We're having a little squabble with China because we've been treated very unfairly for many, many decades, for actually a long time.
Political tension is in the news daily, and entrepreneurs are among the first to feel its impact. So how are global business leaders adapting in turbulent times?
Companies, entrepreneurs, have to adapt and fast to the changing regulations, the changing game, and be very agile, very, very flexible in our ways of managing the business.
At the level that we are playing in terms of the entry-level segment we have room to move and to manoeuvre around because we're not playing in the segment of where the global brands are playing, which they get impacted a lot more in terms of the R&D departments and their reliance on what China brings to the party.
We have a sincere strategy that we call a "glocal," that means to be global but act local. So we have a sincere introduced and push our local production, or local assembly.
On the other side, today, the cycle of the economy are much shorter. So no one is able to forecast what will happen in 12, 14, 24 months. So you have to react much more rapidly.
This is adding costs. This is adding complexity. Our job is to mitigate the cost, of course, but to mitigate the complexity-- we'd love to be able to mitigate it. It's outside of our own control. But we've gotten to be extremely good at doing this now for a long time.