<p>（第一财经）1 月 29 日 -- 根据咨询公司凯尔尼控股中国分公司的负责人，以前中国品牌在海外建立知名度需要十年甚至更长时间，但现在这个时间缩短到了仅三到五年。</p>
<p>&#34;跨境电商、跨境营销媒体和快速响应的供应链技术无疑加速了中国企业的全球扩张，&#34;陈佩怡在接受第一财经采访时表示。&#34;但更重要的是，战略思维和组织结构的升级。&#34;</p>
<p>&#34;五年前，当我与公司交谈时，走向全球更多的是一种选择，是对第二增长曲线的试探性探索。现在这已成为一种必要性，&#34;陈指出。这种战略定位的转变直接导致了组织结构的变化：从销售部门的小团队转变为独立的海外部门，负责人直接向首席执行官汇报。</p>
<p>中国的商业模式也在不断演变，传统的线性流程&#34;产品验证 -- 渠道分销 -- 品牌营销&#34;被&#34;迭代测试和 A/B 实验&#34;的敏捷思维所取代，陈表示，并补充说这种方法能够更快地获得市场反馈和更迅速地进行战略调整。</p>
<p>她表示，最根本的变化在于品牌定位。&#34;五年前，性价比仍然是中国品牌在海外的重要标签，但看看泡泡玛特、花西子和石头科技，它们是能够收取高价的品牌，不再以性价比竞争，而是拥有自己的文化内涵和与普世价值相呼应的全球叙事逻辑。&#34;</p>
<p>关于文化内容市场，黑神话：悟空和哪吒的海外成功表明，中国文化元素可以通过新的美学表达和叙事方式迅速获得全球消费者的认可，陈指出。&#34;这是一种文化自信的体现。&#34;</p>
<p><img src="https://imageproxy.pbkrs.com/https://imgcn.yicaiglobal.com/src/image/2026/01/110250792704709.jpg?x-oss-process=image/auto-orient,1/interlace,1/resize,w_1440,h_1440/quality,q_95/format,jpg" alt="" width="1203" height="1163" original-src="https://imageproxy.pbkrs.com/https://imgcn.yicaiglobal.com/src/image/2026/01/110250792704709.jpg"/></p>
<p><strong>三类走向全球的中国消费品牌</strong></p>
<p>凯尔尼中国将走向海外的中国消费品牌分为三类，陈表示。第一类包括家电和消费电子，作为&#34;走向全球的基础，已经占据了显著的出口份额，但增长速度逐渐放缓。它们面临的核心挑战是如何突破现有市场的'内卷竞争'，在保持规模的同时提高利润率。&#34;</p>
<p>第二类包括时尚服装和文化产品，陈指出。&#34;这些品牌正处于高增长的黄金时期，但也面临文化适应和用户忠诚度建立的双重挑战。为了使品牌从'病毒式'转变为'持久的'，它们必须超越产品层面的竞争，升级为与消费者建立深厚的情感联系和文化认同。&#34;</p>
<p>例如，名创优品通过其知识产权战略塑造情感符号，通过全球内容中心和本地化共创建立沟通桥梁，并通过线下娱乐场景传递即时的情感价值，陈指出。</p>
<p>第三类包括玩具、美容和个人护理产品，陈表示，尽管规模有限，但这些产品显示出高增长和爆发潜力。例如，花西子将东方美学和非物质文化遗产工艺融入标志性产品，已进入约 110 个国家和地区。</p>
<p>关于国际品牌全球化的经验，陈特别提到日本和韩国，指出中国和日本品牌有相似之处，均拥有庞大的国内市场基础和产业政策支持。在文化出口方面，韩流推动了韩国美容和生活方式行业的全球化，这是中国内容产业所追随的道路，陈补充道。</p>
<p>然而，陈强调，日本品牌的教训同样值得借鉴。&#34;它们往往以总部为中心，产品创新和品牌营销需要保持全球统一的质量，同时偏向集体决策，许多决策需要在东京获得批准，这使得市场反馈循环非常缓慢。&#34;</p>
<p>&#34;在这一点上，中国公司应该能够做得比日本更好，&#34;陈说。</p>
<p>此外，陈指出，日本品牌早期对美国市场的过度依赖使其在面对贸易制裁时处于被动状态。&#34;单靠性价比绝对不够，但中国公司正在逐渐摆脱这种定位。&#34;</p>
<p><strong>展望未来</strong></p>
<p>关于中国企业走向全球的未来趋势，陈认为人工智能可以提高产品迭代速度和供应链效率，而文化内容产业的崛起将为品牌带来更大的溢价能力，陈指出。</p>
<p>然而，企业应关注三个重大挑战，陈指出。首先是管理惯性风险，企业需要发展本地化的决策机制，而不仅仅是将国内管理理念搬到海外。</p>
<p>第二是人才管道挑战，她建议采用&#34;国内高管与海外副手相结合&#34;的模式，同时强调培养本地人才和建立长期的人才管道。第三是合规成本，要求企业在合规要求和扩张速度之间找到平衡，陈指出。</p>
<p>&#34;我对中国品牌相对有信心。中国的供应链优势不容忽视，这是成本方面的巨大优势，&#34;陈说。&#34;我们在产品设计和本地化营销叙事方面也相当强，但走向全球绝对是高风险的，代表着中长期的趋势。关键在于企业如何以计算风险的方法进行海外扩张。&#34;</p>
<p>编辑：马丁·卡迪耶夫</p>

<p>根据凯捷中国首席顾问陈佩怡的说法，中国品牌现在只需三到五年就能在全球建立自己的地位，这一时间显著缩短了，较之前十年的时间框架大幅减少。这一加速归因于跨境电子商务、营销和供应链技术的进步，以及战略思维的转变。品牌正在从以性价比竞争转变为通过文化叙事建立高端定位。凯捷将品牌分为三类：家电、时尚和玩具，每类品牌面临独特的挑战。未来趋势包括利用人工智能提高效率，并解决管理、人才和合规性挑战</p>

<p>(Yicai) Jan. 29 -- It used to take Chinese brands a decade or even longer to establish a name overseas, but they have shortened the timeframe to just three to five years, according to the principal of the consulting firm Kearney Holdings' China arm.</p>
<div class="lb-trans"><p>（第一财经）1 月 29 日 -- 根据咨询公司凯尔尼控股中国分公司的负责人，以前中国品牌在海外建立知名度需要十年甚至更长时间，但现在这个时间缩短到了仅三到五年。</p>
