“Produtos chineses de qualidade” como conquistaram o mundo (Olhos do Povo · Potência Comercial)

(Original headline: Reporter Dialogue with Three Business Leaders on the Trading Front — “Chinese Quality Goods” Why Do They Thrive Worldwide (People’s Perspective·Strong Trading Nation))

In recent years, robots capable of performing high-difficulty movements, air-conditioning units that operate stably at 68 degrees Celsius, ceramic trees that blend China’s traditional craftsmanship with overseas culture… one piece of “Chinese quality goods” after another have crossed mountains and seas to reach the world, enriching global consumer choices and playing an important role in safeguarding the stability of global industrial and supply chains.

The outline of the “15th Five-Year Plan” proposes “accelerating the construction of a strong trading nation and promoting high-quality and efficient foreign trade development.” With increased efforts to stabilize foreign trade, in 2025, China’s export value reached 2.699 trillion yuan, an increase of 6.1% year-over-year, demonstrating strong resilience and vitality.

Reasonable quantitative growth stems from effective qualitative improvement. The popular “Chinese quality goods” testify that China’s innovative development has greater substance, green development has deeper foundation, and open cooperation has brighter prospects.

Data shows trends; the front lines show vitality. Recently, this newspaper’s reporters visited Gree Electric Appliances Co., Ltd., Magic Atom Robotics Technology (Wuxi) Co., Ltd., and Dehua Xinliang Ceramic Co., Ltd. of Fujian Province, engaging in dialogue with three business leaders. Through their practices, we observe the supporting force of China’s green and low-carbon transition, the driving force of scientific and technological innovation, and the dissemination power of excellent traditional culture, exploring why “Chinese quality goods” thrive worldwide.

“Pain Points Generate Demand, Demand Nurtures Business Opportunities”

——Interview with Dong Mingzhu, Chairman of Gree Electric Appliances

Reporter Wang Yunna

To serve high-temperature desert regions, Gree Electric Appliances Co., Ltd. has launched the “Desert Air Conditioner” (ultra-high-temperature cooling air conditioner), which can operate stably in environments of 68 degrees Celsius. Building on this foundation, leveraging the abundant desert sunlight, Gree has also developed a green and low-carbon photovoltaic energy storage product — the Zero Carbon Source Photovoltaic Storage Air-Conditioning Smart Energy System (hereinafter referred to as “Photovoltaic Storage Air System”), which can both generate electricity and cool simultaneously, while storing excess electricity for use at night or on cloudy days. Currently, nearly 10,000 sets of “Photovoltaic Storage Air Systems” are in operation in the Middle Eastern market, reducing carbon emissions by approximately 110,000 tons annually.

Recently, this newspaper’s reporters conducted an exclusive interview with the company’s chairman Dong Mingzhu, listening to her recount Gree’s explorations and reflections on opening up global markets.

First Question, Supply and Demand: Since our country proposed the “dual carbon” targets, the momentum of green development has been continuously strengthening. At the same time, an increasing number of countries are exploring green transition, with growing demand for green products. Facing this trend, how is Gree proactively adapting to change?

Answer: Pain points generate demand, and demand nurtures business opportunities. For a long time, air conditioners have been “energy consumption heavy users.” In 2013, I went to investigate the Middle East and found that temperatures there are very high, with booming demand for air conditioners, usage time exceeding 300 days annually, and air-conditioning energy consumption accounting for about 70% of building energy consumption. At that time, I thought, isn’t this exactly the application scenario and market potential for “desert air conditioners”? Solar energy is inexhaustible; why not use it to solve the high energy consumption problem?

In the early stages of development, the “Desert Air Conditioner” had shortcomings: more sunlight meant more electricity, and unused electricity was wasted. Later, after seven years of technological breakthroughs, we finally developed the “Photovoltaic Storage Air System,” which stores the unused electricity from the air conditioner for use by other home appliances or feeds it back into the grid, realizing a cyclical use of “power generation, storage, and consumption.”

Years of effort in development, the process has been arduous, but we have always believed: the market doesn’t lack goods; what it lacks is “quality products.” In the home appliance industry, the goal is to move toward green. Enhancing the product’s “green content” is the way to open up new market spaces.

Facts speak the loudest. A clothing factory in Saudi Arabia previously had traditional air-conditioning equipment installed, with monthly electricity bills reaching 80,000 yuan; after adopting the “Photovoltaic Storage Air System,” monthly electricity bills dropped to 20,000 yuan, reducing carbon emissions by 2,000 tons annually.

