21世纪的激荡进程中，有两股改写历史的洪流：一是互联网与AI革命，重构了全球商业范式；二是中国崛起，重塑了地缘经济格局。当二者交汇于你我眼前，人类文明的演进不再是东学西传或是西学东渐，终于步入一个东西双向奔赴、全域交融的新纪元。

面对这百年未有之大变局，吴婷校长在嘉宾十周年演讲中正式公布了嘉宾商学未来十年的全球化战略，包括三点：第一，带领中国的企业家持续走出去，通过谦卑的学习合作，成长为世界级的中国企业；第二，让世界的企业家走进来，读懂中国商业，参与中国发展；第三，把中国企业的成功案例输出到全球，也在全球商学教育中发出中国声音。

欧洲，是嘉宾商学落地全方位全球化战略的重要板块。十周年庆典现场，嘉宾商学欧洲合伙人Bernd Eitel郑重发布了嘉宾欧洲业务。作为深耕中欧商业交流25年的老兵，他曾任西门子中国区传播与政府事务负责人，也曾主导腾讯在欧洲的传播战略。随着嘉宾欧洲业务正式启动，我们希望为中欧创业者、隐形冠军与产业之王们，搭建一条双向学习、携手共进的通道。

以下为Bernd Eitel演讲全文及中文翻译，与你分享。

 演讲译文

各位早上好。什么样的十年，能定义一个创新的时代、一个技术变革的时代、一个国家崛起的时代？这就是属于你们的十年。在座的每一位，就是这段历史的创造者、塑造者和推动者。今天我们为此而聚。我非常荣幸能从欧洲赶来，和大家一起庆祝这个时刻。请允许我向嘉宾商学吴婷校长以及在座所有人表示祝贺，你们取得的成就非常了不起。

我叫Bernd Eitel。25年前，我第一次踏上中国的土地，落脚点是深圳，那是2001年。那时的深圳和今天完全是两个样子。当时我是一名德国记者，受德国一家顶级商业杂志派遣，来珠三角做报道，读者是德语世界的商界人士和欧洲企业高管。我看到的是一座充满干劲的城市，到处是电子产业，到处是活力，而我在这座城市里一句中文都不会说。遗憾的是，二十五年过去了，我的中文还是没什么长进。

但那次经历在我心里扎了根，二十五年没有褪色。我很庆幸当年鼓起勇气去了那里，亲眼看到了一件百年难遇的事。从那以后，我的整个职业生涯和个人生活，都在中欧之间展开。当欧洲的董事会讨论中国话题时，我在场——我曾是西门子北京管理团队的一员，在北京住了六年。当中国企业思考欧洲战略时，我也在场——我曾在欧洲为腾讯负责传播工作，帮腾讯想清楚怎么在欧洲站住脚。

正因为这些经历，今天我带来了一个好消息：嘉宾商学要走向欧洲了。让我来说说这个决定背后的原因，以及它对各位意味着什么。

先看几组数字。这些数字描绘的，正是我们今天庆祝的时代。你们对这些数字不陌生，因为就是你们创造的。2024年，中国卖出了1100万辆电动汽车，不只在中国，也大量进入了欧洲。我可以告诉各位，欧洲车企的高管们此刻在董事会上反复讨论的问题只有一个：面对这场由中国创新驱动的巨大变革，我们怎么才能不掉队？这是欧洲董事会里排在第一位的话题。

欧洲65%的电池供应已经来自中国，这不只是供应链的事，这是技术上的主导权，是对整个生态的掌控。宁德时代选择在匈牙利建大型工厂，不是偶然的。今天，中国已经是全球专利申请量第一的国家。所以这个故事不是关于制造，不是关于模仿，而是关于引领，一个由你们开启、也将由你们继续写下去的故事。今天，超过100个AI大模型出自中国。

