Zhang Wei, Deputy Secretary-General of the Center for China and Globalization (CCG): Going global is not simply a "geographical relocation" but a comprehensive transformation of enterprises | The 2025 Going Global Conference
On July 25th, guided by the Department of Commerce of Zhejiang Province, the Secretariat of the China Cooperation Center for Special Economic Zones of BRICS countries, the Hangzhou Bureau of Commerce, and the Qiantang District Bureau of Commerce, and jointly hosted by 36Kr and Qiantang Construction Group, the 2025 "From 'Ingenuity' to the 'World'" Overseas Expansion Conference will be grandly inaugurated at the Grand Mercure Hangzhou Qiantang. As a brand - new IP event of 36Kr focusing on the fields of globalization and overseas expansion, the conference will set up a main venue and a sub - venue, the "Investing in BRICS" - Country - to - Country Cooperation Matching Meeting. The main venue of the conference will be divided into two chapters: "Finding Certainty in Uncertainty" and "Doing Business Globally", focusing on popular overseas expansion fields such as consumption, technology, e - commerce, finance, and new energy. It will cover more than 10 keynote speeches, 5 round - table discussions, and the release of the East Forward 2025 Overseas Globalization Innovation List, decoding the certain logic of the coordinated growth of "product - technology - ecosystem" and providing a reference for enterprises to navigate through the fog of globalization and build sustainable overseas expansion capabilities.
On that day, Zhang Wei, the deputy secretary - general of the Center for China and Globalization (CCG), will bring a keynote sharing titled "Opportunities, Challenges, and Success Paths for Chinese Enterprises' Overseas Expansion from the Perspective of a Think Tank".
The following is the content of Zhang Wei's speech, edited by 36Kr:
Dear guests, good afternoon! From the perspective of the Center for China and Globalization, I would like to share some thoughts on the opportunities, challenges, and success paths for Chinese enterprises' overseas expansion. The core can be summarized as a "344 formation" - three major opportunities, four challenges, and four core capabilities.
I. Opportunities: Three Strategic Windows in the Era of Globalization 3.0
From the first globalization initiated by the Age of Discovery in 1492, to the second globalization driven by the Industrial Revolution in 1800, and then to Globalization 3.0 catalyzed by the Internet after 2000, humanity is experiencing the third wave of globalization. The core feature of this era is that digital technology is reconstructing production relations and productivity, creating unique opportunities for Chinese enterprises to expand overseas.
1. Accelerated Release of Regional Economic Integration Dividends
In the past, globalization was dominated by the United States, but its logic can no longer meet the development needs of various countries. In recent years, the United States has frequently "withdrawn from groups" and "imposed additional tariffs", which is essentially the "willfulness" of a hegemonic country in its decline. Meanwhile, more countries are seeking new cooperation paths: EU leaders have visited China frequently, ASEAN has become China's largest trading partner, and the Regional Comprehensive Economic Partnership (RCEP) has continuously released facilitation dividends since its implementation three years ago... All these indicate that regional cooperation is becoming the new mainstream of globalization.
Taking RCEP as an example, trade facilitation measures have made it easier to reach a consensus on product standards and significantly improved the efficiency of logistics and quarantine. For instance, Malaysian durians could not be exported to China due to preservation problems in the past. Now, with fast logistics and exemption from inspection policies, consumers in Harbin can also enjoy fresh Musang King durians. For enterprises, this means a significant reduction in the "customs clearance cost" for product overseas expansion. In particular, markets along the "Belt and Road" such as ASEAN and the Middle East are becoming key areas for layout.
2. Value Upgrading in the Reconstruction of the Global Industrial Chain
Chinese enterprises have shifted from "OEM manufacturing" to "brand and technology output", achieving "leapfrog development" in fields such as new - energy vehicles, batteries, and high - end manufacturing. BYD has established its European headquarters in Hungary, Geely and Volvo have jointly developed vehicle technology, and CATL occupies 57% of the global battery market share... These cases confirm the breakthroughs of Chinese enterprises in the middle and high - end of the value chain.
The interconnection of infrastructure has further strengthened this advantage: after the opening of the China - Laos Railway, logistics costs have been reduced by 15%, and customs clearance efficiency has been improved by 30%. In the future, the extension of the China - Europe Railway Express will further connect the Eurasian supply chain. The combination of "hard connectivity" and "soft connectivity" (rule alignment) enables Chinese enterprises to occupy a more central position in the reconstruction of the industrial chain.
3. Paradigm Revolution Driven by Digital Technology
China leads the world in the full - industrial - chain advantages (computing power, algorithms, application scenarios) in the digital economy. SHEIN launches 4000 new products every day through its flexible supply chain, and TikTok has become a global phenomenon with its unique algorithm. These cases prove that digital technology enables enterprises to reach global users in a "small, fast, and flexible" way and even rewrite industry rules.
However, it should be noted that technological advantages have also intensified international competition. The United States has even revised laws specifically to promote the forced acquisition of TikTok in an attempt to contain it, which is essentially using power politics to compete for digital hegemony. This also confirms the global competitiveness of China's digital technology from the side.
