2026 年五大趋势与十大机遇 20260105 摘要 2026 年低利率环境持续，中美或将继续降息，企业和个人需调整负债 和资产策略，居民资产配置将从实物转向金融，利好大资管行业，推动 股票、债券及金融市场发展。 中国科技创新和产业升级在 2026 年加速，受益于新型举国体制和高质 量发展战略，中国将在多个领域取得突破，尤其是在第四次工业革命与 全球科技革命交汇点。 中国资产价值重估趋势在 2026 年强化，源于人民币升值、科技创新、 产业升级，以及高技术、高绿色含量取代低成本优势，人民币资产受全 球关注，资金回流明显。 黄金再货币化趋势在 2026 年显现，因美元超发、美债高企及美国主权 信用评级下调，各国央行对美元信任度降低，增持黄金作为储备，地缘 政治因素亦推动黄金地位上升。 白银兼具工业和贵金属属性，投资前景乐观。电力、电子、空天等产业 需求增加，储备需求增长，供给存在缺口，价格或上涨，战略性金属具 投资潜力。 Q&A 2026 年全球地缘政治格局有哪些重要变化？这些变化对全球经济和战略布局 有何影响？ 低利率时代在 2026 年的发展趋势如何？对中国经济有何具体影响？ 低利率时代在 2026 年将 ...

Core Viewpoint - The article emphasizes that going global is a crucial direction for many companies seeking new growth opportunities amid the deep adjustments in the global economic landscape [1]. Group 1: Trends and Market Analysis - The "Going Global" trend is highlighted, with a projected 5.9% growth in China's exports in the first half of 2025, although different industries experience varying levels of success [8]. - Traditional industries like textiles and toys face significant challenges, while emerging sectors such as integrated circuits and agricultural products show rapid export growth [9]. - The shift in global trade patterns indicates a decline in exports to the U.S. and an increase in exports to markets like Thailand, Vietnam, and India post-2023 [10][11]. Group 2: Strategic Considerations for Going Global - Companies must adapt to local market conditions, trade rules, and cultural differences, emphasizing the need for localized strategies [12]. - The transition from an order-focused mindset to a customer-centric approach is essential for sustainable growth, even for industrial intermediate goods [12]. Group 3: Cross-Cultural Management - The process of going global is described in three stages: "watching the sea," "rushing to the sea," and "truly going global," with most companies currently in the first three stages [15]. - Effective human resource management is crucial, involving expatriates, local employees, and international talent to ensure successful market integration [17][18]. - Cultural differences should be viewed as opportunities for innovation rather than obstacles [19]. Group 4: Case Studies and Practical Insights - Cool-Vita's approach in Southeast Asia emphasizes deep localization and long-term brand commitment, adapting products to local consumer habits [27][28]. - The company has achieved significant market penetration in Indonesia, demonstrating the importance of understanding local culture and consumer behavior [29]. Group 5: Educational Initiatives - The "Going Global Navigator Class" aims to provide a comprehensive framework for companies to navigate the complexities of international expansion, featuring insights from experienced mentors [30][31].