Group 1 - The forum focused on "Investing in Shenzhen, Going Global to Europe," discussing strategic emerging industries such as new energy, fintech, life health, cultural tourism, and digital economy [1][18] - The trade volume between China and Europe reached $749.34 billion from January to November 2025, marking a 4.6% year-on-year increase, indicating a deep symbiotic relationship with nearly $1.5 million in trade every minute [3][20] - Shenzhen is becoming a key hub for China-Europe cooperation, with the Shenzhen-Europe freight train service increasing by 49.6% year-on-year, reflecting the tight connection between "Shenzhen manufacturing" and the European market [3][20] Group 2 - The cooperation between China and Europe has evolved beyond simple transactions to a new stage of technological exchange and industrial chain collaboration, creating significant economic increments [5][22] - The former Chairman of the European Council emphasized the deep economic interests between the EU and China in AI, new energy, and sustainable technologies, advocating for a regular dialogue mechanism to break down barriers [5][23] - Shenzhen's import and export value with the EU reached 589.35 billion yuan, a 4.7% increase, with exports of lithium batteries, electric vehicles, and photovoltaic products surging by 31.2% [5][22] Group 3 - The South District of Shenzhen has established a systematic support platform for enterprises going global, gathering over 324 core service providers to assist 227 companies in their international ventures [7][25] - The founder of Fuyao Glass called on entrepreneurs to take proactive responsibility and emphasized the importance of integrating into local cultures and communities when expanding internationally [10][27] - The forum highlighted the potential for cooperation in new energy, fintech, and cultural tourism, with a focus on the complementary strengths of China and Europe [11][28] Group 4 - Compliance capabilities are deemed essential for entering the European market, with complex legal frameworks such as GDPR and CBAM posing higher requirements for Chinese enterprises [14][33] - Experts noted that compliance is not merely a cost but a passport to the future, urging companies to establish compliance systems early [14][33] - The potential for collaboration in green standards and carbon footprint accounting was highlighted, emphasizing the importance of sustainability in international business [14][33] Group 5 - The forum concluded with a focus on deepening connections in industry, technology, regulations, and talent between Shenzhen and Europe, marking a shift from mere trade to an integrated innovation system [17][34] - The event served as a guiding compass for Chinese and European enterprises, injecting wisdom and momentum into the global economic recovery [17][34]

真正的国际化，要深度融入当地社会 演讲中，曹德旺直言当前全球正经历深刻经济调整，直面挑战、主动破局是企业生存发展的正道。他引用古语"贤者 预变而变，智者遇变而变，愚者遇变不变"，强调企业家需清醒认知市场环境的变化。曹德旺表示：企业家要摒弃"等 风来"的幻想，以坚守实业、主动担当的姿态破局发展。 结合福耀集团的国际化实践，曹德旺分享了企业"走出去"的成功经验。从福建福清的乡镇小厂起步，福耀坚守汽车玻 璃主业四十余年，如今已在全球13个国家建立生产基地和研发中心，全球每3辆汽车中就有1辆搭载福耀玻璃。 曹德旺认为，真正的国际化并非简单的海外设厂或资本扩张，而是深度融入当地社会，"走到哪里，就要为哪里创造 价值"。福耀的国际化之路，正是依托对当地文化的尊重、管理的本土化运营以及对社区价值的持续创造，用真诚与 责任赢得了全球市场的认可。 深圳商报·读创客户端首席记者 刘琼 "产业国际合作，从来不止于商业利益的交换，更在于文明的互鉴、人才的共育、未来的共筑。"1月11日，第九届深商 盛典暨中国企业家俱乐部20年系列活动在深圳举行，在"中欧经济合作论坛：投资深圳 出海欧洲"专场活动中，福耀玻 璃创始人、终身荣誉董事长曹德 ...

Core Viewpoint - The article discusses the contrasting paths of family business succession in China, using the cases of Zong Qinghou (Wahaha) and Cao Dewang (Fuyao Glass) to illustrate the importance of clear ownership, governance structures, and the development of successors through real-world experience [4][26]. Group 1: Ownership and Governance - The first step in family business succession is to clarify "who owns the business," which is influenced by the founder's understanding of property rights [6]. - Zong Qinghou's approach to ownership was characterized by a lack of clarity, leading to potential risks for Wahaha, while Cao Dewang established a clear ownership structure from the outset, ensuring Fuyao Glass's stability [9][11]. - The governance structure at Fuyao Glass includes independent directors and transparent financial practices, which help avoid conflicts of interest and ensure accountability [11][17]. Group 2: Leadership and Decision-Making - Zong Qinghou's leadership style was marked by unilateral decision-making, which worked in the early stages but became problematic as the company grew, leading to governance issues after his departure [13][14]. - In contrast, Cao Dewang emphasized the importance of checks and balances in governance, actively involving independent directors and ensuring that decisions were made collectively [16][17]. Group 3: Successor Development - The article highlights the difference in successor preparation between Zong Qinghou and Cao Dewang, with Zong's daughter, Zong Fuli, lacking practical experience, while Cao's son, Cao Hui, was trained through hands-on experience in the company [21][25]. - Cao Hui's journey from a factory worker to a strategic decision-maker exemplifies the value of real-world experience in developing capable leaders [25]. Group 4: Legacy and Corporate Responsibility - The contrasting legacies of the two founders illustrate different philosophies regarding corporate responsibility, with Cao Dewang integrating social responsibility into Fuyao's mission, while Zong Qinghou's approach was more self-centered [28][35]. - The article concludes that true succession is about passing on responsibilities and values rather than merely transferring power or wealth, emphasizing the need for a broader societal perspective in business [35].