AmCham Macedonia 1/2019 - Page 20

COVER STORY According to our long time experience, to succeed in that society you should accept the rules of the game. To succeed in Germany you should think and act as Germans do. There is no space for improvisation and application of the well- known “Balkan way” of doing business. Doing business, for example, with Lidl in the FMCG industry, means the same as doing business with Microsoft in IT industry or BMW in automotive industry. There is a need to change or to adapt the overall corporative philosophy of doing business, to become effective, innovative, social and environmentally responsible company. It is in the same time a two-way reversible process, from one side the company has a very hard battle on the extremely competitive market place attacked from the producers all around the world, but on other hand, it is a very useful process of learning, which makes the company more efficient, vivid and flexible. Certainly in such an environment, many companies and even the whole industrial branches will not succeed to survive, i.e., there will be even redefinition of the positions of entire industry sectors. Some of them will grow and gain competitiveness, and some will be completely extinguished. It is well known what happened to the economies and industrial branches in Poland, Czech Republic and Slovakia, after their entry into the EU. But it is also well known about the decrease of unemployment rate, GDP growth, better and fairer dispersion of national income, and better overall quality of life, they got after entering the EU. Of course, there are also countries that, after joining the EU, cannot boast brilliant achievements, which is just another proof that the EU cannot enforce companies and / or countries to be smart. Simplified, EU just creates, let say, a fair and equal rules for all and suggests what would be good to be done. It is completely up to us If we (as a companies or society) would like to be enough painstaking and smart to use opportunities and to change ourselves in a better way (for example, as R. Ireland, and Baltic countries have done). Our experience says that in EU, as a club of 28 different nations, in business (as in life probably), authenticity always wins, and never (or very rarely) fake or suspicious values succeed. So, besides accepting the EU rules of the game, my recommendation is to create and develop your own authenticity that will result in recognition in such a big market and increase the chances for success. Finally, we need to be fully aware of the opportunities and obstacles that are waiting us in EU, but we also need to know that the degree of success in the European market and the improvement of the overall quality of life depend, on a large extent, on ourselves.  New Member Highlight The KOSTAL Group is a German fourth generation family-owned company founded in 1912 with global presence in 21 countries on 5 continents. KOSTAL globally employees over 20,000 people with 83% of them abroad and annual revenue of over $3.2 billion. Kostal Macedonia, as part of KOSTAL Automotive Electrical Systems, is responsible for the development, production and distribution of components, modules and systems for sophisticated electrical, electronic and mechatronic technology in car bodies. Current customers for the Ohrid facility include BMW, Daimler, Porsche, VW, Audi, Tesla and Rolls Royce with main market sales in Europe and USA.” 20 EMERGING MACEDONIA