Why Choose the DACH Region?

• The DACH region is the economic core of Europe’s economy. Germany, as Europe’s largest economy, features a mature industrial base and strong innovation capabilities. Meanwhile, Switzerland and Austria excel in precision engineering/electronics and high-end manufacturing, respectively
• In 2024 EU-China trade dynamics, the DACH region accounted for approximately 53% of the EU’s exports to China and about 23% of imports from China. Additionally, the DACH countries are the largest exporters within EU. 
• Strategically located in the heart of Europe, the DACH region benefits from political stability and strong international relations
• Possessing advanced technology and specialised knowledge, along with a highly skilled workforce
• Competitive tax policies, a transparent legal framework, and comprehensive intellectual property protection measures

Five Latest Business Models Between the DACH Region and China

European Enterprises Entering China

• OEM Partnership Model
• JV Partnership Model

Chinese Enterprises Going Overseas

• Overseas Expansion Model
• Enhanced R&D Model
• M&A Model

Highlights for Expanding into the European Market

• As Chinese enterprises grow, more are considering overseas expansion to broaden their market reach
• Competitive cost-effectiveness, cutting-edge technologies, fast service capabilities, evolving market conditions, free trade agreements (FTAs), and diversified supply chains are key drivers for this phenomenon
• European countries are optimising their business environments and offering incentives for foreign investment in order to stimulate economic recovery from previous stagnation or pessimistic conditions
• The decision to establish local operations in a specific country depends on market opportunities and the product’s potential within that market
• If such a need is confirmed, consider forming a small local team (e.g., setting up a representative office) in partnership with a domestic player as an initial step
• To enter or expand business operations in Europe, market transparency is essential, as it enables companies to assess market potential and develop an effective market entry strategy
• The company needs to develop local partnerships to diversify its sales, production, and procurement markets

The Advantages of FSA

• We maintain a global partner network, with particularly long-standing and stable collaborations in Europe and India

• With 500+ cross-industry projects, we possess deep insights into sector ecosystems and local market dynamics, specialising in niche product research and specialised market analysis
• We are a multicultural team fluent in English, German, and Chinese
• We utilize a combination of specialised databases and in-depth primary interviews to acquire and validate data
• One of our partners is a seasoned Germany specialist, whose deep market expertise has enabled us to secure approximately 60% client penetration in DACH markets, mainly hidden champions and family-owned SMEs. For domestic enterprises, this group represents significant potential for deep collaboration

An effective management strategy is the key to successful overseas investment. With an open attitude and steady steps, Fiducia Strategy Advisory is committed to sharing development opportunities with global partners. If you are interested in expanding overseas, we look forward to embarking on this journey with you and providing customised solutions tailored to your needs.

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In response to the growing trend of localisation requirements in China’s MedTech market, Fiducia Strategy Advisory (FSA) had the great honor to collaborate with Switzerland Global Enterprise (S-GE), to co-author an in-depth research report on May 07, 2025——”RIDING THE WAVE OF CHINA’S MEDTECH LOCALISATION”.

This report highlights the importance of understanding China’s localisation policies and their implications for MedTech companies. By carefully weighing the pros and cons of each localisation strategy, companies can make informed decisions to thrive in China’s dynamic MedTech market. Ultimately, a proactive and well-planned approach to localisation will enable international med-tech companies to not only sustain but also expand their footprint in this critical market.

Outline of the Report

1. Executive Summary
2. Chinese MedTech Market
2.1. China’s economic development
2.2. China’s MedTech market development
2.2.1. The MedTech market in China in 2024
2.2.2. Key trends in China’s MedTech market
2.3. MedTech sub-segment market snapshots
3. Localisation Trend
3.1. “Made in China 2025”
3.1.1. Policy introduction
3.1.2. Policy impact on MedTech
3.2. Government Procurement Law (GPL)
3.2.1. Legal framework and regulatory scope
3.2.2. Implementation and market impact
3.3. “Document 551”
3.3.1. Document introduction
3.3.2. Document impact on the MedTech market
3.4. Local content definition
3.5. Volume-based procurement
3.5.1. Introduction and implementation
3.5.2. Centralised procurement – future trend
3.5.3. Impact on companies
3.6. Challenges faced by companies
3.6.1. Vague definition of “Made in China”
3.6.2. Lengthy process and timeline for localisation
3.6.3. IP leakage risk
3.6.4. Lack of local talent
3.7. Solutions and localisation methods
4. Case Studies
5. Recommendations
6. About Fiducia Strategy Advisory
7. Support and Contacts

This report consolidates authoritative industry data and corporate case studies. If you are interested in the localisation of MedTech and would like to obtain more information, please feel free to contact us.

