GA Trade March 07 - AHK USA

Transcription

Volume 18 · Number 2 · March 2007 · $5.00
Magazine of the German American Chamber of Commerce
GERMAN AMERICAN
Wolfgang Marzin
CEO, Leipziger Messe GmbH
GACC • 75 Broad St • NY, NY 10004 • USA
PRSRT STD
US POSTAGE
PAID
PERMIT #3621
BUFFALO, NY
Zeit – Der Stoff Aus Dem Das Leben Ist
Honorary Consul: Kurt Waldthausen
Transatlantic Trade
Thuringian Delegation Solar Conference
AGCO – Feeding the World
FULL PAGE AD
BMW
Viewpoint
he U.S. has been widely
T
The article which appears on
representa-
regarded as a leader in
marketing strategy and
page 20 gives some examples of
how the German-American
tion, German
companies
entrepreneurship for decades.
Chamber
can
New technologies and methodologies are constantly deployed
Atlanta and its members have
assisted German companies in
trate on their
core business
to appeal to a customer that is
meeting the challenges of the
of
becoming increasingly immune
to traditional forms of persua-
U.S. market.
It is in this complex U.S. mar-
and building
the high-qual-
sion.
as
keting and operating environ-
ity
blogging, podcasting, search
engine optimization and Guerril-
ment that the German-American
Chambers in Atlanta, Chicago
on which they
have
estab-
la marketing garner much media
and New York have become a
lished
attention, but more mundane
challenges occupy the mind of
capable partner for small to
medium-sized German compa-
reputation at
home.
an executive running the subsidiary of a German mid-sized
company.
nies. To supplement what the
German Chambers have done for
many decades, the new market-
DEinternational and the AHK’s provide not
only business development and
It’s no surprise that many German companies looking to enter
ing brand DEinternational was
created in 2006 to act as the glob-
information services but also
business networking and rela-
the U.S. market often underestimate
the
complexity
of
marketing their products in this
al marketing arm of the
Chambers. DEinternational combines the knowledge and
tionship building opportunities.
These complementary responsibilities enable the German
country, and have a difficult time
adapting to the U.S. business
environment. Studies conducted
resources of the global chamber
organization into a seamless network assisting clients and
Chambers to provide their clients
with accelerated business development capabilities, not only in
by Droege & Comp in cooperation with the GACC South have
shown that German companies
members with their business
activities worldwide.
Through
DEinternational
the U.S. but all over the world.
Organizations must continually reinvent themselves to meet
which market and sell their products using the same sales
methods that they do in Germany end up having extreme
difficulties here in the U.S. Executives of German subsidiaries
who have been tasked with running the U.S. operation but not
granted the autonomy to adapt
their strategy to the U.S. marketplace often become frustrated
and leave or merely become the
pilot of a sinking ship.
An analysis of challenges that
German companies face when
entering the US-market is provided by Katja Ridderbusch, a
former correspondent for Handelsblatt in Brussels and author
of the book “Unknown Entities”.
companies can operate in the
U.S. as American companies, utilizing not only the chambers’
business contacts and knowledge
but also having the capability to
implement the company’s market growth strategies utilizing
U.S. marketing and sales methodologies.
Managing
the
company’s sales and marketing
functions from Germany was
often fraught with the pitfalls
stemming from miscommunication and cultural business
practices that are in reality much
more dissimilar than German
companies realize.
By offering services from
address research to marketing
research and strategy and sales
evolving client needs in today’s
competitive global marketplace,
and the German Chamber system has now evolved into a
responsive, customer-driven entity that can help German
companies face the challenges
and the opportunities in a global
economy.
And while German companies
are seizing upon new opportunities from Chile to China, the U.S.
continues to be a significant market, importing over $84 billion
worth of products from Germany
in 2005. DEinternational stands
ready to assist our German
clients by being their “feet on the
ground” in this expanding and
fertile marketplace. I
Buzzwords
such
German American Trade · Vol. 18 · No. 2
of
Commerce
in
concen-
creating
products
their
Kristian Wolf
CEO & President
German American
Chamber of
Commerce of
the Southern
United States
3
FULL PAGE AD
Hampton Roads
Contents
Member Profiles
Cover Story
12 Zeit – Der Stoff Aus Dem
Das Leben Ist.
28 Feeding the World
6 Leipziger Messe backs
international business
Zeit ist immer zu wenig.
Von früh bis spät rennen
die Minuten davon, und
wir ihnen hinterher, stets
ein wenig verspätet. Schon
beim Aufstehen keimt die
bange Ahnung, dass man
auch heute nicht annähernd all das erledigen wird,
was zu erledigen wäre. Und
morgen wird der Berg der
Aufgaben noch etwas höher
sein.
16 Honorary Consul:
Kurt Waldthausen.
In cooperation with the
German embassy’s press
office in Washington, photographer Gunter Klötzer
developed the conceptual
design of the “Honorary
Consuls” project.
AGCO is the third largest
farm machinery company
worldwide with its headquarters in northeastern
Atlanta. Although located
in the U.S., AGCO has originally German roots and is
managed by a German
named Richenhagen.
Regulars
3 Viewpoint
Buzzwords such as blogging,
podcasting and Guerrilla
marketing garner much
media attention, but more
mundane challenges occupy
the mind of an executive
running the subsidiary of a
German mid-sized company.
33 Economic Indicators
34 Masthead
The Leipzig Messe is regarded as one of the oldest fairs
in the world – and at the
same time one of the
youngest and most modern. 1996 saw the opening
of the futuristic-looking
exhibition centre to the
north of Leipzig, with its
impressive steel and glass
architecture symbolising
transparency and a cosmopolitan attitude. A cosmopolitan approach is also
typical of the business strategy pursued by the Messe
boss Wolfgang Marzin:
“A strategic key focus in
the development of the
Leipziger Messe is the
intensive expansion of
foreign business.”
Contents
Features
Regions
20 Atlanta
Unknown Entities.
American business culture
is often a hurdle for
German companies.
22 Midwest
Transatlantic Trade Tops
the Agenda at GACCoM’s
2nd Annual Economic
Forum.
24 Washington
Global Trade and the Office
of Foreign Asset Controls
26 San Francisco
Thuringian Delegation
Solar Conference
5
Cover Story
Cover Story
6
The 85m high “Messeturm” –
a steel-based tower – at the
entrance of the Exhibition
Centre Leipzig is visible from
a distance.
Cover Story
Leipziger Messe backs
international business
Interview with Wolfgang Marzin,
CEO, Leipziger Messe GmbH
Mr. Marzin, you earned your
credentials in the U.S. as the
CEO of Messe Duesseldorf
North America (MDNA)in Chicago.
Which changes did you
introduce back then to restructure
the business?
Marzin: 10 years ago, in 1997
the MDNA was mired in debt.
The first thing we did was to
expand MDNA's business segments through improved cultural training, increased stand
construction, better event and
press relations and a greater
presence of German pavilions
at trade shows in the U.S. The
result was a significant increase
in sales. On my return to
Germany the MDNA boasted a
be even better and may be
our record-breaking year.
With around 11,000 exhibitors
Where do you see the decisive
potential for the development of
the Leipziger Messe?
positive balance sheet along
with a surplus of services.
and 1.6 million visitors a year,
and with steady and dynamic
business development, the
Leipziger Messe has clearly
joined the ranks of the ten
leading fairs and exhibition
venues in Germany. A whole
string of events are at an international level, such as the AMI,
denkmal, the world keynote
fair ORTHOPAEDICS + REHAB
TECHNOLOGY, the suppliers
fair Z, the Leipzig Book Fair or
the leading European event,
GC Games Convention.
Marzin: Strategic key focuses
for the development of the
Leipziger Messe are its positioning as the trade fair venue market leader in the emerging
Euro-region
of
Eastern
Germany – Poland – Czech
Republic and intensive expansion of international business.
It’s a matter of optimising the
programme of fairs and services. We will do more to develop
new products and will invest in
attracting guest events and
conventions.
When you became CEO of
Leipziger Messe in 2004 you
obviously followed your recipe for
success?
Marzin: In 2004 I became
CEO of the Leipziger Messe.
Since then, and up until
now, the Leipziger Messe
has had the highest numbers of exhibitors as well as
visitors since German reunification. 2007 is expected to
7
Cover Story
In the age of the trade show, will
you be looking for cooperative
ventures and also partners outside Germany?
Marzin: We will be expanding
our international activities all
round. Through our subsidiary
Leipziger Messe International
(LMI), we are setting up strategic partnerships with organisers
and associations in other countries. Eastern Europe and Asia
make up a current focus. We
have recently concluded an
agreement for close cooperation
with the biggest fairs and exhibition company in
Ukraine. But we are
also interested in
the US and South
American market.
