On December 1, 2025, the MEEM Go Global Conference was held at the Shanghai Hongqiao Airport Shangri-La Hotel. The conference explored topics ranging from market selection and on-the-ground execution to long-term operational strategies, providing forward-looking reference points for enterprises at critical stages of their global expansion. The event brought together representatives from companies expanding overseas, industry experts, and service providers from across China for a two-day industry gathering focused on “practical execution, networking, and implementation.”

Unlike most forums centered on trend discussions, the first day of this year’s MEEM Go Global Conference was built around six regional market matchmaking sessions. These sessions allowed enterprises to directly engage with local experts from key markets such as the Russian-speaking region, Southeast Asia, and Latin America, gaining first-hand market intelligence and establishing in-person resource connections. This “matchmaking-first, discussion-second” approach distinguished MEEM from conventional conference formats from the outset, positioning it more as a functioning overseas expansion system in practice.

The interview team from The Icons focused on three key themes at the event: platform, cornerstone, and system. Through conversations with Toby, Founder of MEEM; Muyessara Tursun, China General Manager of ITE Group; and Gigi Ho, Co-Founder of BESAFE SMART LOGISTICS, the team traced a more practical path for overseas expansion.

Toby, Founder of MEEM: True Globalization Means Treating the World as a Second Home

“If you’re just selling goods on a trip, that’s not globalization.” With this statement, Toby, Founder of MEEM, clearly delineated the boundaries of the current overseas expansion boom.

From digital exhibition services at Coolgua, to global digital marketing strategies, and now the creation of the MEEM platform, his insights have always been grounded in data and on-the-ground practice. “We serve thousands of companies every year, and market shifts have long been reflected in the data.”

He describes MEEM as a “universal overseas expansion capability platform,” which first integrates foundational modules such as logistics, marketing, and legal services, then embeds itself into different industries like an “interface.”

“The future is definitely about vertical industry globalization. Sectors like new energy, healthcare, and construction all require tailored solutions.”

Regarding the relationship between new media and overseas expansion, he emphasized the importance of preparation. By conducting content tests on platforms like TikTok and Facebook, companies can validate market demand before committing significant assets, thereby reducing trial-and-error costs.

“Mature markets don’t resonate with an agency mindset; they value the brand itself.” In his view, 90% of companies may face setbacks on their first globalization attempt, but the key lies in having clear decision-making milestones. “The value of a platform is to help companies avoid unnecessary detours and access authentic information.”

On leadership reputation, he stated bluntly: “The essence of global collaboration is still trust between people. Leaders must learn to express themselves in a language their counterparts understand; otherwise, no matter how capable they are, they won’t be truly understood.”

Muyessara Tursun, China General Manager of ITE Group: Globalization Is Not About Outsourcing Answers, But Learning to Ask the Right Questions

“Many companies don’t lack capability; they lack clarity on what they truly want.” Muyessara Tursun remarked candidly during an interview, identifying a recurring issue she has observed throughout her more than two decades of experience in international exhibitions and overseas expansion.

With extensive experience in the global exhibition industry, she analyzes the successes and failures of companies going global from an “organizer’s perspective.” In her view, many companies still treat overseas expansion as a one-off initiative, seeking quick, standardized answers while overlooking the highly customized nature of market selection.

“You ask me which market is better, but no one can answer that for you. Only the company itself truly knows its own needs.” Muyessara pointed out that companies often fall into a “spoon-fed” approach to globalization, relying on external consultants for conclusions while lacking independent judgment. In an era of high information transparency, this model can actually amplify risks.

Discussing the proliferation of AI tools, Muyessara believes that AI is not a shortcut but a magnifying glass. “It can help companies save significant time on information gathering, but it cannot replace decision-making.” She emphasized the importance of cross-verification, advising companies to use multiple tools while maintaining human judgment as the primary driver.On global leadership, she summarized three key words: openness, humility, and humor. “You might be a leader in your industry domestically, but when entering international markets, you need to set aside your ego. Humor is a form of soft power; it quickly bridges distances and fosters communication and collaboration.”

Gigi Ho, Co-Founder of BESAFE SMART LOGISTICS: Logistics Is the First Cornerstone for Overseas Expansion

“Logistics is never just about delivering goods to a destination; it determines whether a company can truly establish itself there.” When discussing overseas expansion strategies, Gigi Ho repeatedly referred to the concept of a “cornerstone.”

She believes that global supply chains are undergoing structural changes. In the past, logistics was seen as a cost item; today, it has become an integral part of a company’s overseas operational capability.

“Participating in exhibitions is no longer just about a few days of showcasing; it’s about year-round market engagement.” Based on this context, she introduced the “Meet More” concept, extending traditional exhibit logistics to include overseas warehouses, local distribution, and experiential scenarios. Instead of shipping samples back at high cost, they are transformed into long-term display assets in overseas markets.

Regarding the difference between “effective” and “ineffective” overseas expansion, she offered three practical suggestions: first, choose trustworthy local partners; second, prioritize compliance—laws and regulations are prerequisites for operating overseas; third, build a genuine local team rather than managing remotely from afar.

“Many companies fail not because their products are bad, but because they apply Chinese logic to overseas markets.” She pointed out that differences in areas like venue time management and operational standards across countries are significant; a lack of respect and understanding often results in costly “lessons.”

On leadership, she believes entrepreneurs should serve as a “lighthouse” for their teams. In an era of rapid AI development, learning ability is just a basic threshold; what truly sustains long-term decision-making is a clear set of values. “The responsibility carried by a corporate brand is greater and more enduring than any personal IP.”

An Overseas Expansion System Starting with “Matchmaking”: MEEM’s Practice-Oriented Design

As a key annual event in the overseas expansion sector, the 2025 MEEM Go Global Conference saw a concurrent increase in scale and influence. Over the two-day agenda, more than 50 representatives from government agencies, industry associations, international exhibition groups, overseas local service providers, and frontline overseas enterprises participated in discussions, attracting over 400 corporate decision-makers and market leaders to engage on-site.

From the insights shared by the three founders, it is evident that Chinese enterprises are entering a new phase of global expansion—no longer just selling products across borders, but truly integrating into the institutional frameworks, cultural environments, and long-term developmental rhythms of other markets.

As overseas expansion enters “deeper waters,” the criteria for market evaluation are shifting from first-mover advantage to structural resilience. Whether a company can establish a sustainable presence in different countries, operate stably in uncertain environments, and continue to grow beyond individual leadership narratives has become the new dividing line.

Price, speed, or advantages from a single channel are no longer decisive factors. What truly matters is whether a company has built structural capabilities that can function across different markets.

From “Going Global” to “Being Embraced by the World”

At this turning point, the role of MEEM is becoming increasingly clear. It does not rush to provide standardized answers but instead builds a reusable scenario for overseas expansion, one where companies can access authentic information before entering a market, understand structural risks before committing resources, and complete their cognitive upgrade about the world before making decisions.

From the genuine dialogue facilitated by the exhibition platform, to the execution capabilities supported by logistics infrastructure, to the systematic services that deconstruct long-term operational logic, MEEM connects not a single solution but a comprehensive, sustainable pathway.

This pathway does not promise shortcuts, but it offers direction; it does not create illusions, but it reduces the cost of trial and error.

The endpoint of globalization is never at the other end of the map. It lies in knowing who you are—and how to continue moving forward—when standing on unfamiliar ground.

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The post 2025 MEEM Go Global Conference.Shanghai: As Chinese Enterprises Enter Deeper Waters, Structural Competition Is Reshaping the Landscape first appeared on The Icons.