多数のため、中国はであることを非常に遠くにようである。 全く違う文化および多くの実用的な問題を使っておよび、時々不可能未知、規則。 ないしかしMarco de Bruinのために。 他のどの鋳造物の生産者もそれを考慮したずっと前に、彼の会社は中国が提供している機会を使用していた。 今日競争は困難なひとときを経験しているが、Quodo型システムは驚くべき成長を制御することを試みている。

会社は最初に2002年に中国のフィートを置いた。 「熱狂的私達が鋸、私達すぐに最初の型を発注したことによって。 それはあまり簡単ではないことをならなかった。 割り当てを正しく実行してもらうためには広く伝達し合うことは必要である。 ない便利に別の国から、しかし直接働床で作動するラップトップによって」。

官僚主義
中国に工場を始めるために順序を置くことは1つの事、であるもう一つの物語である。 「それは政府の施設を使用するための努力長時間取り。 官僚主義はヨーロッパでより大いに悪い。 支配すればよりもむしろしかし規則を解釈によって取扱えばそれらを文字通り取って、うまく管理する。 また、出席の役人によって、実際に、可能性がもっとたくさんある。 そしてはい、ビジネスギフトは時々ビジネスの部分である。 それは権能のより高いランク付けされた役人と接触して、得る方法である場合もある」。

中国の従業員
「工場がセットアップされたら、見つけられる労働者の必要性。 It tends to be useful to hire English-speaking Chinese, for it is no option to hire an interpreter twenty-four hours a day. Therefore as we were hiring people, we often chose locals who were able to talk English at a reasonable level. Twenty-five percent of our employees speak English, that is to say… they understand. When you look at all the Chinese Quodo has hired, three-quarter literally has to be told what to do. Unfortunately most of them are strangers to initiative. As far as I can tell that’s a consequence of their past. They have always been told what to do, top down. To change that is very hard, it requires a lot of deliberation, many meetings as well as intensive coaching.”

Double standards
Leveled participation, in order to encourage initiative, is that still desirable when your IP is at stake? “Problems with copyright in China are exaggerated. We once made molds for a certain product and consequently the samples appeared at a trade show. Also they were given away as a present. Four months later we found that another company was marketing the same product. It had been reproduced in China, but through an American initiative. The Chinese only did what was asked. So the European and the American companies initiate to copy something and afterwards they blame the Chinese.”

One country, various cultures
China is gigantic, in dimension as well as population. This is why there isn’t such a thing as the ‘stereotype’ Chinese. Quodo Mould Systems, with two bases in the country, experienced this themselves. “The Chinese in South China have different traits than the people in North China. The working attitude for instance, is more reliable in the North. They are less undertaking, but work hard. In South China on the other hand, personnel changes jobs more easily. They aren’t easily satisfied, do not follow up orders very well and they need more social attention than the Northerners. So if you value loyal employees, go to the North.”

Golden combination
Quodo discovered that there were more differences between Chinese and European ethics. “In the West organizations appreciate presentation. Chinese predominantly consider functional aspects. China in that sense is excellent. Employees work hard, do not complain and listen in general. These characteristics, linked to the European product standards, make for a golden combination.”

Get help
“The bottom line is that there are opportunities for almost any company in China. But to conquer the market, takes time and patience. Quodo was disappointed in the enormous amount of energy it costs to achieve the goals that had been set. Physical attendance proved to be a necessity. But do not let that discourage you. By now there is enough help, information and knowledge to more easily shift between regulations and obstacles. On top of that we are willing to share our experiences. And, judging by the many trade missions, seminars, and web sites like this one, we are not the only ones. So go ahead; mould your business model according to our learning experiences anytime, I’m sure it will fit you like a glove.”

Printer friendly version of the interview “Molding your business for China.”

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