SPECIAL: PROMOTIONAL FOOD & DRINKS VAKBLAD VOOR INTERMEDIAIRS VAN PROMOTIONELE PRODUCTEN EN DIENSTEN IN NEDERLAND EN BELGIË TRADE MAGAZINE FOR INTERMEDIARIES OF PROMOTIONAL PRODUCTS AND SERVICES IN EUROPE www.promzvak.nl Published bimonthly – August/September issue 4 - The Supplierdays edition vak
SNEAK PEEK OF OUR NEW COLLECTIONS COMING SOON AT TEXET WORKWEAR Prepare with the latest autumn/winter innovations from Texet Workwear’s six brands. Stay tuned for updates and follow us on social media to be the first to discover our exciting new items! @TEXETWORKWEAR JAMES HARVEST OUTDOOR Welcome to Harvest Outdoor, where quality meets sustainability in the world of outdoor apparel. At Harvest Outdoor, we believe that your adventures should be accompanied by outerwear that not only provides top-notch performance but also reflects your commitment to the environment. That’s why we’re proud to introduce our innovative jacket concept, designed to elevate your outdoor experiences while minimizing our impact on the planet. TENSON: PREPARE FOR WINTER This year we launched Tenson and are expanding our collection for autumn and winter. Tenson: your brand for all weather conditions! BY PROJOB: NEW LINE We are proud to present the Progression Line, a new sustainable wide collection in many color options that is made from certified recycled ployester and/or certified organic cotton. Progression Line can be washed in industrial laundry, each model has also undergone a Life Cycle Analysis to be able to show the environmental impact each model has. the collection is also certified according to EN standard EN 17353. PRINTER ESSENTIALS The perfect item to complete your outfit ! WWW.TEXETWORKWEAR.COM VISIT OUR WEBSITE FOR MORE VISIT US AT THE SUPPLIER DAYS TO DISCOVER OUR NEW ITEMS AND INNOVATIONS
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7 2024 - number 4 - promzvak.nl vak FOREWORD BY PETER VAN GESTEL (PETER.VANGESTEL@HETPORTAAL.COM) assured of fast delivery times. A partner for you who knows everything about printing. Whether that means screen printing, embroidery and everything in between We deliver top quality You are the go-to company for your customers for company clothing, work clothing, promotional clothing and basically anything else you can print a logo on. What you want is a supplier you can rely on. Who assists you in your advice to your customers. And one that can almost supply everything from it's own stock, so you are On the Supplier Days 4 & 5 september, we will surprise you! Visit us at stand 3045 TOP SECRET This is the first international edition of PromZ Vak. We have decided to release it on the occasion of The Supplierdays 2024, which is becoming increasingly international, both in terms of exhibitors and visitors. Hence the combination of this issue with the trade show catalog. For some time now, we have noticed that the market is changing. Among other things, due to increasing regulatory pressure from Europe, we see that some smaller suppliers are struggling and are on the candidate list for acquisition. We see the same happening on the distributor side. Larger distributors are also looking for acquisition opportunities, and we are also seeing American distributors making the move to Europe. The market is becoming larger and more international. Additionally, we are seeing a clear rise of companies from the IT sector, which are gaining more market share, particularly in the ‘onboarding’ and employee marketing segment. This is a very interesting development because these companies are primarily process-driven and much less product-driven. To make a long story short, our market is in transition, and we are all beginning to notice it. But change does not necessarily have to be a negative development. Take, for example, the sustainability requirements from end customers. Ultimately, we will all benefit from that. I would like to conclude with a quote from author Gloria Steinem: “The problem is holding onto the past. Embracing change is the answer.”
XXXX 8 C O N T E N T S vak C O L O P H O N PromZ Vak Het Portaal Media B.V. Veerdijk 40-H, 1531 MS Wormer Tel: +31 (0)75-6475747 Email: traffic@hetportaal.com Chief Editor:: Peter van Gestel Mobile: +31 (0)6-33637794 Email: peter.vangestel@hetportaal.com Contributing Staff: Lisette Erdtsieck, Ed van Eunen, Allard Frederiks, Suzanne Jacobs, Judith Munster, Ad van Poppel, Ruud Slierings, Marjolein Straatman, Fred Sengers, René Los Magazine Management: John M. Swaab Tel: +31 (0)75-6475747 Mobile: +31 (0)6-54994998 Email: john.swaab@hetportaal.com Advertisement Acquisition: Ferry Aaftink Mobile: +31 (0)6-12643168 Email: ferry.aaftink@hetportaal.com Bettina Nettelbeck Mobile: +49 (0)173-1933919 Email: bettina.nettelbeck@hetportaal.com Katharina Bütow Mobile: +31 (0)6-25392460 Email: katharina.buetow@hetportaal.com Simone Keijzers Mobile: +31 (0)6-18255325 Email: simone.keijzers@hetportaal.com Productie/traffic: Monique Zijlstra Tel: +31 (0)75-6475747 E-mail: traffic@hetportaal.com Design and DTP: Finnmedia.nl en mylenemedia.nl Visual Material: Ad Boogaard, Creative Owl Media, iStockphoto Cover Design: Snars Printing: Real Concepts B.V., Velp Subscriptions: PromZ Vak is free for individuals who can prove they work as or with suppliers and distributors of promotional gifts and products in the Netherlands and Belgium. ©No part of this publication may be reproduced or made public in any form without prior permission from the publisher. Our magazines are printed on FSCcertified paper. Please pass them on to colleagues or recycle them after reading. 14 Who says what in this issue? <11> Supplier vs. intermediary <12> CEO of the Plato Group Rob Looye: "I am just a temporary part of the timeline of this beautiful company." <14> Chinese brands in the Netherlands part 7: Xiaomi. <22> The importance of non-verbal communication <29> How is the business continuity of Dutch distributors and suppliers? <34> Special: Promotional Food & Drinks. <41> Coffee cups made from coffee grounds: Coffee Based. <49> Tasty Present: more than just chocolate. <54> A headphone you can repair yourself. <61> The history of workwear, part 2. <67> Mascot has big ambitions <70> Next Gen goes Poland. <75> AI in the Workplace? Here's What You Can Do with It. <77> Next Gen: Toby Raaijmakers from LogoChoc. <83> New ProductZ. <86> Notez. <95> 42 54 67 83 T +49 (0)201 890 414 47 | E seddik@misterbags.de | W www.misterbags.de www.oeko-tex.com 23.HIN.15865 Hohenstein HTTI TOM FAIRTRADE & EMBOSSING!