但数字背后说的是什么？是引领。中国的创业者和经济生态为什么能引领？我觉得有三个关键原因。

第一，清晰而连贯的政策方向。政策框架定下长远目标，并且坚定地去推进。对创业者来说，对投资者来说，这意味着你能看到未来的方向，能依靠稳定的制度环境，这非常重要。

第二，商业规模。欧洲高管常常感叹“中国速度”，从想出一个产品到推向市场，中国的效率全球无人能比。背后的原因是产业的高度集中，这就引出了第三点。

第三，生态的深度整合。这是我在深圳学到的。深圳是一个独一无二的地方，它的特别之处在于供应链的极致密集。

那什么变了？学习的方向变了。过去是中国向外看，学硅谷、学德国制造、学西方MBA，合资企业是主流做法。而今天，风向转了。全世界都在向中国学习，而且理由充分。欧洲CEO在研究比亚迪的垂直整合，比亚迪也在与德国车企深度合作，比如和梅赛德斯-奔驰。全球风投机构拿深圳创业公司的速度当标杆，产业领袖在学中国的电动汽车生态，AI实验室在追踪DeepSeek部署模型的速度。

我把这个成功公式叫做“D的三次方”：Direction方向、Density密度、Deployment部署。方向——目标清晰，执行坚定。密度——深圳、杭州、北京、长三角，一个个高度集中的产业集群。部署——从想法到落地的惊人速度。

接下来说说我们为什么做这件事，以及我能带来什么。二十五年来，我一直在中欧之间来回。2006年到2011年我在西门子，正赶上中国大规模建设基础设施，高铁、电气制造、医疗，西门子深度参与其中，我也是亲历者。后来我又加入了腾讯开拓欧洲市场的工作。

嘉宾欧洲要做什么？两件事。一是为在座各位创造价值，二是顺应学习方向的变化，帮欧洲的企业领袖和你们对接，一起学习，一起建立紧密的合作网络。我们打算从沉浸式课程模块开始，比如AI与机器人制造，比如电动汽车、电池和工业规模化。欧洲仍然是很强的工业经济体，双方互相学习的空间非常大。

我还想对各位说一点。我知道你们很多人看海外的时候，第一个想到的是美国，一直都是。硅谷仍然是全球创新的中心。但关于欧洲，有几件事值得注意。欧洲是一个很大的市场，中国企业已经看到了这一点，这里的消费者愿意花钱，也有钱花。价值5170亿欧元的中国商品已经进入了欧洲市场，在座可能已经有人在做这件事了。投资方面，中国企业在欧洲已经投了100亿欧元，而且还在增长。欧洲市场比美国市场还大，4.5亿消费者，每天都在用产品、买服务。这就是我们想要深耕的市场，也是嘉宾可以拓展的空间。

你们能带到欧洲的，正是你们已经领先的东西，而这也是欧洲企业需要、也终将接受的方向。现在的世界正处在一个有意思的节点。过去管用的老办法不太灵了，很多人都在问：新的路在哪里？欧洲正在重新审视自己。但我相信，当欧洲找到新的定位和新的自信，不管是面对美国还是面对中国，中欧之间一定会有更多合作，也必须有更多合作。因为双方最终都会发现，一起走才是最好的选择。

欧洲不好做，我们知道。这是一个历史悠久、体系成熟、有时候节奏偏慢的经济体。但欧洲市场仍然有世界级的品牌，在一些领域有顶尖的创新。要在这里做成事，需要找到方法，而这正是我们可以一起摸索的。

嘉宾能帮你们的，我能帮你们的，就是打开欧洲市场的门。本地化很重要，你得在那里，建立关系，赢得信任。这需要时间，急不来。但这恰恰对应了中国人坚韧的品质，目标明确，方向不变，在欧洲要做成事，也需要这份耐心。

嘉宾欧洲的目标，是为中国企业、创始人和投资者搭一座通往欧洲的桥，找到合适的合作伙伴，提供市场信息，帮助建立信任。信任从来不是一天建成的，它需要时间。

说到底，嘉宾欧洲的想法很简单：建一个一加一大于二的生态。一个互利的生态，一个交流和学习的生态。它带来的不只是生意上的成功，还有信任。而且别忘了，友谊和伙伴关系同样重要。

我们站在这里，回看十年的成绩，也望向新的方向。而欧洲，就是其中一个值得去的地方。让我们一起出发。我愿意做这艘船的舵手，带大家平安、顺利地到达欧洲的港口。

谢谢大家。

 演讲原文

Good morning. In what 10 years have you defined an era of innovation, of technological transformation and of the uprising of a nation?