The post Riding the Wave of China’s Medtech Localisation appeared first on Fiducia Strategy Advisory.

The Chinese medical industry is continuously improving with residents’ rising health awareness, population aging and the development of technologies. In the past year, Fiducia Strategy Advisory has provided support to globally leading clients in the medical technology field, and gathered many valuable insights:

Market for Surgical Instruments and Diagnostic Consumables:

• The market is expected to grow with a CAGR of around 20% in the next 3 to 5 years
• The market is dominated by imported brands with high technology thresholds
• Due to central procurement and local substitutions, domestic manufacturers are increasing market share while multinational companies are accelerating their local production processes

Dentistry:

• The Chinese market is expected to continue generating significant demand for oral treatment and care in the future
• The key opinion leaders (KOLs) in public hospitals remain crucial for client education
• In the coming years, China’s dental market will gradually shift towards private channels; therefore, international brands need to proactively identify and establish partnerships

CDMO Market:

• The Contract Development and Manufacturing Organisation (CDMO) sector in China’s life sciences and IVD fields remains in its early stages of development, primarily focused on consumable production. The penetration of CDMOs in the equipment segment is only 1%
• Foreign bioscience companies are deepening their localisation strategies in China, contributing approximately 60% of the CDMO demand in China; domestic brands currently account for about 40% of the demand
• Due to the Sino-U.S. trade tensions, some American companies are seeking to relocate their manufacturing operations from Chinese CDMOs to Southeast Asia or back to the United States. Concurrently, certain Chinese life science enterprises are exploring opportunities in the U.S. market, leading to a growing demand for local CDMO suppliers there

Medical Nebuliser:

• The medical nebuliser market is projected to grow at a compound annual growth rate (CAGR) of 14% over the next five years
• The home-use segment is experiencing rapid growth, outpacing that of hospital markets
• Online channels are expanding more rapidly than offline channels. Consequently, traditional hospital-oriented nebuliser manufacturers are accelerating their efforts to establish a presence in online sales channels
• Influenced by penetration of nebulisation treatment, competition among brand manufacturers, and promotional activities across various channels, there is a slight downward trend in nebuliser end-market prices. International brands need to broaden their pricing portfolio to enhance their customer base and improve market competitiveness

Injection Pen and Syringe：

• The market for insulin pens, automatic injection pens, and pre-filled syringes in China holds significant potential, with an anticipated growth of around 15% annually over the next five years
• Currently, the Chinese market for insulin pens and automatic injection pens is led by foreign brands who account for over 70% of the market shares. Foreign companies are intensifying their localisation strategies in China to increase the proportion of domestic manufacturing
• In recent years, the pre-filled syringe market in China has undergone transformative changes, with domestic brands surpassing foreign ones in market shares and still expanding. Weight management and cosmetic injections serve as the primary growth driver for both automatic injection pens and pre-filled syringes

Fiducia Strategy Advisory continues to leverage our extensive experience in the healthcare field supporting medical technology clients across the globe. We welcome further discussions and engagement with you regarding such topics.

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【Case Study A – Joint Venture Partner Search】

• The client is a globally leading industrial group, specialised in high-quality data and energy connection products for the automotive sector
• The project aims to find partners in China with manufacturing capabilities and establish a joint venture. The Client will authorize partners to produce relevant products and license to sell the products via the joint venture
• FSA selected 12 companies with potential for collaboration from over a longlist of over 80 and conducted on-site visits together with the Client to the final shortlist companies in conjunction with the global senior management team of the client, engaging in negotiations and discussions regarding the details of cooperation

【Case Study B – Investor Search】

• The client is a well-known German supplier of automotive safety system components
• The client is seeking strategic or long-term financial investors in the Chinese market to complement their potential in technology, products and business, and co-share access to domestic and international customers and sales channels
• FSA researched a database of over 1,200 potential targets and contacted over 200 relevant and neighboring value chain partners
• Eventually, FSA collected confidentiality agreements from 10+ potential partner companies and facilitated the entry of 6 automotive industry companies and several leading investment banks into the bidding and negotiation process, and assisted the client in negotiations.

