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… robots are huge concepts with broad deployment possibilities. What we’re building are general-purpose robots.
For any single scenario or task, you don’t need a humanoid robot. In logistics or elsewhere, you can often find a more efficient specialized solution.
Specialized robots rely on deep hardware-software integration to maximize efficiency in a specific scenario. General-purpose robots follow different logic, and there are two forms of “generality.”
One is general hardware plus software applications, similar to the smartphone model. You don’t change the hardware, you expand functionality through software. A single body plus one application may not seem cost-effective. But when you add two, three, or five applications, you reach an inflection point, and capabilities start to compound.
That’s the logic behind Cosa. It’s an operating system with memory, cognition, perception, and skill orchestration. It differs from a traditional computer OS. A computer OS manages hardware resources for computing needs. A robot OS manages everything from limbs to motors to produce motion that changes the physical world. It needs dialogue, language, interaction, and multiple agents. Ultimately, it becomes agent-native.
The second form of generality is a universal base that can be recombined and adapted for different task scenarios while maintaining efficiency. That’s the premise behind Tron. For example, in logistics sorting, you can configure Tron with dual arms. Over time, a general base capability accumulates across many scenarios.
If you walk through the World Robot Conference, you’ll see countless robots of all shapes and sizes, many of which feel similar. Tron offers a different possibility. It suggests robots don’t have to look the way they do today.
From that perspective, Tron has historical significance. Years from now, when people look back, I believe Tron will be one of the robots remembered by its era.
<h3>36Kr: Looking ahead to 2026, what breakthroughs do you expect in embodied intelligence?</h3>
ZW: 2026 will be the first year when embodied intelligence begins serving real-world scenarios. Technically, there are two major variables.
The first is video-based learning. We started focusing on learning generalizable manipulation capabilities from video data in 2024. In early 2025, we released VGM. Teleoperated real robot data is inefficient and cannot scale. That’s why the field has returned to video data, especially first-person video.
I often describe data as “ore” and intelligence as “gold.” Data is everywhere. What matters is whether you can refine it. Training directly on real robot data is the most primitive form of refinement.
The second variable is reinforcement learning. VLA models are nearing the end of their pre-training phase for embodied intelligence. The field is entering the post-training era.
Post-training is similar to RLHF (reinforcement learning from human feedback) for large language models, but in embodied intelligence it is even more important. Pre-training data in this field is scarce. Once a model has basic generalization capabilities, it must enter real-world scenarios quickly, collect data continuously, and improve through real-world reinforcement learning.
The goal is to form a flywheel between foundation models and scenario data. You can’t wait until everything is perfect. The flywheel has to start in real environments.
<h3>36Kr: Competition for talent in embodied intelligence is fierce. How does LimX attract and retain top talent?</h3>
ZW: Culture and values, not money alone.
Market compensation is rising, and you have to meet reasonable standards. But many people care more about what they can learn here, what they can build, and whether they can do something meaningful. People care about technical challenges, room to grow, and real accomplishment.
Money is the baseline. What matters more is the technical environment, learning opportunities, and the chance to build something together. Competing purely on compensation is a primitive approach. I still have work to do here, and this year we’ll focus heavily on building culture.
<h3>36Kr: What traits do you value most when hiring?</h3>
ZW: Reliability, intelligence, ambition, and a desire to grow. Curiosity and openness are also essential. Otherwise, past experience can become a liability for a startup rather than an asset.
<h3>36Kr: You’ve worked in both China and the US. From your perspective, what are the differences?</h3>
ZW: In embodied intelligence, the US doesn’t have an advantage. The path from concept to deployment is long. It involves product design, mass production, manufacturing, users, and markets. China moves faster across that chain.
Pure <a href="/industry/ai">artificial intelligence</a> without hardware may still favor the US. But anything involving hardware, China will move faster.
<h3>36Kr: If you had to set goals for LimX in 2026, what would they be?</h3>
ZW: For humanoid robots, the goal is to remove the remote controller and validate product-market fit in several scenarios. We’ll launch new products and build a distinctive product matrix.
On the technical side, agent-native operating systems are the priority. We want Tron to become the general-purpose base for embodied intelligence research and deployment, something like what Nvidia’s computing platform is to AI.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3668859815158405">article</a> was written by Xiao Xi for 36Kr.

