——Tupu Consulting Group · Exclusive Observation

The future of Chinese enterprises going global will be a more diversified, in-depth, and sustainable process of globalization. In this process, 

Chinese enterprises will gradually grow into truly global enterprises, making greater contributions to global economic development and human 

civilization progress.

As a global consulting firm with a long-term focus on new energy, new manufacturing, cross-border investment, and international marketing, 

TUPU Consulting Group has provided integrated solutions from market research, strategic design to implementation for dozens of Chinese 

companies in the European, Middle Eastern, Southeast Asian, and African markets through its "Puyue Going Global" platform. We have witnessed 

and witnessed the entire process of Chinese enterprises transitioning from exploratory "going global" to systematic and deep sea globalization.

01 Wave of Going Global: Chinese Enterprises Accelerate Globalization Process

By 2025, Chinese enterprises going global has become an irreversible trend of the times. This is not only a choice to cope with domestic market 

competition pressure, but also a strategic choice to go global and participate in global economic governance. An era is coming where Chinese 

companies define a new way of globalization, and more and more world-class multinational corporations will emerge in this process.

1.1 The scale of going global continues to expand

According to the latest data, the scale of Chinese enterprises going global is growing rapidly. The scale of going global in 2024 has reached 2.17 

trillion US dollars, and it is expected to exceed 2.5 trillion US dollars by 2025, a year-on-year increase of about 15%.

The overseas project data from Tupu Consulting shows that this growth is not simply a quantitative change, but a comprehensive upgrade in 

investment structure, regional layout, and business model. For example, in countries along the "the Belt and Road", the growth rate of non-financial 

direct investment is higher than the overall level. In customer projects in Hungary, Poland and the United Arab Emirates, we clearly feel that enterprises 

attach more importance to the combination model of "localized landing+long-term operation".

1.2 Diversified distribution of overseas entities and industries

The industry distribution of overseas enterprises is showing a comprehensive flowering:

The manufacturing industry remains the main force, accounting for 40% of the total number of overseas enterprises, and its position in the global value 

chain continues to rise.

The professional service industry (legal, consulting, etc.) accounts for 16%, reflecting that companies rely more on localized professional support overseas.

• Although technology and Internet enterprises account for only 3%, they are growing rapidly, especially at AI, cloud computing, e-commerce and other tracks.

New energy and high-end manufacturing have become new engines for exports.

In the customer cases of Tupu, the performance in the fields of photovoltaics, energy storage, and new energy vehicles is particularly outstanding. For 

example, we designed a landing plan for a domestic energy storage company to enter the Eastern European market, which enabled it to complete the 

conversion from prototype display to a € 12 million order within one year. At the same time, we also helped the client obtain an energy storage project 

worth a total of $100 million in Pakistan.

02 Innovation of Globalization Models for Chinese Enterprises

The overseas model of Chinese enterprises is undergoing profound changes, upgrading from early "product overseas" to "value overseas", and developing 

from a single trade export to a comprehensive global layout.

2.1 From "Made in China" to "Created in China"

Tupu observed that companies that can achieve technology implementation and local ecological integration are more likely to form brand and channel 

advantages in the global market. For example, when entering the German market for a new energy company, we not only designed a technology showcase 

route, but also established a local cooperation network through business associations and industry alliances, helping the client lock in the first batch of core 

distributors and strategic partners within 12 months.

Technology driven and 'native globalization' path

Some technical customers choose to establish research and development institutions overseas from the beginning, directly targeting the end market for 

product iteration. These "native globalization" enterprises often have advantages in compliance, team diversity, and market response speed compared to 

the traditional "local first, then overseas" model.

03 Overseas Challenge: Opportunities and Risks Coexist

Despite unprecedented opportunities for going global, uncertainties such as global geopolitics, trade barriers, and investment reviews are increasing.

During years of project execution, Tupu has summarized several common risks and response paths:

Trade protectionism → It is recommended to reduce tariffs and quota restrictions through localized production, equity cooperation, third-party market 

transfer, and other means.

Stricter investment review → Before entering highly sensitive industries, complete investment structure design and compliance assessment in advance to 

reduce the possibility of being blocked.

Cross border data restrictions → It is recommended to establish a local data center, adopt a distributed architecture, and hire a compliance team familiar 

with local regulations.

• Geopolitical conflict risk → Introducing political risk insurance, establishing regional emergency management mechanisms, and diversifying supply chain 

layout.

For example, we once established a "multi country business emergency switching mechanism" for an energy enterprise operating along the "the Belt and 

Road". In case of sudden policy changes in a country, it only took 12 days to complete project relocation and business recovery.

04 Moving towards the Deepwater Zone of Globalization

In the next five years, the overseas competition of Chinese enterprises will shift from "competing for markets and prices" to "competing for organizational 

strength, talent, and ecological construction". Let's look forward to the new forces of Chinese enterprises in the new global business landscape together!

Tupu Consulting Group and the "Puyue Going Global" team will continue to leverage their three in one advantages of market research, strategic design, 

and implementation to help more Chinese companies navigate steadily and break through the waves in the deep waters of globalization.