肉店里，顾客络绎不绝，烤盘滋滋作响。一台送餐机器人稳稳地穿过紧 凑的餐桌过道，把刚出炉的餐点送到食客面前。"机器人送得稳稳当当，又干净又安全。"烤肉店店长不 由得赞叹。 这台送餐机器人来自中国上海擎朗智能科技有限公司。现在，它已成为烤肉店不可或缺的一员。因人力 成本居高不下、老龄化严重，日本越来越多酒店、饭馆等场所开始引入服务机器人，以弥补人力资源的 缺口。 5年前，擎朗智能开始进军海外市场，本以为凭借先进的技术储备能大干一场。但出人意料的是，日本 ...

Core Viewpoint - The shift towards "localization" has become a crucial strategy for cross-border e-commerce platforms, with overseas warehouses emerging as a key focus for competition [2][4]. Group 1: Overseas Warehouse Strategy - AliExpress, one of the "four small dragons" of overseas expansion, has seen significant sales growth in its Brazilian overseas warehouse during the recent overseas 618 shopping festival, achieving a 4.3 times increase in daily sales compared to previous periods [2]. - The top three categories driving this growth were consumer electronics, computer office supplies, and outdoor sports [2]. - AliExpress is investing heavily in local shipping in Latin American markets to enhance delivery efficiency and improve consumer purchasing experiences [2][4]. Group 2: Support Policies for Merchants - Since June, AliExpress has intensified support for merchants in its Brazilian overseas warehouse, aiming to attract more sellers [2]. - Specific measures include substantial subsidies for brands, resource allocation for in-platform promotion, and dedicated support from local influencers [2]. - A recent live-streaming event for a consumer electronics brand on AliExpress in Brazil resulted in a GMV increase of over 10 times compared to regular sales, with significant viewer engagement [3]. Group 3: Shift Towards High-Value Strategies - The global trade landscape is shifting from aggressive growth to a focus on profitability, with cross-border e-commerce moving from low-cost exports to high-value branding strategies [4]. - During the overseas 618 period, several high-value Chinese brands experienced explosive growth in Brazil, with products like gaming controllers and high-end cycling equipment selling out rapidly [4]. - AliExpress has expanded its localization efforts beyond Brazil, partnering with over ten leading overseas warehouse service providers in various markets, including the U.S. and Europe [5][6]. Group 4: Operational Strategies - AliExpress has adopted a dual-track strategy of "self-operation + management" to enhance its overseas business, supporting various operational models for merchants [7]. - The platform's multi-modal operation and localization strategy position it well for competition in the evolving cross-border e-commerce landscape [8].

Core Insights - The forum discussed strategies for Chinese companies to adapt to the reshaping of the global economic landscape due to geopolitical challenges, trade barriers, financial volatility, and technological changes [2][3] Group 1: Global Economic Landscape - The pressure of global supply chain restructuring highlights China's strong production, logistics, and human resources, which can still provide competitive advantages [3] - The "dual circulation" strategy emphasizes the importance of enhancing negotiation skills with the world and identifying systematic opportunities for international expansion [3] - The World Bank indicates that since 2004, the share of global goods and services trade in global GDP has steadily increased, showing that globalization has not halted [6] Group 2: Digital Currency and Regulation - The U.S. and global regulatory frameworks are evolving, particularly with the introduction of the U.S. Stablecoin Innovation Act and Hong Kong's Stablecoin Regulations, which may diminish the decentralized nature of stablecoins [4] - The development of stablecoins by the U.S. is seen as a strategy to reinforce the dominance of the dollar in the global economy [4][5] - There is a call for China to accelerate legislation and regulation regarding digital currencies and stablecoins to enhance the internationalization of the renminbi [4][5] Group 3: Localization and Global Strategy - Companies must implement localization strategies to succeed in overseas markets, as evidenced by Ganfeng Lithium's approach to respecting local cultures and sharing benefits [7] - The integration of new technologies like artificial intelligence with China's manufacturing advantages is crucial for addressing challenges in overseas operations [7] - Key experiences for state-owned enterprises in international expansion include global resource allocation, differentiation, compliance, and low-carbon transformation [8] Group 4: Economic Challenges and Policy - Domestic economic challenges in China include a decline in import ratios, fluctuating real estate markets, and a need for more proactive monetary policies to stimulate investment and consumption [6] - The future of China's economy relies not only on macroeconomic policy adjustments but also on the ability of enterprises to find differentiated paths in the new phase of globalization [8]