【Case Study C – Investor Search】

• The client is a company with rich experience in the industry of automated internal logistics equipment, developing and implementing complete production lines for global customers.
• To obtain further investment to support the growth of its subsidiary company in China, the client engaged FSA to conduct an investor search project.
• FSA prepared the teaser and pitch book and identified potential investors in the value chain and established a list of over 400 candidate companies. It approaches companies to test investment willingness by phone calls, exhibition showcases and onsite visits 
• FSA shortlisted 4+ suitable investors and provided online and on-site meeting support, as well as decision advisory for our client

【Case Study D – Acquisition Target Search】

• The Client is an independent, international network of companies with expertise in control and monitoring systems
• To further explore the opportunity of China market, the Client engaged FSA to conduct an acquisition target search project support to facilitate the process
• FSA prepared the bilingual anonymous teaser and NDA, scanned around 150+ qualified candidates in the industry and connected with more than 30 potential companies  
• FSA successfully collected NDAs from 2 high-potential companies and arranged onsite visit with the Client

FSA will continue to build on our strong foundation in promoting exchanges and connections between Chinese and European market, creating more opportunities for all parties to achieve mutual benefits.

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Companies are reshaping their organisational setup and HR strategies to match “China 2.0” and cope with broader shifts happening in the country’s employment landscape, including generational change and a severe skills shortage in high-tech industries.

Our latest China Focus issue addresses these people-related challenges, and looks at how forward-looking enterprises are adjusting in different industries.

Many of our clients are driving agility to stay ahead in a market where trends and regulations can change unexpectedly. Others are growing their headcount and functions after realising that tough competition calls for an “all in” approach. And many, like us, are strengthening their company culture through corporate social responsibility (CSR) and other engagement programmes.

We are proud to work closely with businesses – old and young – who are embracing change rather than shying away from it. Like them, we believe that the potential gains for foreign companies in China have never been higher, and that seizing them starts with building the right team.

”China 2.0” Through the HR Lens

Each organisation is a world of its own. But certain HR challenges and priorities are shared by many of our Executive Search and China Consulting teams’ clients. These are some of the ways in which “China 2.0” is influencing their HR agendas:

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RETAIL
The Journey to Omni-Channel

With retail sales of EUR 11.6b and over 5,500 affiliated stores in 45 countries, Switzerland-based INTERSPORT is a leading sports retailer. In China, the company is riding the country’s sports and fitness wave, with 23 stores across 7 provinces. Robin Trebbe, MD China & Asia Pacific, shared the organisational transformations that lie behind their winning strategy in the region.

How has INTERSPORT’s China strategy changed in the last few years?

Just offering good products is not enough anymore. The Chinese market has developed rapidly: consumers have a deeper product knowledge and are more demanding than before, and e-commerce and electronic payment have become the norm.

So we have adopted an omni-channel approach, constantly enhancing our online presence and in-store experience. Around 50% of our revenue in China already comes from online sales, and soon we will open our first physical “future store” in Beijing, which we have built together with Alibaba to incorporate VR and other exciting interactive features.

Have you expanded or re-structured to pursue this new strategy?

Yes. Our regional head office was previously in Hong Kong. Seeing the growth and potential of the Chinese sports market, we decided to relocate to Shanghai and build a complete HQ here with all functions – from product development to retail and marketing. We created a digital team fully dedicated to driving e-commerce and online marketing.

What HR challenges have you faced?

Finding and keeping qualified people remains difficult. Rotation tends to be highest among store staff, who are crucial in our business – if a customer is looking for the right ski outfit, you need people with product knowledge in stores to assist them. The market for e-commerce talents is also tough because you’re competing against China’s booming tech firms. In our industry, the growth of Nike, Adidas, and other large global sports brands, poses an additional talent challenge.

How do you manage these problems?

We focus on developing our internal talent pool, whereas in China the traditional approach is to recruit from outside. Previously, it was common for store staff to be completely renewed after one year. Now they stay 1.5-2 years, which we’ve achieved through a store management team that focuses on people development. Being an international employer with an inclusive company culture also helps. New joiners are motivated by the exposure they get through global meetings, and the chance to gain experience in our Europe HQ or other global offices.

INDUSTRIAL SOLUTIONS
From Volume to Quality Growth

Production in China is increasingly tech and quality focused. This is driving demand for advanced industrial solutions such as those offered by Ziemann Holvrieka – a leading provider of tanks, engineering services, and process technology for breweries and other beverage and liquid food industries. Christian Blatt, GM Asia, talked to us about the organisational factors behind their success in China, where the company now has the world’s largest factory for producing stainless steel tanks.

Has Ziemann Holvrieka’s China strategy changed in recent years?

Our China organisation has developed its focus from volume growth towards quality growth. A major part of our strategy now is to differentiate ourselves by offering more diversified services, which we can achieve thanks to our growing market know-how. Sustainability concerns have also become a major driver for new business areas.

How has the company developed its China organisation to pursue this new strategy?

