Strategic Adjustment of Cross-Border Enterprises Under the

Background of Anti-Globalization: A Case Study of TCL

Xuan Ouyang

Shenzhen Hongshan Middle School, Shenzhen, Guangdong Province, China

Keywords: Anti-Globalization, International Trade, Strategy.

Abstract: In recent years, affected by the financial crisis and the imbalance of interests in the process of globalization,

the problem of "anti-globalization" has become increasingly prominent, and Chinese cross-border enterprises

have suffered a certain impact. Under the challenge of anti-globalization, TCL has implemented strategic

adjustment in supply chain, R&D innovation, market expansion and other aspects. After the strategic

adjustment, TCL achieved some results in terms of revenue, market share and supply chain stability. The

comparison with Samsung in the same industry shows the uniqueness of TCL's strategic layout Therefore, it

is concluded that in the tide of anti-globalization, cross-border enterprises must strengthen local operation,

increase investment in technological innovation, and actively expand diversified markets. The purpose of this

paper is to study the impact of anti-globalization on international trade, and to provide valuable experience

and enlightenment for cross-border enterprises to reduce export risks, better plan development

prospects,adjust development strategies and find coping strategies under the background of anti-globalization

by using case analysis method and taking TCL, which is very influential in the global electronic information

industry.

1 INTRODUCTION

In 1985, the concept of "globalization" was first

proposed, the cross-border enterprise through

integration of global resources, and practical

development, exchanges and cooperation in

international affairs. Play advantage, promoted the

preferential configuration of resources and economic

development, from all over the world become

inevitable trend of economic globalization. In recent

years, however, inverse globalization grew rapidly,

specific performance for the economic crisis of 2008,

2016 British and trump to power off. Scholars

generally believe that the manifestation of

antiglobalization is the rise of trade protectionism, the

increase of trade restriction measures of various

countries and the intensification of geopolitical

conflicts (Zhang & Liu, 2019). As a result, global

foreign investment has declined sharply, and the

fluctuation frequency of global trade volume has

increased, and the growth rate has slowed down. The

world is facing the increasingly severe global

challenge of "anti-globalization". China has become

the world's largest exporter in 2009. Export trade has

become an important driving force for China's

economic growth (Dai and Li, 2007). From the macro

perspective, the strategic adjustment of cross-border

enterprises is of great significance to the reshaping of

the global economic order. Facing such a complex

environment, if cross-border enterprises want to

survive and develop in the tide of anti-globalization,

they must re-examine and adjust their strategies to

adapt to the trend of anti-globalization.

As for the theme of anti-globalization, many

scholars have studied it from the aspects of national

relations, national strategies and military affairs, but

there are few relevant studies on cross-sea

manufacturing enterprises. At the same time, the

electronic information industry has special risks that

are different from other industries in the process of

globalization, which are mainly reflected in the risks

of technology monopoly and blockade. For example,

some developed countries restrict the export of high-

end chip technology, which hinders the technological

innovation and product research and development of

relevant enterprises in other countries. Supply chain

risk: the industrial supply chain is complex and highly

internationalized, and the failure of any link may

affect the whole supply chain.

424

Ouyang, X.

Strategic Adjustment of Cross-Border Enterprises Under the Background of Anti-Globalization: A Case Study of TCL.

DOI: 10.5220/0013846200004719

Paper published under CC license (CC BY-NC-ND 4.0)

In Proceedings of the 2nd International Conference on E-commerce and Modern Logistics (ICEML 2025), pages 424-428

ISBN: 978-989-758-775-7

This study mainly uses the case study method to

analyze TCL enterprise against the background of

anti-globalization. The main reasons for choosing

TCL as the research object are as follows: First, as a

globally renowned cross-border enterprise in the

electronics and information industry, TCL wields

extensive influence worldwide. With sales and

production facilities established across multiple

regions and a vast global market, its high degree of

internationalization makes it a typical case for

studying challenges faced by multinational

corporations under anti-globalization trends. Second,

TCL has proactively implemented innovative

strategic adjustments across multiple dimensions to

counter anti-globalization pressures. These practices

provide rich data and case materials for research, not

only crucial for TCL's sustainable development but

also offering valuable references for other cross-

border enterprises, highlighting substantial real-world

relevance.

2 CHINA'S FOREIGN TRADE

CURRENT STATUS

2.1 Deceleration of Export Growth

Rate

Figure 1 Changes in China's total export value and its year-

on-year growth rate over the past 15 years (Picture credit:

Original)

In recent years, China's foreign trade has

consistently remained at a high level and maintained

relative stability globally. As shown in figure 1,

although China's total export volume exhibits an

upward trend, the growth rate has shown a declining

trajectory and significantly slowed due to factors such

as sluggish global economic growth and the

emergence of trade protectionism. Despite the

substantial scale of China's exports, the growth rate

struggles to return to previous levels under the anti-

globalization environment.

