Preface

This afternoon, the 18th Xuanyuan Automotive Blue Book Forum kicked off at the Yuexiu Marriott Hotel, Guangzhou Baiyun International Convention Center. With the theme of "Inflection Point," this year's forum focuses on the challenges and opportunities in the new stage of Chinese automotive going global. At the highly anticipated Peak Debate of the "Going Global Special Session," Dr. Zheng Kang, Dean of the Vehicle Research Institute of Zhejiang ATTC Automotive Technology Service Co., Ltd., joined guests from enterprises including OMV, Chery Automobile, and SoCar on the same stage, sharing profound insights on the topic of "How Chinese New Energy Vehicles Adapt to the Global Market."

01 The Transformation of Going Global: From Pain to Systemization

In his remarks, Dr. Zheng Kang reviewed the arduous journey of Chinese automotive enterprises going global. He candidly acknowledged that most Chinese automakers began their overseas expansion after 2020, and the path has not been smooth sailing. "Before 2023, many enterprises simply took Chinese products and looked for suitable export markets, often encountering various adaptation difficulties during overseas certification. Detours and excessive spending were common."
He cited intelligent driving testing as an example: "OEMs engage multiple suppliers for testing, and the results are uneven. Software iteration during the certification process has a huge impact, sometimes even requiring hardware adjustments — the time and capital consumed are staggering."
02 Strategic Shift After 2024
"Starting from 2024, the situation has undergone a fundamental change," Dr. Zheng Kang emphasized. "Enterprises have begun to realize that not all products are suitable for going global, so they carefully select products. At the same time, they are consolidating their supplier base, focusing on excellent suppliers that truly possess the capability to support OEMs going global."
This shift marks the transformation of Chinese automotive going global from extensive expansion to refined operations. Dr. Zheng Kang believes that integrating the regulatory requirements of various countries into the product R&D system is the key to successful going global. "Only by front-loading global regulatory standards into the R&D process can we fundamentally enhance supply chain capabilities and lay a solid foundation for going global."
03 The "120-Point Standard": A New Benchmark for Excellent Enterprises
At the forum, Dr. Zheng Kang proposed the thought-provoking concept of the "120-point standard." "We have seen that some leading Chinese enterprises can use global regulations as a guide and achieve scores exceeding 100 points. This not only saves time and effort in regulatory certification, but also allows for advance adaptation to various national markets."
He analyzed, "If an enterprise only aims to meet the 60-point regulatory threshold, it will ultimately struggle to develop corresponding competitiveness and will lack advantages in localized markets. Excellent enterprises should hold themselves to the 120-point standard — this is not only a pursuit of compliance, but also a commitment to exceptional quality."
04 Systematic Going Global: More Than Just Taking Products Abroad
Dr. Zheng Kang particularly emphasized the importance of systematic going global. "What matters more in systematic going global is whether the company is fully prepared. If any aspect — product, finance, legal, IT, talent — is not ready, the faster you run overseas, the harder you will fall."
Zhejiang ATTC's own development experience demonstrates: "Enterprise going global is not a single technical issue, but a systematic strategic project. Enterprise leaders need to think clearly about the purpose, timeline, investment, and returns of going global, make adequate financial, temporal, and psychological preparations, and decide whether to go global only after careful consideration."
05 Enterprise Positioning Determines Going Global Strategy

During the forum discussion, Dr. Zheng Kang offered reflections on the relationship between enterprise positioning and going global strategy: "If an enterprise defines itself as a Chinese enterprise, it can try to promote the Chinese model globally. But if it defines itself as a global enterprise with Chinese DNA, it should integrate local characteristics and become a better version of itself."
This viewpoint sparked in-depth discussions among participating guests, providing a new dimension of thinking for Chinese automotive enterprises regarding their identity and development path in the global market.
Standing at the historic inflection point of Chinese automotive going global, Zhejiang ATTC deeply understands that true globalization is not merely about selling cars abroad, but about enabling Chinese standards, Chinese services, and Chinese brands to win the respect and trust of the global market.
Looking ahead, Zhejiang ATTC will aim to "build a global service infrastructure," continue to deepen its presence in major global automotive markets, and — with a more comprehensive localized service network, a more professional technical team, and more reliable end-to-end certification capabilities — work alongside Chinese enterprises to navigate compliance thresholds, overcome technical barriers, and advance toward brand elevation. The company will help Chinese automobiles progress from "going out" to "going in" and "going up," writing a new chapter of Chinese intelligent manufacturing on the international stage.