亚马逊全球副总裁戴竫斐：中国出海要拥抱“新价值竞争”和“新全球化”

This article shares key insights for Chinese cross-border sellers to break out of the homogenization and cutthroat competition trap. The main takeaways are as follows:

1. Current industry background: By the first half of 2026, China’s exports have maintained growth for 11 consecutive quarters, with strong overall momentum. However, a large number of sellers have been trapped in cutthroat price competition driven by product homogenization, and a mindset shift is required to break the deadlock.

2. Two core mindset shifts for breaking the deadlock: First, shift from competing on price to competing on value, building differentiation through sustained product innovation and winning customer recognition with high-value offerings. Second, shift from treating the global market as the end point of sales to treating it as the starting point, building products tailored for global markets from the design stage. The article cites two successful cases, Ohuhu and ELEHEAR, to verify the feasibility of this path, and notes that Amazon has launched supporting infrastructure to help sellers complete this transformation.

This article outlines core directions for brand building and cross-border growth for Chinese global brands stuck in a homogenization trap. Key insights are as follows:

1. Current consumer trends and competitive shifts: The global market no longer accepts low-priced homogeneous products, as consumers are willing to pay a premium for high-value differentiated offerings. Pure price competition is no longer viable, and brand competition is now shifting to value-based competition.

2. Path to brand building: A brand is more than just a label stuck on a generic product. To build sustainable brand influence, brands must start at the product end and build differentiated offerings through continuous innovation. Ohuhu’s upgraded marker line and ELEHEAR’s AI-powered hearing aids are highlighted as referenceable success stories.

3. A new path for global expansion: Brands need to embrace the new globalization paradigm, aligning design and production with compliance, packaging, environmental and other requirements across different global markets from the outset. They can leverage Amazon’s infrastructure such as intelligent warehousing to reduce cross-border costs and amplify the value of innovation.

This article provides clear direction and opportunity insights for cross-border Chinese sellers to escape homogenization-driven cutthroat competition. Key takeaways are as follows:

1. Current industry landscape: China’s exports have grown for 11 consecutive quarters, leaving plenty of room for expansion in the global market. However, the traditional low-price, high-volume model is trapped in severe competition, and transformation is required to achieve sustained growth.

2. Two core directions to break the deadlock: First, shift competitive mindsets from price competition to value competition, building differentiation through product innovation and winning consumers over with high value. Ohuhu’s transformation of low-priced markers into a higher-priced category and ELEHEAR’s rise to the top ranks of Amazon’s US hearing aid category within one year are cited as replicable success stories. Second, shift global expansion mindsets, moving from "selling existing products globally" to "building products for the global market from the design stage" to maximize the value of R&D and innovation.

3. Platform resources available: Amazon has launched its "Sell Globally from Day One" initiative and built intelligent hub warehouses in Shenzhen, Shanghai and Ningbo, which reduce logistics costs and simplify export procedures. Sellers can leverage these resources to focus more on product innovation.

This article points to new development directions and business opportunities for Chinese manufacturing factories selling cross-border. Key insights are as follows:

1. Shifts in product design and production demand: Low-priced homogeneous products are already trapped in cutthroat competition in the global market, and customers are increasingly willing to pay for differentiated, high-value offerings. Factories can no longer rely on low prices and high volume, and must shift toward product innovation and upgrading.

2. Direction for manufacturing model upgrading: The traditional model of producing goods first then selling them globally no longer fits new industry trends. Today, factories need to incorporate compliance, packaging, environmental and other requirements from different global markets into the design and production stage from the outset, completing structural upgrades to mindsets, resources and systems to build products that are "born global."

3. Insights for transformation: Factories need to embrace the new globalization paradigm, restructure their manufacturing models with a global mindset, leverage cross-border infrastructure from platforms such as Amazon to reduce logistics and export costs, focus on product innovation, and gradually complete the transition from "world factory" to global brand to capture new business opportunities.

This article outlines development trends in China’s cross-border industry, identifies core pain points for sellers, and provides guidance for service providers’ business strategy. Key takeaways are as follows:

1. New industry development trends: China’s exports have sustained continuous growth, and cross-border expansion has become an inevitable trend. Competition logic has shifted from price-based competition to value-based competition, and global expansion paths have shifted from gradual market-by-market expansion to simultaneous multi-market entry. The entire industry is undergoing a deep restructuring of mindsets and business models.

2. Core customer pain points: A large number of small and medium-sized cross-border sellers are trapped in homogenization-driven price competition, lack clear transformation direction, and face high logistics costs and complicated export procedures when expanding to multiple global markets, leaving them with limited bandwidth to focus on product innovation.

3. Reference for business direction: Service providers can build targeted supporting solutions centered on sellers’ core demands for differentiated product innovation and compliant design and production for multiple global markets, and connect sellers to platform infrastructure resources to help them complete transformation and resolve these pain points.

Drawing on Amazon’s practice, this article outlines development directions for cross-border platforms to adapt to new industry trends. Key takeaways are as follows:

1. Current core demand from sellers to platforms: After sellers transition to value-based competition and the new globalization model, their core demand is for platforms to provide low-cost logistics services and simplify export procedures, so that sellers can focus more resources on product innovation and business growth rather than spending heavily on building back-end infrastructure.

2. Latest platform initiatives to adapt to new trends: Amazon has put forward a "Sell Globally from Day One" vision, and has continued to upgrade its global logistics infrastructure to match this vision, launching intelligent hub warehouses in Shenzhen, Shanghai and Ningbo. These key investments reduce sellers’ logistics costs and simplify export procedures.

3. Guidance for platform operation strategy: Platforms need to keep pace with industry trends of new globalization and new value-based competition, upgrade their supporting service capabilities to help sellers break out of cutthroat competition, avoid downside risks caused by industry-wide homogenization, attract more high-quality brand sellers to join, and achieve shared growth between platforms and sellers.

This article proposes new trends and models for Chinese brands going global, and provides important reference value for industrial research. Key insights are as follows:

1. New industrial development trends: China’s exports have maintained growth for 11 consecutive quarters, demonstrating strong resilience of Chinese manufacturing. However, the industry faces widespread homogenization-driven price competition, and the global expansion path has undergone a fundamental restructuring. Expansion has shifted from gradual market-by-market entry to simultaneous multi-market deployment, and the entire industry is transitioning from commodity export to value export, upgrading from "world factory" to global brands.

2. A new cross-border business model: The core to breaking out of cutthroat competition lies in two mindset shifts: new value-based competition and new globalization. Brands can escape price wars through differentiated product innovation, and build products tailored for global markets from the design stage to maximize the value of R&D innovation.

3. An on-the-ground practice case from the platform side: As a leading global cross-border platform, Amazon has upgraded its infrastructure through rolling out intelligent hub warehouses to support the new "Sell Globally from Day One" model, providing an actionable case for research on industrial transformation and clarifying direction for follow-up related research.