smart card pcb

Angeloni explored the challenges, and described how Somacis had set out to secure itspcb-china future prosperity. Reductions in costs and lead times were priorities, together with innovative technology and value-added services. Somacis' new emphasis was on fast prototyping and production in the high-technology market, with substantial investment focused on the technical enhancement of their Castelfidardo factory and the establishment of a new 15 million Euro factory in Manfredonia with the capability to produce complex rigid boards and prototype chip packages on very short lead times. Investment continued in their Chinese operations with the objective of increasing their presence as a domestic supplier of medium-to-high technology pcbs, rather than producing at low cost for import into Europe. The company was exploring merger and acquisition opportunities in the U.S., particularly in Silicon Valley and the Boston area, as well as in Europe and possibly Japan.
As Ho explained, "Make friends first and business later. The Chinese are bonding people. Friendship is forever; business is there when you need it!"

The second presentation demonstrated how a European pcb manufacturer could adopt positive tactics and move forward, rather than retreat, in a time of recession. EIPC Vice Chairman Giacomo Angeloni described the Somacis "Strategy for Survival." He likened the current situation to the parable of the seven lean cows devouring the seven fat cows. The lean cows of the moment are global crisis, erosion of market share, failure to develop human resources, crippling European bureaucracy, quick profit takers and communication problems. What can be done to avoid them causing a catastrophic collapse of the European pcb manufacturerindustry?

He advised European companies to leverage their own brand names, and to make the most of their customer relationships and technical knowledge, with the objective of offering a seamless, value-added local service to their customer base whilst using Chinese partnerships to fill the gaps. It was important for a company to understand its competition, to clearly identify where it wanted to position itself in the market, then seek the right partner to match its needs. Careful research was needed, followed by proper due diligence and the building of strong personal relationships with owners and top management.

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