Eliza Wong
The Globalization Imperative for Modern Enterprises
Global expansion has evolved from a growth opportunity to a survival necessity for Chinese enterprises. At the 2025 China Enterprise Globalization Summit Forum in Shenzhen, TCL Technology Vice President Wei Xue unveiled the strategic framework behind her company’s remarkable overseas journey—a 26-year evolution across 160 countries generating nearly half its revenue internationally. In her keynote address ‘From Product Export to Value Resonance: The Globalization Leap of Chinese Enterprises,’ Wei revealed how TCL transcended transactional relationships through three critical phases of transformation. This globalization leap represents a metamorphosis where success is measured not by shipment volumes alone, but by embedded value creation and cross-cultural trust.
Navigating the New Global Crossroads
The international business landscape has entered unprecedented complexity. Supply chain fragmentation, geopolitical realignments, and rising localization demands create what Wei Xue describes as ‘a global crossroads.’ Against this backdrop, TCL’s three-phase globalization leap offers a replicable blueprint. The company’s operations span three high-impact sectors: smart consumer electronics (TVs, appliances), semiconductor displays, and new energy photovoltaics. Each experienced distinct growth trajectories yet followed the same evolutionary pattern redefining what successful globalization means.
Shifting from Opportunistic to Strategic Expansion
Initial market entries often prioritize immediate revenue over sustainable positioning. TCL’s globalization leap consciously rejected this short-termism. ‘We stopped asking how quickly we could sell,’ Wei noted, ‘and started asking how deeply we could belong.’ This mindset shift transformed how resources were allocated—from building localized R&D centers in Vietnam and Poland to establishing solar panel manufacturing joint ventures in Southeast Asia.
The First Leap: Product Globalization Imperatives
TCL’s earliest globalization phase centered on market accessibility and category excellence. This foundational leap prioritized:
– Market-Driven Product Localization: Designing region-specific variants like humidity-resistant televisions for tropical markets
– Channel Partnership Ecosystems: Co-developing retail networks with regional distributors
– Competitive Value Propositions: Balancing premium features with affordability thresholds in emerging economies
Revenue grew exponentially as products flowed into new markets—but limitations emerged. ‘Products open doors,’ Wei observed, ‘but walk-throughs become increasingly difficult unless you bring more than inventory.’
The Second Leap: Embedding Irreplaceable Capabilities
This crucial globalization leap redefined TCL from exporter to embedded stakeholder. Permanent capability building replaced transactional exports. The distinction between visitor and partner became evident through hyperlocal value investments:
Manufacturing and R&D Localization
TCL deliberately clustered operations:
– Vietnam factory complex serving ASEAN markets
– Polish manufacturing hub for EU access
– Brazil facilities for Latin America
Each cluster combines production with local R&D centers addressing regional usage patterns—a strategy that boosted regional market share by 35-60% across categories.
Talent and Ecosystem Development
Beyond physical infrastructure, TCL’s capability leap included:
– Regional leadership development programs promoting local talent
– Supplier ecosystem cultivation to reduce import dependencies
– Technical partnerships with universities in key markets
‘Capability density determines staying power,’ Wei emphasized during her summit address, highlighting how this globalization leap created employment for 28,000 overseas staff while reducing supply chain vulnerabilities.
The Third Leap: Cultivating Trust Through Cultural Resonance
Wei Xue identifies this final globalization leap as the most demanding transformation—building trust that transcends transactions. ‘Products earn attention, capabilities create necessity, but trust requires crossing the cultural chasm,’ she stated. For TCL, this meant aligning business operations with community values through:
ESG Integration as Cultural Catalyst
As ESG Office Director, Wei championed initiatives that anchored business operations to community well-being:
– Solar energy projects powering off-grid schools in Africa
– STEM education partnerships across 12 countries
– Water conservation programs near manufacturing sites
These created resonance beyond commercial relationships, evidenced by TCL’s consistent inclusion in regional ‘most admired brand’ rankings.
The TCL Experience Deep Dive
Brazil exemplifies globalization leap integration:
– Phase 1: Television exports captured 8% market share (2013)
– Phase 2: Local factory opened, creating 1,200 jobs with local R&D center (2016)
– Phase 3: ‘Education for All’ digital classrooms initiative covered 180 schools elevating brand trust scores by 63%
This holistic approach demonstrates how trust-building compounds business results—Brazil now generates over $1.3 billion annually for TCL.
Lessons for Globalizing Enterprises
TCL’s globalization journey offers actionable patterns for companies navigating international expansion:
– Synchronize investment horizons with leap transitions
– Measure beyond revenue: Track localization depth through employment, R&D spend, and ecosystem partnerships
– Formalize trust-building through ESG frameworks
Wei Xue stresses patience—each globalization leap requires 5-7 years before delivering transformative outcomes. The rewards however justify the commitment: internationally diversified revenue streams and enhanced resilience against regional disruptions.
Forging Ahead in Global Markets
TCL’s evolution—product exporter to value-embedded partner—demonstrates globalization’s next paradigm. Successfully achieving this triple leap positions companies not as foreign entities, but as community stakeholders with multidimensional value. The journey demands strategic stamina yet yields incomparable competitive advantages. Ready to begin your transition? Audit current operations against these leap frameworks, identify capability gaps, and initiate localized trust-building pilots in your primary overseas markets. As Wei Xue concluded at the Shenzhen summit: ‘The companies who master value resonance will define globalization’s next chapter.’