This is your era. You in the room today are the founders, the shapers, the movers and the creators of something historical. And that is what we are celebrating today. I am very happy to be here with you. I came over from Europe to celebrate this moment together with you. I want to congratulate Wu Ting, the headmaster of Jiabin Business School, and all of you for having achieved something truly remarkable.

My name is Bernd Eitel, and I first entered China more than 25 years ago. I set my foot on Chinese land in Shenzhen in 2001. Shenzhen at the time was quite a different place than it is today. I was a journalist sent over from the leading German business magazine to report about what was happening in the Pearl River Delta for German-language readers, businesspeople, executives of European companies.

What I saw was a city on the move, a lot of electronics, a lot of energy in a city where I didn't speak a word of Chinese, and unfortunately I still don't speak much Chinese. But I witnessed something which stayed with me, which stayed in my heart over 25 years. I am so happy that I at that time took the courage to go there and witness firsthand something remarkable, something which happens in the world not very often in a century.

I have lived my professional career and my private life at the crossroads of China and Europe. I spend my time in European boardrooms when China is the question, being a member of the executive leadership team of Siemens in Beijing. I lived in China, in Beijing, for six years. But I have also been in the boardroom of a Chinese company when Europe was the question, I was leading communications for Tencent out of Europe, when Tencent was thinking about how to position itself and be successful in Europe.

That is why I have something very exciting for you today, which is Jiabin Business School going to Europe.

Let me talk a little about why this decision has been made and what is in it for you. Let's look at the numbers. This is the era we are celebrating today. You know these numbers because you created them. Nobody else but the people in this room created them. 11 million electric vehicles sold in 2024, not only in China but also beyond China, going into Europe.

I can tell you, European car OEMs, European car executives, they have one question they are discussing in their board meetings right now: how can we stay successful against the backdrop of a major paradigm shift? This paradigm shift is driven by Chinese innovation. That is the question which is first and foremost discussed in European boardrooms.

65% of European battery supply is already of Chinese origin, and that is technology leadership. This is not just supply chain, this is owning an ecosystem. CATL, you know this company, not by chance decided to invest in a major factory in Hungary. Already today, China is the number one patent filer in the world. So this story is not about manufacturing. This is not about copying. This is about leadership — a leadership story which you started and which you continue. Already today, more than 100 foundation AI models are of Chinese origin.

But what do the numbers tell us? It is about leading. And why does the Chinese entrepreneurial and economic ecosystem lead? I think there are three major reasons.

The first, there is a clear and consistent policy direction. The political framework sets long-term goals and follows through on them. That is something very important when you are an entrepreneur. That is something very important when you are an investor — that you have long-term visibility of where things are going and that you have the backing of a regulatory and policy framework.

The second is commercial scale, particularly in comparison with the European context. European executives talk a lot about China speed. What they mean is the time it takes from dreaming up a product until market entry. Here, China speed is second to none in comparison with Western ecosystems.

And there is a reason for that — the industrial density, which brings me to the third reason. The third is ecosystem integration. This is something I learned when I was in Shenzhen. Shenzhen is a phenomenon, something very unique, because of the density of its supply chain.

So what has changed? The direction of learning has changed. In the past, the paradigm was China looking outward to learn from Silicon Valley, from German manufacturing, from German capital goods. Western MBAs were the gold standard. Joint ventures were the thing to do.