2.2 Increase in Trade Barriers

The rise of anti-globalization sentiment has fueled

trade protectionism. Prior to 2018, the average U.S.

tariff on imported goods from China was only 3.1%.

However, after President Trump imposed additional

tariffs on various imported products, this figure

surged to 19.3%. Some argue that following the

implementation of an extra 10% tariff on Chinese

goods on February 4, 2025, the average U.S. tariff

level on Chinese products has approached 30%

(China Economic Net, 2025). This has directly

resulted in rising export costs for Chinese enterprises,

diminished price competitiveness of their products,

squeezed market share, and posed significant

challenges to China's position as a global

manufacturing hub.

2.3 Supply Chain Risks Increase

Geopolitical conflicts have deteriorated the global

logistics environment,

causing disruptions in cross-border enterprises'

supply chains. Key components face prolonged

transportation times and unstable supply, which

increases operational costs and management

complexity while reducing capital turnover efficiency

(Liu & Zhang, 2020).

2.4 Market Uncertainty Increases

The anti-globalization sentiment has reduced

consumers' economic expectations and willingness to

spend, leading to a contraction in market demand.

Cross-border enterprises now face increased

challenges in marketing and brand promotion within

overseas markets, and their brand-building processes

are hindered as a result (Zhao, 2019).

3 TCL'S STRATEGIC

ADJUSTMENT MEASURES

3.1 Supply Chain Diversification

TCL has actively expanded its presence in key

overseas markets by promoting supply chain

localization. The company operates 46 R&D centers

and 38 manufacturing bases across multiple countries,

including Vietnam, India, Poland, and Mexico, with

sales networks spanning more than 160 countries and

Strategic Adjustment of Cross-Border Enterprises Under the Background of Anti-Globalization: A Case Study of TCL

425

regions (China Economic Net, 2025). This strategy

has effectively reduced risks associated with tariff

fluctuations and logistics disruptions while enabling

swift responses to local market demands.

To expand the sources of raw materials and

component suppliers, TCL has increased cooperation

with suppliers in Southeast Asia while maintaining

partnerships with traditional suppliers in Japan and

South Korea. According to supply chain-related data

in TCL's 2023 annual report (TCL Technology

Group, 2024), the proportion of LCD panels procured

from suppliers in India and Southeast Asia was

approximately 15% in 2021. By 2022, this proportion

rose to 22%, and by 2023, it further increased to 30%.

This strategy has mitigated the adverse impacts of

potential disruptions from relying on a single

supplier.

To expand the sources of raw materials and

components suppliers, TCL has increased

cooperation with suppliers in Southeast Asia while

maintaining partnerships with traditional suppliers in

Japan and South Korea. According to the supply

chain-related data in TCL's 2023 annual report, the

proportion of LCD panels procured from Indian and

Southeast Asian suppliers was approximately 15% in

2021, which increased to 22% in 2022 and further

rose to 30% in 2023 (TCL Technology Group, 2024).

This approach has mitigated the adverse impacts of

potential disruptions from a single supplier.

Some scholars argue that by building diversified

supply chains, enterprises can reduce reliance on

single suppliers and production regions, effectively

address trade barriers and supply disruption risks, and

enhance the resilience and stability of supply chains

(Li & Qing, 2019).

3.2 Innovation in R&D Technology

An important motivation for internationalization is to

acquire advanced knowledge from developed

countries and utilize this knowledge to enhance the

technology and innovation capabilities of the parent

company (Fu, Sun, & Ghausi, 2018). TCL has

established R&D centers in multiple locations

worldwide, collaborating with local scientific

research institutions and universities to research

innovative technologies and develop smarter products

that better align with consumer preferences in

different regions.

Facing technological blockades, TCL has

significantly increased its R&D investments. At the

2024 TCL Global Technology Innovation

Conference, data revealed that the company's total

R&D expenditure over the past six years has exceeded

60 billion yuan. In the field of artificial intelligence,

TCL has developed an intelligent voice interaction

system; in quantum dot technology, it has launched a

series of quantum dot TV products. By securing

multiple core technology patents, TCL has reduced

reliance on external technologies and strengthened its

product competitiveness.

3.3 Business Development and Market

In 2020, TCL acquired Zhonghuan Group, marking a

significant step in the semiconductor industry and

demonstrating its strategic intent to penetrate

upstream industrial chains. The same year, TCL also

acquired Samsung's LCD panel manufacturing plant

in Suzhou, which would leverage Samsung

Electronics' orders to expand its global panel exports.

Additionally, TCL ventured into new business

domains such as smart home technology. These

strategies of market expansion and vertical

integration help the company diversify market risks,

explore new growth opportunities, and enhance its

competitiveness in the global market (Wang &

Huang, 2019).

4 STRATEGIC ADJUSTMENT

RESULTS

Successful strategic adjustments can effectively

enhance enterprises' risk resilience and international

competitiveness, enabling them to achieve

sustainable development in the context of anti-

globalization (Wang & Huang, 2019).

