What happened in Asia in 2024?

  1. 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.

  1. 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.

      What are the prospects for 2025? See my articles

      Here you will also find the interim managers, consultants, and companies that can help you in Asia and worldwide in the BRICS countries.

      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

      You need one, but don`t want to hire one permanently?

      Our solution: To rent our experts

      • On pay-to-use basis
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      Clearly represented reports and dashboards inclusive!



      China’s Automotive Industry: Facing New Challenges

      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.

      #AutomotiveIndustry #ElectricVehicles #ChinaMarket #EVCompetition

      Experts in the Automotive Industry Asia

      You need one, but don`t want to hire one permanently?

      Our solution: To rent our experts

      • On pay-to-use basis
      • Completely flexible
      • Contract can be cancelled any time

      Clearly represented reports and dashboards inclusive!



      2025 Automotive Trends: Balancing Challenges and Opportunities

      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?

      Our solution: To rent our experts

      • On pay-to-use basis
      • Completely flexible
      • Contract can be cancelled any time

      Clearly represented reports and dashboards inclusive!



      Frédéric LALOYEAU

      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
      • Kundenzufriedenheit
      • Employees empowerment and satisfaction
      • Transformation, change, crisis and turnaround management

      at different phases : start of operations, development of activity, critical situation, and turnaround emergency.

      Walor, China – General Manager – Forged and machined metal parts for automotive

      Acrelec, China – Interim Manager – Production , Quality – Self order kiosk for fast-food                         restaurants

      Echosens, China – Interim Manager for Operations & Finance – Medical equipment

      Cartolux, China – General Manager – Thermoformed medical packaging in clean room

      Lik, China – Automated production lined – Consultant in Business Development

      France, Maroc, Serbia Interim manager & Consultant

      Johnson Controls, France, Russia – Automotive Tier1 – Commercial Director, Marking Director

      Eybl – France, Morocco – Automotive supplier – General Manager

      Faurecia, China, France, Portugal – General Manager China, International Development Manager

      • 2000-2001 HEC Paris, France MBA
      • 1986-1989 Ecole Central Marseille, France Master of Science in engineering

      Manage the industrial operations, sales and business development of the subsidiary

      Upgrade overall level of the plant by improving productivity, technology, procedures, reporting, …

      Secure current business

      Establish the company budget and business plan

      Supervise new product, technologies, and processes industrialization, with support of the group

      Maintain or develop strong relation with local customers, develop business with new customers

      Ensure a proper administration of the plant in general

      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.
      • Turnaround company loss to profit
      • Top KPI performance: 0 accident, 0 customer claims, 100% OTD, 100% customer audits and Certification audits passed
      • Prepare, negotiate and win significant businesses with new customers
      • Increase sales by 30%
      • Start production and recruit team in a new plant
      • Implement Office Lean management
      • Improve Employee satisfaction from “Low” to “very high”
      • Reduction in employee absenteism from 17,5% to 7%

      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.

      Nationalität: French
      Wohnort: Suzhou, China
      Position: General Manager, Plant Manager, Interim Manager, Consultant
      Geburtsjahr: 1965
      Sprachen: French (native), English; Chinese (HSK3). German/Spanish/Portuguese: good basis

      Christmas time and the end of the year

      “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.

      The Power of Guanxi in Chinese Business Culture

      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?

      Our solution: To rent our experts

      • On pay-to-use basis
      • Completely flexible
      • Contract can be cancelled any time

      Clearly represented reports and dashboards inclusive!



      Effective Cost Cutting in Asia: Practical Modern Approach for Managers and Engineers in Industry to Achieve Profit Growth (Management for Professionals)

      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.

      Read here

      Effective Cost Cutting in Asia: Practical Modern Approach for Managers and Engineers in Industry to Achieve Profit Growth (Management for Professionals)

      Management in China: Leitfaden zur praktischen, interkulturellen Umsetzung (German Edition)

      Management in China.
      Wer in Asien geschäftlich aktiv ist, sollte das Buch gelesen haben – das schreibt die Presse zu Recht.
      Das Buch gibt Hunderte von konkreten Anregungen, wägt auf allen Ebenen verschiedene Konzepte zur Problemlösung auf ihre Anwendbarkeit in der Praxis ab, und schildert im Detail, wie sich messbare Verbesserungen erzielen lassen. Das Spektrum erstreckt sich von der Geschäftsentwicklung und Restrukturierung über Einkauf, Vertrieb, Fertigung, Logistik, Standortwahl und Qualitätsmanagement bis hin zur erfolgreichen Verhandlungsführung in China.
      Lieferung noch vor Weihnachten, schreibt Amazon
      Publisher ‏ : ‎ Diplomatic Council e.V. (February 24, 2023)
      Language ‏ : ‎ German
      Print length ‏ : ‎ 187 pages

      Management in China: Leitfaden zur praktischen, interkulturellen Umsetzung (German Edition)

      Torsten Pfefferkorn

      Experienced Interim Operations Manager

      He is an experienced Interim Operations Manager with extensive expertise in the automotive industry. His career is characterized by strategic thinking and operational excellence. He specializes in change management and process optimization.