LimX Dynamics founder says embodied intelligence is just getting started, despite bubble concerns

Robotics

Deep Tech

Embodied Intelligence

China

The Museum of Art Pudong (MAP) in Shanghai has been noticeably more crowded than usual in recent days.
Inside the galleries, some visitors hold up their phones to conduct live video calls with Doubao, listening as the <a href="/industry/ai">artificial intelligence</a> chatbot offers real-time interpretations of ceramic motifs from the Louvre’s collection. Others photograph paintings by Pablo Picasso and send the images through, receiving layered written explanations just seconds later.
When an AI app with more than 100 million daily active users meets 300 cross-continental works from the Louvre and 80 representative paintings by Picasso, a cross-industry experiment is unfolding at MAP that brings together technological capability, cultural empowerment, and user growth.
On January 20, <a href="/company/bytedance">ByteDance’s</a> Doubao announced a partnership with MAP, becoming the official AI docent for two major international exhibitions: “The Wonder of Patterns: Masterpieces from India, Iran and the Ottoman World,” and “Picasso Through the Eyes of Paul Smith.” Through exclusive data collaboration and targeted search optimization, the partnership further improves Doubao’s accuracy in artwork recognition and interpretation.
This marks the first time an AI product has served as an official interpretation tool for an art museum.
As the official AI docent for the two flagship exhibitions, Doubao’s arrival reflects a longstanding industry reality: high-quality art interpretation has always been scarce. Museums and galleries have limited numbers of professional docents, and guided tours often require dozens of visitors to listen together, leaving little room for personalization. Expert-level art historical interpretation is even harder to access. Faced with artworks that span centuries and civilizations, many visitors are left with little more than a cursory, walkthrough experience. Cultural accessibility is not only about bringing more people into museums, but also about ensuring that everyone can obtain high-quality interpretation at an affordable cost.
Museum interpretation has long been a challenging scenario. It requires distinguishing between highly similar objects, such as a 15th-century Iranian peony dish and a Ming-era Yongle blue-and-white peony plate. It also demands accurate identification of niche artifacts with limited public documentation, while coping with constantly shifting viewing angles, shaky footage, and changes in lighting as visitors move through galleries.
Through exclusive data collaboration and targeted search optimization with MAP, Doubao draws on the visual reasoning and stable recognition capabilities of its Seed 1.8 model to achieve what the team describes as “detective-style” precision. The system can even respond accurately to softly spoken questions, addressing many of the long-standing pain points of traditional guided tours.
According to a project lead, Seed 1.8 has reached state-of-the-art performance in video perception, streaming, and video understanding. It moves beyond the traditional “take a photo, send it, ask a question, then repeat” workflow. Instead, it is said to continuously digest and analyze the viewer’s changing perspective and surroundings, enabling sustained, natural, humanlike dialogue.
Zhu Jun, a vice president at ByteDance, said interaction between AI and users is fundamentally conversational. During exhibitions, he said, Doubao is designed to engage visitors through empathetic prompts and heuristic dialogue, drawing out their existing feelings and experiences to create a more participatory process of understanding.
While touring the exhibitions, visitors can ask Doubao to interpret works from multiple angles, including artistic style, historical context, creative techniques, and cultural significance. For instance, when standing in front of the Picasso gallery, a visitor might ask how a painting conveys its sense of calm.
Doubao responds by situating the work within its 1932 context, explaining how soft curves and bold color blocks work together to create an intimate and tranquil reading scene. It also discusses how Picasso’s muse at the time, Marie-Therese Walter, influenced his style during this period, and how he struck a balance between figuration and deformation.
Doubao’s exploration of the arts did not happen overnight. Previously, it had partnered with seven national-level museums, including the National Museum of China and the Henan Museum. Through exclusive data collaboration and targeted search optimization, Doubao steadily improved the accuracy of its recognition and interpretation capabilities.
For the two exhibitions at MAP, Doubao further refined its algorithmic models. It can now reportedly identify 80 representative works by Picasso and 300 artifacts from the Louvre’s collection, while also factoring in exhibition design and visitor behavior to deliver more context-aware interpretation. Whether through real-time interaction during video calls or detailed text explanations after image recognition, the aim is to make art interpretation readily accessible.
From museums to art galleries, from ancient artifacts to modern art, Doubao’s AI-guided interpretation is helping build a more inclusive and accessible public cultural space. It not only addresses the shortage of art interpretation resources, but also reshapes the relationship between art and the public. Art is no longer a rarefied pursuit reserved for a select few, but a form of cultural nourishment available to everyone.
When technology breaks down barriers to understanding and art interpretation becomes truly accessible, cultural inclusion begins to take on tangible form.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3661841941013126">article</a> was written by Li Xiaoxia for 36Kr.