All these activities
serve primarily to
strengthen business
in Leipzig and to
interest more international exhibitors
and visitors in our
fairs. It is our long-
A bird’s-eye view of the
Exhibition Centre Leipzig.
8
pursued by the Messe boss Wolfgang Marzin: “A strategic key
“A strategic key
focus in the
development
of the Leipziger
Messe is
the intensive
expansion
of foreign
business.”
focus in the development of the Leipziger
Messe is the intensive expansion of
foreign business. In
conjunction
with
EU expansion, we
launched a wideranging international
offensive two years
ago.” It was the longterm objective to
achieve around 40
term objective to be
making around 40 per cent
of sales from foreign customers
per cent of sales from
foreign customers by 2014. “We
will invest more in new product
by 2014.
development and in attracting
national and international
guest events, conferences and
conventions”,
continues
Marzin. To this end, the Messe
was setting up strategic partnerships with organisers and
associations in other countries
through its subsidiary Leipziger
Messe International (LMI). The
focus is on Central and Eastern
Europe, in particular Poland,
Czech Republic, Russia and
Ukraine, as well as Asia and
Latin America. Marzin: “Some
of our fairs have become
keynote European events for
Leipziger Messe on course
for expansion
The Leipzig Messe is regarded
as one of the oldest fairs in the
world – and at the same time
one of the youngest and most
modern. 1996 saw the opening
of the futuristic-looking exhibition centre to the north of
Leipzig, with its impressive steel
and glass architecture symbolising
transparency
and
a
cosmopolitan attitude. A cosmopolitan approach is also
typical of the business strategy
Cover Story
their industries, with the GC
Games Convention leading the
field. One of the most important
get-togethers
for
the
suppliers industry in Europe,
the suppliers fair Z, has been
able to increase the participation of foreign companies in the
last two years from twelve to the
current figure of 37 per cent.”
A perfect example of how
gaps in the international trade
fair programme can be closed
hand in hand with foreign
professional associations is the
latest product from Leipziger
Messe: the L.A.B., due for its
first presentation in London
next autumn. “It is our aim for
the L.A.B. to establish itself as
the leading trade show and
congress for analytical, biological and laboratory equipment
in the UK,” explains Marzin.
“Although Germany is the
main trading partner, up to
now only a fraction of the
British market has attended
the key international events in
“Heart” of the Exhibition Centre Leipzig: The central entrance hall,
constructed out of steel and glass.
In the Congress Center Leipzig 19 conference rooms,
equipped with most modern technical facilities, offer optimal
possibilities for conferences and congresses.
Germany. That’s why we are
going direct to the market centre in London.” The fact that
the gap in trade fair business is
being closed in a medical context is no accident, given that
demographic change is making healthcare a market for the
future, and Leipzig has expertise and long years of
experience on this sector.
Since 2000, Leipzig has hosted
the world’s keynote fair and
the
world
congress
Orthopaedics + Rehab Technology, with 83 visitor nations
making it the most international product at the Leipzig
venue. Every second exhibitor
comes from abroad.
9
Cover Story
Leipziger Messe News:
Cooperation with Brazil
being organised in London by
Games Convention in Asia
From 7 to 9 September 2007,
Leipziger Messe GmbH has
signed a partnership agreement
the Leipziger Messe GmbH
every two years as from Octo-
the first GCA Games Conven-
with the Brazilian fairs company
ber 2007. The “L.A.B.” trade
tion Asia is being held in
Singapore. As organisers of
Fispal
(Agéncia
Internacional Privada de Desenvolvi-
show and congress focuses on
the German-British market.
Europe’s biggest fair for the
mento
de
The market for analytical, bio-
industry, the GC (Games Convention), the Leipziger Messe
Alimentos), providing for the
mutual representation of the
logical
and
laboratory
equipment in Europe is cur-
has granted the right to use the
two companies in Europe, as
rently worth about 15 billion
name to the Singapore organisers CEMS (Conference &
well as in South America and
Florida. In future, Fispal will rep-
euros, with German and British
manufacturers accounting for
Exhibition Management Ser-
resent Leipziger Messe in Brazil,
over 50 per cent of European
vices Pte Ltd). Accordingly, the
new event, based on the con-
Argentina, Uruguay, Chile and
Florida. This mandate relates
sales. SPECTARIS, German
Industrial Association for Opti-
cept of the successful Leipzig
GC, is permitted to use the
description “Games Conven-
above all to the fairs GÄSTE
(International Trade Fair for the
Restaurant, Hotel and Catering
cal, Medical and Mechatronic
Technologies, is acting as advisory supporter for the L.A.B.. I
tion” in its title. Wolfgang
Marzin, CEO of LMI Leipziger
Business), AMITEC (Trade Fair
for Vehicle Parts, Garage Work-
Messe International GmbH (a
subsidiary of the Leipzig Fair),
explains: “The GCA Games
shops and Services), TerraTec
(Internationial Trade Fair for
Environmental Technology and
Convention Asia is a fair for
the Asian-Pacific region and is
being managed by the Singa-
Services) and enertec (International Trade for Energy).
Phone: +49 (0) 341 678
8156
Fax: +49 (0) 341 678 8182
pore organisers CEMS. LMI
supports the event with the
know-how we have acquired in
Fair in London
Headlined L.A.B., a trade
show for analytical, biological
E-mail: [email protected]
www.leipziger-messe.de
Leipzig.”
and laboratory equipment is
do
Mercado
Contact for the press:
Thomas Tenzler
Director, Public Relations
The central
entrance hall
accommodates a
service area and
offers room for
special shows
and activities.
10
Cover Story
Wolfgang Marzin, CEO, Leipziger Messe GmbH
Wolfgang Marzin (40) graduated in business
management and began his career in 1989 as project
director for foreign fairs at Internationaler Messe- und
Ausstellungsdienst in Munich. In 1991 he moved to the
Münchner Messegesellschaft and after six years to the
Messe Düsseldorf. He ran their subsidiary in Chicago.
From 2002 to March 2004, Marzin was CEO at the
Gesellschaft für Handwerksmessen in Munich. Since 1
April 2004, the father of three has been CEO at
Leipziger Messe GmbH.
What would be the biggest
disaster for you?
I don’t have the imagination to
answer that (luckily).
Where would you most like to
live?
I still have to find that out. Up
to now, I have always been very
happy everywhere I’ve lived.
What’s your favourite holiday
destination?
Chicago in the summer. It’s got
everything: culture, sandy
beaches, great water, a fantastic
atmosphere and lots of good
friends.
Have you ever thought of
changing careers?
for myself, progressing very
slowly with “Angela’s Ashes”.
What do you most dislike?
Underhandedness,
and freeloading.
cowardice
What sports do you do?
I can only answer that if we
narrow it down to “would
No, as far as I’m concerned
there’s no other more interesting
most” like to do: mountaineering of all kinds, running, tennis
and cycling.
Harmonious and successful combination of family and work.
and challenging career on the
service sector. And this is where
I have my strengths.
What natural talent would you
like to have?
What faults are you most likely
to excuse?
Forgetfulness.
What characteristics do you
value most in a man?
What do you see as perfect
happiness?
Your greatest success so far?
Personally speaking, getting my
wife to be interested in me. Professionally, having taken a
trade fair company in the USA
from extreme deficit and made
it into a profitable enterprise.
Personally and professionally,
what always counts is that success is team success and almost
never down to just one person.
Your heroes of the present day?
Emergency doctors and helpers
in disaster areas.
To be musical.
Sincerity, and humour.
What characteristics do you
value most in a woman?
Charisma and humour.
Your main characteristic?
Friendliness and straightness.
Your biggest fault?
Impatience.
Your favourite poet?
Heinrich Heine.
What book are you reading at
the moment?
I’m reading “We are going on a
bear hunt” to my children and
What website do you look at
most frequently?
www.leipziger-messe.de
Who would you describe as a
competent politician?
Richard M. Daley, mayor of
Chicago.
Your motto in life?
Live and let live. Keep the right
balance between effectiveness in
your career and relaxation in
private.
What would you like to be said
about you when it’s all over?
“He made things happen.”
11
Features
Zeit
Der Stoff Aus Dem
Das Leben Ist
Eine Gebrauchsanleitung
Von Stefan Klein, Der Autor des Bestsellers “Die Glücksformel”
12
Features
Z
eit ist immer zu wenig. Von früh bis spät rennen die
About the Author
Minuten davon, und wir ihnen hinterher, stets ein wenig
verspätet. Schon beim Aufstehen keimt die bange Ahnung,
dass man auch heute nicht annähernd all das erledigen wird, was
zu erledigen wäre. Und morgen wird der Berg der Aufgaben noch
etwas höher sein.
