Das 30-jährige Boyaa Technology setzt in Singapur noch stärker ein und verändert die globale Erzählung mit KI und einer offenen Ökosystem.
On September 18th, the air in Singapore was filled with tropical humidity. Boyaa Technology, a technology service company from China, chose this place to embark on a new chapter in its thirty - year journey. At this forum themed "Global Reach Within Your Grasp", Boyaa Technology officially announced two major events: the official launch of its "Singapore Innovation Center" and the release of a new overseas investment strategy. This is not an ordinary overseas business expansion. Against a broader backdrop - this year marks the 30th anniversary of Boyaa Technology's establishment, and its Singapore branch has also completed a decade of operations - it is more like a well - designed strategic move on the chessboard of the next thirty years, where globalization and artificial intelligence intersect.
Wang Bin, the founder and chairman of Boyaa Technology, clearly pointed out in his opening speech that in the future, a company's competitiveness will not only stem from technological breakthroughs but also from building an open and win - win ecological system with partners. This indicates a profound transformation - this company, which grew by serving many global Fortune 500 giants, is gradually evolving into a builder of an innovative ecosystem.
Wang Bin, founder and chairman of Boyaa Technology
At the press conference, Boyaa Technology officially signed MOUs with three companies, including Meijin Energy, Wenhua Online, and Baosheng Software, to comprehensively deepen strategic cooperation. This further demonstrates Boyaa Technology's determination to build a win - win ecological system and provides a good start for its subsequent development.
Boyaa Technology signs an agreement with Meijin Energy
Boyaa Technology signs an agreement with Wenhua Online
Boyaa Technology signs an agreement with Baosheng Software
The observation of Feng Dagang, the host of the round - table forum at this press conference and the CEO of 36Kr, also provides an explanation for this transformation. He mentioned that Chinese enterprises going global are currently facing a subtle paradox: "The opportunities are excellent, but the difficulties have suddenly become greater." This is not an insurmountable contradiction but a true reflection of Chinese enterprises entering a new stage in their globalization narrative. When simply exporting products and replicating models are no longer sufficient to cope with an increasingly fragmented and complex global market, a new, ecosystem - based globalization paradigm emerges. Boyaa Technology's decision to take a strategic step in Singapore is a crucial response to the current wave of the times.
Why Singapore?
Boyaa Technology's choice to go global is not accidental. In today's world, where global geopolitics is becoming increasingly complex and trust is a scarce resource, the choice of where to start your global journey almost defines where you will end up.
Wang Bin explained the in - depth considerations for choosing Singapore in an interview: "The advantage of Singapore is that it is relatively neutral and has a relatively sound legal system. People think it is a well - regulated place. So, if your products are developed here and then go international, people will have more trust in them, which is an added bonus."
This "trust bonus" is particularly precious when global enterprises are paying more and more attention to data compliance and local ecosystem construction. It is not only an advantage for market access but also an "identity converter".
Overseas Forum: Exploration of Paths and Investment Opportunities for Chinese Enterprises Going Global
Bo Yiqun, a round - table guest and the founder and CEO of DayDayUp, further elaborated: "Don't just regard Singapore as a sales market. It is a window that can help all enterprises open up the international market." He pointed out that in the past decade, Singapore has been continuously rated as the preferred city for the Asia - Pacific headquarters of multinational enterprises. At the same time, there are more than 1,200 venture capital institutions registered here, and it is the location of more than two - thirds of VC investment transactions in Southeast Asia, making it a veritable international capital and business hub.
The in - depth value of this "converter" can perhaps also be reflected in a sharp question raised by Feng Dagang at the event - how can an enterprise accustomed to the cut - throat competition in the domestic market transform into a win - win ecological partner overseas? This question points directly to the most difficult challenge for Chinese enterprises going global - the iteration of values. Singapore, with its highly internationalized and rule - based business environment, is a key node for "converting" and "disciplining" in terms of culture and values. It makes enterprises going global deeply realize that in a fragmented market like Southeast Asia, the one - size - fits - all approach will definitely not work. They must adopt a country - specific strategy, co - create an interconnected business environment with industry leaders, and establish in - depth ties with local governments, research institutions, universities, and communities to quickly integrate into the local market.