ByteDance’s Doubao turns from chatbot to docent at Shanghai art museum

East Asia

Artificial Intelligence

Entertainment

Creative

… are supplied directly to automakers and tier one suppliers. What we mainly provide is software, which makes us a software supplier.
Our relationship with Horizon is more cooperative than competitive. We’re an important ecosystem partner, but we remain independent. We don’t rely on Horizon’s algorithms. We only use its chips and general toolchains. All of our underlying algorithms, simulators, and libraries are developed in-house, so our roles don’t conflict.
At the same time, we’re also ecosystem partners of Nvidia and Qualcomm. Domestically, we promote Horizon-based solutions. Overseas, we focus on Nvidia and Qualcomm, adapting based on market demand.
<h3>36Kr: When delivering projects, does QCraft usually act as a tier one or tier two supplier?</h3>
YQ: It’s flexible. Sometimes we’re a tier one supplier, sometimes a tier two supplier.
That distinction doesn’t determine who has more influence. What matters is who creates the scarcest value. That said, in the automotive sector, automakers ultimately hold the strongest bargaining power.
<h3>36Kr: Is there a real difference between being an ecosystem partner and a regular partner?</h3>
YQ: Fundamentally, not much. It’s mostly a difference in external positioning. Every ecosystem is extremely competitive. We may get earlier access to chip versions or better localized support, but ultimately the core still comes down to our own technical optimization.
<h3>36Kr: How do you assess assisted driving penetration and commercialization?</h3>
YQ: Globally, assisted driving penetration is currently below 5%. Over the next few years, it could rise to 50%, entering a tenfold growth cycle. This is closely tied to electrification. Electrification is the foundation of intelligence. Without large-scale electrification, assisted driving cannot truly take off.
A positive value cycle will emerge once penetration reaches 30–40%. At that point, advantages in accident and minor collision rates will become clear, insurance premiums will begin to reflect that value, automakers will be more willing to pay for high-quality solutions, and weaker players will be eliminated. I think this inflection point could arrive within one to two years.
<h3>36Kr: How do you view assisted driving moving into lower-priced vehicle segments?</h3>
YQ: Vehicles in the RMB 100,000 range should eventually be equipped with urban NOA. A few years from now, they may even approach Level 4 assisted driving capability. Technology diffusion is inevitable. Ordinary consumers also deserve safe, comfortable, and convenient experiences.
Ultimately, assisted driving will become standard across vehicles.
<h3>36Kr: What kind of competitive landscape do you expect China’s assisted driving market to settle into?</h3>
YQ: It won’t end up with only one or two companies. Automakers support multiple suppliers to maintain supply chain control and healthy competition. Assisted driving will follow the same logic, and the market will likely retain four to five leading players.
The upstream and downstream parts of the industry chain are inherently competitive. Automakers hold the strongest bargaining power and won’t allow a single supplier to monopolize the market.
<h3>36Kr: QCraft often talks about focus and tradeoffs as the core of its strategy. How did that mindset take shape?</h3>
YQ: Strategy is about focus and tradeoffs. Among the things you want to do, the things you can do, and the things you should do, you choose what you should do.
We focus on software algorithms and avoid hardware manufacturing, which is not our strength. We integrate supply chain resources through partnerships, and that is our core strategy.
<h3>36Kr: So QCraft has no plans to move into chips or other hardware?</h3>
YQ: For now, we won’t enter large-scale manufacturing of sensors or chips. Those fields already have mature players. The chip industry requires massive investment, long development cycles, and strong economies of scale. Automotive-only chips are particularly hard to make profitable.
<h3>36Kr: What about embodied intelligence and robotics?</h3>
YQ: In the long term, yes, we will move in that direction. Assisted driving itself is a major application of physical <a href="/industry/ai">artificial intelligence</a>. It is essentially embodied intelligence on four wheels. But for now, our priority is assisted driving and autonomous logistics. We want to win the current battles first. Once those businesses are stable, we’ll gradually expand into robotics.
<h3>36Kr: How do you see the timeline for Level 4 assisted driving and robotaxis?</h3>
YQ: Level 4 technology and robotaxis will take a long time to materialize, especially in China, where the environment is complex, labor costs are low, and regulations are restrictive. But we’ve never abandoned that long-term goal.
Our plan is to first break through in autonomous logistics. We’re already operating in multiple cities in partnership with Chery. After January, we’ll release more information and then gradually push toward robotaxi deployment.
<h3>36Kr: What is the current progress and roadmap for the autonomous logistics business?</h3>
YQ: We’re working with <a href="/company/chery">Chery</a> to develop autonomous logistics vehicles built to automotive-grade standards, balancing stability, reliability, and cost. These vehicles are already operating in multiple cities.
Our goal is to achieve large-scale mass production in logistics scenarios first, then move toward robotaxis. We expect to reach a meaningful scale within two to three years.
This is essentially a form of down-the-stack competition. We’re fully leveraging mass production capabilities. Our supply chain and quality control are stronger than those of many existing players. Chery handles manufacturing, which gives us more stable automotive-grade quality and lower costs.
<h3>36Kr: Some players have already locked up logistics hubs and sites. Do you feel late to the market?</h3>
YQ: Not at all. This industry is only just getting started. Leading players today have deployments of only tens of thousands of vehicles. China has around 20 million logistics vehicles in total. The future market will be in the hundreds of thousands, or even millions.
At that scale, stability and reliability become paramount. Our advantage lies in mass production and automotive-grade quality. That is our core competitiveness.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3652006209020288">article</a> was written by Xiao Man for 36Kr.

