<p>（第一財經）1 月 29 日 -- 根據諮詢公司凱爾尼控股中國分公司的負責人，以前中國品牌在海外建立知名度需要十年甚至更長時間，但現在這個時間縮短到了僅三到五年。</p>
<p>&#34;跨境電商、跨境營銷媒體和快速響應的供應鏈技術無疑加速了中國企業的全球擴張，&#34;陳佩怡在接受第一財經採訪時表示。&#34;但更重要的是，戰略思維和組織結構的升級。&#34;</p>
<p>&#34;五年前，當我與公司交談時，走向全球更多的是一種選擇，是對第二增長曲線的試探性探索。現在這已成為一種必要性，&#34;陳指出。這種戰略定位的轉變直接導致了組織結構的變化：從銷售部門的小團隊轉變為獨立的海外部門，負責人直接向首席執行官彙報。</p>
<p>中國的商業模式也在不斷演變，傳統的線性流程&#34;產品驗證 -- 渠道分銷 -- 品牌營銷&#34;被&#34;迭代測試和 A/B 實驗&#34;的敏捷思維所取代，陳表示，並補充説這種方法能夠更快地獲得市場反饋和更迅速地進行戰略調整。</p>
<p>她表示，最根本的變化在於品牌定位。&#34;五年前，性價比仍然是中國品牌在海外的重要標籤，但看看泡泡瑪特、花西子和石頭科技，它們是能夠收取高價的品牌，不再以性價比競爭，而是擁有自己的文化內涵和與普世價值相呼應的全球敍事邏輯。&#34;</p>
<p>關於文化內容市場，黑神話：悟空和哪吒的海外成功表明，中國文化元素可以通過新的美學表達和敍事方式迅速獲得全球消費者的認可，陳指出。&#34;這是一種文化自信的體現。&#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>三類走向全球的中國消費品牌</strong></p>
<p>凱爾尼中國將走向海外的中國消費品牌分為三類，陳表示。第一類包括家電和消費電子，作為&#34;走向全球的基礎，已經佔據了顯著的出口份額，但增長速度逐漸放緩。它們面臨的核心挑戰是如何突破現有市場的'內卷競爭'，在保持規模的同時提高利潤率。&#34;</p>
<p>第二類包括時尚服裝和文化產品，陳指出。&#34;這些品牌正處於高增長的黃金時期，但也面臨文化適應和用户忠誠度建立的雙重挑戰。為了使品牌從'病毒式'轉變為'持久的'，它們必須超越產品層面的競爭，升級為與消費者建立深厚的情感聯繫和文化認同。&#34;</p>
<p>例如，名創優品通過其知識產權戰略塑造情感符號，通過全球內容中心和本地化共創建立溝通橋樑，並通過線下娛樂場景傳遞即時的情感價值，陳指出。</p>
<p>第三類包括玩具、美容和個人護理產品，陳表示，儘管規模有限，但這些產品顯示出高增長和爆發潛力。例如，花西子將東方美學和非物質文化遺產工藝融入標誌性產品，已進入約 110 個國家和地區。</p>
<p>關於國際品牌全球化的經驗，陳特別提到日本和韓國，指出中國和日本品牌有相似之處，均擁有龐大的國內市場基礎和產業政策支持。在文化出口方面，韓流推動了韓國美容和生活方式行業的全球化，這是中國內容產業所追隨的道路，陳補充道。</p>
<p>然而，陳強調，日本品牌的教訓同樣值得借鑑。&#34;它們往往以總部為中心，產品創新和品牌營銷需要保持全球統一的質量，同時偏向集體決策，許多決策需要在東京獲得批准，這使得市場反饋循環非常緩慢。&#34;</p>
<p>&#34;在這一點上，中國公司應該能夠做得比日本更好，&#34;陳説。</p>
<p>此外，陳指出，日本品牌早期對美國市場的過度依賴使其在面對貿易制裁時處於被動狀態。&#34;單靠性價比絕對不夠，但中國公司正在逐漸擺脱這種定位。&#34;</p>
<p><strong>展望未來</strong></p>
<p>關於中國企業走向全球的未來趨勢，陳認為人工智能可以提高產品迭代速度和供應鏈效率，而文化內容產業的崛起將為品牌帶來更大的溢價能力，陳指出。</p>
<p>然而，企業應關注三個重大挑戰，陳指出。首先是管理慣性風險，企業需要發展本地化的決策機制，而不僅僅是將國內管理理念搬到海外。</p>
<p>第二是人才管道挑戰，她建議採用&#34;國內高管與海外副手相結合&#34;的模式，同時強調培養本地人才和建立長期的人才管道。第三是合規成本，要求企業在合規要求和擴張速度之間找到平衡，陳指出。</p>
<p>&#34;我對中國品牌相對有信心。中國的供應鏈優勢不容忽視，這是成本方面的巨大優勢，&#34;陳説。&#34;我們在產品設計和本地化營銷敍事方面也相當強，但走向全球絕對是高風險的，代表着中長期的趨勢。關鍵在於企業如何以計算風險的方法進行海外擴張。&#34;</p>
<p>編輯：馬丁·卡迪耶夫</p>

<p>根據凱捷中國首席顧問陳佩怡的説法，中國品牌現在只需三到五年就能在全球建立自己的地位，這一時間顯著縮短了，較之前十年的時間框架大幅減少。這一加速歸因於跨境電子商務、營銷和供應鏈技術的進步，以及戰略思維的轉變。品牌正在從以性價比競爭轉變為通過文化敍事建立高端定位。凱捷將品牌分為三類：家電、時尚和玩具，每類品牌面臨獨特的挑戰。未來趨勢包括利用人工智能提高效率，並解決管理、人才和合規性挑戰</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>（第一財經）1 月 29 日 -- 根據諮詢公司凱爾尼控股中國分公司的負責人，以前中國品牌在海外建立知名度需要十年甚至更長時間，但現在這個時間縮短到了僅三到五年。</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;跨境電商、跨境營銷媒體和快速響應的供應鏈技術無疑加速了中國企業的全球擴張，&#34;陳佩怡在接受第一財經採訪時表示。&#34;但更重要的是，戰略思維和組織結構的升級。&#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，當我與公司交談時，走向全球更多的是一種選擇，是對第二增長曲線的試探性探索。