Core Insights - The global economic and trade landscape is undergoing significant structural adjustments, with challenges arising from geopolitical tensions, trade barriers, financial volatility, and technological changes [1][3] - Companies need to develop resilience, innovate, and create safer global supply chains while leveraging regional cooperation and exploring emerging markets to secure value and influence in uncertain international markets [3][4] Group 1: Globalization Challenges and Strategies - The future of globalization is characterized by resilience, integration, innovation, and rules, necessitating companies to move beyond traditional thinking [3] - The systemic decline in investment returns globally, particularly in the U.S., raises questions about the sustainability of growth policies and their impact on efficiency [4][6] - The U.S. trade deficit is exacerbated by debt reliance, and tariffs may not effectively address trade imbalances, highlighting the importance of adapting supply chains [6] Group 2: Digital Currency and Regulatory Insights - The rise of stablecoins is reshaping the monetary landscape, with regulatory frameworks emerging to ensure their stability and utility as payment tools [7][8] - China is encouraged to accelerate the development of its digital currency to compete with stablecoins, emphasizing the need for effective legislation and international coordination [8] Group 3: Localization and Global Operations - Companies like GE Aviation emphasize the importance of localization in their success in China, with significant investments in local talent and infrastructure [11] - Ganfeng Lithium's global expansion reflects the necessity for Chinese firms to respect local cultures and regulations while leveraging their competitive advantages [11] - Lenovo's strategy combines Chinese manufacturing strengths with digital management to navigate global market uncertainties [12] Group 4: Internationalization and Corporate Strategies - China National Petroleum Corporation's internationalization strategy involves a three-phase approach, focusing on global standardization while maintaining local responsiveness [13] - The need for Chinese enterprises to innovate beyond mere product exports to achieve sustainable growth is highlighted, with examples of successful international strategies [17] Group 5: Economic Outlook and Future Growth - Despite challenges, global trade has maintained a stable share of GDP, with China showing strong performance in exports, although structural issues remain [16] - The future of China's economy relies on both macroeconomic policy adjustments and the ability of enterprises to find differentiated paths in the new phase of globalization [17]

编 译 / 钱亚光 设 计 / 张 萌 来 源 / www.autonews.com, content.rolandberger.com 6月23日，《美国汽车新闻（Automotive News）》发布了2025全球汽车零部件供应商百强榜。 Automotive News研究与数据中心对数百家公司进行了调查，以确定其年度全球前 100 大供应商排 名。榜单根据供应商对汽车制造商的年销售额进行排名，并且不包括售后业务的收入以及对除汽车 制造商以外的其他公司的销售收入。 目前全球汽车零部件供应商格局受到电动化、智能化以及区域市场变化等因素加剧的竞争所影响。 尽管2025全球汽车零部件供应商百强榜的完整榜单尚未公开发布，但来自行业报告、财务数据和市 场分析所提供的信息揭示了关键趋势。 1.传统巨头凭借战略调整 占据主 导地位 博世（Bosch，德国）仍保持全球最大的供应商地位， 2024 年汽车业务部门营收至543.72 亿美元， 同比下降了 近 3%，这反映出传统内燃机系统方面所面临的挑战。该公司正转向电动化和软件定义 的出行方式，并在中国建立了与先进驾驶辅助系统（ADAS）相关的合作伙伴关系。 电装（Dens ...

