of the differences between the Chinese and the German model are actually relative, in many cases not contradictory, and this can also be related: high quality and a high price-performance ratio, process and result orientation, high degree of planning and high flexibility, high accuracy and high efficiency can be combined. A reasonable combination of the two models can achieve the best results. If a model were to overemphasize unilaterally, however, this could lead to very poor results. For example, overemphasizing high quality could result in unnecessarily high costs and overemphasizing low cost could result in poor quality.
Although the two models are different, they are appropriate in their respective environments. A successful model can become pointless and fail in another existential environment.
Most of the problems in various processes analyzed in this book are due to the simple copy of the German model in China, regardless of the different environment. The focus of this book is therefore on adapting the management of German companies in China to the Chinese environment. First of all, it must be emphasized that the German modern management model has an important reference meaning for the management of Chinese companies and is the basis and starting point for Chinese companies. The adaptation of the German model to the national situation in China is decisive for whether a German company can be successful in China.
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