中国手机制造商小米在印度遭遇了十分糟心的投资经历，为什么不去对中国更加友好的孟加拉国建厂

If Chinese mobile phone makers like iaomi have such bad investment experiences in India, why can't they set up their businesses in Bangladesh, which is much more China-friendly, and sell their phones to Indians from Bangladesh?

中国手机制造商小米在印度遭遇了如此糟糕的投资经历，为什么不去对中国更加友好的孟加拉国建厂，并把手机卖给孟加拉国的印度人呢？

以下是Quora网友的评论：

Dr. Balaji Viswanathan

If they could have, they would have.

Bangladesh’s mobile phone industry is already in doldrums with a massive drop in production through 2022. From Jan to Dec, the production dropped by over half. This is especially brutal in the smartphone space where the production nearly came to a halt.

如果可以，他们早就这么做了。

孟加拉国的手机行业已经停滞不前了，2022年产量将大幅下降。今年1月到12月，产量下降了一半以上。智能手机领域尤其严重，生产几乎陷入停顿。

In the same year, India had a record year in mobile phone production.

Even Chinese makers such as iaomi has made great revenues in India last year. Nearly $5b.

同年，印度的手机产量创下历史新高。

就连小米这样的中国制造商去年也在印度获得了巨额的收入，近50亿美元。

If had reigned in the adventures of the local military leaders in Galwan, iaomi and other brands would have gone up even further. Unnecessary military clashes has pushed India closer to the US, caused a ban of all Chinese apps in India and also caused billions of dollars of lost potential revenues to Chinese companies.

如果没有爆发加勒万河谷冲突，小米和其他品牌可能会进一步崛起。不必要的军事冲突使得印度与美国走得更近，所有中国应用程序在印度悉数被禁，中国企业因此损失了数十亿美元的潜在收入。

Before the Doklam clash, I used to periodically visit China and had built top government connections, while setting up an office in Jiangsu. Now, China is virtually a no-go for most Indian businesses. Hopefully, China understands the mistakes that were made in the border that brought no benefits and just losses.

在洞朗冲突之前，我经常去往中国，在江苏设立办事处时和当地政府高层也建立了关系。现在，对大多数印度企业来说，中国已是一个禁区。希望他们能认清自己在边境上所犯的错误，这些错误有百害无一利。

Wenjie Piao

They got doped for the hype of market size.

Manufacturing locally avoids custom. If Bangladesh doesn't have any FTA with India, manufacturing there and wait for the infrastructure to catch up doesn't make any sense. And to be frank, I'd go for Indonesia over Bangladesh.

他们被印度市场规模的炒作迷惑了。

本地制造可以绕开进口限制。如果孟加拉国与印度没有任何自由贸易协定，在孟加拉国生产是没有任何意义的。坦率地说，比起孟加拉国，我更喜欢印尼。

Random Mandalorian

Because basic economics. Demand is in India, and Bangladesh does not have the contract manufacturing ecosystem already in place. Companies like Dixon, Amber and IMI have been working quietly to establish a lead in manufacturing across a wide range of electronic equipment.

一切都是因为基本经济学原理。需求在印度，孟加拉国还没有合约制造的生态系统。Dixon、Amber和IMI等公司一直在悄悄地努力，在各种电子设备的生产领域拼夺领先地位。

In an exploding and increasingly competitive market, iaomi can’t afford a market share loss. In products like earphones and smartwatches Indian brands like boAt, Noise and Fireboltt have been making massive inroads, capturing majority market shares. What’s incredibly ironic is that these brands used Chinese manufacturing to pull a lead first, before switching to Indian production bases. BoAt has already started manufacturing power banks, and last I checked, their stocks were all sold out. This trend is even appearing in smartphones. Lava, thought to have been wiped out, made a splash with the Lava Agni 2 5G, with the phones being sold out very fast. Bear in mind that these new Indian companies are very much in their initial stages and that they have already made an impact, because this time around they have finally understood what the average Indian consumer requires. With this context Chinese companies realize that they need to up the game, and the last thing that they need to do is move production to Bangladesh. iaomi isn’t only moving phone production to India, but TVs and speakers.

