The content of this article comes from the Internet, if it is inconsistent with the actual situation or there is infringement, please contact to delete.
Treating India carefully is a necessary task, given that companies around the world have struggled to deal with India. U.S. companies are good at using legal means, European companies are environmentally conscious, Japan and South Korea specialize in patents, and we have always adhered to the bottom line of ethics. This different business philosophy has had a profound impact on the international market.
Three years ago, BYD produced a batch of masks during the pandemic with the intention of exporting them to the United States and providing support at prices close to cost. However, U.S. Customs seized the shipment for plausible reasons and deliberately delayed the delivery date. This series of events eventually led to delivery delays, and BYD not only did not make a profit, but also had to pay $1 billion in compensation. This made BYD feel aggrieved, but it could not vent its anger, and could only record this account in his heart.
However, the purpose of exporting goods should be to make a profit, not to advertise a global presence. At that time, many companies had suffered from deals with the United States. When the goods arrived at the port, they were delayed in unloading them, and later claimed that the Chinese company had defaulted. This has put many companies in trouble, and the state's warning has not changed the situation, and it still continues to accept low-priced orders, resulting in power shortages in many parts of southern China.
Three years later, the American auto market issued a sincere invitation to BYD. However, BYD announced that its main market focus will be on domestic and other international markets, not the United States. This decision is not only a farsighted decision, but also an unwavering stance. They would rather cut the U.S. market off than sacrifice their morality and principles. This decisiveness is admirable, because one cannot fall twice in the same trap. In today's world, we must not ignore the wisdom of "knowing that there are tigers in the mountains, but favoring the tiger mountains".
For a long time, BYD has always attached importance to the US market. Their electric buses have even been disassembled and analyzed by Stanford University, and the share of electric buses in the US market was once as high as 80%. And Berkshire Hathaway's Warren Buffett was once an important shareholder of BYD, and his evaluation of BYD has always been very high. However, with the tension between China and the United States, BYD's situation in the US market has gradually deteriorated, and even Buffett has begun to liquidate BYD shares one after another, especially in the past year. Buffett dumped shares of BYD and TSMC in favor of investing in the Japanese stock market, reflecting concerns and adjustments in U.S. capital markets over tensions between China and the United States.
In the current uncertain international environment, BYD's decision not to introduce electric passenger cars to the US market is a wise choice. Because there are many risks in the US market that cannot be controlled, especially in the current situation. This story teaches us that every business should carefully consider and effectively manage investment risk to ensure sustainable growth.
When India heard that BYD had declined the U.S. invitation, it showed great excitement and quickly calculated an order of up to $2 billion. However, BYD is also well aware of India's "urine nature", so it put forward a condition: pay first, then ship. This strategy frustrated India's calculations, which can be said to be very ingenious. BYD's leadership has shown remarkable vision and decisive decision-making in this process, which is impressive.
BYD's leadership has demonstrated superior decision-making and foresight in dealing with risks and opportunities. Their decisions not only lay a solid foundation for the company's continued development, but also set a good example for other businesses. We hope that more enterprises can focus on risk management in order to achieve long-term success in the international market.
Only with solid technical strength can enterprises dare to be confident and resolute. Those companies that suffer losses in the international market are mostly not because of the cunning of our opponents, but because we ourselves are too honest and practical to deal with fierce international competition. Therefore, companies such as Huawei, DJI, Gree and BYD are disdainful of this
Compromise in an unfair business environment. These companies have established themselves in the global market because they are not only technically savvy, but also decisive and dare to challenge the status quo.
Looking back on this experience, we can draw some valuable lessons. First of all, in the international market, companies need to have firm principles and positions, and at the same time be flexible to deal with risks. Second, the business environment varies from country to country, and companies must understand and adapt to local rules and culture. Finally, technological strength and innovation ability are the key factors in the international market competition, and only by continuously improving the capabilities in these aspects can they be invincible in the fierce competition.
In this era full of challenges and opportunities, every enterprise should seriously think about its own internationalization strategy and clarify its goals and principles. At the same time, we must always be vigilant against risks and continuously improve our competitiveness in order to achieve long-term success in the international market. BYD's decisions and experiences provide us with valuable inspiration, and we hope that more enterprises can benefit from these experiences and move towards a brighter future.
The above content and materials are derived from the Internet, and the author of this article does not intend to target or allude to any real country, political system, organization, race, individual. The above does not mean that the author of this article endorses the laws, rules, opinions, behaviors in the article and is responsible for the authenticity of the relevant information. The author of this article is not responsible for any issues arising above or related to any of the above, nor does it assume any direct or indirect legal liability.