When it comes to processes, production, engineering, and service, our sister companies in Europe provide continuous know-how transfer to upgrade our capacities in China. At the same time, the China team drives improvements by (1) working closely with customers to understand their specific needs, (2) monitoring the activities of the competition, and (3) continuously improving the cost and quality of our products and services. The management in China is also fully responsible for recruiting and developing talent, which has been key in the organisation’s success.

Is the mix of local/expat talent changing?

We believe in the sentence: think global, act local. Activities for the Chinese market are mostly managed by local talent, whereas export oriented activities involve more expats.

What HR difficulties have you faced?

The main challenge is finding technically and commercially skilled sales people. Our sales team requires very specific know-how on production and application processes in order to provide valuable solutions to customers. The “war” over this hard-to-find talent is severe, so costs are significant.

How do you manage this problem?

• Comprehensive training: Besides functional capabilities, our training activities focus on personal efficiency (communication and self-management), culture (cultural awareness and compliance), and leadership (result orientation and change management).
• Strategic partners: We have had a positive experience in our cooperation with Fiducia’s Executive Search Team, who helped us scan the market to identify matching candidates with the right motivation (no job hoppers!).
• High-trust relationships: Organisations in China are harmony driven – trust is a major factor. We have learned from experience that, once on board, high performing employees expect a high-trust relationship with leaders, and reward this trust with personal loyalty.
• Personal approach: Employees in China don’t differentiate between personal and professional as much as Europeans. Understanding their personal needs is key for retention. As an example, young people in China must normally own an apartment as a precondition for marriage. So we take this into consideration in the salary levels of employees we recruit from other cities, to ensure that they can settle down in Nantong, where our China HQ is based.

Get in touch with our Executive Search Team at contact@fiducia-china.com if you need assistance with:

• Candidate search
• Compensation advice
• Talent mapping
• Assessment centres
• Payroll administration

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1. Re-think your candidate profile

Multinationals have traditionally had a clear idea of which positions they want to fill with expats, and which ones they need local talent for. Increasingly, the nationality of candidates is not specified by employers and recruiters from the outset, largely because the pool of Chinese professionals with international experience has expanded. Identifying cases where traditional assumptions no longer apply is an easy way of broadening your pool of potential candidates.

2. Build a talent pipeline

Searching for talent is becoming an ongoing and proactive effort rather than a reactive action when there’s a vacancy to be filled. Measures such as maintaining a strong industry network and investing in employer branding can help you build a pipeline of potential candidates. In industries where scarce or highly specialised skills are needed, our clients engage Fiducia’s Talent Mapping service to identify and start building relationships with candidates they might one day need.

3. De-centralise decision-making

Foreign companies are increasingly losing top talent to Chinese businesses: One disadvantage leaders face at foreign enterprises is that strategic decisions are made at headquarters, so their authority and ownership is limited. Shifting more decision-making power to your China subsidiary is an effective way of increasing motivation and retention among senior executives.

4. Get creative with compensation

China’s economy is cooling, yet living costs keep soaring – especially in big cities. In this context, it’s difficult for companies to give their employees the salary increases they expect. Domestic top employers are implementing ingenious and more cost-effective ways of showing their employees that they understand their concerns. Alibaba, Tencent, and Xiaomi, for instance, are helping employees to purchase apartments by offering subsidies or interest-free loans.

5. Invest in upskilling

Developing employees has always been a priority for HR departments, but the resources and effort spent in it often take second place to hiring new talent. China’s fierce and costly talent wars are driving foreign companies to shift gears and realize that investing in retention and upskilling pays off. We’re witnessing this change first-hand, through the growing demand for Assessment Centres that help clients identify and then develop high-potential talents.

Get in touch with our Executive Search Team at contact@fiducia-china.com if you need assistance with:

• Candidate search
• Compensation advice
• Talent mapping
• Assessment centres
• Payroll administration

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In 2010, Fiducia decided to put its spirit of integrity, dedication, and fairness into action through our CSR programme “Fidu-Share”.

Under Fidu-Share we’ve worked with NGO partners to improve the welfare of the elderly, raise environmental awareness, and increase the social inclusion of children. With time, Fidu-Share has become an essential part of our identity as an employer.

”It’s great to see how many candidates mention Fidu-Share as a reason why they want to join our team” – Stephen Wong, Fiducia HR Head

We’re proud to see our efforts recognised by the German Chamber’s “More than a Market” award and the “Caring Company” award in Hong Kong. More importantly, we’re determined to continue supporting good causes and enabling every team member to feel part of an organisation with a soul and purpose.

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