在一个爆发式增长、竞争日益激烈的市场中，小米无法承受市场份额的损失。

在耳机和智能手表等产品方面，BoAt、Noise和Fireboltt等印度品牌一直在大举进军，占据了大部分市场份额。

令人觉得异常讽刺的是，这些品牌在转向印度生产基地之前，最先利用中国工厂来打造领先优势。

BoAt已经开始生产充电宝了，据我所知，他们的库存都卖光了。这种趋势甚至还出现在智能手机上。

似乎已经销声匿迹的Lava公司新推出的Agni 2 5G手机也引起了轰动，手机很快就销售一空。要知道，这些新的印度公司在很大程度上还处于起步阶段，

但已经具有极大影响力了，它们终于理解了印度普通消费者的需求。

在这种情况下，中国公司意识到他们必须将竞争升级，他们最不想做的就是将生产转移到孟加拉国。

小米不仅应该将手机生产转移到印度，还应该把电视和音箱的生产也转移到印度。

Bhavesh Mankani

There could be several reasons why Chinese mobile phone makers like iaomi may not choose to set up their businesses in Bangladesh to sell their phones to the Indian market:

像小米这样的中国手机制造商可能不会选择在孟加拉国建厂，向印度市场销售手机，原因可能有以下几个：

1. Market Access: While Bangladesh may have a relatively friendly relationship with China, it doesn't necessarily mean that Indian consumers would easily accept buying Chinese products from Bangladesh. Market access and consumer perception are crucial factors in the success of any business. Chinese brands would need to establish trust and credibility in the Indian market, and setting up operations in Bangladesh might not address these concerns effectively.

1. 市场准入：虽然孟加拉国可能与中国较为友好，但这并不一定意味着印度消费者会轻易接受孟加拉国产的中国商品。市场准入和消费者感知是所有企业取得成功的关键因素。中国品牌需要在印度市场建立信任和信誉，在孟加拉国开展业务可能无法有效解决这些问题。

2. Logistics and Supply Chain: Setting up a manufacturing and distribution network in a different country involves significant logistical challenges. Manufacturers often rely on established supply chains, transportation infrastructure, and proxmity to target markets. It might be more efficient for Chinese companies to operate directly in India or nearby countries rather than adding an extra layer of complexty by establishing operations in Bangladesh.

2. 物流和供应链：在其他国家打造工厂和分销网络面临重大的物流挑战。制造商往往依赖成熟的供应链、交通基础设施和临近目标市场等因素。对中国公司来说，直接在印度或附近国家经营可能更有效率，在孟加拉国建厂，反而更复杂。

3. Competitive Landscape: India has a massive consumer market, and the mobile phone industry is highly competitive. Chinese brands like iaomi have already made significant investments in India and established their presence, which gives them a competitive advantage over new entrants. While Bangladesh may have a growing market, it may not provide the same scale or growth potential as India.

3.竞争格局：印度拥有庞大的消费市场，手机行业竞争激烈。像小米这样的中国品牌已经在印度进行了大量投资，并打造了自己的品牌知名度，这让小米在与新品牌的竞争中拥有了优势。虽然孟加拉国可能拥有一个不断增长的市场，但可能并不具备和印度相同的规模或增长潜力。

4. Regulatory Environment: Each country has its own regulatory framework and policies that govern business operations. Chinese companies may have faced investment challenges in India due to factors such as regulatory changes, trade disputes, or geopolitical tensions. While Bangladesh might be more China-friendly, it is important to consider the stability and predictability of the regulatory environment in the long term.

4. 监管环境：每个国家都有自己的监管框架和政策。由于监管变化、贸易争端或地缘政治紧张等因素，中国企业可能在印度面临投资挑战。虽然孟加拉国可能对中国更加友好，但要考虑监管环境的长期稳定性和可预测性。

Neo

Chinese mobile phone makers like iaomi have faced challenges in the Indian market, but setting up their businesses in Bangladesh and selling phones to Indians from there may not be a simple solution. India's large consumer base, established infrastructure, brand recognition, and competitive landscape make it an attractive market despite the hurdles. Shifting operations to Bangladesh would require significant investments in infrastructure and supply chains, while also navigating local regulations and building brand awareness from scratch. While Bangladesh may be perceived as more China-friendly, it may not offer the same market potential and advantages as India.

小米这样的中国手机制造商在印度市场面临挑战，但在孟加拉国建厂并把手机从孟加拉国卖到印度可能并不是一个简单的解决方案。

尽管存在障碍，但印度庞大的消费者基础、成熟的基础设施、品牌知名度和竞争格局都使印度成为一个更具吸引力的市场。

将业务转移到孟加拉国需要在基础设施和供应链方面进行大量投资，同时还要适应当地的法规，从头开始建立品牌知名度。

虽然孟加拉国可能对中国更友好，但它无法提供印度这样的市场潜力和优势。

Shelby Dimri

While it is true that Chinese mobile phone makers like iaomi have faced certain challenges and experiences in the Indian market, expanding their operations to other countries like Bangladesh is not as straightforward as it may seem. There are several factors to consider:

虽然像小米这样的中国手机制造商确实在印度市场面临着一定的挑战，但将业务扩展到孟加拉国等其他国家并没有看起来那样简单。有几个因素需要考虑：

1.Market Potential: India is currently one of the largest smartphone markets in the world, with a vast consumer base. Despite challenges, it offers significant growth opportunities for mobile phone manufacturers. Bangladesh, while growing, has a smaller market size compared to India, which may impact the scale and profitability of operations.