Gift Cards for every occasion Make every gift memorable A gift card is the ultimate gesture to boost employee morale or client loyalty. With a wide collection of strong brands it gives the recipient the freedom to choose exactly what they want or need, and makes a gift card a universally appreciated present. More info: www.xdconnects.com/cadeaubonnen WHO SAYS WHAT IN THIS EDITION? ''We have the headphones produced from as many sustainable materials as possible, such as recycled plastics. However, that is a relatively simple step, which as a producer has little impact on improvingthe environment. Therefore, we try to really close the production and usage chain '' (Dorus Galama, Repeat, page 63) THIS BECOMES MORE CRITICAL AS HALF OF THE DISTRIBUTORS EXPECT THEIR COMPANY TO HAVE A DIFFERENT OWNER IN 10 YEARS, AND THE SAME IS TRUE FOR A THIRD OF THE SUPPLIERS. (Ed van Eunen, OneQuestion, page 34) I SPENT ABOUT 30 YEARS ON THE 'CUSTOMER SIDE' OF THE PROMOTIONAL INDUSTRY, AND THAT KNOWLEDGE IS NOW COMING IN HANDY. (Rob Looye, Plato Group, page 14) Chinese companies are very costconscious, precisely because they are used to competing on price. But if you want to achieve something important, it can cost something, (Aldo Spanjaars, writer, page 25) Recycled materials are sprouting up like mushrooms, but certification is often still lacking. (Bob Heerius, XD Connects, page 12) 11 2024 - number 4 - promzvak.nl
12 9 13 2024 - number 4 - promzvak.nl Intermediary and supplier. Five identical questions. To a supplier and an intermediary, who do not know in advance who the other is. How do they each view the industry from their own perspective? In this episode: Bob Heerius from XD Connects and Wilco Vaessen from IGO Promo. Which trend/development do you see as unavoidable for the industry? "One of the most important aspects is the product passport, linked to certified recycled material. Recycled materials are sprouting up like mushrooms, but certification is often still lacking. We have been serious about this for some time. Having ten people working on product development is partly related to this. It takes more time and energy if you want to properly arrange certification and labeling for each product. We also have an ESG department with five people. I think the industry should lead in this. End customers will increasingly demand it. It’s not something that only affects our industry. Larger companies will take it more seriously as they cannot afford to lack substantiation. Additionally, companies will have to deal with the CSRD, which requires companies to report on the impact of business activities on the environment and society and to have this reporting verified by an accountant. Our customers can find the carbon footprint (impact) of each product in our collection on our webshop, allowing them to calculate the impact for their customers. This is still unique in our industry." What are your business expectations for the last months of this year? "It looks good; we had a strong first half of the year with significant growth. I don't think the industry as a whole had an exceptional first half, but the last months of the year will be busy. I expect printing on demand to increase even more. This puts some pressure on the average order value across the industry, but I think it will pick up again in the fall." Last year, you were Supplier of the Year in the generalist category. Do you expect to be on the podium again this year, and why? "I honestly do expect a podium spot, but it's never something to take for granted. We’ve won the award four years in a row, and it gets harder each year. That's why it's always an honor to win it. You can boast about how fantastic you are, but the most important thing is that others appreciate what you do. Why do we think we should win again this year? We introduced the Iqoniq textile line last year, a brand we developed entirely ourselves, with recycled material and product passports. Another new concept is our Vinga gift card, which we launched low-profile. Also, 80% of our assortment is now based on recycled material." Which brand can you not do without? "Urban Vitamin. It’s the brand for all your travel gear, from noise-cancelling earbuds to speakers, and from magsafe power banks to high-end cables. Everything in electronics is becoming USB-C. We're moving towards needing just one power bank and one plug to charge your phone and laptop. I'm not someone who feels the need to be brand-loyal. The only brand I've been buying for about ten years is Denham. They simply make comfortable pants, so my wardrobe is full of them." What can people wake you up for at night? "Anyone with a problem – my children, my partner, my family – can wake me up at night. They can always reach me if something is wrong. There are many things I love, such as good food and sports. I've been playing hockey for 45 years and rarely miss a match. But it's a stretch to say you can wake me up for that." "As an industry, you must lead in certification" Bob Heerius XD Connects "Everything regarding CSRD will impact our industry" Wilco Vaessen IGO Promo Which trend/development do you see as unavoidable for the industry? "It’s clear that everything regarding CSRD will impact our industry. The way we view our operations will change significantly because of this, and we realize it’s important to determine, describe, and then concretize strategic principles into an executable CSRD policy from this starting point. We at IGO Promo, as intermediaries, started with this early on and sought external help. The subject matter is so comprehensive and important that we don’t want and can’t do it alone." What are your business expectations for the last months of this year? "We expect a busy fall. The market seemed a bit volatile this spring, but we are operating steadily and on target. Technically, everything is in good shape. We have managed to fill our vacancies across Europe with good people in a timely manner, and we have great campaigns planned. In short: we are happy to leave the quiet summer months behind and look forward to the fall peak with confidence." Last year, you were Supplier of the Year in the best online performance