How QCraft stayed in the assisted driving race as rivals fell away

Transportation

Autonomous Vehicles

Mobility

… populated and share similar regulatory frameworks. About 90% of RV users prefer travel trailers, with only minor differences. Australia, for example, requires adjustments for right-hand drive, such as door placement.
Our first product is launching simultaneously in all three markets. Later, we will consider high-consumption regions such as the Middle East.
This platform has applications beyond residential use. With sufficient water and power, it can be converted into a food truck, retail vehicle, or tourism vehicle. We are already exploring B2B partnerships for specific commercial scenarios.
In the US, it can also function as an accessory dwelling unit, parked in a backyard as a guest house. This avoids the high cost and lengthy approval process required for traditional ADUs, which typically need municipal permits and foundations.
<h3>36Kr: Your RV is priced at USD 120,000. How did you approach pricing?</h3>
XA: Our pricing is based on a clear understanding of the market and a long-term roadmap. We also restructured the industry’s profit distribution.
Traditionally, Chinese component suppliers sell parts to OEMs (original equipment manufacturers) with a markup. OEMs sell assembled vehicles to dealers with another markup, and dealers add a final layer before selling to consumers.
We source components directly from Chinese suppliers and assemble the product ourselves, eliminating intermediary margins. Those savings are reinvested into electrification and smart features.
In the US, the average RV sells for around USD 70,000, with some models priced at USD 130,000–140,000. Pure-electric solutions face clear limitations. When an electric pickup tows an RV, its range drops sharply, and the RV itself may lack sufficient power upon arrival.
From a value perspective, there is no reason for us to price below those products. While our pricing is similar, the capability is fundamentally different.
<h3>36Kr: How do you balance premium positioning with market expansion?</h3>
XA: Scale requires more accessible products, but not by endlessly cutting prices on the same model.
Our first launch is a high-end product intended to establish our technological edge and define our value. After that, we will move downward.
Once the market understands our core technology, a broader group of consumers will want a similar experience at a lower price. By adjusting configurations or materials while preserving the core experience, we can reach a wider audience.
<h3>36Kr: Offline experience and service are critical for high-ticket products. How do you convince overseas dealers to take on a new brand?</h3>
XA: Beyond CES, we will launch a nationwide RV show tour across the US and organize community events to give people hands-on access.
Dealers focus on sales volume and gross margin. Presale orders demonstrate demand, and our product’s differentiation strengthens our negotiating position.
Product homogenization once favored dealers. Some of that leverage is now shifting back to brands.
<h3>36Kr: Why choose a dealer model instead of direct sales?</h3>
XA: It comes down to long-term barriers.
Automotive startups pursue direct sales because they cannot meet dealer margin expectations and want control over the user experience. Dealer networks, however, offer established channels, after-sales service, and financing systems.
Industries typically evolve in three stages. First, product-driven competition. Second, channel-driven competition. Finally, brand-driven competition.
The RV industry is far smaller than the automotive sector. As a startup, we cannot rebuild the entire sales and service chain ourselves. Leveraging existing infrastructure is the fastest way to scale.
<h3>36Kr: As more electric RV products enter the market, when will competition intensify?</h3>
XA: Within one to two years, we will see lower-priced alternatives and unconventional challengers. Only two types pose real threats.
One is premium niche brands that excel at a specific metric. The other is value brands that push costs to the limit.
Our strategy is to anticipate these moves and position products accordingly. The team is already planning a platform-based roadmap. Once we enter that phase, product launches will accelerate.
The real barriers in this industry sit at both ends, R&amp;D and manufacturing on one side, and marketing, channels, and after-sales service on the other.
Chinese companies have historically excelled at manufacturing while relying on platforms like Amazon or Walmart for sales. That model does not work in the RV industry. The second half must be built locally.
That is why we began building a US-based team early, and that is where our advantage lies.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3631707316388872">article</a> was written by Huang Nan for 36Kr.