In fact, achieving alignment between supply and demand is also a choice and commitment to the development approach.

The outline of the “15th Five-Year Plan” proposes “actively promoting green and low-carbon products” and “accelerating comprehensive green transition of economic and social development.” The reason we proactively adapt to change and are steadfast in developing good green products fundamentally lies in our belief that a comprehensively green-transitioning China will seize the opportunity, and enterprises moving toward innovation and green development have a promising future.

Second Question, Fast and Slow: In 2025, China’s home appliance exports exceeded 4.45 billion units, maintaining high levels. Business opportunities wait for no one; however, the “Photovoltaic Storage Air System” has a long development cycle. Why does Gree choose “slow research and development,” and where does this determination come from?

Answer: True innovation is not about who is faster, but about who can better solve problems.

Although the pace of home appliance industry development is fast, if one only hypes concepts and emphasizes packaging, the market still cannot be won. For example, some air conditioners look beautiful and have many functions, but their cooling and heating effects are mediocre, energy consumption is high, and noise is loud — this is putting the cart before the horse.

We don’t make products that “put the cart before the horse.” Technological innovation has no shortcuts. At Gree, we have 20,000 R&D personnel. Only through “slow research and development” can we build hard strength, maintain true quality, and earn a good reputation.

Take the “Photovoltaic Storage Air System” as an example. Its development involves photovoltaic, energy storage, air-conditioning, and energy information management systems. Each link has technological bottlenecks, and each step requires technological breakthroughs. But we don’t give up; we remain firm in moving forward.

In the past, because we didn’t master the core technology of air conditioner compressors, air conditioners often “stopped working” in high-temperature environments. Not to mention deserts, even in cities like Chongqing and Nanjing with relatively high summer temperatures, they sometimes couldn’t withstand the heat. Through meeting challenges head-on and focusing on R&D, today our compressors can operate stably at 68 degrees Celsius, becoming the “big heart” of the “desert air conditioner.”

All of this is the result of accumulated expertise in the technological field and also reflects the enterprise’s firm commitment to green development. A product’s “green content” depends on its “innovation content.” For “Chinese quality goods” to go out into the world, we must compete on technology and innovation, so that customers feel assured and comfortable.

At the recently held national two sessions, “innovation” and “reform” became hot topics. This also gives us the insight that we must maintain our determination, base ourselves on innovation, and settle down to tackle hard problems.

Third Question, Domestic and International: China possesses the most comprehensive manufacturing industry in terms of product categories and the most complete industrial system globally, but on the other hand, some domestic enterprises going overseas are still limited to contract manufacturing and OEM work. Gree’s proprietary brands account for nearly 70% of export sales; what is this based on?

Answer: Quality is the core competitiveness of an enterprise and a brand. In the past, some people were not optimistic about “Made in China,” and the root cause was that some products didn’t have good enough quality and standards were not high enough.

Gree’s proprietary brands can go abroad thanks to product quality and technological capability. The world recognizes us because our products are robust. The Middle East has high temperatures, heavy sand and dust, and strong salt-spray corrosiveness. Some equipment breaks down after a year, but the “desert air conditioner” can be used for many years, possessing extreme performance in corrosion resistance, sand prevention, and high-temperature tolerance.

OEM work is processing according to others’ standards, while proprietary brands mean setting your own technical standards and establishing your own standards. Once new standards become consensus, they can break through prejudice and replace old rules. In recent years, as the pace of global green transition has accelerated, we have led in formulating many green standards within the industry, promoting more green technology to go out to the world. This fully demonstrates that China’s green development and high-quality development also provide a “list of opportunities” for world development.

Guangdong has a good industrial foundation, complete supporting industries, and a strong atmosphere of innovation and open development, which is a solid backing for Gree’s proprietary brands going abroad. Rooted in this rich industrial soil, we have always insisted on establishing ourselves through quality. For example, in cooperation with upstream suppliers for decades, there is an iron rule that has never changed: quality must meet standards; anything below standard is returned without exception. Strict standards drive the entire upstream and downstream industrial chain to transform and upgrade together.

In the future, we will continue moving toward green and intelligent directions, taking it one step at a time, allowing the world to fall in love with “Made in China.”

