University of Applied Sciences in Constance Degree: Business-Sinologist (FH) Key aspect: Chinese Language, Intercultural Communication, International Economics, Project Management and Finance, Internationalization of Business Functions Global Cooperation
Digital Transformation – Leuphana University Luneburg – Diploma of Basic Studies 2nd party auditor (TUV) according to ISO 9001, ISO 19011 and ISO/TS 16949 (Seminar# 02-65) Rhetoric training for purchasers Waste management officer University of Applied Sciences in Hamburg (HFH) – materials engineering (ZFU-Nr. 240208)
Next Level Purchasing – Supply Management Contract Writing Next Level Purchasing – Savings Strategy Development Next Level Purchasing – 14 Purchasing Best Practices
Nationality: German Residence: Germany Position: Project Purchaser Year of Birth: 1978 Languages: German (Native), English (Business fluent), Turkish (Business fluent), Chinese/Mandarin (Fluent)
Karlheinz Zuerl, Interim Manager of the Year 2024*, has set up an international business network to bridge the gap between Western industrialized nations and the BRICS countries.
A new international network of consultants and interim managers has been launched under the name “BRICS Project Network” to support Western companies in expanding their business in BRICS countries and vice versa. “The BRICS nations account for nearly half of the global population and produce over a third of the world’s economic output, surpassing the G7 countries,” explained Karlheinz Zuerl, CEO of the German Technology & Engineering Corporation (GTEC) based in Shanghai, China, which spearheads this initiative.
Karlheinz Zuerl said: “The further development of economic relations between the Western industrialized nations and the BRICS community helps all parties involved. The new network reportedly includes China, Hong Kong, India and Southeast Asia (Malaysia, Indonesia, Vietnam, Thailand), the United Arab Emirates, Iran, Brazil and South America, Mexico, Canada (USMCA customs union), Russia, Eastern Europe and a number of African countries in the global south, such as South Africa, Ethiopia and Egypt.
Wide Range Of Services
Acting as a “bridge-builder” between these countries and the Western industrialized world, the new network offers a wide range of services: Management Consulting, Business Development, Project Management, Interim Management, Training and Education. Karlheinz Zuerl gave specific examples: “We carry out market analyses, set up international sales networks, initiate business partnerships and takeovers, represent companies at trade fairs and other events, take care of organizational development, look after human resources, set up branches on behalf of companies, carry out relocations and company transfers, optimize finances and local production and carry out restructuring to improve earnings.”
According to the information provided, the consultants and managers in the network have many years of experience in a wide range of sectors. Examples given include: Manufacturing, automotive, mechanical and plant engineering, construction, electrical and electronics, domestic appliances, environmental technology, information technology, pharmaceuticals and communications technology. If required, interim managers can take on operational roles such as general management, commercial management, project or quality management, research and development, human resources and finance, sales and marketing or change management.
Trade Disputes And Sanctions Weigh On Relations
Trade disputes between the US and China and sanctions against Russia are putting a strain on economic relations. The economic relationship between the Western industrialized nations and the BRICS countries is under severe strain. These tensions have led the BRICS to seek alternatives to reduce their dependence on Western financial systems, for example by discussing a common currency or reducing the use of the US dollar in trade.
“We are not politicians,” said Karlheinz Zuerl, “but business consultants and interim managers who build cross-border business relationships and investments that benefit all parties. Given the geopolitical tensions, the enormous economic potential for both parties is often underestimated. With experienced professionals like those in our network, this potential can be realized.”
He points out that a number of BRICS countries play an important role in technological development, as attractive manufacturing locations and as suppliers of raw materials and energy to the Western industrial world. Without China, India, Russia and Brazil, the Western economy would be much poorer,” said Karlheinz Zuerl, underlining the importance of the BRICS countries today.
* Karlheinz Zuerl was honoured by United Interim, the leading community for interim managers in Germany, Austria and Switzerland, and Steinbeis Augsburg Business School.