</div><p>&#34;Cross-border e-commerce, cross-border marketing media, and quick-response supply chain technologies have certainly accelerated Chinese firms' global expansion,&#34; Chen Peiyi said in an interview with Yicai yesterday. &#34;But more importantly, there has been an upgrade in strategic thinking and organizational structure.</p>
<div class="lb-trans"><p>&#34;跨境电商、跨境营销媒体和快速响应的供应链技术无疑加速了中国企业的全球扩张，&#34;陈佩怡在接受第一财经采访时表示。&#34;但更重要的是，战略思维和组织结构的升级。&#34;</p>
</div><p>&#34;Five years ago, when I spoke with companies, going global was more of an option, a tentative exploration of a second growth curve. Now it's a necessity,&#34; Chen noted. This shift in strategic positioning has directly led to organizational changes: from small teams under sales departments to independent overseas divisions with heads reporting directly to chief executives, she pointed out.</p>
<div class="lb-trans"><p>&#34;五年前，当我与公司交谈时，走向全球更多的是一种选择，是对第二增长曲线的试探性探索。现在这已成为一种必要性，&#34;陈指出。这种战略定位的转变直接导致了组织结构的变化：从销售部门的小团队转变为独立的海外部门，负责人直接向首席执行官汇报。</p>
</div><p>Business models in China are also evolving, with the traditional linear process of &#34;product validation -- channel distribution -- brand marketing&#34; being replaced by an agile mindset of &#34;iterative testing and A/B experimentation,&#34; Chen said, adding that this approach enables faster market feedback and quicker strategic adjustments.</p>
<div class="lb-trans"><p>中国的商业模式也在不断演变，传统的线性流程&#34;产品验证 -- 渠道分销 -- 品牌营销&#34;被&#34;迭代测试和 A/B 实验&#34;的敏捷思维所取代，陈表示，并补充说这种方法能够更快地获得市场反馈和更迅速地进行战略调整。</p>
</div><p>The most fundamental change lies in brand positioning, she said. &#34;Five years ago, value-for-money was still an important label for Chinese brands overseas, but look at Pop Mart, Florasis, and Roborock, they are brands that command premium prices and no longer compete on value-for-money but have their own cultural connotations and global narrative logic that resonate with universal values.&#34;</p>
<div class="lb-trans"><p>她表示，最根本的变化在于品牌定位。&#34;五年前，性价比仍然是中国品牌在海外的重要标签，但看看泡泡玛特、花西子和石头科技，它们是能够收取高价的品牌，不再以性价比竞争，而是拥有自己的文化内涵和与普世价值相呼应的全球叙事逻辑。&#34;</p>
</div><p>Regarding the cultural content market, the overseas success of Black Myth: Wukong and Ne Zha has shown that Chinese cultural elements can quickly gain global consumer recognition through new aesthetic expressions and narrative approaches, Chen pointed out. &#34;This is a manifestation of cultural confidence.&#34;</p>
<div class="lb-trans"><p>关于文化内容市场，黑神话：悟空和哪吒的海外成功表明，中国文化元素可以通过新的美学表达和叙事方式迅速获得全球消费者的认可，陈指出。&#34;这是一种文化自信的体现。&#34;</p>
</div><p><img src="https://imageproxy.pbkrs.com/https://imgcn.yicaiglobal.com/src/image/2026/01/110250792704709.jpg" alt="" original-src="https://imgcn.yicaiglobal.com/src/image/2026/01/110250792704709.jpg"/></p>
<p><strong>Three Types of Chinese Consumer Brands Going Global</strong></p>
