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During the last few days, I was asked one question all the time: Why does Jarltech expand to China, Hong Kong and Taiwan? After Europe and the Middle East, would it not be America's turn now? What about the USA, where all our competitors have their headquarters?

Simple: we do not dare to. Expanding to China is much easier to handle for us, than the USA would be. In China and Taiwan, we already have employees, we already have been doing business there for over 20 years, successfully, and we have a network.

And as a distributor, we need the support from the vendors. But the vendors in the USA frighten me somewhat. Some American competitors open up an office in Europe, without any business. Then, they demand sales rights from notable corporate groups: "We are the No. 1/2/3 in the US, after all, give us a distribution contract for Europe or we will change our mind about the US." And some vendors actually agreed to this. At that time, we received phone calls telling us this: "Sorry, the whole European office tried to prevent this, but apparently, our American colleagues are prone to easy persuasion." And that is a market I do not want to be a part of... yet. We would never put pressure on a vendor to get sales rights in North America. And we would not be successful either, as the US market is much larger than the European is.

So we prefer going into the Middle East and China, to offer our vendors more presence. The larger areas have not yet been made accessible there. US distributors do not like these areas, besides customers there often do not like American distributors any better. We need to take that detour first to grow big enough. Only then will we be able to enter the USA, where concepts matter less than sales results for the quarterly reports and the stock market. It is unbelievable that peers from American distributors tell me openly that "value-add" is "bullshit" - only sales count at the end of the quarter. Customer benefits are only ever found in PowerPoint dream slides.