GTEC (https://gtec.asia) helps Western industrial companies to overcome challenges in Asia. The focus is on business development, the establishment and expansion of branches and production facilities, as well as restructuring and turnaround measures to bring automotive suppliers and mechanical engineering companies in critical phases back into the profit zone. Under the direction of CEO Karlheinz Zuerl, a team of consultants, experts and interim managers is on hand to work on-site with the client if necessary. The CEO himself is available for tasks as an interim general manager and for executive consulting. GTEC’s list of references includes corporations such as BMW, Bosch, General Motors and Siemens, large medium-sized companies such as Hella, Schaeffler, Valeo and ZF, as well as smaller medium-sized companies that are less well known but are operating all the more
Experts in the Automotive Industry Asia
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Karlheinz Zuerl, Interim Manager des Jahres 2024*, hat ein internationales Businessnetzwerk als Brücke zwischen den westlichen Industrienationen und den BRICS-Staaten aufgebaut
Unter der Bezeichnung „BRICS Project Network“ ist ein neues internationales Netzwerk von Beratern und Interim Managern an den Start gegangen, das westliche Unternehmen bei der Geschäftsentwicklung in den BRICS-Ländern unterstützt und vice versa. „Die BRICS-Staaten repräsentieren beinahe die Hälfte der Weltbevölkerung, und erwirtschaften mehr als ein Drittel der weltweiten Wirtschaftsleistung, womit sie die G7-Länder übertreffen“, erklärt Karlheinz Zuerl, CEO der German Technology & Engineering Corporation (GTEC) mit Sitz in Shanghai/China, der die Federführung des neuen Netzwerks obliegt.
Karlheinz Zuerl sagt: „Die Weiterentwicklung der Wirtschaftsbeziehungen zwischen den westlichen Industrienationen und der BRICS-Staatengemeinschaft hilft allen Beteiligten.“ Das neue Netzwerk deckt den Angaben zufolge die Länder China, Hongkong, Indien und Südostasien (Malaysia, Indonesien, Vietnam, Thailand), die Vereinigten Arabischen Emirate, Iran, Brasilien und Südamerika, Mexiko, Kanada (USMCA-Zollunion), Russland, Osteuropa und eine Reihe afrikanischer Staaten des globalen Südens wie beispielsweise Südafrika, Äthiopien und Ägypten ab.
Breites Spektrum an Dienstleistungen
Als „Brückenbauer“ zwischen diesen Ländern und den westlichen Industrienationen bietet das neue Netzwerk ein breites Spektrum an Dienstleistungen an: Managementberatung, Business Development, Projektmanagement, Interim Management, Weiterbildung und Trainings. Karlheinz Zuerl gibt konkrete Beispiele: „Wir führen Marktanalysen durch, bauen internationale Vertriebsnetze auf, bahnen Geschäftspartnerschaften und Übernahmen an, repräsentieren Firmen auf Messen und anderen Veranstaltungen, übernehmen die Organisationsentwicklung, kümmern uns um das Personalwesen, gründen im Auftrag Niederlassungen, führen Verlagerungen und Betriebsansiedlungen durch, optimieren die Finanzen und die Produktion vor Ort und führen Restrukturierungen durch, um die Ertragslage zu verbessern.“
Die im Netzwerk gebündelten Berater und Führungskräfte verfügen laut Angaben über langjährige Erfahrung in zahlreichen Branchen. Exemplarisch werden genannt: Produzierendes Gewerbe, Automobil, Maschinen- und Anlagenbau, Bauwesen, Elektrik und Elektronik, Haushaltsgeräte, Umwelttechnik, Informationstechnologie, Pharmazie und Kommunikationstechnik. Bei Bedarf übernehmen die Interim Manager vor Ort operationale Aufgaben wie Geschäftsführung, Kaufmännische Steuerung, Projekt- oder Qualitätsmanagement, Forschung und Entwicklung, Personal- und Finanzwesen, Vertrieb und Marketing oder Change-Management.
Handelskonflikte und Sanktionen belasten die Beziehungen
Durch Handelskonflikte zwischen den USA und China sowie Sanktionen gegen Russland sind die Wirtschaftsbeziehungen zwischen den westlichen Industrienationen und den BRICS-Staaten stark belastet. Diese Spannungen haben die BRICS dazu veranlasst, nach Alternativen zu suchen, um weniger von westlichen Finanzsystemen abhängig zu sein, wie etwa durch die Diskussion um eine gemeinsame Währung oder die Reduzierung der Verwendung des US-Dollars im Handel.