4.1 Market Revenue Aspect

Figure 2 TCL Revenue (Picture credit: Original)

As shown in Figure 2, after a series of strategic

adjustments, TCL's revenue began to steadily recover.

According to TCL Technology's 2023 annual report,

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426

the company achieved operating revenue of 174.446

billion yuan, a year-on-year increase of 4.69%, net

profit of 4.781 billion yuan, a year-on-year surge of

167.37%, and net profit

attributable to shareholders of the listed company of

2.215 billion yuan, a remarkable growth of 747.60%

(TCL Technology Group, 2024). These results

demonstrate significant effectiveness.

4.2 Market Share Aspect

According to data from the internationally

authoritative research institution Omdia, TCL TV

secured the position of the world's second-largest

brand with sales of 25.26 million units (Omdia, 2025).

The brand's visibility continues to rise, and its

vigorous expansion in overseas markets highlights

strong risk resilience and competitive strength in the

global marketplace.

4.3 Supply Chain Aspect

The diversification of the supply chain has

significantly reduced component disruptions,

transportation costs, and risks, while greatly

improving the efficiency of production plan

completion. This ensures the sustainable development

of enterprises and enhances their responsiveness to

market demands.

5 COMPARATIVE ANALYSIS OF

STRATEGIC ADJUSTMENTS

AMONG PEER COMPANIES

Haier is committed to building a global brand and has

established an integrated business strategy of

"localized R&D, localized manufacturing, and

localized marketing" (Li,2023). According to Haier

Group's official website data, Haier has established 10

major R&D centers, 71 research institutes,35

industrial parks, and 163 manufacturing centers

worldwide (Haier Group,2025). The company

adheres to a customer-centric approach, creates high-

end brand positioning, and implements product

differentiation strategies in different countries and

regions to achieve deep brand penetration (Li, 2023).

Huawei has long prioritized technological R&D as

a strategic core. Even before establishing its own

products, technologies, and brand, the company

persistently invested in technological research. After

generating profits, it intensified independent R&D

efforts, gradually achieving technological

breakthroughs and leadership, exemplified by

HarmonyOS and 5G technology (Fu, Zhang, & Fu,

2023). Simultaneously, Huawei adopted a gradual

internationalization path, first entering markets in

Latin America and other developing countries, then

advancing into Western Europe and North America,

ultimately realizing a globalized layout (Fu, Zhang, &

Fu, 2022).

Through comparison, it can be observed that TCL,

Haier, and Huawei all pursue diversified development

in their strategic adjustments without limiting

themselves to single business lines; they emphasize

supply chain diversification and actively expand

overseas markets; they focus on technological R&D

innovation to master core technologies and enhance

product competitiveness. However, Haier places

greater emphasis on building a global operational

system and brand architecture; TCL prioritizes high

energy efficiency and superior quality to penetrate

international markets; Huawei leans toward

technology-driven innovation to propel diversified

growth. This comparative analysis provides valuable

references for enterprises to learn from each other and

optimize their strategic adjustments.

The inclusion of peer companies confronting anti-

globalization challenges, like Haier and Huawei, as

comparative cases. Case comparisons enable

enterprises to learn from others' successful

experiences or failure lessons, avoid repeating

mistakes, and identify development paths suited to

their own contexts.

6 CONCLUSIONS

Amid the anti-globalization backdrop, TCL

successfully navigated challenges and carved out new

growth opportunities through strategic adjustments

including supply chain diversification, technological

innovation in R&D, and market expansion. This case

offers valuable lessons for other enterprises: In the

face of reversing globalization trends, cross-border

companies must strengthen localized operations by

deeply understanding regional market demands and

improving service quality; increase investment in

technological innovation to master core technologies

and enhance product competitiveness; actively

explore diversified markets to mitigate risks and

achieve sustainable development.

The main contributions of this study are as

follows: first, it enriches research on corporate

strategies under the unique context of anti-

globalization, expanding the application of strategic

management in complex international economic

Strategic Adjustment of Cross-Border Enterprises Under the Background of Anti-Globalization: A Case Study of TCL

427

environments; second, it provides actionable insights

for cross-border enterprises to adjust strategies in the

context of anti-globalization through an in-depth

analysis of TCL's strategic approaches; third, it offers

a comparative analysis between TCL and its industry

peer Haier, enabling enterprises to gain clearer

perspectives for self-assessment and identify their

strengths and weaknesses.

The limitation of this study lies in its reliance on a

single case study of TCL. While TCL serves as a

representative example, it may not fully capture the

diverse challenges faced by cross-border enterprises

under external environmental influences.

Additionally, although some datah were incorporated,

the depth and breadth of quantitative analysis remain

insufficient in the overall research framework. Future

research could focus on cross-border enterprises with

varying scales and business focuses, incorporating

more quantitative analyses and models to enhance

scientific rigor and precision.

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