(Jiang Xiaodan and Tu Sheng participated in the writing)

“Popularity Must Be Supported by Products, Not Created by Hype”

——Interview with Gu Shitao, President of Magic Atom

Reporter Yao Xueqing

From stably completing complex movements such as high-speed spinning and aerial jumping to skillfully performing life-oriented operations like noodle fishing and water control, Magic Atom Robotics Technology (Wuxi) Co., Ltd. has continuously expanded the application boundaries of robots through repeated innovative breakthroughs. Currently, the company’s business has expanded to 27 countries and regions.

Recently, this newspaper’s reporters conducted an exclusive interview with company president Gu Shitao, listening to her tell the story of how the enterprise embraces the global market through innovation.

First Question, Lasting Technological Strength: In recent years, the technological leaps in robotics are astounding. Some believe robots will enter daily life more frequently and faster; others think it’s just a passing trend that won’t last long. What’s your view?

Answer: Being hot for a moment relies on luck; staying hot relies on strength.

Many people watching robots dance and do backflips have the first reaction of eye-catching spectacle. But from a technological perspective, this is precisely a demonstration of strength. Take the “Thomas rotation” movement, for example. The robot must complete support, leg swinging, takeoff, rotation, and re-support, requiring smooth weight transfer in minimal time. This is a tremendous test for motion control algorithms and high-precision joint modules.

A minute on stage requires years of work behind the scenes. Popularity must be supported by products, not created by hype. Ultimately, innovation-driven development is what forges core competitiveness.

Magic Atom’s core project team was formed in 2021. We started from the most basic joints. We released our first humanoid robot in 2023, and have now completed five generations of product iteration. During this time, we had support from government project topics and our own persistent effort, overcoming one critical technology after another, gradually building a technological moat. Looking globally, some of our company’s technologies have moved from following to leading.

Innovation is not a solo performance but a symphony. In our team, R&D personnel account for 80%, many of whom come from top institutions worldwide. We also have R&D centers overseas, maintaining close cooperation with local research institutions. In this industry, cross-border collaboration and the flow of talent and capital are common. Any enterprise wanting to go global must have the ability to integrate global resources.

Chinese robots are not only technological products; their vigorous development also represents an image and temperament: innovative sharpness, exploratory courage, open attitude, and collaborative spirit. I believe that in the future China, the development prospects of the robotics industry are broad, and the pace of innovation will not stop.

Second Question, Development Driving Force: On the Horse Year Spring Festival Gala, four robotics enterprises including Magic Atom were featured collectively. Why has the robotics industry seen this flourishing in the past two years? What kind of development “spring breeze” has Magic Atom felt?

Answer: The emergence of an “entrepreneurship wave” is not accidental; Chinese robots have been built step by step in a down-to-earth manner.

On the production side, core components have achieved domestic breakthroughs, with costs continuously declining; on the demand side, industrial upgrading and demographic changes bring inelastic demand; on the policy side, the state supports the development of embodied AI and future industries. With clear direction and stable expectations, everyone dares to think and act.

Our company’s choice to work deeply in this field is both seizing the opportunity and striving to leverage on strong momentum.

As a young enterprise, we face many challenges: we must rapidly iterate on applications while simultaneously strengthening foundational capabilities such as basic software development and core component R&D. But developing hard technology is not a “sprint” but a “marathon.” The robotics track involves long development cycles, large investments, and slow commercialization, making it difficult for enterprises to achieve short-term profitability.

Fortunately, the enterprise is located in Liangxi District of Wuxi City, Jiangsu Province, which has listed humanoid robots and industrial embodied AI as key development directions and established a 10-billion-yuan-scale mother fund and specialized industrial funds, specifically investing early, investing small, and investing in hard technology. When the company was first established, the district invested over 100 million yuan using an “investment-for-talent” approach to help the enterprise “get off to a good start.” More critically, it’s the ecosystem. The locality has continuously built industrial platforms and opened application scenarios, promoting comprehensive support from technological R&D, product validation, to mass production.

So when you see the robotics industry flourishing and rising unexpectedly in the past two years, from a deeper perspective, it’s the result of various regions respecting industrial laws, cultivating patient capital, and maintaining long-termism coming to fruition. This is the strategic determination of the nation anchoring long-term goals and the developmental perseverance of enterprises marching forward confidently.

Riding this industrial “spring breeze,” we will continue to work deeply. We’ll do real innovation, deepen technology, optimize product iteration, and let more robots that are “discerning and sharp-handed” enter thousands of homes.

Third Question, Market Competitiveness: Last year, China’s industrial robots exports increased 48.7% year-over-year. Magic Atom’s business has expanded to 27 countries and regions. In your view, why are Chinese robot products welcomed overseas? In terms of global layout, what insights do you have?