Hilfe verspricht Ihre Buchhandlung. Dort stehen ganze Regale
von Bänden bereit, die dem Leser beibringen wollen, seine Zeit zu
managen. Man braucht nichts als einen Stift, einen Kalender und
den guten Vorsatz, in seinem Leben Ordnung zu halten. Zunächst
gilt es, eine Liste mit allen Vorhaben anzufertigen, etwa:
* Blumen gießen
* Schwarze Socken kaufen
* Müll runterbringen
* Schreibtisch aufräumen
* Kinokarten reservieren
* auf Gehaltserhöhung dringen
Hoffentlich haben Sie nichts vergessen. Nun wird empfohlen,
neben jede Aufgabe einen geschätzten Bedarf an Minuten und
einen Termin hinzuschreiben und schließlich einen Tagesplan
anfertigen. Am Abend kontrolliert Sie,ob Sie ihr Pensum erledigt
haben und machen neben allem, was weggeschafft ist, zufrieden
ein Häkchen. Das war’s.
Haben Sie in Ihrer Tagesplanung auch genug Zeit dafür vorgesehen, um Ihre Listen zu verwalten? Vielleicht hat Ihnen das Buch
verschwiegen, wie lange das dauert.
Ansonsten sind die Vorschläge wirklich nicht schlecht – und
ebenso wenig neu. Der römische Stoiker Seneca legte sie im Jahr
62 nach Christi in seinen „Moralischen Briefen“ seinem jüngeren
Freund Lucilius ans Herz. „Nimm Deine Zeit peinlich genau
zusammen“, mahnte Senec, „der größte Teil unseres Lebens geht
dahin mit unwürdigem Tun, ein großer mit Nichtstun.“ Und
doch ahnte schon der Philosoph, dass seine Methode zum Scheitern verurteilt war: „Es geht mir wie dem, der trotz allen
Aufwandes doch sorgfältig nachrechnet. Gewiss kann ich nicht
sagen, dass ich ohne Verluste davon komme; aber ich kann
angeben, was ich verliere, warum und wie.“
Warum Unternehmen in Deutschland Jahr für Jahr Millionen
Euro für Seminare ausgeben, in denen Rezepte erklärt werden, die
schon Seneca kannte, gehört zu den Rätseln, für die man lieber
keine Zeit einplanen sollte. Organisationspsychologen, die der
Sache in ausführlichen Studien nachgingen, kamen zu einem vernichtenden Schluss: Das so genannte Zeitmanagement ist nutzlos.
Es steigert weder die Arbeitsleistung, noch führt es zu größerer
Gelassenheit. Und schon gar nicht taugt es dazu, Zeit zu sparen.
Stefan Klein was born in Munich.
He studied physics and philosophy
at the universities of Munich
and Grenoble and completed
his PhD in biophysics in Freiburg.
He has written for all of the large
German-language newspapers and
magazines.
He was science editor of DER SPIEGEL
from 1996-1999, and on-staff writer
with GEO from 1999-2000.
He is now a freelance writer in Berlin.
He is considered one of the most
influential science writers
in German-speaking Europe.
In 1998 he won the prestigious
Georg von Holtzbrinck Prize
for Scientific Journalism.
His much-acclaimed slim volume
THE DIARIES OF THE CREATION
(DIE TAGEBÜCHER DER SCHÖPFUNG)
was published in 2000.
His work THE SCIENCE OF HAPPINESS
has sold more than 300 000 copies in
German alone since its release in 2002
and was translated into 24 languages.
ALL BY CHANCE (ALLES ZUFALL)
was published in 2004.
His latest book is TIME (ZEIT),
released in 2006 is currently being
translated into English.
13
Features
Im Grunde wirken die Tipps wie eine Diät. In den ersten Tagen ist man voll Begeisterung. Aber bald
erlahmt der Eifer, und man fängt an, sich bald die eine, bald die andere Ausnahme zu gestatten. Nach
ein paar Wochen ist alles wie gehabt. Die Vorsätze entsprachen einfach nicht der menschlichen Natur.
Doch in der Not klammert man sich an alles, was Rettung verspricht. Und die Not mit der Zeit
wird immer größer. Wie nie zuvor ist unsere Gesellschaft heute besessen von der Idee, jede einzelne
Stunde zu nutzen. So beschleunigt sich der Takt des Lebens weiter und weiter. Wir alle nehmen teil
an einem riesigen Experiment im Umgang mit der Zeit.
Wie sehr das Lebenstempo gerade in den letzten Jahren zugenommen hat, lässt sich am besten an
den vermeintlich kleinen Dingen des Alltags ablesen: Fotokopierer mit einem Ausstoß von 30 Blatt
pro Minute; Internetprovider, die ihre Kunden mit Anschlüssen locken, bei denen sich die Seiten um
ein paar Zehntel Sekunden schneller aufbauen als bei der Konkurrenz; Selbstbedienungscafés, die
ihre Heißgetränke „To Go“ anbieten. Die Tasse Kaffee, für Generationen von Europäern eine Gelegenheit zum Gespräch und der Muße, wird unzeitgemäß.
In nur zehn Jahren stieg Anteil der Angestellten in Europa, die sich über ein hohes Arbeitstempo
beschwerten, von 47 auf 56 Prozent. Mehr als zwei Drittel aller Deutschen empfinden die „ständige
Hektik und Unruhe“ als den größten Auslöser von Stress. Erschreckend sind diese Zahlen vor dem
Hintergrund neuer Ergebnisse aus der Neurobiologie: Allein das Gefühl, ständig unter Druck zu stehen, kann das Gehirn dauerhaft in Mitleidenschaft ziehen und mindert sogar die Lebenserwartung.
Doch paradoxerweise haben wir heute nicht weniger, sondern mehr Zeit zur freien Verfügung
haben als Menschen jemals zuvor. Arbeitstage von zwölf oder mehr Stunden sind für die meisten
Deutschen Vergangenheit; Spülmaschinen und Mikrowellenherde nehmen uns Arbeit ab. Vor allem
aber hat sich während der letzten 100 Jahre die Lebenserwartung beinahe verdoppelt. Wir hätten
also eigentlich allen Grund, uns zu entspannen.
Ganz offensichtlich hat die Lebenszeit, die zur Verfügung steht, wenig damit zu tun, ob wir uns
arm oder reich an Zeit fühlen. Und lässt sich das Gefühl der Hetze wirklich allein mit vielen Terminen erklären? Jeder kennt Menschen, die gut gelaunt und in aller Ruhe ein geradezu unvorstellbar
dichtes Programm bewältigen können.
In Wirklichkeit hat Zeitnot so gut wie gar nichts mit der Zahl freier Minuten zu tun. Dies lässt
bereits das so genannte Rentnersyndrom ahnen – bekanntlich leiden viele Menschen im Ruhestand
unter ständiger, für Ihre berufstätige Umgebung schier unverständlicher Zeitknappheit.
Das Gefühl der Hetze hat andere Ursachen, wie neue Forschungsergebnisse zeigen. Im Kern handelt es sich um eine Überlastung des Gehirns. Wir fühlen uns unter Druck, wenn so viele
Informationen eintreffen, dass bestimmte Zentren des Großhirns (im so genannten präfrontalen
Cortex) nicht mehr auswählen können, was gerade am wichtigsten ist. Dann wissen wir buchstäblich nicht mehr, „wo uns der Kopf steht“.
Eine der wichtigsten Ursachen dafür ist Stress. Meist erklären wir uns den Stress damit, dass wir
„so wenig Zeit haben“. Das ist ein verhängnisvoller Irrtum. Denn in Wirklichkeit verhält es sich
genau umgekehrt: Wir sind nicht gestresst, weil wir keine Zeit haben. Sondern wir haben keine Zeit,
weil wir gestresst sind.
Termindruck ruft so lange keinen Stress hervor, wie wir uns als Herr der Lage fühlen. Ängste und
Unwägbarkeiten jedoch – was ist, wenn das Kind ausgerechnet vor der wichtigen Präsentation krank
wird? – setzen jedoch eine Stressreaktion in Gang, ganz gleich, ob die Zeit bequem zur Erfüllung der
Aufgabe reicht oder nicht. Und fatalerweise schaltet diese im Gehirn gerade die Zentren ab, die für Planung und Übersicht zuständig sind. Oft ohne dass wir es merken, dauern plötzlich alle Verrichtungen
länger. Wir fangen an, uns zu verzetteln – und machen Fehler, die auszubügeln wiederum Zeit kostet.
14
Features
Nun gäbe es ein geradezu unverschämt einfaches Mittel, gegen zu steuern: Die Arbeit liegen lassen,
kurz durchatmen, und dann eine halbe Stunde Bewegung gleich welcher Art. Dies würde den Pegel
der Stresshormone schnell wieder auf einen Stand bringen, an dem konzentriertes Arbeiten wieder
möglich wird. Aber gerade für diese wirksame Abhilfe meinen wir keine einzige freie Minute zu haben.