category. Do you expect to be on the podium again this year, and why? "We don't just assume that. We see that our online-oriented colleagues in the industry are also doing great work and making significant strides forward. They deserve credit for this, and it keeps us sharp. We've had a good year, and fortunately, we notice that our customers and suppliers enjoy working with us. But whether it’s enough for a podium spot, we’ll find out soon. If we make it to the podium, we will be very happy, and it will give us a lot of energy and confidence for the future. If we don't, the well-deserved congratulations go to the winners, and we will enthusiastically pursue a new podium spot in the next edition." Which brand can you not do without? "Phew, that’s a tough question. I'm not necessarily brandloyal, to be honest, but after some thought, I have to mention Apple, specifically my iPhone. My entire life is wrapped up in that device: photos, news, social contacts, business contacts, payments, and so on." What can people wake you up for at night? "I prefer to sleep through the night, but I can always be woken up for a soccer game or a great concert." BY ALLARD FREDERIKS
14 Rob Looye 8 First question: What happens under this roof? “This branch in Helmond, which is also our headquarters, covers 25,000 square meters with everything included and employs about 300 people. Plato Group consists of four branches: the holding company Plato with the staff functions, and the three market-oriented organizations Clipper Interall, IGO Promo, and Compacon, each serving its own market segment independently in various European countries. Clipper Interall is a wholesaler of promotional gifts with its own printing facility in this building, focusing on sustainable products. IGO Promo stands for International Gift Organization and supplies a wide range of items directly to the end customer, partly through a fully automated B2B webshop. Compacon is not based here in Helmond but in Barendrecht, and was acquired seven years ago. With Compacon, we offer a complete package of services, from creative concept to execution, as well as web solutions and storage facilities for major brands.” Can you tell us something about the history? Hoe kwam je in de promotionele branche terecht? ‘“The foundation for what is now Plato Group was laid by Martien Jonkers right after the war. He started by importing pen parts and attaching clips to them, hence the name Clipper. Soon after, he also began printing the pens. It was essentially a wholesale business, but there were no strict rules back then, so he also sold them to end customers. At the beginning of our conversation, CEO Rob Looye points to a photo of 'founding father' Martien Jonkers: “At this moment I am the director of Plato Group, but I did not establish and grow the company, he did. I am just a temporary part of the timeline of this beautiful company.” This humility characterizes Looye's attitude, who does not favor autocratic leadership. During his long career, it became clear that his strength lies in optimizing companies. Rather than setting a directive course, he prefers to engage in dialogue with employees, challenging them to push back to achieve better results. ‘OUT OF THE COMFORT ZONE, BEING OPEN TO THE NEW AND CHERISHING THE OLD’ Later, this changed, and Clipper became a wholesaler only, while IGO became the channel to the end customers. The company grew and moved from the attic of the parental home to various office buildings and also took on warehouse space. Jonkers was one of the first in Europe to start a mail-order company for promotional gifts, IGO-POST, and gained a lot of market share with it. It's funny because when I was still working for Philips, I came into contact with this company as a customer through the catalog. Every Philips customer had a product from that catalog on their desk! I spent about 30 years on the 'customer side' of the promotional industry, and that knowledge is now coming in handy.” Foundation “When Martien Jonkers retired and wanted to pass on the business, he set up a foundation that to this day forms the basis of the company culture. Of course, there is a focus on making a profit to ensure the company's continuity, but most of the proceeds are donated to good causes. That really appealed to me and partly determined my choice to work here. I come from the world of private equity, which was also very educational, but the social aspect with good causes really appeals to me.” 15 2024 - number 4 - promzvak.nl BY LISETTE ERDTSIECK:
Calendars remain a consistent favorite in marketing. This comes as no surprise since they attract attention 365 days a year with attractive images or clever quotes. Wouldn‘t this be something for your company too? www.karlknauer.com Always up-to-date. Also in terms of advertising. Order now! 8 Out of the comfort zone, being open to the new and cherishing the old And that brings us to where you come from? “I come from Rotterdam, the youngest in an entrepreneurial family. My father had his own construction company, and my brother and I had to help out, following the wellknown Rotterdam motto ‘don’t talk, just do it.’ We noticed as children whether the company was doing well because one year we would walk along the boulevard of Cannes during the summer vacation, and the next year we would be camping in ’s Gravenzande! I have an older brother who went to retail school and is now a successful entrepreneur. My sister studied law. I was a bit in between; first, I also went to retail school, but then I returned to school to get my pre-university diploma and then studied business administration. Such a choice to study or not is very determining and one of the crossroads in your life, I think. I really liked trade, but I didn't necessarily want to start my own business; I wanted to eventually take on a leadership role at a large company. I also found marketing incredibly interesting; creating something new, going to market, trying to make it successful, influencing people to make them buy a product. My mother once said to me, 'you are going into advertising because you know every tune and slogan by heart.' In a way, she was right because the world of promotional items is very close to that.” Bluff “I did have a certain bluff when I started working, but I also knew from my youth how important it was to gather good people around you and get to know them. When I was about 12 years old, I had to sweep sawdust in my father's construction company during the vacation because ‘you can't do anything else yet,’ he said. During the lunch break on my first day, I came to my father's office with my lunch package to eat there. He asked what I was doing and then said, ‘look, there's the canteen downstairs, you can eat there, not here, good luck.’ I was so angry... I had to sit and eat among strangers with diverse backgrounds with the sandwiches my mother had made for me! They talked about Feyenoord after the weekend, but also about all sorts of other things the staff had experienced; I was all ears. That was a wise lesson from my father: everyone is an important link in a company.” Does it matter to you what product you sell? ‘“I've worked for very different companies. For example, I brought Centrum Multivitamins to the market in the Netherlands, but I also spent seven years at Philips Lighting, where I was responsible for the Middle East and Africa. I've marketed anti-dandruff shampoo, painkillers, air conditioners, and heaters, and worked for a wholesaler in electrical materials, even though you really shouldn't let me take apart a plug because I'd get electrocuted!” Jumping into the deep endHeb je vaak dat soort ingevingen? ‘“At the beginning of your career, you learn the big picture: how does marketing work, what are the tricks? You can then apply this knowledge again and again at a new company with a different product. You can see it like this: when you start at a company, you jump into the deep end and walk along the bottom, occasionally taking a breath, and then you reach the other side with market and product knowledge. The promise you make must be correct, but you can also achieve a lot by distinguishing yourself from other brands through marketing. Who would have thought that a black cookie - Oreo - would become so popular? That's fantastic! Who would have ever thought that Starbucks, American coffee for which you pay about 6 euros per cup, would do so well in Calvinist Netherlands? Are you a loner? “Socially, I am a team player. So, I like to chat with everyone and see what's going on. But the higher you are in an organization, the more alone you are. At the same time, it’s not about me. I am a passerby, and if I walk out the door tomorrow, the company should be independently on track. Only then have I done my job well.” As a passerby, you are part of but never entirely part of a company… “I do that consciously. Then you always have that scope to look from the outside in and not the other way around. I see it as phases of a company's life path. There is a moment when you are in the right place until someone else is needed for the job because a different period or situation has arrived. The first time I found it difficult, after putting so "I like to chat with everyone and see what's going on" 17 2024 - number 4 - promzvak.nl
+ + Out of the comfort zone, being open to the new and cherishing the old much energy and passion into a company, thinking they couldn’t do without me. When I left, I was the one calling them, ‘how’s it going?’ while I expected them to call me within a week! Everything, of course, went smoothly without me.” Putting on the rubber boots What do you find most important to convey within Plato Group? “When I started here two years ago, the company was quite internally focused, with the attitude that it was good enough as it was. I started to challenge that company culture to switch from autocratic leadership to more thinking and working together. Sometimes, as a director, you have to put on your rubber boots and get out into the field so you can also challenge the people in the company substantively. You have to constantly raise the bar, based on the customers' needs. If the world changes, you have to keep up and continually step out of the old comfort zone. The market is constantly changing. Promotional gifts are no longer just ‘giveaways’ but can be used very well as ‘storytelling.’ Think of biodegradable pens; there's a beautiful story behind them. I'm good at helping a company through changes while also cherishing the old. I want to be able to explain in understandable language why a certain decision is made. As a statutory director, I am primarily responsible for the company's continuity. That also means that sometimes I have to take unpopular measures to ensure that continuity.” Positive conflict model “I want to discuss everything and look for alternatives with the team. I especially try to challenge the managers to implement changes, and often they come up with a solution themselves. I call this a positive conflict model: challenging to come out of the comfort zone and at the same time respecting everyone because two heads are always better than one. The more vulnerable you make yourself, the more you can achieve. Then you stand more neutrally in the game. If you just nod yes, you wither away. With this mentality, I have naturally encountered resistance regularly; not everyone likes change. For some, you are a threat.” Have you ever been wrong? “I am a strategist; I am used to thinking twenty steps ahead. I work here with a three-year plan. But if I make a wrong choice, which does happen, I won't hide under the table or blame someone else. What you acknowledge, you can adjust. I once opened a branch in Germany for the company I was working for at the time, and two years later, I had to close it and lay off people. That's not a pleasant experience! But I did acknowledge the mistake and took the necessary measures.” 8 19 2024 - number 4 - promzvak.nl