For this reason, the mission of Boyaa Technology's Singapore Innovation Center is clearly defined as "connection". Wang Bin emphasized that the core task of this center is not to produce code or sell products but to "connect good product technologies, connect local resources, and in the future, connect investment and capital".
Interestingly, Boyaa Technology has set extremely unusual success criteria for this innovation center. "Financial indicators are not our primary consideration," Wang Bin said frankly. "Instead, it's about how many people use the products you develop because being needed and used proves your value." He firmly believes that if you use KPIs to assess revenue too early, you may "ruin" a highly potential innovation during the polishing stage. This redefinition of value itself declares an ecological thinking that is different from traditional business logic and focuses more on the long - term.
From 'AI - Driven' to 'AI - Enabled'
If Singapore is regarded as the "base" for enterprises in the new globalization battle, then the "engine" driving this battle is AI capabilities. However, how to use this engine correctly has become a common confusion for global enterprises today.
Professor David De Cremer, the Donn Family Dean of the D'Amore - McKim School of Business at Northeastern University in the United States, pointed out the core of the problem in his keynote speech in the afternoon session. He analyzed the common cognitive misunderstanding in the business world - regarding AI as the company's strategy itself rather than a tool to achieve the strategy.
Professor David De Cremer, the Donn Family Dean of the D'Amore - McKim School of Business at Northeastern University in the United States
"AI can never be equated with a company's strategy, just like a hammer is not a strategy. If all you have is a hammer, everything looks like a nail, and you think the hammer can solve all problems," Professor David emphasized. "Now, many business people have insufficient understanding of AI and make the same mistake, promoting their companies as 'AI - driven companies'." He even gave a vivid example: "I saw an AI - enabled toothbrush on sale in Singapore this morning. My first question was, why do I need it?"
This "AI - driven" myth has led to "catastrophic" consequences. Professor David cited data and pointed out that the vast majority of business leaders "back off" after approving the budget for AI projects and hand over the initiative completely to the IT department, turning the projects into pure technical exercises. As a result, up to 80% of AI projects fail due to lack of scalability, and a study by the Massachusetts Institute of Technology shows that 95% of companies fail to make any profit from their AI projects. Most of these projects are just isolated pilots, and the project leaders have no idea why they are using AI in those scenarios, making the entire project meaningless.
The real solution lies in "AI - enabled". This means that AI must serve a clear business goal and be integrated into the organization's business processes and transformation. This coincides with the concept repeatedly emphasized by Wang Bin in his speech: "Using AI to deeply integrate with friends in various industries should be an important development direction for Boyaa Technology in the future."
In fact, Boyaa Technology's overseas investment strategy is a successful example of the "AI - enabled" concept. Sun Dongxia, the person - in - charge (advisor) of Boyaa Technology's overseas investment, clearly defined its investment positioning at the press conference: "To be an escort for brands going global." In this cooperation model, the brands are responsible for expanding into new markets, while Boyaa Technology provides the crucial "technology base", with the core of the base being digital and AI capabilities. Its specific "three - step" strategy is also very clear: the first step is to "set benchmarks" by creating replicable cases; the second step is to "build an ecosystem" by establishing a shared service system; the third step is to "expand the results" by establishing a global fund to increase the investment scale.
The strategic cooperation case with the trendy coffee brand "Lahuan Coffee" vividly demonstrates how this "escort" works. As a brand that has opened more than 500 stores in China in just three years, "Lahuan Coffee"'s core advantage lies in its differentiated positioning and rapid replication ability. Boyaa Technology's strategic cooperation with it is all - round. Sun Dongxia introduced that Boyaa Technology not only helped it complete its first - round overseas strategic financing but also assisted in building a data center and AI - enabled core modules. At the press conference, a representative of Lahuan Coffee shared more specific details: the team is committed to applying the strategies of Internet companies to globalization, and Boyaa Technology's AI technology will play a key role in this process.
