The Special Committee for Brand Overseas Services was established in Shanghai | It is not an additional platform, but an additional set of 'certainties' for Chinese brands going overseas.

On March 18, the establishment of the Brand Overseas Service Committee and product launch conference were held in Shanghai. For many companies, this may not be an ordinary establishment event, but a more realistic signal: Today's overseas expansion is no longer as simple as 'selling goods', but in the context of reshaping global rules, increasing compliance thresholds, and intensifying brand competition, it is about re-answering a question - how can Chinese companies go global more stably, deeper, and longer-term?

This is also the significance of the establishment of the Brand Overseas Service Committee. It is not just another platform in name, but hopes to integrate the most dispersed, complex, and difficult-to-coordinate capabilities in the process of companies going global—rule recognition, intellectual property, compliance governance, channel links, risk protection, and international credit endorsement—into a set of systematic services that companies can truly use. In other words, what it wants to solve is not 'whether companies want to go overseas', but 'how companies want to go overseas' with high quality.

At the event, Xing Dongsheng, special consultant of Shanghai Oriental Brand Culture Development Center, said in his speech that Chinese enterprises are currently undergoing a deep upgrade from 'product overseas' to 'brand overseas' and 'capability overseas'. In this process, it is no longer enough for enterprises to work alone, but also need professional, systematic and long-term service mechanisms to support them. He believes that the establishment of the Brand Overseas Service Committee is an important exploration to adapt to the changes of the times and respond to the actual needs of enterprises.

Later, Zhang Lili, director of the Brand Overseas Service Committee, shared the mission and value of the committee. He said: 'Today when we talk about going overseas, it is no longer a simple extension of trade, but an expedition about the in-depth evolution of Chinese brands in the global value chain. The establishment of the special committee is not to add another platform, but to integrate scattered professional resources into deterministic global competitiveness and help companies upgrade overseas attempts from repeated attempts to systematic capabilities for sustainable operations.' This statement also highlighted the core positioning of the special committee: not to provide single-point services, but to build a set of long-term capabilities.

It is worth noting that this event is not only 'established', but also simultaneously released the first service package. Zheng Xiwen, secretary-general of the Brand Overseas Service Committee, systematically analyzed the logic and content of this service package with the theme of 'Escorting and Co-creating Excellence'. One of her judgments is very representative: For companies, the most expensive thing about going overseas is not the transportation cost, but the cost of trial and error; the most lacking thing is not enthusiasm, but confidence. Therefore, the core of the first service package launched by the special committee is not to provide a few more consultations, but to help companies build more certainty in the uncertain global market through a set of cross-professional collaboration mechanisms.

In terms of content, this first set of service packages covers six major modules: intellectual property, front-end services, e-commerce and links, compliance risk control, insurance matching, and Dun & Bradstreet global business services. It not only focuses on 'how enterprises enter the market', but also focuses on 'how enterprises operate in the long term after entering'; it not only solves growth issues such as branding, certification, and channels, but also solves underlying risk issues such as taxation, data, customs, employment, and investment review. Especially in the intellectual property and insurance sectors, the service package emphasizes risk hedging mechanisms; in the e-commerce and link sectors, it emphasizes closed-loop support from platform entry to sales intelligence and inventory optimization.

Among them, a very recognizable design is to include D&B Verified as a basic service. Zheng Xiwen mentioned in her analysis that the primary problem faced by companies going overseas is often not 'whether the product can be sold', but 'how overseas customers can confirm that you are authentic, reliable, and workable.' Therefore, Dun & Bradstreet verification is regarded as a 'digital passport' for enterprises to enter the global supply chain and international business system. It helps Chinese enterprises first establish a trusted identity and then strive for higher-quality business opportunities and cooperation.

From the perspective of mechanism design, the Brand Overseas Service Committee does not intend to be an 'activity-based organization' in the traditional sense. Instead, it hopes to use a '1+N' collaborative model, using the committee as a unified window and the first batch of governing units and subsequent ecological partners as the professional support network behind it. What enterprises see is an entrance, and what is linked behind it is a complete set of legal, data, financial, certification, business services and industrial resource capabilities. This kind of logic is essentially turning 'high-quality globalization' from a matter that companies independently explore into a social capability project that can be organized, coordinated, and continuously accumulated.

Today's Chinese brands going global have reached a stage where they must upgrade their methodology. In the past, we fought for speed, but in the future we will fight for rule capabilities, governance capabilities, brand capabilities and risk resilience. The establishment of the Special Committee for Brand Overseas Services and the launch of the first service package are in a sense a response to this trend: going overseas should not just be a solo advance for the brave, but should also become a long-term operation under the escort of professional mechanisms. For Chinese brands, this may be more important than 'going global' itself.

Source: Shanghai Oriental Brand Culture Development Promotion Center | If there is any infringement, please contact us to delete it