From overseas expansion to higher-quality integration

Zhang noted that Chinese developers often expand as individual players rather than as part of an integrated industry ecosystem, limiting their collective branding power.

For industrial and cultural enterprises, localization is increasingly defined by risk control and cultural management.

Zhang Wei, CEO of CNAUTO, an automotive industry platform under Beijing United Information Technology, said overseas expansion in traditional sectors such as automotive equipment and chemicals requires tight control over logistics and compliance before marketing or sales can scale.

"In our industry, safety and risk control come first. Otherwise, everything is just on paper, and all the risk sits with you," Zhang said. He advocated for digital, flexible supply chains and vertically specialized warehouses to ensure compliance, particularly in markets with complex regulatory environments.

Cultural integration is also emerging as a decisive factor for consumer and creative industries. Jin Xun, vice-president of the International Division at 52TOYS, a Beijing-based pop-culture toy company, said the key is an inclusive corporate culture.

"Cultural conflicts are often less about religion or language than about work habits and communication styles," said Jin, whose company now operates in more than 30 countries. "A lot of things aren't managed into existence — they are built together through respect."

As Chinese companies deepen their global presence, compliance pressures are also becoming more complex, said Zhou Mi, a senior researcher at the Chinese Academy of International Trade and Economic Cooperation.

"On the one hand, companies must comply with long-established international norms, such as respecting local cultures, protecting the environment and fulfilling corporate social responsibility,"Zhou said. "On the other hand, they are facing new and rapidly evolving requirements, including green trade barriers, cross-border data rules, foreign investment reviews and country-specific restrictions."

Chinese companies, he said, must not only understand existing global rules and adjust their behavior accordingly, but also develop the capacity to respond effectively to new regulatory demands — a challenge that is becoming increasingly significant.

Looking ahead, Zhou said Chinese companies should not be subjected to differential treatment simply because of their country of origin, but as long-term contributors to global development.

"Chinese companies have a cultural DNA of working hard, creating value, using resources efficiently and continuously innovating," he said. "That should not be a reason for special treatment, but a basis for deeper cooperation."

Roland Berger said 2026 represents a critical juncture rather than a starting or ending point for Chinese companies' global expansion. Entire industries, it said, are shifting from large-scale overseas expansion toward higher-quality global integration.

Executives and analysts agreed that future growth will depend on combining product strength with brand resilience, enabling "Made in China" to evolve into "Brands from China" that are genuinely embedded in local economies and societies worldwide.

lijing2009@chinadaily.com.cn