Smart RVs are having a moment, and Squirrel Power wants to set the rules

Travel

Electric Vehicles

Consumer Economy

Major Chinese state-owned miner Zijin Mining Group is poised to acquire Toronto-listed Allied Gold, which owns assets in three African countries.
The USD 4 billion deal comes as gold prices <a title="" href="https://asia.nikkei.com/business/markets/commodities/gold-tops-5-000-as-inflation-bites-and-international-order-strained" target="_blank" rel="noopener">set fresh records</a>. It also closely follows a summit between Canadian Prime Minister Mark Carney and Chinese President Xi Jinping in Beijing last month, when they <a title="" href="https://asia.nikkei.com/politics/international-relations/xi-and-carney-signal-thaw-as-canada-opens-door-to-chinese-evs" target="_blank" rel="noopener">reset strained relations</a> but also <a title="" href="https://asia.nikkei.com/economy/trade-war/china-defends-canada-trade-ties-after-trump-s-100-tariff-threat" target="_blank" rel="noopener">drew the ire</a> of US President Donald Trump.
Zijin said that its subsidiary Zijin Gold International is ready to purchase all issued shares in Allied Gold for CAD 44 (USD 32.3) apiece, subject to the approval of the latter's shareholders. The offer is 5.4% above last week's closing price and puts the total consideration at CAD 5.5 billion (USD 4 billion).
The Canadian company is 15.4% held by its management and directors, while London-based hedge fund Helikon Investments owns 15.2% and BlackRock holds 8.4%. Allied Gold's shares jumped 4% on January 26 trading in Toronto, ending at CAD 43.4 (USD 31.8), closing the gap with Zijin's offer price.
Likewise, Zijin Mining shares surged in Tuesday morning trading: In Hong Kong the shares jumped more than 7% to HKD 45.18 (USD 5.8), while in Shanghai they increased as much as 8% to RMB 42.68 (USD 6). Both stocks ended the day up slightly less than 3%, at HKD 43.4 (USD 5.6) and RMB 40.61 (USD 5.7), respectively.
Zijin Gold International, which is separately listed in Hong Kong, gained more than 19% to reach HKD 248.6 (USD 31.8) at one point in early trading, and ultimately closed 12% higher at HKD 233.6 (USD 30).
The crux of the deal for Zijin is to obtain a total of ten gold mine interests in Mali, Ivory Coast, and Ethiopia, including sites that will come on stream in coming years.
As of the end of 2024, Allied Gold owned 533 metric tons of gold resources. It produced 10.7 tons in 2023 and 11.1 tons in 2024, and it is estimated to have produced between 11.7 tons and 12.4 tons last year.
While certain mining assets are maturing, the Kurmuk Gold Mine in Ethiopia is expected to start production during the second half of this year. With upgrades and expansion of certain projects, annual gold output could increase to 25 tons by 2029, according to a joint filing by Zijin and Zijin Gold.
Zijin and Zijin Gold expect the overall investment payback period for the announced acquisition "will be short," thus the "economic benefits are significant," according to the companies' two chairmen, the parent's Zou Laichang and the subsidiary's Lin Hongfu.
The pair stated that the latest acquisition "will efficiently strengthen the resource base and create operational services for Zijin Mining and Zijin Gold International in Africa."
As the group already owns the Akyem Gold Mine in Ghana, a neighbor of Ivory Coast, they expect a "strong synergistic effect" that will "further enhance their development in the important gold mineralization belt in West Africa." Meanwhile, the Kurmuk project, one of the four mines in Ethiopia, is close to Zijin Mining's Bisha Zinc (Copper) Mine in Eritrea, which also promises "significant" synergies.
Upon completion of the deal, Zijin Gold will have control of 12 large-scale gold mines across 12 countries. This, according to the filing, will help the strategic state-owned parent to achieve a "leading position in the global gold industry."
Lin of Zijin Gold stressed in a separate statement that the acquisition is "consistent with our strategy of acquiring high-quality gold assets and expands our presence in Africa."
Peter Marrone, chairman and CEO of Allied Gold, said that he and the company's board are in favor of Zijin's buyout proposal and recommend that shareholders accept the deal, describing the all cash offer as "highly attractive."
Other than Allied Gold's shareholders, the deal requires approval from various authorities in Canada and China.
Jack Shang, Hong Kong-based analyst at Citi, said the acquisition would "enhance Zijin's gold output and profitability," while the price is "attractive" considering the value of the metal.
This article first appeared on <a href="https://asia.nikkei.com/business/business-deals/china-s-zijin-to-buy-canadian-owner-of-gold-mines-in-3-african-countries">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

