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One-Sentence Core Value: This year's goal is not to pack the agenda with more activities, but to bring truly valuable people to the exhibition hall, push genuinely actionable demands to the next phase, and upgrade the Branch from an "Exhibition Organizer" to an "Integrated Solution Service Platform for the Entire Edible & Medicinal Fungi Industry Chain."
To be completely frank, our greatest fear today is not that the Xiamen event will be small in scale, but that we will rely on past experience to solve fundamentally changed new challenges. The macroeconomic landscape has shifted, local government fiscal constraints and evaluation pressures have altered, the cash flow and survival logic of edible fungi enterprises have transformed, overseas market entry methods have evolved, and the compliance boundaries for business associations have reshaped. If the team lacks a shared understanding of this context, filling the agenda with more forums and activities will only drift further away from the genuine needs of exhibitors, buyers, and local governments.
This document addresses only four questions: What is happening externally? Where is the industry stuck? What do local governments, enterprises, and overseas buyers truly care about? How must the Xiamen event respond?
The primary function of the Xiamen event is trade transactions and matchmaking; the secondary function is problem-solving; and content dissemination is tertiary. The time of exhibitors, the quality of professional visitors, and post-event implementation results must serve as the primary evaluation criteria.
Do not treat the number of forums, attending officials, total activities, or superficial buzz as standards of success; do not equate letters of intent with project landing; do not equate a single meeting with established cooperation.
The International Monetary Fund (IMF) July 2026 update projects global economic growth at 3.0% for 2026; the World Bank June 2026 forecast projects 2.5%. While these two forecasts cannot be mechanically combined due to differing statistical methodologies, cutoff dates, and assumptions regarding geopolitical conflicts and energy prices, they converge on a single conclusion: the global economy is not in a full-scale recession, but it has entered a new normal of low growth, high volatility, and elevated uncertainty.
Evidence: IMF "World Economic Outlook Update" (July 2026); World Bank "Global Economic Prospects" (June 2026).
| Indicator | Latest Data & Facts | Implications for the Xiamen Event |
|---|---|---|
| GDP | Year-on-year growth of 4.7% in H1 2026 | Aggregate volume maintains growth, but Q2 growth slowed to 4.3% |
| Fixed Asset Investment | Down 6.7% in Jan–Jul 2026 | Local governments and enterprises are more cautious regarding expansion |
| Real Estate Investment | Down 19.2% in Jan–Jul 2026 | Traditional investment chains and local land finance face pressure |
| Retail Sales of Consumer Goods | Up 1.2% in Jan–Jul 2026 | Domestic demand recovery remains sluggish; consumers prioritize cost-performance |
| High-Tech Manufacturing | Up 13.8% in Jan–Jul 2026 | Capital and resources continue to concentrate on technology and efficiency |
| Capacity Utilization in Food Manufacturing | 70.2% in Q2 2026 | The general food sector is not a safe haven; differentiation is essential |
Therefore, we cannot simply assert that "China's economy is struggling," nor should we mask real difficulties behind average statistics. A more precise judgment is: new technology, advanced manufacturing, and foreign trade exhibit resilience, while real estate, traditional investment, consumer spending, and certain food processing segments remain under pressure. Capital exists, but it is deployed with heightened prudence; projects are still pursued, but with rigorous focus on feasibility, cash flow, risk control, and tangible outcomes.
Evidence: National Bureau of Statistics of China (NBS) national economic data for H1 2026, Jan–Jul 2026 investment/real estate/retail/industrial statistics, and Q2 2026 capacity utilization figures.