Answer: For products to become popular, the fundamental requirement is innovation. Short-term, markets chase concepts; long-term, people pay for value. The growth in Chinese robot exports reflects consumer recognition of the product’s high-certainty delivery, high scenario fit, and high comprehensive value.

Looking overseas, some countries and regions face “labor shortages” and “high labor costs,” and many high-risk operational scenarios call for “robots replacing people.”

Where there’s demand, there’s a market. Taking Magic Atom as an example, in some overseas factories, we’ve launched industrial quadruped robot solutions for night patrol inspections and equipment detection in confined spaces; for the warehousing and logistics industry, we’ve developed mobile manipulation robots that can collaborate with humans.

These scenarios share a common feature: they don’t pursue “complete automation” but rather fill the gaps where human workers can’t operate, won’t operate, or face high risks. The value of technology lies not in how flashy it is but in whether it’s useful. Overseas consumers choosing us also recognize the company’s values: innovation must maintain problem-oriented and demand-oriented approaches.

To pinpoint problems and discover needs, from day one, we haven’t followed the old path of “domestic first, then going global,” but instead maintained a “born global” stance. By 2025, the company’s global sales network will be basically established, with sales and after-sales support teams in many countries and regions. The closer we are to customers, the more authentic the needs we hear, and the faster we can respond. China’s supply chain efficiency and innovation capability, combined with the warmth of localized overseas services, constitute our advantages.

That said, the robotics industry going global must also navigate complex trade environments. Technological standard barriers, data cross-border governance differences — these are real challenges. In the coming years, the industry will transition from exploration to mature application. We’re willing to be advocates of technological openness, practitioners of responsible innovation, and drivers of value co-creation, helping Chinese robots go global and take deep root.

“Tradition Is Not a Shackle on Development but the Soil for Innovation”

——Interview with Lin Liangbi, General Manager of Dehua Xinliang Ceramic

Reporter Shi Yu

Dedicated for 14 years to producing ceramic trees, Dehua Xinliang Ceramic Co., Ltd. of Fujian Province persists in innovation and R&D, blending China’s traditional craftsmanship with overseas culture. The company has developed over 4,000 ceramic tree models targeting different overseas holidays and cumulatively exported over 50 million units. Ceramic trees have become “Chinese quality goods” for holiday shopping in many foreign households.

Recently, this newspaper’s reporters conducted an exclusive interview with company general manager Lin Liangbi, discussing how to bring Chinese traditional craftsmanship to the world.

First Question, Breadth of Integration: When it comes to ceramics, people first think of cups, vases, bowls, plates, etc. How did you come up with the idea of making ceramic trees? Today, many enterprises going overseas gradually shift from selling products to selling experiences and culture. How do you view this?

Answer: In 2011, I returned to my hometown Dehua County in Quanzhou City, Fujian Province to start a business. The first thing I did was research: what does Dehua have? What does the market need?

In 2006, Dehua ceramic firing techniques were included in the National Intangible Cultural Heritage List. Dehua County is an important production base for ceramic crafts in China. One might say Dehua ceramics not only have traditional craftsmanship as its “foundation” but also have a complete industrial chain to “support” it.

However, many traditional ceramic factories in the past were making cups, vases, bowls, plates, etc., with homogeneous competition, thin profits, and fierce “internal rivalry.” To succeed, one must choose the right track carefully.

One time, while watching television, a news report about foreign holidays was on. The Christmas trees in the program had beautiful lighting, which inspired me. So I began researching how to combine light bulbs and ceramics, designing small, delicate ceramic trees suitable for tabletop display. In 2012, I sent samples to overseas customers, and they didn’t even negotiate price — they placed orders on the spot. The product’s profit margin is 15% to 20% higher than ordinary cups and plates, and to this day remains in short supply. This year, our orders are already scheduled through August.

The reason for success, I think, lies in cultural openness and inclusivity. Ceramic material has a warm texture and rich craftsmanship. On this basis, we deeply research overseas holiday cultures and put effort into color presentation and element design. For example, ceramic tree products for Thanksgiving incorporate elements like turkeys and pumpkins. Ultimately, selling ceramic trees isn’t just about selling products; it’s about selling ritual; they’re not merely decorations but touch consumers’ emotions.

