为许多，中国极大地很远看来是。 以完全不同的文化和许多实用问题和未知，有时不可能，章程。 不为Marco · de虽则Bruin。 在其他造型生产商甚而考虑了它之前，他的公司使用中国提供的机会。 今天，而竞争体验困难的时光， Quodo模子系统设法控制它卓越的成长。

2002年公司在中国首先设置了脚。 “热心由什么我们锯，我们立刻定购了第一个模子。 那结果不是很简单的。 要安排任务正确地被执行，广泛地沟通是根本的。 不通过膝上计算机，方便地管理从另一个国家，但直接地在工作层”。

官僚
要安置命令在中国是一件事，开始工厂是另一个故事。 “它很多时间采取和努力与政府机关一起使用。 官僚坏比在欧洲。 但，如果您应付章程通过解释统治而不是逐字地采取他们，您将处理正义罚款。 并且，依靠出席的官员，实践上，更大量有可能性。 并且是，企业礼物现在然后是事务的一部分。 It can be a way to get in contact with a higher ranked officer, with more discretionary powers.”

Chinese employees
“Once the factory has been set up, workers need to be found. 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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