<div class="lb-trans"><p><strong>三类走向全球的中国消费品牌</strong></p>
</div><p>Kearney China categorizes Chinese consumer brands expanding overseas into three types, Chen said. The first includes home appliances and consumer electronics, serving as &#34;the foundation of going global, having captured significant export share, but with gradually slowing growth rates. The core challenge for them is how to break through 'involutionary competition' in existing markets and improve profit margins while maintaining their size.&#34;</p>
<div class="lb-trans"><p>凯尔尼中国将走向海外的中国消费品牌分为三类，陈表示。第一类包括家电和消费电子，作为&#34;走向全球的基础，已经占据了显著的出口份额，但增长速度逐渐放缓。它们面临的核心挑战是如何突破现有市场的'内卷竞争'，在保持规模的同时提高利润率。&#34;</p>
</div><p>The second includes fashion apparel and cultural products, Chen noted. &#34;These brands are in a golden period of high growth, but also face dual challenges of cultural adaptation and user loyalty building. For brands to evolve from 'viral' to 'enduring,' they must transcend product-level competition and upgrade to setting deep emotional connections and cultural identity with consumers.&#34;</p>
<div class="lb-trans"><p>第二类包括时尚服装和文化产品，陈指出。&#34;这些品牌正处于高增长的黄金时期，但也面临文化适应和用户忠诚度建立的双重挑战。为了使品牌从'病毒式'转变为'持久的'，它们必须超越产品层面的竞争，升级为与消费者建立深厚的情感联系和文化认同。&#34;</p>
</div><p>For example, Miniso has shaped emotional symbols through its intellectual property strategy, built communication bridges through a global content hub and localized co-creation, and delivered immediate emotional value through offline entertainment scenarios, she pointed out.</p>
<div class="lb-trans"><p>例如，名创优品通过其知识产权战略塑造情感符号，通过全球内容中心和本地化共创建立沟通桥梁，并通过线下娱乐场景传递即时的情感价值，陈指出。</p>
</div><p>The third category includes toys, beauty, and personal care products, Chen said, adding that while limited in size, these show high-growth, explosive potential. For instance, Florasis, which integrates Eastern aesthetics and intangible cultural heritage craftsmanship into signature items, has entered about 110 countries and regions.</p>
<div class="lb-trans"><p>第三类包括玩具、美容和个人护理产品，陈表示，尽管规模有限，但这些产品显示出高增长和爆发潜力。例如，花西子将东方美学和非物质文化遗产工艺融入标志性产品，已进入约 110 个国家和地区。</p>
</div><p>Regarding international brand globalization experiences, Chen specifically mentioned Japan and South Korea, noting that Chinese and Japanese brands share similarities, with both possessing large domestic market foundations and industrial policy support. In cultural exports, the Korean Wave drove the globalization of the Korean beauty and lifestyle sectors, a path that the Chinese content industry follows, she added.</p>
<div class="lb-trans"><p>关于国际品牌全球化的经验，陈特别提到日本和韩国，指出中国和日本品牌有相似之处，均拥有庞大的国内市场基础和产业政策支持。在文化出口方面，韩流推动了韩国美容和生活方式行业的全球化，这是中国内容产业所追随的道路，陈补充道。</p>
</div><p>However, Japanese brands' lessons are equally worth heeding, Chen stressed. &#34;They tend to be headquarters-centric, with product innovation and brand marketing needing to maintain globally unified quality, while favoring collective decision-making, with many decisions requiring approval in Tokyo, making market feedback loops very slow.&#34;</p>