China's Zijin to buy Canadian owner of gold mines in three African countries

Merger &amp; Acquisition

Africa

Chinese <a href="/industry/e-commerce">e-commerce</a> platforms <a href="/company/shein">Shein</a> and <a href="/company/temu">Temu</a> have suspended or restricted trade in Turkey ahead of a government move to scrap duty-free online trade from February 6.
Turkish shoppers realized during the weekend that they no longer could order products from overseas on Temu's app and website, following news that the retailer's Istanbul office was raided by government officials Wednesday. Shein, meanwhile, said on its website that it was suspending sales in Turkey "due to recent changes in local policies."
Ankara increasingly has moved to protect local industry over the past two years, denying cut-price online companies like Temu, Shein, and AliExpress access to a market worth USD 1.5 billion, according to one estimate. Such platforms let shoppers buy products priced under EUR 30 (USD 36) easily and directly from retailers based in China without paying any import duty.
The EUR 30 threshold was already a tighter limit imposed in August 2024. Before that, simplified customs procedures were allowed for parcels under EUR 150 (USD 180). Also in August 2024, Turkey raised taxation to 30% from 18% on parcels from the European Union, and doubled that tax to 60% for those from countries outside of the EU.
Turkey decided in December to scrap duty-free online trade altogether, following moves by the US and EU to end such "de minimis" treatment for small parcels.
This means that from February 6, any incoming parcel will be subject to full commercial import procedures. Shoppers will need to hire a customs broker, complete and compile documentation, and pay various taxes and fees including warehousing charges before they can take delivery of any product. This essentially kills the small-parcel trade on which the Chinese platforms rely.
"To import a product worth EUR 20 (USD 24) would cost customers EUR 200–300 (USD 240–360), which is very prohibitive and would effectively almost finish the businesses of companies like Temu," Murat Tiryaki, a customs broker, told Nikkei Asia.
Temu now offers only local inventory, a shift that sharply reduces the appeal of a service known for rock-bottom prices from Chinese suppliers. Temu was subject to an "on-site inspection" by officials from the Turkish Competition Authority on Wednesday, with Reuters saying laptops and computers were seized. The Competition Authority denies such a seizure described by Reuters.
It is unclear whether the Temu and Shein trade suspensions will become a permanent retreat from Turkey. Singapore-headquartered Shein was censured by the EU for <a title="" href="https://asia.nikkei.com/business/retail/shein-steps-up-europe-charm-offensive-to-offset-us-tariff-fallout" target="_blank" rel="noopener">false discounts and misleading claims</a>, while Temu was found by Brussels to have breached laws around <a title="" href="https://asia.nikkei.com/economy/trade-war/unsafe-china-made-goods-prompt-eu-crackdown-on-e-tailers" target="_blank" rel="noopener">illegal products</a> sold on its platform.
<figure id="attachment_159776" aria-describedby="caption-attachment-159776" style="width: 1920px" class="wp-caption alignnone"><img loading="lazy" decoding="async" class="size-full wp-image-159776" src="https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App.jpg" alt="" width="1920" height="1080" srcset="https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App.jpg 1920w, https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App-720x405.jpg 720w, https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App-1024x576.jpg 1024w, https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App-768x432.jpg 768w, https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App-1536x864.jpg 1536w, https://console.kr-asia.com/wp-content/uploads/2026/02/Shein-App-480x270.jpg 480w" sizes="(max-width: 1920px) 100vw, 1920px" /><figcaption id="caption-attachment-159776" class="wp-caption-text">Photo source: Unsplash.</figcaption></figure>
<a href="/company/alibaba">Alibaba</a>-backed Trendyol, which also counts SoftBank Group as an investor, is Turkey's largest online marketplace. But Trendyol's business model differs from Temu's in that it also sells big items and local brands. Other major platforms include Nasdaq-listed Hepsiburada, which is controlled by Kazakh fintech group Kaspi.kz, and Amazon.
Turkish lawmakers pressed trade minister Omer Bolat in November 2025 over Temu's growing presence in the country.
"We are taking very fast reactions against the global giants … by listening to legitimate concerns and demands regarding imports," Bolat said then.
Turkey, a Group of 20 member with 86 million people and a USD 1.5 trillion economy, recorded e-commerce volume of USD 89.6 billion in 2024, up 15% from the previous year.
Former central banker and economist Ugur Gurses estimated that local credit card spending on small online purchases from overseas totaled USD 1.5 billion in 2025.
"After government measures, in terms of both process and costs, noncommercial cheap online shopping via parcels from countries like China will become almost impossible," he said. "This USD 1.5 billion market will be filled by strong local marketplaces and sizable importer companies."
Temu's growth in Turkey has been phenomenal. Monthly access to the platform in Turkey reached 29 million in July, up 314% on the year, according to research company Gemius.
In July, 41% of Temu users also accessed Trendyol, 31% also accessed Hepsiburada and 25% also accessed Amazon.
Ebru, a 50-year-old environmental engineer, said cheaper shopping options are being curtailed and that reducing competition could boost prices in a country already grappling with inflation of over 30%.
She said she mainly bought stationery, accessories and clothes from Temu over the past 18 months, with an average monthly basket of USD 100–120. For some products, she found discounts of around 50% compared with other marketplaces.
"This is a political decision to protect big importers rather than individuals," she said. "After the new measures, I will not seek to buy goods from abroad as it will become too expensive and complicated."
This article first appeared on <a href="https://asia.nikkei.com/business/retail/temu-shein-suspend-sales-as-turkey-scraps-online-duty-free-trade">Nikkei Asia</a>. It has been republished here as part of 36Kr’s ongoing partnership with <a href="https://www.kr-asia.com/nikkei-teams-up-with-36kr-in-asia-tech-news-coverage/">Nikkei</a>.