Frankly, our past perspective on the international edible fungi industry often stopped at superficial notions like "Western consumers primarily eat button mushrooms, whereas China cultivates diverse varieties." Today, we must step further: Europe, North America, Japan, South Korea, Russia and the CIS region, "Belt and Road" economies, and Southeast Asia vary fundamentally in industrial maturity, consumer habits, regulations, sales channels, and investment rationale. Successful global expansion does not mean shipping domestic products overseas; it requires answering what local markets need, what they lack, how to ensure regulatory compliance, who will operate locally, and how to integrate with local culture.
| Market | Verified Facts | Key Opportunities Worth Pursuing |
|---|---|---|
| United States | 2025/26 sales volume reached 636.2 million lbs (down 5%); sales value totaled $921.5 million (down 16%) | Volume and pricing in mature markets are under pressure; fresh product sales dropped, while processed products proved relatively resilient |
| Canada | 2024 sales reached 163.8 thousand short tons (749.5 million CAD), marking ninth consecutive year of growth | Divergence within North America demonstrates that markets cannot be generalized |
| Japan | 2025 edible fungi production provisionally estimated at 442.7 thousand tons, remaining overall stable long-term | In mature consumer markets, variety substitution, operational efficiency, and productization matter most |
| South Korea | 2025 Enoki mushroom exports reached 7,542 tons ($14.638 million) | Standardized production, export channels, and national food branding work in synergy |
| Russia / CIS | Russia’s 2023 industrial edible fungi output reached 145.9 thousand tons (up 13.3%) | Import substitution and industrial expansion create opportunities for technology, spawn, equipment, and services |
| Emerging Markets | Projects in countries like Bhutan target technology transfer, commercial cultivation, local employment, and import substitution | Requires end-to-end output: "Spawn + Technology + Equipment + Training + Operations + Market" |
Evidence: USDA NASS Mushrooms 2026; Statistics Canada 2024 Mushroom Growers’ Survey; Ministry of Agriculture, Forestry and Fisheries of Japan; KATI Korea Agricultural Food Export Information; Ministry of Agriculture of the Russian Federation (via AKM); FAO Bhutan Nameko Project.
Core Insight on Going Global: Modern globalization must shift from product export to integrated export of spawn, technology, equipment, talent, standards, capital, distribution channels, and culinary culture. Without local integration, going global is merely "drifting overseas."
Industry statistics show that in 2024, national edible fungi output reached approximately 43.9064 million tons, with an output value of 417.64 billion RMB. While this scale confirms China as an undisputed production powerhouse, volume does not equal competitiveness. We cannot simply summarize the issue as "permanent overcapacity across all varieties, regions, and segments." A more accurate assessment is: low-level, homogenized capacity lacking brand identity, distribution channels, and cost advantages is severely oversupplied; conversely, high-value supply with technical barriers, product innovation, channel access, cultural expression, and global service capabilities remains insufficient.
Industry scale data originates from secondary public reporting of China Edible Fungi Association statistics (Evidence Grade B-/C+); verification against official association bulletins is recommended prior to formal public release.
Strong production mindset, but weak market awareness, consumer insight, and commercialization capabilities.
Homogeneous competition, price wars, and rising energy/labor costs combined with distribution radius limits squeeze profitability.
Extended payment cycles, stalled projects, and deteriorating corporate cash flow transfer financial risks to equipment manufacturers.
Academic evaluation disconnects from enterprise needs; lack of pilot testing, engineering validation, regulatory expertise, product managers, and industrialization entities.
Names without standards; publicity without robust supply chains; stories without commercial products.
Local governments seek employment and rural revitalization, but also require deep processing, sustainable tax bases, and viable operations.
Product definition, flavor profiles, formulations, standards, cost structures, and sales channels must all be re-engineered.
Lacks regulatory guidance, local channels, aftermarket support, local partner networks, and cultural integration.
Requires evaluation, retrofitting, revitalization, and transaction matching, contingent upon technical and legal due diligence.
Ministry of Agriculture and Rural Affairs data shows that 92 poverty-alleviated counties designated edible fungi as a key industry. In 2023, the sector generated an output value of 63.284 billion RMB and sales of 59.462 billion RMB, benefiting 1.4716 million people (including 400,700 lifted out of poverty), with an average income increase of 3,770.25 RMB per person. With relatively short investment cycles, suitability for facility agriculture, strong employment absorption, and utilization of agricultural waste, edible fungi played a crucial role in poverty alleviation.
Evidence: Department of Rural Industry Development, Ministry of Agriculture and Rural Affairs, "Development of Edible Fungi Industry in Poverty-Alleviated Areas" (April 2024).