Stress hat die Menschen immer geplagt, in unserer heutigen Welt aber kommt ein Faktor hinzu: Die
Flut an Information, die beinahe ständig auf uns einstürzt, strapaziert das Gehirn oft bis an seine Grenzen. Die Aufmerksamkeit springt hin und her, die Konzentration lässt nach, wir werden unfähig, uns
eingehend mit einer Angelegenheit zu befassen. Das Bombardement mit Reizen wirkt nämlich ähnlich
wie Stress: Die Filter für wichtig und unwichtig funktionieren nicht mehr, wir werden planlos.
In manchen Milieus hat die Überlastung erschreckende Ausmaße angenommen. In amerikanischen
Untersuchungen zeigten sich Angestellte in einem ganz normalen Bürotag zwischen Email, Telefon
und Konferenzen nicht mehr imstande, länger als durchschnittlich drei Minuten bei einer Sache zu
bleiben. Abgesehen davon, dass das meiste so unerledigt bleiben muss, ist der ständige Wechsel enorm
anstrengend. Denn für so schnelle und so häufige Szenenwechsel ist das Gehirn nicht gemacht.
Die Schwierigkeit ist also keineswegs, dass unsere Zeit zu knapp wäre. Uns macht vielmehr zu
schaffen, dass wir es schlecht verstehen, mit ihr umzugehen. Rezepte, die sich schon vor 2000 Jahren
als unzureichend erwiesen haben, helfen da nicht weiter.
Wir brauchen eine neue Kultur der Zeit. In einer Welt, die sich rapide beschleunigt, müssen wir uns
das Wissen darüber zunutze machen, wie das Erleben der Zeit im Menschen entsteht, und wie das
Gehirn eingerichtet ist, mit Zeit umzugehen. Zu diesen Themen hat die neurobiologische Forschung
in letzten Jahren wesentliche Erkenntnisse gewonnen. Die nötigen Schritte kann jeder einzelne tun.
Mehr Souveränität über die eigene Zeit mindert die Stressbelastung. Darum sollten die Bürger von
Unternehmen, Behörden und selbst Schulen fordern, den starren Stundenplan des öffentlichen
Lebens zu lockern, wo immer es geht. Echte Souveränität über die Zeit gewinnt allerdings aber nur,
wer dies als Wert in seinem Leben anerkennt. Stehen mehr Wohlstand oder mehr Freiheit, seine Zeit
zu gestalten, zur Wahl, entscheiden sich noch immer die meisten Menschen für das Geld. Eine Unze
Gold kann nicht eine Minute Zeit aufwiegen, sagt ein chinesisches Sprichwort.
Das in unserem Leben eigentlich knappe Gut ist allerdings nicht Zeit, sondern Aufmerksamkeit.
Deshalb ist es in einer an Information überreichen Umwelt entscheidend, die Filter der Aufmerksamkeit zu stärken. Konzentration kann man lernen. Gezieltes Training hilft, stärker das Wesentliche
im Blick zu behalten und weniger ablenkbar zu sein.
Eine neue Kultur der Zeit schafft darüber hinaus Zonen des Ausgleichs, in denen wir uns bewusst
von den Reizen und Anforderungen der Umgebung zurückziehen. Und sie schafft ein Gegengewicht
zu unserer von der Vergangenheit und Zukunftshoffnungen besessenen Gesellschaft, indem sie die
Wahrnehmung des Augenblicks schult.
Aufmerksamkeit ist immer abhängig von Motivation. Wohin sich das Augenmerk, können wir
kaum bewusst kontrollieren; das Gehirn steuert Aufmerksamkeit wie einen Suchscheinwerfer ganz
von selbst, aber entsprechend unseren eingestanden oder uneingestandenen Wünschen. Wer ein
neues Verhältnis zur Zeit gewinnen will, kommt daher nicht umhin, bei seinen Sehnsüchten,
Gedanken und Gefühlen anzusetzen und sich über seine Vorlieben Rechenschaft abzulegen. Allzu oft
reden wir uns ein, wie ein Galeerensklave dem Takt hinterher zu hetzen, den andere uns vorgeben.
Doch wir sind viel weniger Opfer der Umstände, als wir meinen. In jenem Maß, indem wir diese Selbsttäuschung durchschauen, beginnen wir, über unsere Zeit bewusst selbst zu bestimmen. I
15
Features
Honorary Consul:
In cooperation with the German embassy’s press office in Washington,
photographer Gunter Klötzer developed the conceptual design
of the “Honorary Consuls” project. In cooperation with the graphic
designer Lilli Artmann, a 136 pages art publication was produced,
portraying all 31 honorary consuls of the Federal Republic of Germany.
The publication was designed to support the new public diplomacy
approach of the honorary consuls. During their Berlin visit in December
2006 all participants confirmed that this was accomplished
with great success.
Since 1999 the works of Berlin-based Klötzer focus on image
photography for corporations and institutions. His education
as a toolmaker and photographer enables him to discuss complex
technical questions as well as their realization according to target audience and media
requirements. For example, for more than six years he is in charge of the visual representation
of Johannes Lübbering GmbH, a company producing highly precise tools and special
machinery for the automotive and aviation industry. With his support several catalogues
and brochures have been produced. The trade show booths of this internationally operating
group enable the viewer to gain individual access to a company that places great emphasize
on the quality of its products as well as image representation.
Klötzer’s editorial photography is published in several renowned German magazines.
His passion is directed at reportage and portrait topics. Increasingly, he works as an advisor,
always with an interdisciplinary communication approach. In cooperation with book designers
Klötzer published several books and with curatorial support he realized exhibitions at home
and abroad since 2002.
From 2003 on the project-experienced photographer has been making his contribution
to transatlantic discourse. Until today he portrayed 120 German born expatriates in the US
and interviewed them on the relationship between old and new home. A first result can be
found at www.deutsche-in-amerika.net. A book and traveling exhibition are planned
for the course of this year.
Klötzer studied photography and film design, typography and visual communication
at the Bielefeld University (diploma 2002) as well as book design, photography
and visual sociology at Freie Universität Berlin, Bremen and Potsdam (M.A. 2006).
contact: [email protected]
16
Features
Kurt Waldthausen
Series: Part 1/9
I spent the first years of my life in Portugal,
before my family moved back to Germany where I completed
my education. I began my career with an international trading
firm in Bremen. A year later I was transfered to Karachi,
Pakistan, where I worked for five interesting years.
In 1982 I was offered a position in the USA,
which always held a great fascination for me.
I fell in love with North Carolina and decided to stay.
Ultimately I started my own executive search firm.
How would you characterize both
your relationship to Germany and
in the economic development
of the state of North Carolina
Germany’s importance to you?
My relationship to Germany
is naturally very strong, both
by bringing additional German
companies to this region. Interestingly enough there is no
from a business standpoint and
from a personal one as I spent
most of my youth and young
other region in the USA with a
greater number of German
firms than the Charlotte
adulthood there. Germany will
forever be my homeland, and I
am fortunate to visit monthly
and reconnect with many family members and friends.
region. German businesses
have already invested more
than 4 billion $ in North Carolina, and the 200 German
subsidiaries employ staff in
excess of 30,000.
Why have you agreed to serve
Germany as an unsalaried
honorary consul?
The position as honorary
consul provides me with the
opportunity to foster and nurture the relationship between
the business community of
North Carolina and the people
of Germany. In this position I
have the opportunity to assist
What do you value most
about Germany and its people?
What I value most about
Germany is the beauty of the
country from the North Sea to
the Alps, the diversity of its
people, the dialects, customs
and its culinary delights. The
prowess of the German people
in technology is admirable.
What do you value most about
the United States and Americans?
What I love about the United
States are its easygoing, friendly
people and the sheer size and
beauty of the country. There is
ample space for continual
building of condominiums, private homes, shopping malls as
well as green space for parks,
gardens, and beautification of
city streets, which all add to the
quality and pleasure of the
everyday lives of American peo-
17
Features
For a Free Copy of Honorary Consul
made a great impact. In gener-
it comes to business Americans
al, Germans are well regarded
and Germans alike are very
pragmatic and focused on avail-
in our region. In the photograph you will see that I am
holding the model of a
NASCAR
racecar.
recently
was
Charlotte
awarded
The business of America is busi-
NASCAR Hall of Fame, now
ness, and the three best-known
generals in America are General
How would you describe your role
as a link between Germany and
The Embassy of the Federal Republic
the United States?
As a link between Germany
and the U.S. or more specifical-
Phone: (202) 298-4252
Fax: (202) 471-5519
[email protected]
ple and particularly North Carolinians. I have had the
privilege of being warmly welcomed by my neighbors, the
business community and the
people who have crossed my
path these many years.
In what respect is Germany
important to your region
or the United States?