This intelligent IT system will cover the front - end, middle - end, and back - end. At the front - end, it will use AI user profiles for targeted marketing; at the middle - end, it will integrate data from various global channels to establish a unified membership system; at the back - end, it will solve the crucial issues of global compliance and supply - chain management. According to calculations, an intelligent supply - chain system can precisely control store losses and inventory, and is expected to reduce the costs of an overseas store by 20% - 30%. This injects the most precious "certainty" into the brand's rapid expansion in the unfamiliar overseas market.
This idea of building a deeply cooperative ecosystem may become even more important in the future. As Feng Dagang boldly speculated in the discussion, due to the influence of geopolitics in the future, it is very likely that "each country will have its own large - scale model". In this increasingly fragmented global AI landscape, single - point technology output will no longer be sustainable. Only an ecological model of deep binding and common growth can truly withstand the test of time.
In the AI Era, How to Define the Value of People?
As the boundaries of AI capabilities expand at an unprecedented speed, a more profound question arises for everyone: what is the value of people?
Looking back on the 30 - year journey, the first keyword Wang Bin mentioned was "people". However, the value of people is facing severe challenges in the AI era. Professor David De Cremer also issued a warning. He observed that AI is rapidly eliminating entry - level positions in industries such as accounting and law. If enterprises abandon the cultivation of young people for short - term efficiency, there will be an "experience gap" within the organization when the current 40 - 50 - year - old, experienced core employees retire. He named this "death by automation".
"We will need AI agents, and we are the ones who created them (and will eventually be replaced by them)," Professor David emphasized. In the future, the core competitiveness of talents will no longer be single - dimensional technical skills but soft skills such as critical thinking, emotional intelligence, cross - cultural communication ability, and integrative thinking. University education needs to shift from pure knowledge transfer to a model that combines skills and work experience.
This resonates with the talent philosophy that Wang Bin has developed over his 30 - year entrepreneurial journey. Regarding how to cultivate global talents, Wang Bin's view is extremely practical. In the current market environment, talent cultivation needs to be combined with practical experience to better promote enterprise growth.
He said frankly in an interview, "We emphasize more on using events, tasks, and goals to drive development." In other words, this is a practical philosophy of learning by doing. At the same time, Chen Chao, the senior vice - president of Boyaa Technology, also shared specific management practices in the round - table discussion: in global management, true localization must be achieved, with the core team composed of local people and the headquarters providing strategic and resource support. The most taboo thing is "remote control".
This insistence on the value of "people" ultimately returns to the essence of business. Wang Bin believes that in the To B market, the greatest value is always "being able to help others solve problems". As long as you can continuously create value for customers with good products and services, word - of - mouth will spread even more effectively than marketing.
Round - Table Discussion: How to Reshape Enterprise Strategy in the Face of Talent and Cultural Challenges in the AI and Globalization Era
"From talent cultivation to ecosystem construction, globalization is not a solitary journey but a joint expedition that requires the gathering of top - notch wisdom." This is the core concept conveyed by Boyaa Technology throughout the entire press conference. In the second season of the globalization narrative, Boyaa Technology will also be committed to building a more open and win - win ecological network.
Establishing an innovation center is a physical action to build a platform, while launching strategic investment is a chemical reaction to activate the ecosystem. The combination of the two forms the double helix of Boyaa Technology's future.
At the end of his on - site speech, Wang Bin mentioned a song he likes very much - "Meet" by Stefanie Sun. "Whom will I meet and what kind of dialogue will we have?" This lyric adds a warm human touch to this press conference full of business and technology. Wang Bin hopes to meet more global partners through the platform of Singapore and jointly create a better tomorrow.
For Boyaa Technology, which is 30 years old, and countless Chinese enterprises that are rethinking their globalization paths, this may be the only correct choice. It reflects a practical idealism that, while acknowledging the huge