Primary-level governance in China follows its own operational logic. Top leadership's time is scarce, and responsibility is highly concentrated. A chief official will not allocate special funds simply because "Xiamen has nice scenery, expert turnout, or lively activities." What they truly care about is: Is the direction right? Are resources aligned? Can projects land? Will investments end up idle? Can products sell? Will it pass financial audits? Can it ultimately yield visible industrial results?
| Leader's 5 Questions | What They Are Really Asking | The Answer We Must Provide |
|---|---|---|
| Question 1 | Is this industry suitable for our locality? | Upfront assessment of local resources, raw materials, energy, climate, location, labor, market, and industrial foundation |
| Question 2 | Who invests, what is funded, and where does capital come from? | Government platforms vs. corporate equipment/working capital, financing boundaries, rights/responsibilities, and exit mechanisms |
| Question 3 | Can the project survive once built? | Real production costs, capacity utilization, technical team capabilities, operational entity, and cash flow stability |
| Question 4 | Who will buy the products once produced? | Sales channels, purchase orders, branding, deep processing, domestic/foreign trade, and omni-channel distribution systems |
| Question 5 | Who takes responsibility if problems arise? | Compliance reviews, feasibility studies, risk disclaimers, project milestones, acceptance criteria, and long-term tracking |
Conclusion from Perspective-Taking: To persuade local governments to organize delegations to Xiamen, sending an invitation letter is insufficient; they must see the certainty of "arriving with questions, negotiating with target partners, and returning with actionable next steps."
Important Boundary: Models such as local state-owned platforms investing in fixed assets, enterprises providing equipment, leasing facilities with buyback agreements, etc., represent field-observed project practices rather than standardized nationwide policies. Every project must individually verify special-purpose bond usage, state asset decision-making, revenue sources, lease pricing, buyback liabilities, guarantee structures, fair competition compliance, and audit boundaries.
For edible fungi enterprises, participating in the Xiamen event costs not just booth fees, but three precious days of the founder's and core team's time. To entice their active participation, five questions must be answered: Can they meet real buyers? Can they find matching government entities and projects? Can they solve market, channel, technology, or capital challenges? Can they expand into international markets? Will anyone follow up after the event?
| Target Group | What They Truly Care About | What the Xiamen Event Must Deliver |
|---|---|---|
| Cultivation & Processing Enterprises | Sales volume, profit margins, cash flow, deep processing, retail channels, international expansion | Buyer/distributor invitations; general food industry matchmaking; pre-matched overseas demand; new product launches |
| Equipment Manufacturers | Targeted clients, payment security, retrofitting existing facilities, overseas technical support | Direct access to plant owners; project credit background screening; technical upgrade & second-hand equipment scenarios; overseas agency matching |
| Distribution & Export Enterprises | Stable supply sources, standardization, pricing, fulfillment, regulatory compliance | Production region/enterprise supply directories; product sampling; standards and certifications; domestic/foreign trade matchmaking |
| Research Institutes & Universities | Commercializing research, understanding industry demand, identifying pilot testing & industrialization partners | Technology readiness screening; enterprise-defined problem statements; "one research output, one industrialization card" |
| Overseas Buyers | Chinese supply chain, technologies, equipment, local partners, operational localization | One-on-one appointments; translation support; factory visit leads; compliance & after-sales service documentation |
The "Measures for the Administration of Evaluation and Commendation Activities by Social Organizations," issued by the Ministry of Civil Affairs and the Ministry of Social Work of the CPC Central Committee, came into effect on August 1, 2026. It clearly defines boundaries regarding evaluations, commendations, naming/designations, fee collection, and leveraging trade shows to issue awards or certifications. Simultaneously, enforcement of the national unified market and fair competition review has intensified. For our Branch, this does not close off possibilities; it compels us to return to professional services, industry research, supply-demand matching, and long-term value creation.
