為許多，中國極大地很遠看來是。 以完全不同的文化和許多實用問題和未知，有時不可能，章程。 不為Marco ・ de雖則Bruin。 在其他造型生產商甚而考慮了它之前，他的公司使用中國提供的機會。 今天，而競爭體驗困難的時光， Quodo模子系統設法控制它卓越的成長。

2002年公司在中國首先設置了腳。 「熱心由什麼我們鋸，我們立刻定購了第一個模子。 那結果不是很簡單的。 要安排任務正確地被執行，廣泛地溝通是根本的。 不通過膝上計算機，方便地管理從另一個國家，但直接地在 工作層」。

官僚
要安置命令在中國是一件事，開始工廠是另一個故事。 「它很多時間採取和努力與政府機關一起使用。 官僚壞比在歐洲。 但，如果您應付章程通過解釋統治而不是逐字地採取他們，您將處理正義罰款。 並且，依靠出席的官員，實踐上，更大量有可能性。 并且是，企業禮物現在然後是事務的一部分。 它可以是方式得到與一名更高的排列的官員聯繫，以任意權限」。

中國雇員
「一旦工廠被設定了，工作者需要被發現。 雇用英文中國人傾向於是有用的，為了它是沒有雇用口譯員的選擇二十四小時每天。 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.”

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