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？ 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，集中了上百家新能源车的上下游企业，包括电机、电池和 ...

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？ 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。 而对特斯拉来说，想要复刻这种极致的上下游协同，就一定离不开这些供应链企业。 所以，当特斯拉必须去墨西哥开办工厂的时候，做底盘 ...

Group 1 - The core issue for many companies in 2025 is insufficient domestic demand, leading to increased competition and reduced profits, prompting the need for companies to explore international markets [2][4]. - The concept of "going overseas" has evolved from merely exporting products to relocating entire value chains, as exemplified by Miniso, which engages with its overseas customers to enhance brand recognition and product offerings [2][3]. - Leading companies are beginning to expand internationally, but successful overseas operations require integrating complex supply chain systems and collaborating with local partners, as demonstrated by Tesla's operations in Shanghai [5][6]. Group 2 - Companies are leveraging their unique advantages to succeed in international markets, such as cost advantages seen in factories in Yiwu, where products can sell for double the domestic price [8]. - Innovations in product capabilities, like the advanced industrial robots developed by Meikaman, showcase how companies can differentiate themselves in the global market [8]. - Establishing long-term trust within familiar social networks is crucial for businesses, as illustrated by the success of Pang Donglai, who prioritizes employee welfare and customer feedback to build a loyal customer base [10]. Group 3 - The shift in consumer behavior reflects an upgrade in consumption philosophy, where individuals are willing to pay for enhanced experiences, creating new market opportunities [12][13]. - Companies can tap into these opportunities by creating engaging experiences that resonate with consumers' desires for a better quality of life, even if they initially lack awareness of such services [12][13]. - As traditional large-scale commercial opportunities diminish, a more refined and heartfelt business ecosystem is emerging, focusing on meeting the nuanced needs of ordinary consumers [13].

Group 1 - The core issue for many companies in 2025 is insufficient domestic demand, leading to increased competition and reduced profits, prompting the need for international expansion [2] - The concept of "going overseas" has evolved, as exemplified by Miniso, which not only exports products but also relocates its entire value chain, including brand, research, and business model, to foreign markets [2] - Companies are encouraged to collaborate with industry leaders and integrate supply chains to successfully expand internationally, as demonstrated by Tesla's operations in Shanghai [4] Group 2 - Companies are leveraging their unique advantages to succeed in international markets, such as cost advantages seen in factories from Yiwu selling products at double the domestic price [6] - Innovations in product development, like Mecademic's industrial robots equipped with advanced technology, showcase how companies can find niche markets and create demand [6] - Building long-term trust within local communities is essential for businesses, as illustrated by the success of Pang Donglai, which prioritizes employee welfare and customer feedback [7] Group 3 - There is a shift in consumer behavior towards a desire for better experiences, leading to opportunities for businesses to create tailored services, such as travel photography packages for retirees [8] - As traditional large-scale commercial opportunities diminish, a more refined and heartfelt business ecosystem is emerging, focusing on fulfilling ordinary people's aspirations for a better life [8] - Strategic planning for 2026 is crucial for companies to navigate the evolving market landscape and ensure sustainable growth [8]