There is a stronger segmentation of the market here in China. There are competitors who are serving a segment that doesn't exist anymore in most parts of the world. The customers served in this segment have budget-driven needs that customers in other parts of the world don't. Here a lot of customers are applying a total cost of ownership approach, but there is also the market that is mainly budget driven.
I think this will be a big advantage for our new owner. We have an investor who on the finance side is extremely strong and who can support our sales efforts with regard to financing. So if we are facing customers who are strongly budget driven, then with this new investment by ChemChina we'll be able to support them on the financing side as well.
We are a German company operating in China so basically we have to have a good mix. It is absolutely important that the customers get the experience of working together with German quality, with German brand promise, but also with Chinese people. For me, the most important quality in interaction within the organization is trust. Within the organization here in China, we have a high focus on harmony that is internal and external towards our customers. We give them the experience that they are dealing with a German company.
The main challenge for a Western company here in China is the transfer of the know-how. The German and our Swiss colleagues who are transferring the know-how, and the Chinese colleagues who are receiving the know-how—they have to work in a way that is effective. They work in different cultures in different languages. The buildup of trust takes time. It is built in steps. I recently heard an analogy that it is like a chain. You build one link after another. If you break it, the whole chain is broken and you have to build it up again. But if you do it properly, then it grows.