„Wir sind keine Politiker“, betont Karlheinz Zuerl, „sondern Unternehmensberater und Interim Manager, die Wirtschaftsbeziehungen und Investments über Grenzen hinweg etablieren, von denen alle Beteiligten profitieren. Angesichts der geopolitischen Spannungen wird das enorme Wirtschaftspotenzial, das sich für beide ergibt, häufig unterschätzt. Mit praxiserfahrenen Profis, wie sie in unserem Netzwerk vorhanden sind, lassen sich diese Potenziale erschließen.“
Er verweist darauf, dass eine ganze Reihe der BRICS-Staaten bei technologischen Entwicklungen, als attraktive Fertigungsstandorte und als Rohstoff- und Energielieferanten eine wichtige Rolle für die westliche Industriewelt spielen. „Ohne China, Indien, Russland oder Brasilien wäre die westliche Wirtschaft um einiges ärmer“, gibt Karlheinz Zuerl zu bedenken, welche hohe Bedeutung den BRICS-Staaten heute schon zukommt.
* Karlheinz Zuerl wurde ausgezeichnet von United Interim, der führenden Community für Interim Manager in Deutschland, Österreich und der Schweiz sowie der Steinbeis Augsburg Business School.
GTEC (https://gtec.asia) hilft westlichen Industrie-Unternehmen, Herausforderungen in Asien zu bewältigen. Der Schwerpunkt liegt dabei auf der Geschäftsentwicklung, dem Auf- und Ausbau von Niederlassungen und Produktionsstätten, sowie Sanierungs- und Turnaround-Maßnahmen, um vorwiegend Automobilzuliefer- und Maschinenbaufirmen in kritischen Phasen wieder in die Gewinnzone zu bringen. Unter der Leitung von CEO Karlheinz Zuerl ist ein Team von Beratern, Experten und Interim Managern aktiv, das im Bedarfsfall beim Kunden vor Ort zum Einsatz kommt. Der Chef selbst steht für Aufgaben als Interim General Manager und für Executive Consulting zur Verfügung. Auf der Referenzliste von GTEC stehen Konzerne wie bspw. BMW, Bosch, General Motors und Siemens, große Mittelständler wie Hella, Schaeffler, Valeo und ZF sowie kleinere mittelständische Firmen, die wenig bekannt sind, aber dank GTEC umso erfolgreicher in Asien agieren.
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Karlheinz Zuerl wrote and published together with others another important book for managers: “Human Resources During Time of Crisis”
2. Karlheinz Zuerl has been accepted into the ATTA Club as an expert in corporate restructuring. ATTA stands for Asia Turnaround and Transformation Association.
3. In spring times, GTEC opens its office in Chiang Mai, Northern Thailand as a hub for Western companies
Office space
Co-working
Virtual office
Conference rooms
Superfast WLAN
Overnight stays in a “king size bedroom” (2 p), with kitchen, gym and swimming pool (25x 20m)
4. Karlheinz Zuerl completed the “AI” course at Steinbeis Business School in Augsburg in summer 2024.
5. GTEC and HJM won a new consulting project “ESG Reporting” in Germany, which will be completed in January 2025.
6. Karlheinz Zuerl was named Interim Management Expert of the Year 2024 in June 2024.
7. GTEC won a new consulting project “Turnaround and Restructuring” for a Thai restaurant in Chiang Mai (Northern Thailand), which will run until 2025.
Karlheinz Zuerl was invited to consult for several companies and universities in Guangdong Province, South China.
7. GTEC and partner companies have established the “BRICS Project Network”. Other experts, managers, consultants, and companies can also join to participate.
8. Karlheinz Zuerl presented “Smart Investments in BRICS for Rotary” in Suzhou, China, on 9 December.
11. GTEC invested as a business angel in a startup company in Hamburg.
12. GTEC invested in an effective sustainable income system, run by a German company, to let the capital work, instead of working for money. Other business partners and companies can also participate, after the application.
Do you need restructuring, turnaround, or profit growth? Or are you looking to invest profitably or find investors for your business? We put our experts on the ground and deliver fast, demonstrable results. Please book an appointment with me to help you: https://calendly.com/karlheinzzuerl
Please note: An ounce of prevention is worth a pound of cure.
