Seayoung Zhou, Director of Yeehai Global, Shares Insights on the Path for Chinese Semiconductor Companies to Go Global
On April 9, 2025, at the "Electronic Components Supply Chain Going Global Forum" held at the Futian Convention and Exhibition Center, Seayoung, Operations Director of the Overseas Semiconductor Network and Components Business Director of Yeehai Global, delivered an in-depth presentation on behalf of the founding team of China Exportsemi. Focusing on the hot topic of "Chinese semiconductor companies going global," Seayoung drew upon his over two decades of marketing experience and Yeehai Global's practical cases serving more than 3,000 enterprises. He systematically outlined the key challenges faced by semiconductor companies venturing abroad and proposed actionable strategic pathways. He emphasized the importance of brand building and a long-term mindset for successful globalization.
Image: Yeehai Global’s Strategies for Global Expansion in Semiconductors and Components
I. Company Background: From Content Marketing to Industrial Empowerment
Yeehai Global was founded in 2017 and has since served over 3,000 enterprises, with nearly 2,000 active clients and a renewal rate exceeding 80%. The company’s team largely comprises professionals with a background in global resources, deeply familiar with the operational logic of overseas markets.
According to Seayoung, Yeehai Global specializes in digital marketing, brand globalization, and content operations. Its team includes seasoned experts in content planning, operations, and market strategy. During his speech, Seayoung revealed that the company is preparing to launch its "China Exportsemi" platform, with the 1.0 version of its business model expected to debut in June this year.
Image: Introduction to Yeehai Global
II. The Opportunity to Go Global: Tariff Wars Spur Domestic Substitution and Global Expansion
Against the backdrop of global supply chain restructuring and ongoing geopolitical tensions, Seayoung pointed out that this is a critical window for Chinese semiconductor companies to explore international markets.
"The tariff war has actually given us a systematic opportunity to go global," he said. "Domestic substitution has led to improvements in technology and product maturity, and once economies of scale are achieved, exports will see explosive growth."
In line with this trend, Yeehai Global has identified "semiconductor globalization" as one of its key development directions. The company plans to deepen its focus on platform-based and systematic services to provide strategic support to Chinese semiconductor manufacturers and distributors.
III. Challenge One: Corporate Mindset and Organizational Transformation Needed
Zhou candidly noted that the biggest issue facing Chinese semiconductor companies going global is a lack of awareness. Most companies still adhere to the mindset of prioritizing sales over branding, neglecting to establish dedicated marketing departments or build overseas brand recognition. This often results in excellent products failing to resonate with international customers.
He highlighted that over 80% of Chinese semiconductor companies do not have a "Marketing Director" position, and marketing tasks are often conflated with sales functions, lacking systematic brand management and strategic positioning.
"If a company doesn’t even have an English version of its website—or worse, relies on machine translation—how can overseas customers trust it?" he remarked. "Brand image isn’t just about product packaging; it permeates every touchpoint of a company’s external communication."
IV. Challenge Two: Information Gaps and Weak Brand Presence
The insufficient influence of domestic manufacturers in overseas markets and the lack of brand voice among independent distributors are specific manifestations of information gaps. Seayoung pointed out that many distributors still operate in a crude "procurement-quotation-price competition" model, lacking brand thinking and the ability to manage long-term customer relationships.
"Even as distributors, they should consider how to build their own brand IP and enhance corporate visibility," he stressed. "In the digital age, 'brand equals asset,' rather than simply relying on the original equipment manufacturer (OEM)."
V. Challenge Three: Technical Service and Localization Delivery
Technical service capability is a critical factor in determining whether globalization efforts succeed. Seayoung mentioned that while Southeast Asia can be supported through on-site presence, entering Europe, Turkey, Poland, and similar regions presents new challenges, such as longer decision-making chains and slower service cycles.
"Chinese companies excel at speed and cost efficiency, but overseas customers value process, stability, and service guarantees. To succeed globally, we must adapt to their pace," he cautioned.
VI. Solutions: Restructuring Competition Models and Brand Strategies
Addressing these pain points, Seayoung proposed a comprehensive roadmap for globalization, including the following key elements:
1. Adjusting Competition Models: Product + Service + Scenario Integration
Move beyond competing solely on product performance or price. Focus on delivering solutions, driving customer trust and repeat purchases through technical services and application scenarios.
2. Clarifying Customer Lifetime Value
Adopt a "customer success" mindset, emphasizing long-termism and building trust-based, value-creating partnerships.
3. Redefining Corporate Positioning
Leverage core strengths and tailor strategies to target market characteristics to avoid inefficient competition marked by homogeneity.
4. Building a Systematic Roadmap for Globalization
-Early Stage: Accumulate connections and exposure through exhibitions, visits, and industry forums.
- Mid Stage: Develop local agency systems to better understand regional customer needs.
-Mature Stage: Establish localized teams to serve key customers deeply and achieve brand internationalization.
5. Creating Corporate IP and Brand Assets
Use social media and content marketing to turn company leaders and organizations into recognizable "IPs," building digital brand assets that lay the foundation for future globalization.
Image: Different Types of Component Manufacturers Suit Different Globalization Strategies
VII. Yeehai Global’s Empowerment Logic: A New Paradigm of AI + Social Media Content Marketing
As a digital marketing company, Yeehai Global integrates mainstream overseas channels (such as LinkedIn and YouTube) with AI-powered content creation. Through a combined approach of "social media + content + technology," it provides one-stop overseas communication and brand-building services to clients.
"In the past, brands relied on advertising; now, they rely on content," Zhou stated. Especially in the high-tech, long-cycle semiconductor industry, consistently producing high-quality content is key to establishing brand authority and customer trust.
VIII. Conclusion: The Time for Semiconductor Globalization Is Now, Long-Term Thinking Is Essential
In closing, Seayoung reiterated, "Semiconductor globalization cannot be rushed. It requires strategic patience and a willingness to invest three to five years in content creation, brand building, and market cultivation." He believes that as long as companies fundamentally shift their mindset and build brand assets alongside service capabilities, Chinese semiconductors will not only secure a foothold in the global supply chain but also command premium pricing.
Editor’s Note: The "China Exportsemi" platform being developed by Yeehai Global may become crucial infrastructure for Chinese semiconductor companies pursuing branded globalization. It is worth keeping an eye on.
For reprints, please cite the source: China Exportsemi (https://china.exportsemi.com)