The economic impact that
Germany has made in North
Carolina is considerable, as
stated above, and Germany
today is the largest foreign
investor in North Carolina. In
towns along the beautiful coast
of North Carolina such as
Wilmington, Germans have
18
that the U.S. hopes to bring to
Germany in the future.
(free of charge), please contact:
of Germany in Washington
Barbara Stiem
Press, Information and Public Affairs
progress. Always remember:
the
under construction. NASCAR is
a multi-billion-dollar business
To order the complete
“Honorary Consul” brochure
able opportunities. They do not
let politics enter into economic
ly North Carolina, my role, in
short is, to encourage and promote bilateral trade and
investment, to promote or create cultural events to bring
Germany closer to the people of
Electric, General Motors and
General Foods.
How does your community
respond to you as a German
honorary consul?
The North Carolina community and the Charlotte region
in which I live respond very
favorably to the North Carolina consular corps, including
the German representation.
This is evidenced by the great
opportunities that exist for
both North Carolinians and
North Carolina and to support
German institutions, such as
the different German-oriented
Germans to do business togeth-
social clubs, the German-American Chamber of Commerce,
the German Saturday School in
Charlotte and the Deutsche
Kirche. All of these play a vital
role in our community and
make a positive contribution to
the region.
orary consul provides me with
What impact do the political
relations between the two countries
have on your work?
I am often asked whether
political relations between our
two countries have any impact
on my business. I can say with
certainty that German-American relations have undergone
some difficult periods in the
past five or six years, but when
er and to become friends in the
process. The position of honthe opportunity and the
responsibility to showcase Germany and Germans in the best
possible manner at all types of
different events.
What official act that you carried
out as honorary consul has
influenced or engaged you most?
There has not been one particular
official
act
that
infiuenced or engaged me the
most, but the sum of the many
opportunities that I have been
able to be a part of, to improve
North Carolina-German relations by helping businesses,
individuals and cultural or noprofit organizations. I believe
Features
in the many small things I can
lakes and farmland, as well as
by mild winters, long pleasant
do as honorary consul that
help foster the North Carolina-
the state’s largest urban areas.
periods of spring and fall, and
Western North Carolina is
home to our majestic moun-
warm, humid summers. Precipitation
and
temperature
tains
patterns
German friendship.
and
a
variety
of
vary
considerably
outstanding recreational resort
areas. Elevations across North
from one region to another
within the three regions.
Carolina vary from sea level
Home to two of the nation’s
can relations is that they grow
stronger through deep, mean-
along the coast to peaks
exceeding 6,000 feet in the
largest financial institutions,
Bank
of
America
and
ingful
and
mountains. The state’s chief
Wachovia, North Carolina has
exchanges between politicians,
educators, scientists, students
and people at large. I believe
that both our countries can
learn from one another and
rivers include the Cape Fear,
Neuse, Roanoke, Yadkin and
French Broad.
North Carolinians enjoy a
moderate climate characterized
five nationally-chartered and
88 state-chartered banks. Charlotte is second only to New
York City in terms of assets
controlled by banks. I
What do you wish for Germany
and the United States in the future?
My wish for German-Ameri-
create,
communication
together
with
like-
minded countries, a better, in
every respect safer and envi-
Advertisement
ronmentally friendlier world.
North Carolina
North Carolina is a large and
diverse state. From the Great
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Atlantic Ocean in the east, residents enjoy a variety of
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employment opportunities.
No other state in the nation
can boast North Carolina’s
unparalleled quality of life and
excellent business climate.
North Carolina’s terrain falls
into three distinct geographic
regions: the coastal plains, the
piedmont and the mountains.
Bordered on the east by 300
miles of sandy beaches, islands
and inlets, the North Carolina
coast is renowned for its fishing, boating and recreational
opportunities. Central North
Carolina’s piedmont region is
composed of gently rolling
plains, picturesque golf courses,
Empire Ad
19
Regions
ATL ANTA
By Katja Ridderbusch
American business
culture is often a hurdle
for German companies.
Unknown
Entities
20
ounding a business in the
U.S. is full of surprises for
F
ian Wolf, President and CEO of
the German-American Cham-
numerous German clients, is
convinced that a lack of knowl-
foreigners. German companies that would like to
establish a subsidiary in the
ber of Commerce, Southeast,
in Atlanta. “But the American
market is highly diversified.
edge creates the biggest hurdles
“It is very often the cultural gap
between German and American
United States frequently stumble over the differences in
American business culture.
Yet the U.S. remains one of
the most sought after markets
for foreigners to start a business. And each year, hundreds
of small and medium-sized German companies make their way
across the Atlantic to open a
subsidiary in the U.S. Most of
them face the typical pitfalls
connected with entering the
American market and make the
same mistakes, again and again.
European business owners
often arrive without a deeper
knowledge of the U.S. market.
“Many Europeans still think in
terms of countries,” says Krist-
Every state, every region is different.” The Southeast, for
example, is the fastest growing
market in the United States.
The unofficial capital of the
Southeast, Atlanta, with a population of 4.8 million and
nicknamed the Silicon Valley
of the South, is a booming economic
center
for
telecommunications, high tech
and transport with the world’s
largest
passenger
airport.
About 800 German companies
have
opened
subsidiaries
around Atlanta.
Thomas J. Harrold, a partner
in the Atlanta-based law firm,
Miller & Martin, and a corporate
attorney
who
has
business people causing the
biggest problems,” he says.
German entrepreneurs indeed
tend to take the open and casual attitude of their American
counterparts as a sign of trust
and friendship. A misconception which often proves to be a
mistake, as they subsequently
sign deals that later turn out to
their disadvantage. “It sometimes surprises me to see how
naïve even seasoned business
people act when they start their
American adventure,” says German business consultant Eike
Jordan, who has lived and
worked in Atlanta for 28 years.
“The American style of conducting business, particularly
Regions
ATL ANTA
in the South, may be rather dis-
called incubator services which
ican economy when foreign
turbing
to
matter-of-fact
Germans and can cause serious
help small and medium-sized
companies get established on
businesses arrive. “Incubators
with their clients open business
cultural shock,” says Tom Har-
the American market have
opportunities in the service
rold with a smile. “Here in the
Bible Belt, hunting, fishing and
become a booming industry. A
company signing up with such
industry for law firms, accounting firms, financial institutions,
college football are sacred.”
firms receives a service package
insurance companies and mar-
And they are necessary ingredients to every business deal.
tailored to its needs: a company address and a telephone
keting agencies,” he says.
“When the foreign company
German business owners also
number for those who only
graduates and leaves the incu-
learn quickly that a proud company history and solid capital
want a low-key presence or a
fully equipped office with
bator, it provides new capital
investment, new job opportu-
at home do not necessarily
warehouse and storage space
nities and business for real
count when entering the American market. Whether they are
for those who need more.
Such firms also help newly
estate developers.” I
trying to open a bank account
or getting approved for a credit, they are treated as
established companies apply
for a business license and open
an account at a bank specializ-
“unknown entities” by American financial institutions.
ing in foreign businesses such
as the Summit National Bank
Without a solid American credit history, which for a
newcomer to the country is
with branches in the states of
Georgia and California. Additionally, these firms provide
impossible to have, it is difficult to sign up for a rental
agreement, a telephone con-
their clients with a list of corporate attorneys, accountants
and insurance companies.
tract, or access to credit. “If you
want to start a business as a foreigner in the U.S. you need a
For many of the smaller and
mid-sized German companies
new to the U.S. market, the
lot of patience,” says Jordan.
“And that is not exactly a German virtue.”
According to Wolf, many
small and medium-sized companies are not willing to solidly
invest when starting their businesses. He says it is necessary to
pay between $50,000 and
$100,000 for the startup costs
for attorneys, accountants,
marketing, advertising and
insurance experts. “Being
cheap doesn’t pay,” says Jordan. “If you are not willing to
spend in the beginning, you
will have to pay a lot more in
the later years.”
The difficulties have created
a market. In the U.S., the so-
first point of contact is the German-American Chamber of
Commerce, with offices in
Atlanta, Chicago, New York
and San Francisco. The Atlanta
Chamber, along with its marketing service agency DE
International, currently has 35
companies under its wing.
It typically takes three to
four years until a newly established company can stand
alone. “The number one rule
for being successful in the
American market is making
contacts and building a network,” says Jordan.
American corporate attorney
Tom Harrold adds that there are
manifold benefits for the Amer-
About the Author
Katja Ridderbusch is an Atlanta based
freelance business journalist who writes
for the German daily national newspapers
Die Welt and Handelsblatt (the Wall Street
Journal’s German partner paper), the monthly
magazine Cicero, which is Germany’s equivalent
to The New Yorker and the German-American
publication The Atlantic Times. Prior to her
current position, she covered the wars
in the Balkans, Bosnia and Kosovo,
for Die Welt. From 2001 to 2005, she was
stationed in Brussels, Belgium, as Die Welt’s
European Union correspondent where she wrote,
among other issues, about the introduction
of the Euro and the enlargement of EU
and NATO. Katja Ridderbusch also works
as an international media consultant,
teaching U.S. and European business
executives how to successfully tell their story
to the media on both sides of the Atlantic.