9 CUSTOM PROMOTIONAL PRODUCTS 25 years of experience in importing customized promotional products Never get bored Do you take your work home with you? “Yes, always. Not so much that I am constantly on the laptop at home, but in my head, I am almost always busy with it. But I try to ensure that I can be at most of my children's hockey matches on the weekends, for example.” Can you tell us something about your life outside of work? “I have been living with my wife in Eindhoven for about 25 years. I met her during my business administration studies, and she has also held various management positions. She also does work for various good causes. We are both regularly working late into the evening. We don't get bored easily… We have a 20-year-old daughter who lives in Amsterdam and, besides participating in a vibrant student life, is pursuing an HBO study. Our 18-year-old son still lives at home.” What are your hobbies? “I enjoy running and cycling. I also like golfing, which I regularly do with my wife. Managing is a top sport, so you really need something to recharge.” What gives you energy? “I can quietly enjoy it very much when what I have tried to come up with with the team becomes a reality. And then it’s not a matter of determining the course from above, but it has become ‘embedded knowledge’ through collaboration and research. I also get enthusiastic when sparring with young people about the new innovative possibilities the market offers. For example, I was one of the first with a Tesla, and I was already working with social media like Instagram in 2011. I see new possibilities, and that gives me positive energy.” Do you have any idea how long you will stay at Plato Group? “There is still enough to do here and enough challenge. That makes it fun for me. I also have to be careful not to fall into a comfort zone. You need to have that attitude; otherwise, you only make popular decisions or avoid discussions. I am passionate about this company, and, for example, I can lie awake at night if something is not going well. I keep looking for ways to improve things. In short, I look forward to the challenges and opportunities that Plato Group and its brands will offer me in the coming period!” Out of the comfort zone, being open to the new and cherishing the old 21 2024 - number 4 - promzvak.nl
22 Chinese Brands - Aldo Spanjaars 8 23 2024 - number 4 - promzvak.nl BY FRED SENGERS: What do Google, Apple, and Xiaomi have in common? All three tech companies announced their plans to develop their own car. But while Google and Apple threw in the towel after a few years, the Chinese phone maker Xiaomi surprised everyone this year with the introduction of the SU-7. Not just a concept model to demonstrate new features, but a car currently being produced in large numbers. And it was developed in just five months! A smartphone maker producing cars might sound odd. However, there are two trends that explain it. The first is the growing need for connectivity. Our car has become a mobile living room (or mobile office if you prefer), and we want not only to make calls - hands-free, of course - but also to play our favorite playlist from Spotify and use voice recognition technology to text or search for a nice lunch spot with both hands on the wheel. If we happen to get into an accident, an emergency call is automatically sent with the correct location. It's no wonder that car manufacturers are increasingly working closely with smartphone makers to make all this possible. The second trend is the increasing importance of electronics in modern cars. The first thing a mechanic does when you bring your car to the garage, even before opening the hood, is to connect a computer. If a car has electronic problems, you might as well forget about getting that good old combustion engine to start again. The transition to electric vehicles (EVs) has accelerated this development. Previously, the engine was the centerpiece around which a car was built. Making a combustion engine that performs well, is reliable, and is also efficient and clean is a skill in itself. But an electric motor, on the other hand, is very simple, you don't even need a gearbox anymore. In just over ten years, the Chinese company Xiaomi has grown into one of the world's largest smartphone manufacturers. And this year, the Chinese company surprised everyone by developing and launching an electric car within five months. How does this Chinese company manage to operate so quickly? XIAOMI IS THE FASTEST KID IN THE CLASS CHINESE BRANDS IN THE NETHERLANDS PART 7 One could argue that it is now simpler for a smartphone maker to build a car than for a car manufacturer to design a smartphone. You don't need to reinvent the wheel like Elon Musk and do everything yourself. Xiaomi lets its cars be built by BAIC, the Beijing Automotive Industry Corporation. However, it remains an achievement that Xiaomi developed and launched a new car in just under half a year. And that is no coincidence, says Aldo Spaanjaars. He worked for 26 years in China for both Western and Chinese companies, including Adidas, Siemens, Fosun, and Anta. Based on his years of experience, he describes in his book "Dragon Tactics" how Chinese companies operate differently than their Western competitors and achieve success as a result. "Western entrepreneurs are less opportunistic, less willing to take risks, and are inclined to look more at how others do it. Chinese entrepreneurs, on the other hand, believe that you can succeed against all odds," says Spaanjaars. "This is precisely the reason why so many joint ventures between Chinese and Western companies have failed. They operate in the same reality, but the way they respond to it is totally different. The Chinese have a great word for this: tongchuangyimeng. It means: sleeping in the same bed but with different dreams." In his book, he identifies five dragon tactics, all with catchy names: Wolf Culture, Change or Die, The Emperor Decides, Happy Families, and Everything Begins with Data. The first two are particularly applicable to Xiaomi, says Spaanjaars: "A wolf doesn't wander around aimlessly but is constantly looking for opportunities." So it’s not surprising that a mobile phone maker decides to build a car, Spaanjaars wants to say. A Western company seeks efficiency, looks for economies of scale, and finds them, for example, by concentrating on its core business. In Asia, on the other hand, you see many conglomerates that have grown orga-