Temu, Shein suspend sales as Turkey scraps online duty-free trade

Pinduoduo

Shein

Temu

E-commerce

… class="wp-caption-text">Sunmi Home’s 100th outlet, located on Eighth Avenue in Manhattan, New York. Photo courtesy of Sunmi.</figcaption></figure>
The focus on North America reflects Sunmi’s effort to balance global strategy with local execution, further expanding its international footprint. As of the end of 2025, the company had established branches in 15 countries across key regions, including the Asia Pacific, Europe, North America, Latin America, and the Middle East and Africa.
The move also reflects a broader view of differentiation. Rather than competing solely on hardware specifications, Sunmi appears to be emphasizing service consistency, shorter repair cycles, and local support. This is reflected in its Sunmi Care warranty service, which the company said covers more than 40 countries through over 100 partner service centers worldwide, providing timely after-sales support across its product lineup.
“To truly take root in a market, products alone are not enough,” Zhou said. “Localization takes time and sustained effort.”
<h3>Competing in the next phase of globalization</h3>
Individually, Sunmi’s CES debut, NRF presence, and New York expansion may appear distinct. Taken together, however, they show how the company is combining product development, market adaptation, and local service infrastructure into a single globalization push.
That foundation in North America is beginning to resonate beyond the region. Sunmi’s presence in the US, for one, has attracted interest from American brands expanding overseas. Popeyes, for example, has deployed Sunmi’s K2 self-checkout kiosks in parts of China, where facial recognition payments are widely used and therefore essential to support.
The company’s technology has also gained traction elsewhere. In South Korea, Sunmi has partnered with SK Networks and Fastorder to deploy its CPad line in tableside ordering systems. These setups support backend order management and centralized charging and are used by multiple restaurant chains, including South Korea’s largest beer pub franchise, Yeokjeon Grandma’s Beer, which operates more than 1,000 locations nationwide.
Global expansion remains appealing to many companies, but success often hinges on understanding local constraints and investing in long-term standards. Through its recent initiatives, Sunmi signals its intent to position itself not only as a hardware supplier but also as a service partner capable of adapting to market-specific requirements while maintaining operational efficiency.
In markets where infrastructure is often invisible until it fails, that combination may yet prove decisive, offering companies the confidence to expand beyond their home base.
This article was published in partnership with <a href="https://www.sunmi.com/en/">Sunmi</a>.