1.市场潜力：印度是目前全球最大的智能手机市场之一，拥有庞大的消费者基础。尽管面临挑战，但印度为手机制造商提供了大量的增长机会。孟加拉国虽然也在发展，但与印度相比，市场规模较小，这可能会影响运营的规模和盈利能力。

2.Market Dynamics: Each market has its unique dynamics, consumer preferences, and regulatory environments. While Bangladesh may be more China-friendly politically, consumer behavior and market dynamics can be different. Understanding and adapting to the specific requirements of a new market can be a complex task that requires significant investment and effort.

2. 市场动态：每个市场都有其独特的动态、消费者偏好和监管环境。虽然孟加拉国在政治上可能对中国更友好，但消费者行为和市场动态可能有所不同。理解和适应新市场的具体要求可能会是一项复杂的任务，需要大量的投资和努力。

3.Infrastructure and Distribution Networks: India has a well-established infrastructure and distribution network for mobile phones, including retail chains, e-commerce platforms, and service centers. Building a similar network in Bangladesh would require time, investment, and resources.

3.基础设施和分销网络：印度拥有完善的移动电话基础设施和分销网络，包括零售连锁店、电子商务平台和服务中心。在孟加拉国打造一个这样的网络需要大量的时间、投资和资源。

4.Brand Perception: Brand perception plays a crucial role in consumer preferences. While Chinese brands have gained popularity in India over the years, establishing the same level of trust and recognition in a new market like Bangladesh may take time and require dedicated marketing efforts.

4.品牌知名度：品牌知名度在消费者偏好中起着至关重要的作用。中国品牌多年来在印度越来越受欢迎，但在孟加拉国这样的新市场打造同样水平的信任和认知度可能需要时间和营销。

5.Competitive Landscape: The smartphone market in both India and Bangladesh is highly competitive, with numerous local and international brands vying for market share. Chinese brands entering Bangladesh would face competition from exsting players who have already established their presence and built brand loyalty.

5.竞争形势：印度和孟加拉国的智能手机市场竞争激烈，许多本土品牌和国际品牌都在争夺市场份额。中国品牌打入孟加拉国将面临现有品牌的竞争，这些品牌已经建立了自己的知名度，也建立了品牌忠诚度。

6.Government Regulations: Apart from political factors, various regulations and policies can impact business operations, import/export processes, and market entry strategies. Understanding and complying with local regulations is essential for successful business expansion.

6.政府法规：除政治因素外，各种法规和政策也可能影响业务运营、进出口流程和市场准入战略。了解并遵守当地法规对业务的成功扩张至关重要。

It's worth noting that many Chinese smartphone brands, including iaomi, have already expanded their operations to various countries globally, including Bangladesh. However, the decision to enter new markets involves a thorough assessment of market potential, risks, costs, and long-term business viability.

Ultimately, the choice of expanding into new markets is a strategic decision that depends on several factors, including market size, growth potential, regulatory environment, competition, and the company's resources and capabilities.

值得注意的是，包括小米在内的许多中国智能手机品牌已经将业务扩展到包括孟加拉国在内的全球多个国家。但进入新市场的决定需要对市场潜力、风险、成本和长期业务生存能力进行全面评估。

最终，向新市场扩张是一项战略决策，取决于几个因素，包括市场规模、增长潜力、监管环境、竞争以及公司的资源和能力。

Sagar Mamun

Bangladesh just set up hi-tech park to host such actions. Bangladesh takes longer to be prepared. When the Government is changed, the new one used to stop the on going projects. However, when the party comes back to power, they restart their initiatives. Hi tech park went through such patch. However, Hi tech park is the destination where Chinese or any foreign party can set up lab and utilise low cost labor opportunity to compete in global business.

孟加拉国刚刚建设了高科技园区来欢迎这样的行动。孟加拉国需要更长的时间来做好准备。政府换届时，新政府往往会叫停正在进行的项目。等该党重新掌权时，又会重新开始。

高科技园区就经历了这样的阶段。不过高科技园区是中国和其他国家可以设立实验室并利用低成本劳动力机会在全球业务中进行竞争的地方。

Felix Su

They can. And if India tries to play games by banning Chinese phone makers then China can ban all parts to India. Two can play at the same game. But it will be the Indian government who cries in the end.

如果印度试图限制中国手机制造商，那么中国也可以禁止将零部件运往印度。两国可以互相斗法，但最终哭的只会是印度政府。

SMA Aousaf

well because

there are btter options like indonesia malaysia

being chinese friendly doesnt mean infrasutrcuture and developement is good to invest in ok

i guess ive listed good reasons

but

maybe

later

i can list more

因为

中国还有更好的选择，比如印尼和马来西亚