<div class="lb-trans"><p>然而，陈强调，日本品牌的教训同样值得借鉴。&#34;它们往往以总部为中心，产品创新和品牌营销需要保持全球统一的质量，同时偏向集体决策，许多决策需要在东京获得批准，这使得市场反馈循环非常缓慢。&#34;</p>
</div><p>&#34;On this point, Chinese companies should be able to do better than Japan,&#34; according to Chen.</p>
<div class="lb-trans"><p>&#34;在这一点上，中国公司应该能够做得比日本更好，&#34;陈说。</p>
</div><p>In addition, Japanese brands' early over-reliance on the US market left them passive when facing trade sanctions, Chen noted. &#34;Relying solely on value-for-money is definitely not enough, but Chinese companies are gradually moving away from that positioning.&#34;</p>
<div class="lb-trans"><p>此外，陈指出，日本品牌早期对美国市场的过度依赖使其在面对贸易制裁时处于被动状态。&#34;单靠性价比绝对不够，但中国公司正在逐渐摆脱这种定位。&#34;</p>
</div><p><strong>Looking Ahead</strong></p>
<div class="lb-trans"><p><strong>展望未来</strong></p>
</div><p>Regarding future trends for Chinese firms going global, Chen believes artificial intelligence can enhance product iteration speed and supply chain efficiency, while the rise of the cultural content industry will bring brands greater premium pricing power, she noted.</p>
<div class="lb-trans"><p>关于中国企业走向全球的未来趋势，陈认为人工智能可以提高产品迭代速度和供应链效率，而文化内容产业的崛起将为品牌带来更大的溢价能力，陈指出。</p>
</div><p>However, companies should watch for three big challenges, she pointed out. First is management inertia risk, with firms needing to develop localized decision-making mechanisms and not simply move domestic management concepts overseas, she said.</p>
<div class="lb-trans"><p>然而，企业应关注三个重大挑战，陈指出。首先是管理惯性风险，企业需要发展本地化的决策机制，而不仅仅是将国内管理理念搬到海外。</p>
</div><p>Second is talent pipeline challenges, for which she recommends adopting a model combining &#34;domestic executives with overseas deputies&#34; while emphasizing cultivating local talent and building long-term pipelines. Third is compliance costs, requiring companies to find a balance between compliance requirements and expansion speed, she noted.</p>
<div class="lb-trans"><p>第二是人才管道挑战，她建议采用&#34;国内高管与海外副手相结合&#34;的模式，同时强调培养本地人才和建立长期的人才管道。第三是合规成本，要求企业在合规要求和扩张速度之间找到平衡，陈指出。</p>
</div><p>&#34;I'm relatively confident about Chinese brands. China's supply chain advantages cannot be ignored, it is a huge advantage on the cost side,&#34; Chen said. &#34;We are also quite strong in product design and localized marketing narratives, but going global is definitely high-risk and represents a medium-to-long-term trend. The key is how companies expand overseas using a calculated risk approach.&#34;</p>
<div class="lb-trans"><p>&#34;我对中国品牌相对有信心。中国的供应链优势不容忽视，这是成本方面的巨大优势，&#34;陈说。&#34;我们在产品设计和本地化营销叙事方面也相当强，但走向全球绝对是高风险的，代表着中长期的趋势。关键在于企业如何以计算风险的方法进行海外扩张。&#34;</p>
</div><p>Editor: Martin Kadiev</p>
<div class="lb-trans"><p>编辑：马丁·卡迪耶夫</p>
</div>

凯捷中国的负责人表示，中国品牌仅需三到五年即可实现全球化