Sunmi takes its CPad tablet series global with US launch blitz

Hardware

Internet of Things

… West Lake Venture Capital also participated, while existing backers Roton Capital and CGN Capital Holdings continued their support. Six Sigma Capital served as financial adviser. —<a href="https://36kr.com/p/3660098751538053">36Kr</a></li>
<li><a href="https://folotoy.com/">FoloToy</a>, a Shanghai-based, tech-enabled toy maker, has completed a pre-Series A round and extension, raising an eight-figure RMB sum. Investors included SCGC, Nanshan SEI Investment, and existing shareholder Huohuotu. Index Capital acted as financial adviser. The company plans to use the funds to accelerate technology development, iterate on products, and support mass production and delivery. —<a href="https://36kr.com/p/3654915542130816">36Kr</a></li>
<li>Sunseed, a provider of technology-driven food processing solutions, has raised an eight-figure RMB sum in an angel round led by Ningbo Beilun Commerce and Logistics Investment Group. Rongcheng Rongxin Fund and Peakview Capital also participated. The proceeds will be used for R&amp;D, product iteration, and commercial rollout. —<a href="https://36kr.com/p/3659839708259207">36Kr</a></li>
<li>Enhanced Robotics, a sports hardware company, has raised more than RMB 100 million (USD 14 million) across its Series A, A1, and A2 rounds. The rounds were led respectively by HongShan, Xiang He Capital, and a group including Seine Ventures and Fortune Capital, with participation from Unique Capital. The company plans to use the funds to develop tennis and sports training robots and to expand internationally. —<a href="https://36kr.com/p/3658989646259080">36Kr</a></li>
</ul>
whereRelatedArticle
<h3>Level3AI, Airwallex, Toku, and more made recent headlines:</h3>
<ul>
<li aria-level="1"><a href="https://www.level3.ai/">Level3AI</a>, a Singapore-based AI startup, raised USD 13 million in seed funding in a round led by Lightspeed. The round also includes participation from Beenext, 500 Global, Sovereign’s Capital, and Goodwater Capital.</li>
<li aria-level="1">Airwallex <a href="https://kr-asia.com/airwallex-deepens-apac-expansion-with-south-korea-entry-via-paynuri-acquisition">acquired</a> Paynuri, a South Korea-based company that holds licenses for payment gateway services, prepaid electronic payment instruments, and foreign exchange operations. Financial terms were not disclosed.</li>
<li aria-level="1"><a href="https://toku.co/">Toku</a>, a Singapore-incorporated provider of customer experience solutions, raised SGD 16.25 million (USD 12.8 million) through its IPO on the SGX Catalist board. The public offer was 31.9 times subscribed.</li>
</ul>
If there are any news or updates you'd like us to feature, get in touch with us at: <a href="mailto:hello@kr-asia.com">hello@kr-asia.com</a>.

Deals in brief: HeyMax and Ekko raise funding, MOL Plus invests in Secai Marche, seven China investments, and more

Venture Capital

Private Equity

Investment

Singapore

Vietnam

Japan

Hong Kong

Southeast Asia

… Securities shows that the Mini series is the company’s sales backbone, largely because its sub-249-gram weight reduces regulatory friction in many markets. That design strategy has been central to DJI’s success in turning drones into mainstream consumer electronics.
Under China’s latest rules, sub-250-gram drones face the lightest regulatory burden, requiring only real-name registration and flight filing through UOM.
Even so, operational complexity is rising. Users routinely ask how to fly legally, but local rules can change quickly. Keeping software, guidance, and customer support aligned with a patchwork of regional policies is becoming increasingly difficult.
China’s drone industry has spent years building a dominant global position. As consumer drone markets expand worldwide, regulators are tightening oversight. The underlying objective is consistent: to balance innovation and industrial growth with public safety and airspace order.
China’s regulatory trajectory over the past decade reflects a process of experimentation and gradual refinement. As oversight normalizes, disruption and consolidation are likely. Industry participants are betting that as UOM matures and local airspace rules stabilize, compliance will shift from a constraint to an enabling foundation, allowing the low-altitude economy to grow on more sustainable terms.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This <a href="https://36kr.com/p/3655808383541376">article</a> was written by Leslie Zhang for 36Kr.

China's tighter drone rules usher in industry adjustment period

Drones