Core Insights - The article discusses the strategic transformation and differentiation of DBS Bank's corporate banking in China, focusing on seizing opportunities amid the country's shift towards high-quality economic development and increasing corporate internationalization [1][2]. Group 1: Strategic Focus - DBS Bank's corporate banking is aligning with national high-quality development goals by focusing on emerging and transitioning industries [1]. - The bank aims to support the internationalization of enterprises by providing tailored financial services for their global expansion [1][6]. Group 2: New Economy Support - Supporting the development of new productive forces is a core strategic priority for DBS Bank's corporate and institutional business [2]. - The bank has established a unique three-dimensional model of "technology infrastructure + capital empowerment + ecosystem linkage" to provide comprehensive financial support to innovative enterprises [2][3]. Group 3: Global Collaboration - DBS Bank leverages its Singapore headquarters and Southeast Asian network to assist new economy enterprises in their global ventures, addressing the challenges they face when entering international markets [6]. - The bank has successfully facilitated significant transactions, such as the dual primary listing of Hesai Technology on the Hong Kong Stock Exchange, showcasing its capabilities in cross-border financial services [2][3]. Group 4: Tailored Services for Different Enterprises - DBS Bank recognizes three categories of Chinese enterprises going global: inherently internationalized companies, technology-exporting firms, and traditional companies gradually globalizing [7]. - The bank customizes its services to meet the diverse needs of these enterprises, such as providing global cash management and foreign exchange services for a technology company expanding overseas [7].

Core Viewpoint - Companies should not underestimate geopolitical factors and local regulations when expanding overseas. Understanding local culture should be a core competitive advantage, and businesses should aim to create jobs locally rather than adopting a "cutthroat" mentality. The period of high trade friction presents opportunities to reduce friction through services like cross-border remittances and smart logistics, turning global uncertainties into business opportunities [2][16]. Group 1: Company Background and Investment Philosophy - BAI Capital, founded in 2008, has successfully invested in over 40 unicorns and completed 18 IPOs, with notable cases including companies like Netease Cloud Music and SF Express [2]. - The firm has a long-standing investment theme of "China-Based Global Company," focusing on international markets since the early mobile internet wave in 2015 [2][5]. Group 2: Globalization and Trade Dynamics - The current trade war is seen as a long-term issue, rooted in the global populism challenge to the existing international order. Companies should view this as an opportunity to integrate into the global community rather than merely focusing on tariffs [6][8]. - The distinction between globalization and internationalization is emphasized, with the latter requiring a nuanced understanding of local markets and cultures rather than a one-size-fits-all approach [9][10]. Group 3: Encouragement for Entrepreneurs - Entrepreneurs are encouraged to expand internationally, but they should do so with confidence and a clear understanding of local markets, rather than as a means to escape domestic competition [7][16]. - The importance of creating local employment and enhancing user experience is highlighted as essential for successful international expansion [16]. Group 4: Case Study - Mexico - Mexico is presented as a case study for successful internationalization, showcasing its dual-speed economy and the respect for Chinese companies that have established a presence there [12][13]. - Chinese brands like Didi and Xiaomi have successfully penetrated the Mexican market by aligning their offerings with local cultural needs and consumer behavior [13]. Group 5: AI and Future Trends - The rapid development of AI is seen as a transformative force, with 90% of entrepreneurs having the opportunity to leverage AI to enhance product experience and operational efficiency [27][28]. - The belief that pure AI-native companies do not exist is expressed, as AI becomes democratized and integrated into various business models [28][29]. Group 6: Women in Leadership - The increasing presence of women in leadership roles within large enterprises is noted, with a call to recognize their contributions to innovation and management [36]. - The average age of women entrepreneurs on the recent influential list is 43, with a high percentage holding advanced degrees and having prior executive experience [41].