COMING SOON… EXCLUSIEF BIJ L-SHOP Ceresstraat 1 | 4811 CA Breda | +31 76 790-1131 | info@l-shop-team.nl | www.l-shop-team.nl WIJ HEBBEN DE MERKEN, AAN U DE KEUZE 8 Xiaomi is the Fastest Kid in the Class 25 2024 - number 4 - promzvak.nl nically through opportunistic growth strategies. Money earned in one sector is invested in a completely different sector if the entrepreneur sees opportunities there. "For Western companies, efficiency is a holy grail, and they are therefore not quickly willing to do something completely new. In Chinese culture, opportunism is considered a virtue. Chinese companies are willing to spend a lot of money on a goal. Not that they throw money around - on the contrary, I would say. Chinese companies are very costconscious, precisely because they are used to competing on price. But if you want to achieve something important, it can cost something," says Spaanjaars. The Chinese economy has developed rapidly over four decades into the second-largest economy in the world. Chinese entrepreneurs have learned two lessons from this: don't wait, but strike. And adapt to ever-changing circumstances. "If the reward for success is great and the pace of change is high, you have to take risks. Not so much because taking risks is in the entrepreneurial DNA. But because the risks of standing still are greater since you will be overtaken. Chinese entrepreneurs embrace change more easily than we do in the West," says Spaanjaars. "You even see this flexibility in Confucius. He said: why hold on to existing conventions when reality is constantly changing?" In his book, he writes about the philosophy that made Xiaomi great. They don't see themselves as a hardware manufacturer but as an internet company that solves online problems for consumers, such as interconnectivity (smartphones, wearables, smart devices), which can also include transportation (EVs). That direct contact is not only used as a sales channel but also to collect input from consumers. Not only is a webcare team continuously busy collecting online feedback, but all employees are also expected to answer questions on social media and gather relevant consumer insights to pass on to the right colleagues. Xiaomi itself claims that it considers all 15,000 employees as customer service representatives. This interaction with users goes so far that Xiaomi has started using panels of loyal customers in the development of new products. "Xiaomi sees itself as part of a digital ecosystem where customers and makers are in symbiosis. This makes it possible to shorten the time to market a product without significantly increasing the risk of failure. Which is not to say that everything Chinese entrepreneurs touch turns to gold. But they see failure as part of a process of progress and are therefore not afraid of it." Spaanjaars illustrates this with a practical example. Xiaomi's innovation team came up with the idea for a home cinema system. The aim was to create a high-quality, innovative laser projector at an affordable price. But internally, there were doubts about the feasibility of the project and the need for such a product. So Xiaomi asked its customers. They showed enthusiasm; enough reason to proceed. After two years of development, Xiaomi launched the Mi Laser Projector in an edition of two thousand units, which sold out within a day. Based on this success, the projector was built in large quantities and remains one of the best-selling products in the Xiaomi range to this day. "You see a number of Chinese characteristics coming together here," says Spaanjaars. "On the one hand, a step-by-step approach, which characterizes many Chinese companies. Developing something by optimizing or applying existing technology differently and introducing it on a small scale before scaling up if successful. They don't wait until there is a perfect product but continue to develop it during the process. But at the same time, all this happens at a high pace because the competition in China is fierce." Spaanjaars doesn't want to criticize how Western companies operate. Because they have often become very successful and large. But he does want to convey that now they are more frequently competing with Chinese companies, it's time to take a good look at themselves. Results from the past do not guarantee future success. "China has developed into the factory of the world, and both they and we have benefited from that. But now that Chinese companies are capable of making higher-quality technological products, China is becoming a serious competitor. Even if you are not active in the Chinese market, you will encounter Chinese competitors. In the world market, but also in the Netherlands. Just think of Chinese online marketplaces where you can buy directly from the manufacturer," says Spaanjaars. This forces entrepreneurs to think: what am I doing, does my model still work, or do I need to change? "Many people still think that Chinese are not creative and cannot innovate themselves. That is a costly mistake. The rapid rise of Chinese brands worldwide proves that we can learn more from Chinese entrepreneurs than most people think." two are particularly applicable to Xiaomi, says Spaanjaars: "A wolf doesn't wander around aimlessly but is constantly looking for opportunities." So it’s not surprising that a mobile phone maker decides to build a car, Spaanjaars wants to say. A Western company seeks efficiency, looks for economies of scale, and finds them, for example, by concentrating on its core business. In Asia, on the other hand, you see many conglomerates that have grown organically through opportunistic growth strategies. Money earned in one sector is invested in a completely different sector if the entrepreneur sees opportunities there. "For Western companies, efficiency is a holy grail, and they are therefore not quickly willing to do something completely new. In Chinese culture, opportunism is considered a virtue. Chinese companies are willing to spend a lot of money on a goal. Not that they throw money around - on the contrary, I would say. Chinese companies are very costconscious, precisely because they are used to competing on price. But if you want to achieve something important, it can cost something," says Spaanjaars.