Group 1 - Haagen-Dazs and Starbucks are reassessing their strategies in China due to intense competition from local brands that have established strong connections with consumers [1] - The shift in strategy is driven by changing consumer preferences, particularly among younger Chinese consumers who prioritize value for money and emotional resonance [1] - Starbucks has recently lowered prices on tea and Frappuccino beverages in China, contrasting with its strategy in the U.S. where it simplified its menu to emphasize coffee [1] Group 2 - International companies, even those with decades of experience in China, are considering new partnerships to address current challenges [2] - The Chinese market has matured, with consumers becoming more educated and discerning, leading to rapid changes in tastes and low brand loyalty [2] - There is an increasing trend of international companies engaging in equity restructuring to introduce local strategic partners, which may help them thrive and capture new growth opportunities in China [2]

Core Insights - The healthcare sector has become a significant area for Chinese companies investing in Southeast Asia, with direct investment transactions exceeding $6.619 billion from 2015 to 2023 [2] - Indonesia, as the largest economy in Southeast Asia with a population of approximately 280 million, presents substantial market opportunities, particularly in healthcare, with estimated healthcare spending reaching IDR 677 trillion (approximately $47 billion) by 2024 [2] - A series of themed activities have been launched to help Chinese enterprises seize opportunities in the Indonesian market, focusing on the growth potential and policy incentives in the healthcare sector [2][3] Investment Environment - The Indonesian government emphasizes improving the investment environment under the "Golden Indonesia 2045 Vision," targeting nine priority sectors, including healthcare [5] - New policies have been introduced to simplify the investment process, including the "Omnibus Law" which revises 79 laws across 11 industry clusters, streamlining licensing processes and establishing an online submission system [5] - The government is also focused on providing clear land guarantees and facilitating local partnerships for investors [5] Market Entry Strategy - A five-step approach for companies looking to enter the Indonesian healthcare market includes understanding investment opportunities and policies, establishing a company, registering through the OSS online system, applying for tax incentives, and starting project operations [7][8] - The healthcare market in Indonesia is characterized by a growing middle class willing to pay for healthcare services, alongside significant demand due to inadequate modern medical infrastructure in eastern regions [8] Industry Development - Indonesia's pharmaceutical and medical device sectors are expanding, with over 1,200 pharmaceutical distributors and 800 medical device manufacturers [9] - The government is creating a favorable business environment for local production in pharmaceuticals and medical devices, offering incentives such as tax holidays and import duty reductions [9] - Local manufacturing compliance, such as the TKDN certification, poses challenges for foreign investors, who are encouraged to utilize local supply chains to reduce costs and enhance efficiency [9][10] Challenges and Recommendations - Foreign healthcare companies must register medical devices in Indonesia, requiring safety and efficacy evaluations by the Ministry of Health before sales can commence [10] - The government is issuing special permits for foreign doctors to practice in designated healthcare tourism zones, indicating a push towards developing medical tourism [8]

7 年，我在 10 个国家给全球华人送外卖。 1831 年底，普利茅斯德文港，一位高瘦的年轻人登上小猎犬号（HMS Beagle）。他刚从剑桥毕业，希望出海看看世 界，回来按照家里的安排当个牧师，安稳度过一生。 5 年时间，小猎犬号横跨大西洋抵达巴西，绕过美洲大陆最南端进入太平洋，一路向西抵达澳新再经好望角回到英国。那 位年轻人随船穿越风暴、染病倒下数十天、看着多个同伴病逝。但途中的观察和笔记让他不再相信神六天创造万物的 "真 理"，逐渐形成物竞天择的理论，写成了《物种起源》。 "没什么比地壳表面更变幻无定，哪怕是风"，达尔文从安第斯山脉探险返回后写下如此诗意的文字。他在智利南部看着当 地人把牛群赶进群山，踏遍每一条有牧草的深沟，并因此不用什么仪器就发现了矿藏。 哥伦布和麦哲伦的惊险旅程常被用来比喻今天的出海进程，当中暗含着必须先人一步的焦虑。但达尔文那趟不怎么着急也 没有杀戮的旅途可能是更准确的隐喻——走出舒适区，接触不同的文化，在新环境里成长，创造新东西。 我们把《小猎犬号》作为《晚点》出海内容的栏目名，讲述企业出海进程中发生的商业故事，还有创业者不停进化的潜 能。 文丨 陈晶 编辑丨管艺雯 对许多从未踏 ...