Best regards
Karlheinz Zuerl
CEO of German Technology & Engineering Cooperation (GTEC)
Experts in the Automotive Industry Asia
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The automotive industry in China remains a cornerstone of its economy, especially in the electric mobility sector. According to the Center of Automotive Management (CAM), over 25% of new cars sold in China are expected to be electric, solidifying the country’s role as a global leader in alternative drive systems.
Minsk, Belarus – Dec 15, 2021: Car bodies are on assembly line. Factory for production of cars. Modern automotive industry. A car being checked before being painted in a high-tech enterprise.
However, competition is intensifying. German manufacturers not only contend with each other but also face a surge of domestic rivals. The market’s fierce nature has already led to bankruptcies among some Chinese manufacturers.
Adding to the challenges are growing trade tensions with key partners like the EU, which have negatively impacted China’s electric vehicle exports. Industry leaders are urging the government to extend trade concessions for older vehicles to boost domestic sales.
Even industry giant BYD, despite a late-2024 sales boom and strengthened market leadership, faces mounting challenges in 2025 as it continues to edge out smaller suppliers.
Cars.com’s 2025 Automotive Trends report highlights a complex market shaped by high prices, increasing affordable options, and evolving definitions of “American-made” vehicles.
– Persistent Challenges:
New-car prices remain high at $49,000, despite interest rate cuts.
High loan delinquencies and declining used-car values complicate affordability.
– Positive Developments:
Inventory of new cars under $30,000 grew by 42% in 2024, offering hope for budget-conscious buyers.
Used EV prices dropped sharply, improving accessibility for cost-conscious consumers.
– Evolving Market Dynamics:
The definition of “American-made” is shifting, driven by domestic EV battery production and foreign automakers’ U.S.-based operations.
Hybrids are gaining traction, appealing to buyers seeking a balance between gas and electric vehicles.
While 2025 poses challenges, growing inventories, improved affordability in some segments, and new tools for shoppers provide opportunities for navigating the automotive landscape.
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
General Manager, Plant Manager, Operations Manager Sales, Business development, Projects, Transformation, Continuous improvement
Know-how and experience forged by 30 years’ experience of which 20 years in General Management and Interim Management, 12 years in China in large groups, medium and small companies for automotive components, industrial equipment, packaging, composite parts in Asia (China) / Europe (France, Russia, Serbia, Portugal) / Africa (Morocco)
With more than 30 years of experience in various industries and companies, I have acquired recognized expertise in strategic development and operations management, with special focus on:
Company overall performance
Operations efficiency and productivity
EBIT, ROI, Profit optimization
Strategy and Business development
Cost control
Non conformity management
Customer satisfaction
Employees empowerment and satisfaction
Transformation, change, crisis and turnaround management
at different phases : start of operations, development of activity, critical situation, and turnaround emergency.
Thanks to diversified experience in various industries/products/processes, in several countries and company sizes, I can quickly understand and assess an environment to draw an improvement plan, covering all the activities (general management, strategy, production, quality, purchasing, supply chain, projects, sales, business development, HR, finance, ….).
With a strategic mindset as well as hands-on management, I am deeply involved in the actions, supporting the teams to achieve ambitious goals on time, driven by a continuous improvement mindset and a management by objectives.
I have strong leadership skills, independent thinking, organizational and planning abilities and excellent analytical and problem-solving skills.
People appreciate my commitment to the mission, enthusiasm, sense of organization, dynamism, numerous ideas and entrepreneurial mindset.
I coach and work with the teams to achieve ambitious goals and enhance individual enthusiasm and satisfaction. Thus I am quickly integrated in the organization and appreciated for my performance and results.
Thanks to diversified experience in various industries/products/processes, in several countries and company sizes, I can quickly understand and assess an environment to draw an improvement plan, covering all the activities (general management, strategy, production, quality, purchasing, supply chain, projects, sales, business development, HR, finance, ….).
With a strategic mindset as well as hands-on management, I am deeply involved in the actions, supporting the teams to achieve ambitious goals on time, driven by a continuous improvement mindset and a management by objectives.
I have strong leadership skills, independent thinking, organizational and planning abilities and excellent analytical and problem-solving skills.
People appreciate my commitment to the mission, enthusiasm, sense of organization, dynamism, numerous ideas and entrepreneurial mindset.