21
Regions
MIDWEST
Transatlantic Trade
Written by Janka Albert, GACC Midwest
(from top left): German Consul General Wolfgang Drautz,
Frank Mueller, Frank Dettke, David Braun, Vince Lapinski,
Dr. Thomas Klier, Simone Pohl President & CEO
of GACCoM, Dr. Axel Nitschke, and Michael Backfisch
Economic Forum Sponsors
22
n February 1st, 2007,
O
Nitschke, Chief Economist at
more than 150 executives gathered for the
the German Association of
Chambers of Industry and Com-
German American Chamber of
merce
Commerce of the Midwest’s
2nd Annual Economic Forum
in Rosemont, IL. Top speakers
from both sides of the Atlantic
discussed current economic
presented the outlook for Germany and Europe, while Dr.
Thomas Klier, Senior Economist
at the Federal Reserve Bank of
Chicago offered the US outlook.
developments in the interna-
Michael Backfisch, Deputy Edi-
tional and, in particular, the
German American business
tor-In-Chief of Handelsblatt was
the panel’s moderator. Dr.
world. The lively event was
Nitschke explained that the out-
highlighted by a positive and
promising outlook for both
look for Germany is strong.
Growth within Europe is unbal-
economies. Attendees from a
variety of industries, companies
and backgrounds, including
anced. While Germany’s growth
was ranked low among the EU25, the country’s current
steel, machine tool, automotive, insurance, banking and
expansion has helped to move
the country towards the center
legal services, were delighted by
the propitious expectations.
German foreign trade had a
of the rankings, with expectations that this trend will
continue. In 2006, Germany’s
large increase in 2006: exports
and imports grew by 12%. In
2007, exports are expected to
grow even more by approximately 7%. Overall, strong growth is
expected in the world economy.
In the last quarter of 2006, the US
economy grew by 3.4%. These
developments are of great significance for transatlantic trade, and
accordingly, the Forum attendees
from the German American business community asked quite a
few interesting questions.
In the first panel, “Outlook
for the US and German
Economies in 2007”, Dr. Axel
GDP grew by 2.5%, the third
highest since Germany’s reunification. Nitschke remarked that
Germany is now “the motor of
European economic development”. Similar to the German
outlook, expectations for the US
economy are also promising. Dr.
Klier explained that in the 4th
quarter of 2006, US GDP
increased by 3.5%, which was
significantly stronger than
expected. Klier also mentioned
trends in real estate, consumer
spending, and oil prices. Dr. Klier said that while the slow-down
in the real estate market is signif-
(DIHK)
in
Berlin,
Regions
MIDWEST
Tops the Agenda
at GACCoM’s 2nd Annual Economic Forum
icant, he does not feel that it will
in Europe, Behr’s products are
influence the overall positive
mostly manufactured in the
developments in the economy.
US with few assembly compo-
Building on the positive
forecast presented in the first
nents imported from Europe,
and MAN Roland’s entire pro-
panel, the second panel transi-
duction is based in Germany.
tioned to a more microeconomic perspective. Speakers represented industries
The expectations for 2007 are
considerably more promising
than those of 2006. Positive
ranging from automakers to
printing press manufacturers
to automotive suppliers. Each
economic developments in the
last year in Germany and especially the last quarter in the US,
shared their experiences in
transatlantic business and the
challenges they face in light of
forecast an even better 2007.
The year 2007, as unanimously
agreed by all speakers, will bring
the 2007 economic outlook.
Moderator David Braun, GACCoM chairman and partner at
growth for both economies,
which will be strongly impacted
by transatlantic trade.
Drinker Biddle Gardner Carton
LLP in Chicago, IL asked speakers – Frank Dettke, EVP & CFO
GACCoM was delighted to
have had such a strong turnout for the 2nd Annual
of Porsche Enterprises Inc. in
Lisle, IL, Vincent Lapinski,
CEO of MAN Roland Inc. in
Westmont, IL, and Frank
Mueller, President of Behr
America, Inc. in Troy, MI –
questions specifically related
to the economic developments
in each of the speaker’s industries and markets. Speakers
discussed topics from the
exchange rate to favorable
manufacturing locations to
outsourcing.
Interestingly,
each speaker had a different
answer depending on their
respective industry and their
production
sites.
While
Porsche manufactures entirely
Economic Forum. Much of the
credit for this goes to our recognizable and knowledgeable
speakers, and our generous
sponsors. Thank you to Robert
Bosch Corporation, Chick
International Inc., DaimlerChrysler Corporation, Ernst &
Young LLC, Lufthansa German
Airlines, Schmolz + Bickenbach
USA Inc., the South Central
Indiana Economic Development Group, Wolin Kelter &
Rosen, Ltd., and XL Insurance
for making this special event
possible. After this year’s success, GACCoM is already
planning for the 3rd Annual
Economic Forum in early 2008.
I
(from left): Wim Van Acker Roland Berger Consultants,
Simone Pohl, Frank Dettke, Wolfgang Drautz
(from left to right): Dr. Axel Nitschke,
Michael Backfisch, Dr. Thomas Klier
23
Regions
WASHINGTON
The View from Washington
Global Trade
and the Office
of Foreign
Asset Controls
Written by Peter Esser, Legal Counsel
Office of the Representative of German Industry & Trade
For further information, email: [email protected]
24
Regions
WASHINGTON
S
afely
negotiating
the
to the various sanctions pro-
which in one way or another
domestic and international regulatory minefield is
grams administered by OFAC.
SDNs can be front companies,
engage in dealings which may
involve SDNs.
a skill that internationally
parastatal entities, or individuals
Currently, OFAC’s website
active firms must develop and
refine time and again. Trade
determined to be owned or controlled by, or acting for or on
provides partial guidance in
terms of noting that “All U.S.
sanctions, whether imposed
behalf of, targeted countries or
persons must comply with
unilaterally or multilaterally,
are but one, albeit significant,
groups. They also can be specially identified individuals such as
OFAC regulations, including all
U.S. citizens and permanent
issue on the checklist of mat-
terrorists or narcotics traffickers.
resident aliens regardless of
ters
potentially
affecting
international transactions.
U.S. persons are prohibited
from engaging in any transac-
where they are located, all persons and entities within the
One specialized instrument
tions with SDNs, and must
United States, all U.S. incorpo-
of U.S. foreign policy is the
United States Department of
block any property in their possession or under their control
rated entities and their foreign
branches.” Thus, it appears
the Treasury’s Office of Foreign
Asset Controls (“OFAC”). Acting under presidential wartime
in which an SDN has an interest. SDNs are designated
primarily under the statutory
that for foreign companies
with no meaningful business
presence in the U.S., OFAC’s
and national emergency powers, as well as authority granted
authority of the Trading With
the Enemy Act, the Internation-
actions appear to have little
impact. However, foreign
by specific legislation, OFAC
administers and enforces economic and trade sanctions
al Emergency Economic Powers
Act, the Anti-Terrorism and
Effective Death Penalty Act and
companies with a U.S. affiliate
or subsidiary are well advised
to exercise great caution and to
based on US foreign policy and
national security goals against
targeted foreign countries, ter-
the Foreign Narcotics Kingpin
Designation Act. Implementing
regulations can be found in
seek additional counsel before
engaging in any business matters involving SDNs.
rorists, international narcotic
traffickers, and those engaged
in the proliferation of weapons
Chapter V, Title 31 of the U.S.
Code of Federal Regulations.
The recent listing of the Iran-
The current guidance made
available to the public by
OFAC, primarily in the form of
of mass destruction.
OFAC acts by imposing controls on transactions and by
freezing foreign assets under
U.S. jurisdiction. Although certain sanctions are multilateral,
others are not, and the sanctions
combined with OFAC’s actions
thus can be a very real source of
uncertainty between the U.S.
and trade partners and allies.
OFAC administers the Treasury’s “Specially Designated
Nationals and Blocked Persons”
(“SDN”) list, which is essentially
a roster of individuals and entities located throughout the
world that are blocked pursuant
ian state-owned Bank Sepah, its
wholly-owned UK subsidiary,
and Bank Sepah’s Chairman on
the SDN list are but the most
recent action taken by OFAC.
The reasons cited in support of
the designation of Bank Sepah
as an SDN included providing
support and services to designated Iranian proliferation firms.