      Base on special knowledges, such as Strategy and deploy management, KPI management, Lean management, Quality management, Project management, Time management, Leadership management, etc., combined his working experience and lesson learned, always led and supported many clients to achieve the target(s) successfully, include but not limited:

      • Optimize operational efficacy
      • Optimize supply chain management
      • Improve productivity and quality performance in plant
      • Improve ability of R&D for New product/project
      • Improve ability of management system and work team

      Meanwhile, according development tendency of Industry 4.0/China 2025, he always studies that how to implement enterprise transformation efficiently. On the basis of expectations and reality, support them become more lean or more automation or more intelligence.

      Volkswagen ATJ, Tianjin VR China Head of Product Technology, Quality Assurance (2018-2020) Head of Quality Assurance, Purchased Parts DL382 (2011-2018) Managed 25 employees. Fault analysis and product optimization.

      Volkswagen ATD, Dalian VR China Head of Heat-Treating Department (2020-2021). Responsible for 250 employees. Process optimization and quality assurance. Led the Task Force Japan.

      Liebherr MCCtec GmbH Team Leader, Strategic Purchasing (2022-2023). Focus on outsourcing to Asian suppliers, supplier management, material group, and procurement strategies

      • 1969-1979 Secondary education at the Polytechnic OS Pablo Neruda Greifswald.
      • 1979-1981 Training as an automotive mechanic at the Greifswald vehicle repair plant.
      • 1981-1984 Vocational instructor for electronic navigation at the Fleet School Walter Steffens Stralsund
      • 2015: Nomination to Volkswagen AG’s Management Circle
      • 2014: Management Assessment Center, Volkswagen Group Academy
      • 2013: Process Auditor VDA 6.3 Module A + BII, TÜV Süd Academy
      • Office software
      • Project software
      • AutoCAD, UG
      • Quality tools (SPS, Minitab, etc.)
      • VB, Assembly Language
      1. Logistics. Key technology for efficient production
      1. Product portfolio analysis (products, dimensions, weights, etc.)
      2. Throughput analysis
      3. Space analysis
      4. Material flow analysis
      5. Incl. delivery and collection areas
      6. Information flow analysis
      7. Logistics solution: concept development based on 1-6
      8. Detailed solution
      9. Supplier selection
      10. Installation
      11. Implementation including commissioning and connection to the internal IT system
      12. Integration of customers and suppliers into the logistics system
      2. Automation
      3. Installation/Relocation
      4. Improvement of existing processes,  cost reduction, waste reduction, inventory reduction
      1. Weak point analysis
      2. Technical and/or organizational solution
      3. Investment budget with ROI calculation
      4. Implementation
      5. The development of processes for new products is also important.
      1. Implementation from laboratory production to mass production,
      2. Including the development of new technology

      Future-oriented focus:

      1. E-Mobility: Ready to meet the challenges of electromobility. Focus on innovative manufacturing methods.
      2. Digitalization: Utilizing modern technologies for process optimization. Industry 4.0 concepts in production.
      3. Sustainability: Commitment to environmentally friendly production methods. Focus on resource efficiency and CO2 reduction
      • Strategic Thinking: Development and implementation of corporate strategies focused on long-term goals and sustainable growth while aligning operations with business objectives and anticipating market trends.
      • Team Leadership: Experience in leading large teams, with a focus on fostering talent and promoting employee development, while ensuring alignment with organizational goals.
      • Process Optimization: Ongoing improvement of workflows to boost efficiency, productivity, and cost-effectiveness, ensuring smoother operations and greater overall performance
      1. Quality Management Extensive knowledge in quality assurance and control. Implementation of quality management systems.
      2. Supplier Management Experience in building and maintaining supplier relationships. Ensuring quality and on-time delivery.
      3. Production Technology Deep understanding of manufacturing processes. Optimization of production flows in the automotive industry
      • Change Management: Successful leadership of change initiatives. Adaptability to new challenges.
      • Crisis Management: Experience handling complex situations. Quick and effective problem-solving.
      • Intercultural Competence: Extensive experience in international teams. Understanding of cultural differences


      Sale up for Germany customer

      0

      %

      Operation cost down for a local company

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      %

      • Support plant management for new automatic production line
      • Exit top focus for tier2 customers
      • Audited and coached the suppliers of OEM
      1. China: Many years of service at Volkswagen in China (2011-2021). Managed various departments in Tianjin and Dalian
      2. Global Assignments: Service deployments in various countries (2008-2011). Expanded intercultural understanding.
      • Quality Management System (IATF16949) / Production Management System (Lean/CI)
      • Strategic and Deployment
      • Balanced Score Card & KPI
      • NPI Management
      • Project Management
      • Process Optimize Management (VDA6.3/Lean process)
      • Lean/TPS Management (include administer / R&D / manufacture /logistical)
      • Supply Chain Management
      • Industry 4.0

      Torsten Pfefferkorn

      Nationalität: Deutsch
      Wohnort: Germany
      Position: Interim Operations Manager
      Geburtsjahr: 1963
      Sprachen: German, English, Russian