I coach and work with the teams to achieve ambitious goals and enhance individual enthusiasm and satisfaction. Thus I am quickly integrated in the organization and appreciated for my performance and results.
Walor, China : upgraded overall organization and performance to exceed goals (100% On Time Deliveries, 0 official customers claim, 100% customer evaluation “A” or “Excellent”, 88% OEE, very high employee satisfaction, very low employee turnover and absenteeism) and reach high profitability.
Faurecia, China: I coordinated the whole engineering for the first 2 plants in China to manufacture seats and components; then I co-managed the start of production with the Chinese partner.
EYBl, France and Morocco: after having gained a big business for a major Tier1, I set-up a low-cost production workshop in Morocco within a very short time and meet customer planning and quality.
Cartolux, China : turnaround the profitability to 9%, (loss was -11% when I joined in) within 1 year.
Acrelec, China: launched production in a new plant within a few weeks and after 1 year got the ISO9001 certification. Designed and implemented processes which became new standards in the group.
I have strong leadership skills, independent thinking, organizational and planning abilities and excellent analytical and problem-solving skills and can quickly integrate a new environment.
Nationality: French Residence: Suzhou, China Position: General Manager, Plant Manager, Interim Manager, Consultant Year of Birth: 1965 Languages: French (native), English; Chinese (HSK3). German/Spanish/Portuguese: good basis
“The possibility of dreams coming true is what makes life interesting.” – Paulo Coelho
Christmas time and the end of the year – time to pause for a moment to preserve what has been tried and to start something new….
When we realize that the time we take for another person is the most precious thing we can give, we understand the meaning of Christmas. (Roswitha Bloch)
With this in mind, we wish you and your family hours of reflection, relaxation, happy holidays, and a good, joyful start to the New Year.
Christmas Greetings from Thailand to every Christian who loves our humanitarian service, consultant, and training of GTEC for Western companies to deal with their challenges in Asia, or for Chinese companies who want to go abroad to BRICS countries for investments.
———-
Yesterday, Friday, December 20th, our GTEC PROFIT GROWTH ACADEMY closed its doors for the CHRISTMAS PARTY in HONGKONG (see picture) and some other events with my family there will follow, but GTEC will be back to continue on Dec 26, with an extraordinary Profit Growth investment project in Thailand.
This year has been filled with incredible achievements, connections, and shared successes. Thank you to our team, freelancers, business partners, participants, experts, and professors for making it all possible.
We wish you a joyful holiday season and an inspiring start to 2025.
Expanding your business into Asia, particularly China, can be challenging if you’re unfamiliar with local business customs. In China, Guanxi—the intricate network of personal and professional relationships—is crucial for success. But what exactly is Guanxi, and how can you build and handle it effectively? We’ll answer these questions and more as we support you throughout your international expansion strategy.
What is Guanxi?
Guanxi is the cornerstone of business relationships in China and a fundamental concept in Chinese society. While it can be loosely translated as “network,” “relationship,” or “circle,” its deeper meaning refers to the web of “involved relationships” that link individuals. Essentially, Guanxi encompasses everything related to personal and professional connections.
For Europeans, the concept of Guanxi can be challenging to grasp, as it blends business and personal ties—something that contrasts with the more distinct separation between work and personal life in Europe.
In practice, Guanxi functions like a trusted contact book, but with a key difference: it is made up of people you can rely on. It’s a system that allows you to tap into your network for support, particularly in business, where connections are often the key to success.
The Role of Guanxi in an Outsourcing Strategy
In Chinese business culture, trust and belonging form the foundation of relationships. Building guanxi—a network of trusted connections—requires time, but once established, it becomes a powerful tool. Chinese partners, bound by guanxi, are often willing to provide extensive support.
This system reinforces hierarchical roles, fostering trust and exclusivity in business dealings. For instance, businesses may avoid entering markets already occupied by others out of respect for established relationships.
Additionally, Guanxi helps prevent public humiliation by resolving issues discreetly. When challenges arise, Chinese individuals and businesses prefer to consult their Guanxi network rather than risk public embarrassment.