現在這已成為一種必要性，&#34;陳指出。這種戰略定位的轉變直接導致了組織結構的變化：從銷售部門的小團隊轉變為獨立的海外部門，負責人直接向首席執行官彙報。</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>中國的商業模式也在不斷演變，傳統的線性流程&#34;產品驗證 -- 渠道分銷 -- 品牌營銷&#34;被&#34;迭代測試和 A/B 實驗&#34;的敏捷思維所取代，陳表示，並補充説這種方法能夠更快地獲得市場反饋和更迅速地進行戰略調整。</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，最根本的變化在於品牌定位。&#34;五年前，性價比仍然是中國品牌在海外的重要標籤，但看看泡泡瑪特、花西子和石頭科技，它們是能夠收取高價的品牌，不再以性價比競爭，而是擁有自己的文化內涵和與普世價值相呼應的全球敍事邏輯。&#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>關於文化內容市場，黑神話：悟空和哪吒的海外成功表明，中國文化元素可以通過新的美學表達和敍事方式迅速獲得全球消費者的認可，陳指出。&#34;這是一種文化自信的體現。&#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>三類走向全球的中國消費品牌</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>凱爾尼中國將走向海外的中國消費品牌分為三類，陳表示。第一類包括家電和消費電子，作為&#34;走向全球的基礎，已經佔據了顯著的出口份額，但增長速度逐漸放緩。它們面臨的核心挑戰是如何突破現有市場的'內卷競爭'，在保持規模的同時提高利潤率。&#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>第二類包括時尚服裝和文化產品，陳指出。&#34;這些品牌正處於高增長的黃金時期，但也面臨文化適應和用户忠誠度建立的雙重挑戰。為了使品牌從'病毒式'轉變為'持久的'，它們必須超越產品層面的競爭，升級為與消費者建立深厚的情感聯繫和文化認同。&#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，名創優品通過其知識產權戰略塑造情感符號，通過全球內容中心和本地化共創建立溝通橋樑，並通過線下娛樂場景傳遞即時的情感價值，陳指出。</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>第三類包括玩具、美容和個人護理產品，陳表示，儘管規模有限，但這些產品顯示出高增長和爆發潛力。例如，花西子將東方美學和非物質文化遺產工藝融入標誌性產品，已進入約 110 個國家和地區。</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>關於國際品牌全球化的經驗，陳特別提到日本和韓國，指出中國和日本品牌有相似之處，均擁有龐大的國內市場基礎和產業政策支持。在文化出口方面，韓流推動了韓國美容和生活方式行業的全球化，這是中國內容產業所追隨的道路，陳補充道。</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，陳強調，日本品牌的教訓同樣值得借鑑。&#34;它們往往以總部為中心，產品創新和品牌營銷需要保持全球統一的質量，同時偏向集體決策，許多決策需要在東京獲得批准，這使得市場反饋循環非常緩慢。&#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;在這一點上，中國公司應該能夠做得比日本更好，&#34;陳説。</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，陳指出，日本品牌早期對美國市場的過度依賴使其在面對貿易制裁時處於被動狀態。&#34;單靠性價比絕對不夠，但中國公司正在逐漸擺脱這種定位。&#34;</p>
</div><p><strong>Looking Ahead</strong></p>
<div class="lb-trans"><p><strong>展望未來</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>關於中國企業走向全球的未來趨勢，陳認為人工智能可以提高產品迭代速度和供應鏈效率，而文化內容產業的崛起將為品牌帶來更大的溢價能力，陳指出。</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，企業應關注三個重大挑戰，陳指出。首先是管理慣性風險，企業需要發展本地化的決策機制，而不僅僅是將國內管理理念搬到海外。</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>第二是人才管道挑戰，她建議採用&#34;國內高管與海外副手相結合&#34;的模式，同時強調培養本地人才和建立長期的人才管道。第三是合規成本，要求企業在合規要求和擴張速度之間找到平衡，陳指出。</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;我對中國品牌相對有信心。中國的供應鏈優勢不容忽視，這是成本方面的巨大優勢，&#34;陳説。&#34;我們在產品設計和本地化營銷敍事方面也相當強，但走向全球絕對是高風險的，代表着中長期的趨勢。關鍵在於企業如何以計算風險的方法進行海外擴張。&#34;</p>
</div><p>Editor: Martin Kadiev</p>
<div class="lb-trans"><p>編輯：馬丁·卡迪耶夫</p>
</div>

凱捷中國的負責人表示，中國品牌僅需三到五年即可實現全球化