But today we are in a change of paradigm. The world is learning from China, and has good reason to. European CEOs are studying BYD's vertical integration. As a matter of fact, BYD is investing heavily into German car manufacturers — for example, Mercedes-Benz. Global venture capital firms are benchmarking the speed of Shenzhen startup velocity. Industrial leaders are learning from China's EV ecosystem. AI labs are tracking DeepSeek's speed of deploying their models.

I call this success formula D to the power of three: Direction, Density, and Deployment. Direction, a clear goal and following through on it. Density, industrial clusters in Shenzhen, Hangzhou, Beijing, and the greater Yangtze River Delta, and the speed of Deployment.

Now let me talk about why we are doing this and what I bring to the table. I have been at the crossroads between Europe and China for 25 years. I worked for Siemens between 2006 and 2011, when the country was deploying its infrastructure, high-speed trains, electrical manufacturing, healthcare, and Siemens was in the midst of that. I was part of that journey. And then more recently, I was with Tencent entering the European market.

What is Jiabin Europe? We want to do two things: for the benefit of you here in the room, but also, as the learning direction is shifting, for the benefit of European leaders connecting with you, learning together, creating a dense ecosystem. We want to start with immersion modules. Here are two examples: AI and robotics in manufacturing, and electric vehicles, batteries, and industrial scale. Europe is still a very strong industrial economy, so there is large potential for mutual immersion and learning.

For you, I have a message as well. I know many of you, when looking abroad, see America as the North Star, and it has been for a long time. Silicon Valley is still the innovation hub of the world. But let's not forget a couple of things about Europe.

First, Europe is still a very large market, and China has discovered this, a market with significant buying power. Consumers in Europe like to spend and they have deep pockets. 517 billion euros worth of Chinese goods have been exported into the European market. Perhaps some of you in this room already do so. This is a huge potential. In terms of investment, 10 billion euros have been invested by Chinese companies in Europe, and the trend is rising. The European market is larger than the American market. We have 450 million consumers, more than in the US, people using products, buying services every day.

This is the potential we want to tap into, and this is where we believe there is upside and growth for Jiabin. What you can bring to Europe is the areas where you are already leading, and that is where European businesses need to open up and will open up.

The world is at an interesting moment right now. The old paradigms of success have proven not to work as well anymore. Many leaders are asking what the new paradigm is. In Europe, there is some soul-searching going on. But I am very convinced that as Europe finds its own new position and its own new self-confidence, towards the US and towards China, there will be more partnerships between Europe and China. Europeans and Chinese alike will find that it is for their mutual benefit to do so.

Europe is not easy. We know it is an old and well-established, sometimes slow economy. But the European market still provides world-class brands and world-class innovation in certain fields. It needs a certain formula to be successful here, and this is what I think we can find out and learn together.

What Jiabin can help you with, what I can help you with, is entering the European market. Localization is very important. You need to be there, in the European market, building connections, building trust with European partners. It takes time. It does not happen overnight. But this speaks to a Chinese quality, perseverance. Stay focused on your goal, keep a clear direction. That is what is necessary for being successful in Europe as well.

What we aim to do with Jiabin Europe is build ecosystem access for Chinese enterprises, founders, and investors with European counterparts, finding the right matching counterparts, providing market intelligence to understand where growth and opportunity lie, and helping build trust. We all know trust takes time and needs to be built over time.

The real idea with Jiabin Europe is creating a new ecosystem where one plus one is more than two. An ecosystem of mutual benefit, of exchange, learning, and understanding, where the benefits will be on many levels. Business success is one. Trust is another. And let's not forget, friendship and partnership are just as important.

Here we are. We stand here today celebrating 10 years of success, but opening up to new horizons, and one of those horizons is Europe. Let's celebrate setting the sails to Europe together. I am happy to be your helmsman on this ship. We want to land at a European harbor, successfully and safely.

Thank you very much.

演讲 | Bernd Eitel

来源 | 嘉宾商学