At its core, Guanxi operates as an exchange of favors. It involves offering a favor at one time, with the expectation of receiving a service of greater value in the future. This asymmetrical dynamic sustains and strengthens the relationship, as providing a greater return ensures the bond remains active. Conversely, failing to honor this norm can lead to social exclusion. Guanxi is not a permanent commitment but requires consistent effort to maintain.
At its core, guanxi operates as an exchange of favors—a service offered today is repaid with a greater favor in the future, maintaining and strengthening the relationship. However, guanxi requires ongoing effort to sustain. Neglecting this social norm risks severing the relationship, and failing to reciprocate appropriately can lead to exclusion from the network.
For companies, guanxi is a strategic asset. A strong network, especially one that includes investors, can significantly push business growth. Chinese investors are active participants in these networks and often share valuable insights on platforms like Zhihu, a popular social media platform for exchanging knowledge. Cultivating and leveraging Guanxi can, therefore, offer a competitive edge in navigating the complexities of the Chinese market.
How to Build Guanxi
Establishing Guanxi begins with forming a foundation of trust, which must be both absolute and mutual. Entry into a Guanxi network typically requires sponsorship from a trusted third party who can introduce you to key individuals. This trust transcends simple professional relationships, as all parties involved commit to a mutually beneficial, win-win collaboration. The principle of reciprocity is central to building and sustaining Guanxi, where both sides make consistent efforts to maintain a stable relationship.
Steps to Establish Guanxi
Participate in Events and Gatherings
Joining external events, such as business lunches or networking functions, is an effective way to initiate Guanxi. These settings provide an opportunity to learn and adhere to cultural norms, such as bringing a thoughtful gift and presenting it with proper etiquette. Observing these rules demonstrates respect and leaves a positive impression.
Respect Cultural Norms
Understanding and respecting Chinese habits and social norms are critical. For example:
Toasting Etiquette: During a toast, the position of your glass reflects respect. When toasting with someone of higher rank, ensure your glass is slightly lower than theirs.
Nonverbal Communication: Avoid raising your voice or gesturing excessively when expressing opinions, as these actions are considered impolite and may harm your reputation.
Adaptability
Being adaptable is essential, particularly when interacting with individuals of higher status. Demonstrating cultural sensitivity and adjusting your behavior to align with social norms will help you foster strong relationships.
Word of Mouth
Recommendations and introductions through word of mouth are powerful tools for expanding Guanxi. In Chinese culture, trusted endorsements carry significant weight and can open doors to valuable connections.
Incorporating Guanxi into Your Presentation
Feature People: Include photos of colleagues, clients, or teams you’ve collaborated with to showcase your relationships and emphasize a spirit of cooperation.
Share Experiences: Highlight images from events, milestones, or gatherings to create a personal, relatable narrative.
Recognize Partners: Display logos of partner companies and images of key clients or suppliers to show respect and appreciation for the network supporting your business.
The Economic Benefits of Guanxi
When built and maintained effectively, Guanxi becomes a strategic asset that can enhance both business growth and career development. A strong Guanxi network can save time, provide access to resources, and serve as a catalyst for long-term success.
In particular, having an investor within your Guanxi network is highly advantageous. Investors not only provide financial backing but also lend credibility and support, making business development smoother and more efficient.
Respecting cultural norms, committing to reciprocity, and engaging actively in meaningful interactions are key to building a robust Guanxi, which can offer significant personal and professional advantages.
If you have further questions, or suggestions, or would like to discuss more about cross-cultural presentations, feel free to reach out. Let’s learn together and make each presentation a step toward genuine connection and successful collaboration. If you want to learn more about our sales initiatives in Asia, Europe, and BRICS countries for your products as well as our open posts as an expert in your field, please write us at [email protected].
Experts in the Automotive Industry Asia
You need one, but don`t want to hire one permanently?
New release. Delivery before Christmas, writes Amazon. Customer review: 5.0
The days of cheap raw materials and energy sources are gone. Suppliers will demand price increases due to the rising costs of energy and materials. This book describes how your purchasing department is able to gain (more) profit for your company and includes new ideas for successful purchasing and supplier development in Asia. The author discusses how to reduce costs in productive (BOM) and non-productive materials (NPMs) and how to calculate product and tool costs. As well, the book shows ways to negotiate your results with your suppliers in Asia and build an effective system of supplier relationship management.
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