CHOOSE THE BEST SHAPE FOR YOUR BRAND Contacts Tel: +39 0421 57 11 11 Mail: hello@atlantisheadwear.com www.atlantisheadwear.com Registered office: Via Giorgio La Pira, 19 30027 San Donà di Piave (VE) - Italy MASTER ITALIA S.p.A Società Benefit a Socio Unico BASEBALL BASEBALL TRUCKER BEANIE BUCKET 5 PANELS 5 PANELS 5 PANELS 6 PANELS 6 PANELS 6 PANELS LIBERTY SANDWITCH DAD HAT FIJI BRYCE NO CUFF HOLLY GEO POWELL CRUZ RAPPER CANVAS WITH CUFF WIND Structured Caps Soft Caps 9 Xiaomi is the Fastest Kid in the Class 27 2024 - number 4 - promzvak.nl The Chinese economy has developed rapidly over four decades into the second-largest economy in the world. Chinese entrepreneurs have learned two lessons from this: don't wait, but strike. And adapt to ever-changing circumstances. "If the reward for success is great and the pace of change is high, you have to take risks. Not so much because taking risks is in the entrepreneurial DNA. But because the risks of standing still are greater since you will be overtaken. Chinese entrepreneurs embrace change more easily than we do in the West," says Spaanjaars. "You even see this flexibility in Confucius. He said: why hold on to existing conventions when reality is constantly changing?" In his book, he writes about the philosophy that made Xiaomi great. They don't see themselves as a hardware manufacturer but as an internet company that solves online problems for consumers, such as interconnectivity (smartphones, wearables, smart devices), which can also include transportation (EVs). That direct contact is not only used as a sales channel but also to collect input from consumers. Not only is a webcare team continuously busy collecting online feedback, but all employees are also expected to answer questions on social media and gather relevant consumer insights to pass on to the right colleagues. Xiaomi itself claims that it considers all 15,000 employees as customer service representatives. This interaction with users goes so far that Xiaomi has started using panels of loyal customers in the development of new products. "Xiaomi sees itself as part of a digital ecosystem where customers and makers are in symbiosis. This makes it possible to shorten the time to market a product without significantly increasing the risk of failure. Which is not to say that everything Chinese entrepreneurs touch turns to gold. But they see failure as part of a process of progress and are therefore not afraid of it." Spaanjaars illustrates this with a practical example. Xiaomi's innovation team came up with the idea for a home cinema system. The aim was to create a high-quality, innovative laser projector at an affordable price. But internally, there were doubts about the feasibility of the project and the need for such a product. So Xiaomi asked its customers. They showed enthusiasm; enough reason to proceed. After two years of development, Xiaomi launched the Mi Laser Projector in an edition of two thousand units, which sold out within a day. Based on this success, the projector was built in large quantities and remains one of the best-selling products in the Xiaomi range to this day. "You see a number of Chinese characteristics coming together here," says Spaanjaars. "On the one hand, a step-by-step approach, which characterizes many Chinese companies. Developing something by optimizing or applying existing technology differently and introducing it on a small scale before scaling up if successful. They don't wait until there is a perfect product but continue to develop it during the process. But at the same time, all this happens at a high pace because the competition in China is fierce." Spaanjaars doesn't want to criticize how Western companies operate. Because they have often become very successful and large. But he does want to convey that now they are more frequently competing with Chinese companies, it's time to take a good look at themselves. Results from the past do not guarantee future success. "China has developed into the factory of the world, and both they and we have benefited from that. But now that Chinese companies are capable of making higher-quality technological products, China is becoming a serious competitor. Even if you are not active in the Chinese market, you will encounter Chinese competitors. In the world market, but also in the Netherlands. Just think of Chinese online marketplaces where you can buy directly from the manufacturer," says Spaanjaars. This forces entrepreneurs to think: what am I doing, does my model still work, or do I need to change? "Many people still think that Chinese are not creative and cannot innovate themselves. That is a costly mistake. The rapid rise of Chinese brands worldwide proves that we can learn more from Chinese entrepreneurs than most people think." Xiaomi in a Nutshell 2010: Chinese entrepreneur Lei Jun, along with six others, founds Xiaomi. Lei earned his capital by selling two tech companies he founded to Amazon. Xiaomi literally means "little rice" and is often used in China as a nickname for children. 2011: Introduction of the first smartphone Mi1. 2012: Xiaomi's revenue exceeds one billion dollars. 2014: Xiaomi's revenue surpasses 10 billion dollars. 2015: Xiaomi moves away from solely online sales and opens its first physical store in China. 2018: Xiaomi is listed on the Hong Kong Stock Exchange, raising 4.7 billion dollars from investors. Xiaomi enters the Dutch market through a deal with Kruidvat; the first retail channel in Europe. 2020: Xiaomi opens its 3,200th store. 2021: President Trump places Xiaomi on a blacklist due to ties with the Chinese military. The ban is lifted four months later by order of the American court. This year, Xiaomi is temporarily the second best-selling smartphone in the world, behind Samsung. 2024: Xiaomi introduces its first car: the SU-7. Time Magazine lists Xiaomi as one of the 100 most influential companies.
NON-VERBAL BEHAVIOR IS A CRUCIAL COMPONENT OF OUR COMMUNICATION. Fidgeting A half-hearted posture. And a gaze that wanders in every direction except the right one. These are generally not the ingredients that transform a business setting into a sparkling conversation or a successful deal. Non-verbal communication is thus an essential part of every contact we engage in. It's logical that a slouched posture is not constructive. But sometimes body language is much subtler, and a keen observer can also discern more delicate signals in someone else's behavior. Or, with one's own non-verbal actions, subtly steer the conversation and the other person in a particular direction. Non-verbal behavior is a crucial component of our communication. Posture, facial expressions, and voice can either reinforce a message or undermine it, especially in customer interactions. In other words: why symmetry is important and why you should be alert to raised eyebrows. WHAT BODY LANGUAGE REVEALS Non-verbal communication is a broad term that includes things like voice and intonation, eye behavior, posture, gestures, and touch. Communication coach Jan Stevens of De Steven also includes feelings under this term. “You give a completely different speech when you're sad compared to when you feel happy. For an optimal delivery of a message, everything must be in harmony. Body language supports the verbal message, and verbal and non-verbal communication must be congruent. If not, you fail to connect and your message doesn't come across. It seems like a trick. This sows confusion and raises questions,” he says. Moreover, what people remember from a verbal message is often minimal. In speeches and conversations, it's mainly BY MARJOLEIN STRAATMAN: 8 29 2024 - number 4 - promzvak.nl