Products are carriers of culture. In recent years, many ceramic products have integrated traditional Chinese cultural elements such as landscape paintings and paper-cutting designs into their designs, becoming warmly welcomed both domestically and internationally. Recently, we’re also attempting to incorporate traditional cultural elements into ceramic tree designs, allowing consumers to see both the exquisite craftsmanship of Dehua porcelain and the profound heritage of Chinese culture.

As early as the Song and Yuan periods, Dehua ceramics embarked from Fujian and were exported overseas along the “Maritime Silk Road”; today, our ceramic products again depart from here, using culture as our sail for a distant voyage.

In my view, product export comes down to three things: you must understand yourself and the market; you must both honor tradition and broaden your horizons; you must both perfect your crafts and learn to tell stories.

Second Question, Depth of Cultivation: Since 2012, the enterprise has consistently focused on producing ceramic trees. Why such determination?

Answer: When enterprises make products, it’s not about how many varieties, but whether you can produce something others can’t and customers can’t do without. Over the years, we’ve focused on doing one thing: making ceramic trees to perfection, accumulating “irreplaceable” advantages.

Innovation is an enterprise’s greatest negotiating power. We persistently invest over 20% of annual profits in R&D — it’s not a small percentage, but very worthwhile. For instance, recently we collaborated with a glaze manufacturer in Foshan, Guangdong to develop a new-type glaze that can create a snow-like visual effect on ceramic trees while maintaining ceramic texture when touched. After filing for a patent, we quickly put it into production and have started trials overseas, with hopes of it becoming a bestseller.

In recent years, the foreign trade market has seen considerable turbulence, but we’re not afraid. Markets eliminate products without change, but demand for good products remains constant. Pressure is also motivation. I often ask myself: if I were the customer, would I buy this product? If not, then it must be changed. The more complex the environment, the more we must proactively adapt; the fiercer the competition, the more we must steadfastly follow our own path.

In cross-cultural dialogue, traditional craftsmanship is gaining renewed vitality.

Ordinary ceramic glaze cracks easily in ultra-low-temperature environments. Some of our exported ceramic tree glazes and components once froze and cracked, and the enterprise paid compensation of over 20,000 US dollars. The amount isn’t large, but the lesson is profound. Product quality is the company’s confidence. Without good quality, no matter how good the design, it won’t work.

From 2022 onward, we collaborated with suppliers of ceramic clay, glaze, and other materials, as well as kiln equipment suppliers to tackle these challenges. Relying on modern technological strength, we adjusted traditional formulas and firing processes. Now, products can withstand temperatures from as low as minus 35 degrees Celsius to as high as 60 degrees Celsius. Next, we plan to develop ceramic trees over two meters tall suitable for outdoor use in foreign courtyards. As long as products improve, enterprises never stop.

Third Question, Industrial Thickness: In 2025, China’s high-tech product exports increased 13.2% year-over-year. Facing continuously optimizing foreign trade structure and accelerating industrial upgrading, how should traditional manufacturing enterprises respond?

Answer: “Traditional” doesn’t mean “low-end,” and “old trees” can still “sprout new leaves.”

Dehua ceramics have a long history, leaving us not a burden but advantages that cannot be moved or removed. For example, to ensure product uniqueness, the core techniques of ceramic trees, such as wheel-throwing and hand-painting, still rely on manual work. Our factory has over 100 skilled workers. Dehua’s abundant and stable labor resources are hard to match elsewhere. Moreover, ceramic trees involve ceramics, electronics, and metal components, requiring five or six component suppliers — all of which can be found in Dehua.

Of course, traditional industries also have shortcomings: insufficient levels of intelligence and environmental sustainability, and weaker R&D capabilities. In recent years, the government has introduced supportive policies, and enterprises have been increasing investments in intelligent manufacturing. Everyone is working together to find solutions, promoting industrial transformation and upgrading. Currently, over 60% of ceramic enterprises in Dehua County have achieved automation in front-end initial processing processes, with both output and efficiency trending upward.

Taking our company as an example, we’ve introduced automated equipment in front-end processes like spinning and slip casting, freeing workers to do more “craft work” and “intellectual work.”

Regarding green transition, equipment is also upgrading. Seven years ago, firing a ceramic tree 30 centimeters tall cost 2.8 yuan in energy; now with our energy-efficient kiln, the energy cost is just over 1 yuan.

Tradition is not a shackle on development but the soil for innovation. By holding onto our industrial advantages and cultural heritage while actively pursuing innovation while maintaining principles, traditional industries can likewise forge new paths and open new horizons.