II. Challenges: The Overlapping Impact of Traditional and New Risks
Behind the opportunities, the challenges are also significant. Currently, enterprises going overseas are facing a double - edged test of "traditional risks + new risks":
1. The Over - securitization of Geopolitical Risks
Under the normalization of Sino - US competition, the tendency of "over - securitization" has intensified. Fields such as technology, trade, and investment are often labeled as "national security". Enterprises need to establish a trinity risk - control system of "technology - law - politics" to avoid becoming victims of geopolitical games.
2. The Localization Gap in Compliance Governance
The laws and regulations of different countries vary greatly. The EU's Emissions Trading System (ETS) and Carbon Border Adjustment Mechanism (CBAM) require enterprises to be green - compliant throughout their life cycles. The labor laws and data privacy laws in Southeast Asia are significantly different from those in China. Once an enterprise crosses the red line, it may face "sky - high fines" or even business suspension.
3. Structural Shortage of Talents
The scarcity of cross - cultural management talents is a common pain point. Enterprises find it difficult to dispatch a large number of senior executives overseas and have to rely on local teams. However, how to train local talents who understand both business and culture remains a long - term issue.
4. Hidden Challenges to Supply Chain Resilience
Some enterprises blindly follow the trend in layout (such as flocking to Vietnam and Mexico), ignoring problems such as insufficient industrial chain support and policy fluctuations in the local area. The "resilience" of the supply chain not only lies in diversified layout but also in the prediction and dynamic adjustment of regional risks.
III. Success Path: Transformation from Opportunity - driven to Capability - driven
In the early days, going overseas relied on "boldness", but now it requires "strong capabilities". Based on the cases tracked by CCG over the years (such as TCL's 25 - year overseas expansion and Transsion's in - depth development in Africa), successful overseas - going enterprises need to have four core capabilities:
1. Strategic Anchoring: From Followers to Co - builders of Rules
Instead of passively adapting to international rules, Chinese enterprises should actively participate in formulating standards. Huawei's promotion of 5G standards and CATL's leading role in battery technology specifications are all examples of "from product output to rule output". In fields such as new energy and the digital economy, Chinese enterprises have the strength to formulate global standards.
2. In - depth Localization: From Market Entry to Cultural Integration
Localization is not simply "setting up factories and selling goods", but deeply integrating into local culture. For example, Transsion has optimized the camera algorithm for African users to make it more suitable for dark - skinned people; Haier has launched air conditioners suitable for the humid climate in Southeast Asia, which are all manifestations of "cultural empathy". Only when products and services are "grounded" can enterprises truly take root in the market.
3. Risk Prevention and Control: Building an Intelligent Early - warning System
Use AI technology to achieve pre - compliance. Monitor policy changes and public opinion risks in various countries through big data and formulate response plans in advance. Remember: "Not going overseas may lead to being eliminated, but there are more cases of being eliminated once going overseas." Risk control is the "lifeline" of overseas expansion.
4. Value Co - creation: Creating a Sustainable Development Model
Establish a "community of interests" with the local area: when building factories in Africa, hire local employees and participate in community public welfare to make the factory a "livelihood for locals"; when laying out in Europe, jointly conduct research and development with local enterprises and share technological dividends. This "soft power" can protect enterprises in times of turmoil.
IV. Overseas Expansion of the Yangtze River Delta: "Dual - wheel Drive" of Manufacturing Upgrading and Digital Economy
As a "dual - highland" of manufacturing and the digital economy, enterprises in the Yangtze River Delta should base themselves on these two advantages and take a differentiated path:
- Overseas Expansion of High - end Manufacturing: Relying on the automobile industrial chain in Ningbo and intelligent manufacturing in Suzhou, promote the integrated layout of "manufacturing + R & D" and avoid the old path of "emphasizing production and neglecting technology".
- Empowerment of the Digital Economy: Leverage the advantages of the digital industry in Hangzhou (e - commerce, live - streaming, AI) and replicate the mature "digital marketing + supply chain" model in China overseas. For example, improve the user experience through TikTok live - streaming and AR try - ons.
Enterprises in the Yangtze River Delta need to pay more attention to "win - win for all three parties" - balancing the relationships with local governments, communities, and partners to make overseas expansion a "win - win" rather than a "zero - sum" game.
Conclusion
Going overseas is not simply a "geographical migration", but a comprehensive transformation of enterprise strategy, cultural tolerance, and institutional innovation. In the era of Globalization 3.0, the overseas expansion path of Chinese enterprises may be full of challenges, but with the advantages of the supply chain, digital technology strength, and cultural resilience, they will surely find their place in the global market.
Since its establishment in 2008, the Center for China and Globalization (CCG) has been committed to providing policy research, risk assessment, and other support for enterprises going overseas. We hope to move forward steadily on this opportunity - filled path with you and truly achieve "win - win with the world".
Thank you all!