In recent years, China's automobile industry has accelerated its "going global". According to the latest data released by the China Association of Automobile Manufacturers, in the first half of this year, China's automobile exports reached 3.083 million units, a year-on-year increase of 10.4%, and the vitality of the automobile industry continued to be released. For Chinese car companies, "going global" has crucial strategic significance. At present, the domestic automobile market capacity is gradually saturated, and overseas markets have opened up new growth space and development opportunities for automobile companies, helping them achieve scale expansion and promoting sustained growth in sales and revenue. 'Going abroad' is no longer a multiple-choice question, but a mandatory answer. China's automotive industry is transitioning from "product output" to "value creation". The author believes that only by patiently cultivating the local ecological soil with the patience of "cultivators" and connecting global resource elements with the wisdom of "weavers" can China's automotive industry occupy a dominant position in global automotive competition. One is to shift from "whole vehicle export" to "localization and rooting". In the increasingly complex external environment, the traditional "whole vehicle export" model is prone to bottlenecks, which forces Chinese car companies to seek deeper survival strategies - the localization and reconstruction of the supply chain, which is urgent. A truly global operation must complete a deep localization loop of research and development, procurement, production, and marketing, which requires long-term investment. Some car companies have already taken active actions, such as Changan Automobile establishing roots in Thailand and forming a localized team of over a thousand people. Based on local market demand, regulatory standards, infrastructure conditions, etc., the company customizes or modifies product functions and service models. The second is to move from "fighting alone" to "ecological co construction". The future of China's automobile exports lies in whether it can build a global service ecosystem that covers upstream and downstream, radiates multiple fields, and achieve value enhancement from "selling products" to "empowering industries". This requires all parties to integrate comprehensive elements such as vehicle manufacturing, core three electricity, infrastructure, technical standards, etc., to form a strong systematic output capability. At the same time, Chinese car companies can also form deep alliances with local industry chain partners, output digital solutions, open technology platforms, etc., and play the role of "enablers" in the global automotive value chain reconstruction. In addition, Chinese car companies need to form an industry consciousness of "mutual prosperity and mutual loss" overseas, establish effective collaborative mechanisms, and form consensus in key areas such as compliance standards, data security, and patent protection. The third is to expand from "sales terminal" to "full lifecycle operation". The rise of new energy vehicles has completely changed the profit model and value chain of the automotive industry, and aftermarket services are gradually becoming a key battlefield for industry competition. Digging into the value of this' blue ocean 'in the aftermarket will become an important way for Chinese cars to establish a reputation and achieve sustainable profits in overseas markets. This requires car companies to abandon short-term sales thinking and integrate services into every aspect of user purchasing, using, charging, maintenance, second-hand car circulation, and ultimately recycling. From localizing the supply chain, to empowering the entire industry chain through collaboration, and then to operating throughout the entire lifecycle, the Chinese automotive industry can only set sail in the global market with the mindset of "cultivators" and "weavers". (New Society)