OFAC may eventually provide guidance to firms doing
business with both the U.S. and
Iran. According to OFAC, an
advisory opinion could issue in
the near term on this matter,
and might provide more information to those businesses
interpretive opinions posted
on the OFAC website, does not
offer detailed information
which would enable a party to
make a well-founded business
decision with regard to international planning.
Thus, it
would be advisable to await the
issuance of any advisory opinion which OFAC may produce.
A caveat exists in that OFAC
may not released all internallygenerated reports for “public
consumption.” Thus, gaining
access to certain information
may involve the additional
step of filing a Freedom of
Information Act request. I
25
Regions
SAN FRANCISCO
Thuringian
Delegation
Solar Conference
From left: Dr. Arnold Wulff LEG; Stefan Morbe,
Rene Gurka, Dahlia Krausse GACC CA; Dieter Althaus
Thuringian Prime Minister; Sabine Zimmermann,
Nicholas Wagner GACC CA; and Jürgen Reinholz
Thuringian Economics Minister. Photo by Philipp Weitz.
Written by Dahlia Krausse, GACC California
O
n January 22, 2007 the
the German American Cham-
German
Chamber
American
of Com-
ber of Commerce – California
Branch – will take place March
merce,
California
Branch,
hosted Prime Minister and Eco-
13th in San Francisco. The conference is expected to attract
nomics Minister of the German
Federal State of Thuringia.
Thuringia, world-renowned for
its success in optical manufac-
over 250 attendees in the Photovoltaic and Solar Thermal
Industry, as well as additional
attendees from the public utili-
turing and research, was one of
ties, economic development
the German exhibitors at the
world’s largest optics and pho-
agencies, city council and government sectors. The main
tonics event, “Photonics West
purpose of the event is to pro-
2007”. “Photonics West”, hosted in San Jose, California,
vide an overview of solar and
technological developments in
attracted over 1000 exhibitors
and 17,000 visitors. Of the
1,000 exhibitors, Germany was
Germany and California and to
inform experts in the United
States about Germany’s leading
predominant in exhibiting 61
booths equating to more than
solar companies, associations,
agencies and organizations,
half of the total 120 exhibitors
headquartered in Europe.
In connection with the “Photonics West” conference, the
GACC California Branch organized an evening reception for
the 22 person Thuringian delegation together with LEG
(Thuringia’s State Development
Corporation). The evening was
attended by over 160 industry
experts, agency and organization representatives, plus city
and government officials.
such as Conergy AG, KACO
Gerätetechnik GmbH, SMA
Technologie AG, plus many
more. In addition to the conference,
both
networking
receptions and business-tobusiness meetings will be
arranged to promote business
collaboration and partnerships
between German and US companies. This conference is
supported by the German Ministry of Economics & Labor
(BMWi), the Solar Energy
Industries Association (SEIA)
and Americans for Solar Power.
For more information, go to
www.gaccsanfrancisco.com. I
Germany California Solar Day 2007
The third solar power conference hosted and organized by
26
FULL PAGE AD
Emirates
Member Profile
By Cheryl Thompson, AGCO
Feeding
the World
28
Member Profile
GCO is the third largest
A
company and its culture, as
AGCO,” Richenhagen recalls.
farm machinery company worldwide with its
well as the country of origin.
When you buy a company, the
“I knew the company and its
markets well and I actually
headquarters in northeastern
main reason is to give you
knew a lot of the people there,
Atlanta. Although located in the
U.S., AGCO has originally Ger-
access to new markets, new
customers and new products.
too. I met with AGCO’s management several times. They
man roots and is managed by a
You don’t want to lose your
already knew me and realized
German named Richenhagen.
The company got its start in
established people, dealers or
customers in the process,
that I knew what I was doing.”
1990 with the purchase of
though. You have to make sure
Deutz Allis Corporation from
German-based
Kloeckner-
that one and one does add up
to two. Sometimes, it doesn’t.”
Humboldt-Deutz AG. KHD, in
AGCO and its new families
turn, had purchased portions
of the Allis-Chalmers agricul-
of companies were doing business as usual until five years
tural equipment business five
years earlier. Since that time,
AGCO has become a worldwide
ago when the firm was rocked
by a plane crash that killed
AGCO’s president and CEO
manufacturer of farm equipment through market growth
John Shumejda, 54, and its senior vice president of sales, Ed
and strategic acquisitions.
Today, AGCO offers a full
product line, including trac-
Swingle, 59. The two men,
along with three pilots from
Atlanta-based Epps Aviation,
Important role
Richenhagen believes that
tors, combines, hay tools,
sprayers, forage, tillage equipment and implements, which
were killed Jan. 4, 2002, when
the private plane they were flying clipped one of its wings on
companies like AGCO will play
an important part in feeding
the burgeoning world popula-
are distributed through more
than 3,600 independent dealers and distributors in 140
the ground during takeoff in
Birmingham, England.
“It was a terrible tragedy for
tion. “They are saying there
will be 10 billion people on this
planet by 2050,” he says.
countries. Among its brands
are AGCO, Challenger, Fendt,
Massey Ferguson and Sunflower. AGCO provides retail
financing through AGCO
Finance. There are 13,000
employees worldwide and net
sales of 5.4 billion in 2005.
“We are a company brought
together by acquisitions,” the
company’s chairman, president
and CEO Richenhagen says.
“We needed access to the
whole world and through our
acquisitions we got that. We
also gained access to different
cultures and brands. Some of
the brands had 170 years of
history. So you have to understand the history of the
the families and the company,”
says Richenhagen, 54. After the
accident, the company’s executive chairman and founder
Robert J. Ratliff assumed the
additional responsibilities of
interim president and CEO
until a permanent replacement
could be found. Richenhagen,
who served as group president
for CLAAS KgaA mbH, a global
manufacturer of agricultural
equipment, and then was executive vice president at Forbo
International SA, a manufacturing firm specializing in
flooring materials headquartered in Switzerland seemed to
be the best choice. “I actually
had worked as a competitor to
“What that means is that we
have to be very efficient in our
farming. The technology will
become even more important.”
AGCO’s market consists of
two parts: the mega-industrial
farmers, whom he refers to as
the professional farmers. “They
need very sophisticated and
efficient
technology,”
he
explains. And then there are
the “lifestyle farmers,” who
may work 10 to 20 acres or may
have a horse farm in Alpharetta, Georgia. “They have totally
different needs,” he adds.
“They need smaller, but still
very reliable, tractors or implements. We serve both markets.
In the United States, people are
29
Member Profile
familiar with the name John
1990 AGCO was formed in the management buyout of Deutz Allis
cent of the market in Brazil.”
from KHD, and began manufacturing and distributing farm equipment under the AGCO® Allis and GLEANER® brand names.
To cater to the professional
farmer, AGCO is building some
of the biggest machines ever to
1991 AGCO purchased Hesston Corporation, a leading North
American brand of hay tools and a 50% participation in the manu-
hit a cornfield. Under the Challenger brand, AGCO launched
facturing joint venture with Case International, known as Hay and
Forage Industries (HFI). In mid-year, AGCO purchased the White
the most powerful production
tractor business from Allied Products. Both acquisitions expanded
wheel tractor in the world this
year. The four-wheel-drive tractor
the AGCO dealer network, while the brand identities were retained.
has 575 horsepower and is the
most advanced tractor in its class.
German company Fendt
introduced a 365-horsepower
tractor that does 40 miles per
hour. The Fendt tractor has
control systems for “smart”
implements that have electronic sensors and controls from a
Variotronic color monitor that
provides global positioning system
technology.
AGCO’s
Auto-Guide technology combines satellite navigation and
global positioning systems
(GPS) into a steer-assist feature
that guides machines via a predetermined GPS path. The
Auto-Guide increases accuracy
and efficiency with hands-free,
auto-steering capabilities.
Technology that provides specific
precision
agriculture
solutions such as satellite-assisted steering, data collection,
yield-mapping and other features will help farmers with
more comprehensive solutions
for precision farming, according
to Richenhagen. With AGCO
Global Technologies solutions,
growers can better control
equipment, apply treatments
more precisely and economically, manage sensor data,
communicate in real time, conduct agronomic analyses and
30
The AGCO Timeline: History of Its Most Recent Successes
Deere, which is the market
leader here. But we own 60 per-
1992 AGCO provided an initial public offering of one-half of its
stock and became listed on NASDAQ. Subsequently, it became
listed on the NYSE under the symbol “AG” in 1994.
1993 AGCO purchased the White-New Idea business of planters,
hay tools and spreaders as well as the Coldwater, Ohio manufacturing facility. AGCO purchased the North American distribution
rights to Massey Ferguson® products and 50% of a joint venture
established for Agricredit Acceptance Corporation. The Massey
Ferguson® acquisition expanded the AGCO North American dealer
network by over more than 1,000 dealers.