| Item | Red Lines That Must Be Maintained | Correct Practice |
|---|---|---|
| Regional Brand Annual Observation | No rankings, no awards/evaluations, no plaque unveilings, no official designations, no fee collection from local governments | Conduct supervisory/legal review prior to release; publicly disclose methodologies, data sources, limitations, and correction mechanisms |
| Closed-Door Targeted Investment Matchmaking | Do not treat intent letters as finished results; do not promise guaranteed project implementation | Pre-event feasibility screening, customized table-by-table proposals during the session, post-event milestone tracking |
| Jilin Province Investment Promotion Session | The 400,000 RMB project must have an independent contract, budget, deliverable list, and formal acceptance report | Designated personnel responsible, separate accounting ledger, documented deliverables, strict contractual fulfillment |
| Professional Buyer Invitation | No inflated attendance numbers; no substituting invalid visitor counts for professional quality | Deduplicate lists, verify attendee credentials, tag demand profiles, log attendance and negotiation records |
| Idle Asset Matchmaking | No unverified endorsements regarding asset ownership, pricing, or projected earnings | Conduct thorough due diligence on ownership, liabilities, equipment status, environmental impact, energy consumption, retrofitting costs, and transaction compliance |
Policy Basis: Civil Affairs Document [2026] No. 31 "Measures for the Administration of Evaluation and Commendation Activities by Social Organizations"; "Fair Competition Review Regulations" and related enforcement precedents.
Latest Master Framework: One Exhibition Main Stage + One Professional Visitor Program + One Strategic Release + One Provincial Special Session + Three Targeted Matchmaking Sessions + Five Permanent Desk Counters + One Closed-Loop Follow-up System.
| Framework Element | Core Content | Measurable Outcomes |
|---|---|---|
| One Exhibition Main Stage | Return most prime hours on Day 1 (September 20) to exhibitors and professional visitors | Exhibition hall foot traffic, effective meetings, product sample & solution exchanges |
| One Professional Visitor Program | Bring decision-makers from edible fungi cultivation enterprises nationwide to Xiamen | Verified names, official titles, documented demands, confirmed travel itineraries |
| One Strategic Release | Announce the strategic repositioning of the Xiamen Event and the Branch: moving from hosting shows to solving problems | Align industry perception; establish the platform's new identity |
| One Provincial Special Session | Jilin Province Edible Fungi Industry Investment Promotion Session | Contractual deliverables met, targeted investment contacts, post-event leads |
| Three Targeted Matchmaking Sessions | Government-enterprise investment; product channels/general food; scientific research commercialization/international cooperation | Screened pre-event, negotiated during sessions, tracked post-event |
| Five Permanent Desk Counters | Procurement channels, government investment, research commercialization, international cooperation, idle assets | On-site demand collection, assignment to leads, defining next steps |
| One Closed-Loop Follow-up System | 7-day lead categorization; continuous tracking at 30, 90, and 180 days | Shift focus from business card collection to project progress tracking |
In the past, three full days of scheduled sessions diverted professional visitors away from the exhibition floor, leaving exhibitors in empty booths—a complete reversal of priorities. In 2026, Day One must be established as "Exhibition Main Stage Day": keep the opening ceremony brief, the strategic release concise, and execute the Jilin session with high quality per contract terms, leaving the vast majority of peak hours open for booth visits, scheduled negotiations, and service desks. On Days Two and Three, interested participants can engage in deeper matchmaking, concluding with planned dismantling after 15:00 on September 22.
Since the full V206 issuance master form was not loaded for this study, we can only conduct the "33-Real Core Chain Pre-Audit" and cannot claim the completion of the 33/33 acceptance. We recommend executing at least the following eight real verifications for all Xiamen event projects:
| Core Verification | Must-Answer Questions |
|---|---|
| Real Demand | Who proposed it? Are they willing to attend, pay, provide materials, or commit resources? |
| Real Supply | Can we find enterprises, experts, channels, or government entities that can genuinely solve the problem? |
| Real Bottleneck | Is the bottleneck to implementation related to capital, market, technology, energy, raw materials, talent, or compliance? |
| Real Match | Are the conditions on both sides compatible? Is it more than just "wanting to network"? |
| Real Payment/Investment | Have contracts, funds, time, personnel, samples, and decision-makers been secured? |
| Real Implementation | What is the first post-event step? Who is responsible? When will it be completed? |
| Real Results | How are attendance rates, effective negotiations, follow-up projects, repeat business, and satisfaction measured? |
| Real Compliance | Are contracts, fee collections, promotions, data, evaluations, state assets, and fair competition fully documented and auditable? |
1. Define Success Criteria: Professional audience quality, effective business negotiations, and post-event progression take priority over forum quantity and surface foot traffic.
