많은 것을 위해, 중국은 인 거대하게 아주 저쪽에 것처럼 보인다. 총 다른 문화 및 많은 실제적인 문제로 그리고, 때때로 불가능한 불명한, 규칙. 그러나bruin Marco de Bruin를 위해 아닙니다. 다른 어떤 조형 생산자가 그것을 고려하기 조차 훨씬 전에, 그의 회사는 중국이 제공하고 있는 기회를 사용하고 있었다. 경쟁은 곤란한 시간을 경험하고 있는 그러나 오늘, Quodo 형 체계는 그것의 현저한 성장을 통제하는 것을 시도하고 있다.

회사는 처음으로 놓았다 2002년에 중국에 있는 발을. "열성 우리가 톱, 우리 즉시 첫번째 형을 주문한 무슨이라고에 의하여. 저것은 이렇게 간단하지 않은 껐다. 지정을 정확하게 수행해 달라고 하기 위하여는, 광대하게 교통하는 것이 근본적 이다. 편리하게 다른 국가에서, 그러나 직접적으로 일하 지면에 운영하는 휴대용 퍼스널 컴퓨터에 의하여 아닙니다."

관료주의
중국에 있는 공장을 위로 시작하기 위하여 주문하는 것은 1개의 것, 이다 또 다른 이야기이다. "그것은 정치 기관을 사용하는 노력 많은 시간에 가지고 간다. 관료주의는 유럽에서 매우 더 나쁘다. 그러나 당신이 규칙을 해석해서 취급하는 경우에 보다는 오히려 지배해 그들을, 당신 처리할 것이다 정당한 과료를 문자로 가지고 간. 더구나, 참석 장교에 의존하여, 실제로는, 아주 많게 가능성이 있다. 그리고 그렇습니다, 사업 선물은 지금 언젠가 그리고 그 후에 사업의 일부분이다. 자유 재량의 권한과 더불어 더 높은 평가한 장교와 접촉하여, 얻는 방법일 수 있다."

중국 직원
"일단 공장이 설치되면, 찾아내는 노동자 필요. 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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