1994
AGCO purchased the worldwide holdings of Massey
Ferguson®, ensuring AGCO’s global status, and the remaining 50%
joint interest in Agricredit Acceptance Corporation. In the same
year, AGCO purchased the assets of McConnell Tractors articulated tractor manufacturing business leading to the development of
the AGCOSTAR® tractor line and the assets of Black Machine, giving AGCO a unique planter frameline.
1995 AGCO purchased the assets of Tye Company, makers and
marketers of Glencoe®, Tye®, and Farmhand® agricultural implements and tillage equipment.
1996 AGCO acquired the Iochpe-Maxion agricultural equipment
company in Brazil, the number one market leader in tractors with
the Massey Ferguson brand. AGCO also purchased Deutz
Argentina, S.A., the number one market share leader in tractors in
Argentina. AGCO purchased Western Combine Corporation and
Portage Manufacturing, Inc. in Canada to expand the Massey
Ferguson® combine business. AGCO also added Rabobank
Nederland as its joint venture partner in Agricredit, its finance subsidiary in North America. • The Fieldstar® precision guidance and
positioning system for agricultural equipment launches.
1997 AGCO made a major acquisition of Fendt GmbH, the leading
German tractor business and enhanced its availability to the
world’s most advanced tractor technology. Fendt is renowned for
its technology and international market share leadership. AGCO
also acquired Dronningborg Industries, the leader in European
precision farming technology.
Member Profile
Source: www.agcocorp.com
better protect the environment.
1998 AGCO created a joint venture with Deutz AG to produce
Richenhagen also is excited
about the trend toward the use
engines in Argentina. AGCO also purchased the Spra-Coupe® and
of ethanol and other alternative
Willmar® product lines, two leaders in the agricultural sprayer
fuels to operate machinery.
Environmental awareness and
market and merged production into one manufacturing plant in
Willmar, Minnesota. AGCO adjusted its stock issued to
59,000,000 shares and led the industry in asset rationalization
agricultural innovation have
for a cyclical downturn.
merged into a new energy
source: bio-diesel. AGCO has
1999 AGCO announces the creation of AGCO Finance, a new and
developed engines that burn B5
dedicated financing organization. Formed in association with De
fuel in North America, which is
diesel fuel with five percent
Lage Landen (DLL), a subsidiary of Rabobank, AGCO Finance's primary goal is to strengthen and enhance AGCO's North American
wholesale and retail finance activities.
2000 AGCO completes purchase of Hay and Forage Industries in
Hesston, Kansas, solidifying its planned strategy to achieve efficient manufacturing rationalization by consolidating major operations in North America.
2001 AGCO acquires Ag-Chem Equipment Co., Inc., a leading manufacturer and distributor of specialized off-road heavy equipment
for agricultural and industrial application, giving AGCO the leading
position in the self-propelled sprayer market. • Valmet changes
tractor brand name to Valtra.
2002 AGCO acquires the assets of Caterpillar Inc.'s agricultural
equipment business, primarily the design, assembly and marketing of their Challenger track tractors. • In late 2002, AGCO
acquired the assets of Sunflower Manufacturing Company Inc., a
leading producer of tillage, seeding and specialty harvesting
equipment.
2004 AGCO acquires the Valtra business , a global tractor and offroad engine manufacturer with market leadership positions in the
Nordic region of Europe and Latin America. The acquisition
includes SISU Diesel, producers of off-road diesel engines.
2005 The Massey Ferguson 5400SA Series, a new specialty tractor, is equipped with pressurized cabs and air filtration systems. It
was introduced by Massey Ferguson to supply clean cab air for the
operator. AGCO Global Technologies also announced Auto Guide®,
a satellite-based steering system for high-horsepower Massey
Ferguson tractors. Furthermore, the Challenger MT865B and
MT875B were declared the largest tractors ever built by
Challenger with the Model MT875B passing the 500 drawbarhorsepower mark, becoming the first tractor in history to do so.
2006 A new joint venture between the SM Group and AGCO, called
AGCO SM, expanded distribution of the Fendt and Valtra tractor
brands into Russia and Kazakhstan was subjoined. AGCO said that
it would build a new generation of European Hybrid Combines at
its Combine Assembly Plant in Randers, Denmark.
plant matter, and, its SisuDiesel
engines can run up to a B20
blend in Europe. In South
America, AGCO machines are
running on 100% Ethanol.
Currently, AGCO is researching the use of different bio-fuel
mixtures, as well as complete
plant-matter-based, diesel energy sources for its products.
“We can run machines on
sugar cane,” he says. “We
need to go more into alterative fuels, though. It would
be a tremendous boost for the
farm business.”
Tightening the reins
With an eye on both international currency and weather,
Richenhagen is still trying to
run a tighter ship. “We are
changing directions and focusing on internal growth,” he says.
“We will be spending more
money on engineering. Some of
our products need to be changed
to reflect changes in the market.
We want to focus on growth in
new markets, such as China,
India and Eastern Europe. We
need to continue the integration
of various companies and systems, as well as management
structure and processes. We have
to line it up so that we can truly
be a global player.” I
31
FULL PAGE AD
Amerika Journal
Regulars
Economic Indicators
German Trade with the U.S.
8000
6000
4000
2000
J
F
M
A
M
J
2006
J
A
S
Exports
(Source: U.S. Census Bureau)
O
GDP % change to previous quarter
N
Imports
6%
Note: all figures are in millions of U.S. dollars
5%
Unemployment percentage
4%
USA
12%
Germany
3%
10%
2%
8%
6%
1%
USA
Germany
4%
Q1
J
F
M
A
M
J
J
A
S
O
N
Q2
Q3
Q4
2005
D
2006
Q1
Q2
Q3
2006
(Sources: U.S. Department of Commerce – Bureau of
Economic Analysis / Federal Statistical Office Germany)
(Sources: U.S. Dept. of Labor: Bureau of Labor Statistics / Federal Statistical Office Germany)
Dollar per Euro (Past Trend, Present Value & Future Projection)
1.4
1.3
1.2
1.1
J
F
M
A
M
J
J
A
S
O
2005
N
D
J
2006
F
M
A
M
J
J
A
S
O
N
D
J
F
M
A
M
J
2007
(Source: Board of Governors of the Federal Reserve System)
33
Masthead
Atlanta
Volume 18
German American Chamber of Commerce
of the Southern United States, Inc.
530 Means Street, Suite 120
Atlanta, GA 30318
Telephone: 404-586-6800
Fax:
404-586-6820
[email protected]
www.gaccsouth.com
Chicago
of the Midwest, Inc.
401 N. Michigan Avenue, #3330
Chicago, IL 60611-4212
Telephone: 312-644-2662
Fax:
312-644-0738
[email protected]
www.gaccom.org
New York
German American Chamber of Commerce, Inc.
75 Broad Street, 21st Floor
New York, NY 10004
Telephone: 212-974-8830
Fax:
212-974-8867
[email protected]
www.gaccny.com
Philadelphia
Number 2
GERMAN AMERICAN
TRADE
The National Magazine of the
German American Chambers of Commerce
GERMAN AMERICAN TRADE is published monthly except January & July.
Reproduction in whole or in part of any article is prohibited without permission.
Unsolicited manuscripts cannot be returned unless accompanied by a properly
addressed envelope bearing sufficient postage. Editor reserves the right to edit
letters to be reprinted. Editor and publisher cannot accept any liability
for the accuracy or completeness of any material published. Contributed articles
do not necessarily reflect the Chamber’s position. If you have any comments
regarding articles in this magazine, please call 212-956-1770.
One Year Subscription: U.S.$50.00 (Euro 51,-)
Single copy: U.S.$5.00
Photos: German American Trade Archive
U.S. Postmaster send address change to: German American Chamber
of Commerce Inc.; 75 Broad Street, 21 Fl., New York, NY 10004.
Second class postage: Registration, U.S.P.S. No. 004995; U.S.;
Office of publication: New York
Publication date of this issue: March 2007
Four Penn Center, Suite 200
1600 John F. Kennedy Blvd
Philadelphia, PA 19103-2808
Telephone: 215-665-1585
Fax:
215-665-0375
[email protected]
www.gaccphiladelphia.com
Publisher
75 Broad Street, 21 Fl., New York, NY 10004
Telephone: 212-974-8830, Fax: 212-974-8867
San Francisco
Editorial Office
California Branch United States, Inc.
201 California Street, Suite 450
San Francisco, CA 94111
Telephone: 415-248-1240
Fax:
415-627-9169
[email protected]
www.gaccny.com
Editor: Nicola Michels
GACC Photographer: Thomas Dzimian
Advertising Coordination: Nicola Michels
Telephone: 212-956-1770, Fax : 212-974-8867
[email protected]
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Telephone: 914-741-0445
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Fax:
202-659-4779
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34
© Copyright 2007 German American Trade
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GA Trade March 07 - AHK USA

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