2. Freeze the Overall Framework: One main venue, one key initiative, one release, one special session, three matchmaking events, five working desks, and one closed-loop system.
3. Establish Day 1 Golden Hours Principle: Allocate the majority of time to exhibitors, manufacturing business owners, and purchasing decision-makers.
4. Finalize Activity Lists: Determine the lists of activities to keep, cut, or convert into post-event online services.
5. Finalize the Invitation Campaign: Define the roster, responsible personnel, target metrics, and daily dashboards for the nationwide manufacturing enterprise leaders invitation campaign.
6. Finalize Template Assets: Confirm and immediately issue the templates for local governments' "Five Lists" and enterprise "Four Ones" documentation.
7. Finalize Jilin Project: Define the independent work package, deliverables, budget, acceptance criteria, and project lead for Jilin Province's investment promotion project.
8. Finalize Working Desk Mechanism: Assign leads, scope boundaries, tracking forms, and escalation mechanisms for the five permanent working desks.
9. Finalize Publicity Compliance: Mandate review protocols for PR messaging; all rankings, awards, fee structures, audience estimates, and outcome claims must pass compliance checks.
10. Finalize Post-Event Closed Loop: Define follow-up protocols for 7, 30, 90, and 180 days, detailing assignments, deliverables, and reporting timelines.
Mandatory deliverables required upon meeting conclusion: Not a vague "in-principle agreement," but a frozen framework chart, a reduction list, a responsibility matrix, a reverse schedule, and a set of daily data dashboards.
We must fundamentally redefine the core competitiveness of the branch. It is not about booth counts, forum numbers, or expert titles. The true core strength lies in the professional judgment, industry credibility, full supply chain resources, global networking, and government-to-enterprise translation capabilities developed by Mr. Liu Ziqiang and his team over 32 years—complemented by AI-enhanced capabilities in research, planning, and execution. Expertise, dedication, focus, and single-minded drive must translate into solving real problems and generating tangible value for stakeholders.
Survival is paramount; however, what truly enables the branch to survive, thrive, and maintain its dignity is not making events flashier, but building an indispensable system grounded in professional capability.
| ID | Key Fact / Proposition | Source | Grade |
|---|---|---|---|
| E01 | Global 2026 growth at 3.0% | IMF WEO Update, 2026-07 | A |
| E02 | Global 2026 growth at 2.5% | World Bank GEP, 2026-06 | A |
| E03 | China H1 GDP +4.7% | National Bureau of Statistics, 2026-07-15 | A |
| E04 | Jan-Jul investment -6.7%, real estate -19.2%, retail +1.2% | National Bureau of Statistics, 2026-08-17 | A |
| E05 | High-tech manufacturing +13.8%, food manufacturing capacity utilization 70.2% | National Bureau of Statistics, 2026-08 | A |
| E06 | China edible fungi 43.9064M tonnes, 417.64B RMB | Public republication of China Edible Fungi Association data | B-/C+ |
| E07 | 92 poverty-alleviated counties, 1.4716M beneficiaries | Ministry of Agriculture and Rural Affairs, 2024-04 | A |
| E08 | US mushroom production volume -5%, value -16% | USDA NASS, 2026-08-19 | A |
| E09 | Canada sales volume/value growth | Statistics Canada, 2025-06-25 | A |
| E10 | Japan 2025 preliminary estimate 442.7K tonnes | Ministry of Agriculture, Forestry and Fisheries of Japan | A |
| E11 | South Korea enoki mushroom exports 7,542 tonnes | KATI, 2025 standard | A |
| E12 | Russia 2023 volume 145.9K tonnes | Russian Ministry of Agriculture materials via AKM | B |
| E13 | Social organization evaluation and commendation boundaries | Civil Affairs Issuance [2026] No. 31 | A |
| F01 | Government platforms constructing fixed assets, lease-back models, etc. | Liu Ziqiang's field research and project case studies | C / Project Audit |
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