8 about how you come across. This is what the other person decides, whether you captivate them and have insight. And this is inextricably linked to non-verbal communication. Closed Off The same applies, of course, to customer contact. A facial expression says more than a thousand words and makes the difference between seriousness and irony. The context in which communication occurs is also crucial, says body language expert Frank van Marwijk. He is the director of Bodycom Body Communication and has written several books on the subject. The pose with arms crossed – generally considered a closed and defensive posture – does not necessarily indicate discomfort if adopted by your best friend who is at ease. For example, “But,” says Van Marwijk, “it is not an active posture. If you want to bring something up in a business setting, it's best to keep your arms uncrossed. You should also be alert to this posture in others. If a customer suddenly crosses his arms in the middle of your explanation, it could mean that he is critical of what you are saying.” The body language expert occasionally gets emails from people on the eve of their job interviews looking for advice on how to sit. Do what comes naturally, he often says. Nonverbal communication should not be a trick. Though there are tips, also for customer contact. “At the start of a conversation, it's important not only to sit up straight but also to maintain a symmetrical posture. This shows respect and is also why prayer postures always have symmetry. However, during the conversation, you should relax a bit to avoid coming across as too stiff. You'll see that switching to a more relaxed posture will also help the other person relax. When talking about your product, occasionally holding your palms up signals honesty. But be careful, as combined with raised shoulders, it can indicate uncertainty.” Dominant While non-verbal communication shouldn't be contrived, you can master certain aspects of it. Stevens also has tips and cautions to keep in mind: “For pleasant communication, the other person must feel safe, and trust is needed. This means you should regularly make eye contact and avoid having your gaze darting around, as I recently saw someone do. That doesn't help. An overly intense gaze is also not desirable. How long and often you look at the other person is something you have to feel out,” he says. “Also, some things you can't do much about. For instance, if you have a closed-off face. If you know this about yourself, you might explain yourself more to the other person. Awareness is crucial if you want to improve your non-verbal communication. Some people are quite dominant in their communication. This can backfire and undermine a safe setting; the other person won't easily open up. So, you need to be mindful of that.” Nodding and Humming Just as intense gazes and dominant traits are not recommended, a lukewarm and passive attitude is also not advisable. An active listening posture is preferred for several reasons. That means: regularly nodding and humming. This not only shows your interest and attention to the other person but also encourages them to keep talking; quite valuable for those wanting to gather customer information. Moreover, active listening can also help steer the other person a bit. Van Marwijk explains this with an example: “A Renault salesperson gets a customer who currently drives a Peugeot. The man indicates that he is looking for another car and starts listing what the car should meet. The salesperson would do well to nod and hum encouragingly, prompting the customer to elaborate. Until he starts talking about his Peugeot and its positive attributes. That's the moment the active listening stops. The last thing that salesperson wants is to talk about the competitor.” What Body Language Reveals 31 2024 - number 4 - promzvak.nl
9 A smart move, according to the body language expert, is to fall silent and cross your arms when the other person veers off-topic and brings up something you don't like. “You'll see that your conversation partner quickly shifts back to the earlier topic where he did get a response from you. Many people want to be actively listened to. You can use that. Tip: occasionally tilting your head signals even more interest.” Micro-Expressions With eye contact, we also show the other person that they have our attention. Additionally, it has a regulating function. For instance, you can hand over your speaking turn, Van Marwijk notes, with all the advantages that entails. “If you've been speaking for a while, you give someone the signal to take over the conversation by looking at them a bit longer than usual. In a group, this is especially handy to do with someone who has been nodding along with you; you give the turn to the person who agrees with you.” For the more trained eye, micro-expressions in others are an instrument. Your conversation partner might, in a split second, press their lips together slightly, indicating anger or suppressing a feeling. Slightly raised eyebrows reveal that the other person is pleasantly surprised by your message, while a small frown indicates the opposite. “If you mention your price during the sales process, you know in the first situation that you shouldn't lower it,” says Van Marwijk. Steering the situation to another phase – like the sale – by changing the context is also an option. Van Marwijk says: “In many on-the-floor conversations, the customer doesn’t walk away, prompting the salesperson to keep talking. In those cases, it’s good to literally move away from the product. And invite the customer to sit at a table or in another area. This marks the next step, that of the purchase.” Not entirely sure if your non-verbal communication is on point? Jan Stevens has another tip: ask for feedback. “You can maybe adjust your body language a bit. Although some perspective is also useful. Non-verbal communication remains largely a matter of perception.” looking at them a bit longer than usual. In a group, this is especially handy to do with someone who has been nodding along with you; you give the turn to the person who agrees with you.” For the more trained eye, micro-expressions in others are an instrument. Your conversation partner might, in a split second, press their lips together slightly, indicating anger or suppressing a feeling. Slightly raised eyebrows reveal that the other person is pleasantly surprised by your message, while a small frown indicates the opposite. “If you mention your price during the sales process, you know in the first situation that you shouldn't lower it,” says Van Marwijk. Steering the situation to another phase – like the sale – by changing the context is also an option. Van Marwijk says: “In many on-the-floor conversations, the customer doesn’t walk away, prompting the salesperson to keep talking. In those cases, it’s good to literally move away from the product. And invite the customer to sit at a table or in another area. This marks the next step, that of the purchase.” Not entirely sure if your non-verbal communication is on point? Jan Stevens has another tip: ask for feedback. “You can maybe adjust your body language a bit. Although some perspective is also useful. Non-verbal communication remains largely a matter of perception.” What Body Language Reveals 33 2024 - number 4 - promzvak.nl
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