Distinguished judges, our case analysis is aimed at business communication. Ladies and gentlemen, welcome to this episode of Global Enterprise Management Frontline.

I'm your host, Li Yue. Today, we are focusing on a company, Zoomline. It has truly taken Chinese manufacturing and innovation to every corner of the world. To start, let's take a quick look at their global footprint. Thanks. From supporting China's grand ceremonies to enabling scientific research in Antarctica, from shaping skylines in the desert to driving progress across Africa, Zoom Live views on Chinese manufacturing, bridges cultures with global regions operating over 117 countries, and walks with 6,300 local partners.

They are everywhere around the world, writing a global story of Chinese manufacturing. From those images, you can see the power of Chinese industry at work. And today, we are honored to have the two key leaders in Zoomline's global journey. Mr. Zhang Qiming, the vice president of Zoomline, and Mr. Ali Hassan, the general manager of Zoomline's Middle East subsidiary.

Welcome to both of you. Hello Mr. John. Hello. Hello Mr. Ali. Have your seat please. Mr. John, ZuneLife's global record is truly impressive. So how does ZuneLife see its role in the global market? Thank you. Our positioning is pretty clear. We aim to be a global cooperation partner in high-end equipment. That means we don't just export machines. We provide tailored solutions for different regions, working conditions and cultural context.

context we strive to deeply integrate and become an indispensable partner in every local markets I can really relate to that a forging relationship as a true partners rather than just showing up as the sellers of gain the trust of high-end client including Royal project in Dubai behind all these achievements there must be plenty of untold challenges so could you share some difficulties if encountered? Actually, the challenges came in many forms. In short, they're about cultural barriers, different market needs, and communication style. When it comes to cultural barriers, I think we have to mention the drilling equipment issues happened last year. You still remember? Yes, let me share the situation. A petroleum well project urgently needed specialized drilling equipment. Every day of delay meant significant losses. The field operation couldn't wait, but their

their legal team were still reviewing the contract clauses. Oh, it sounds like you're really going through a hard time. It was. In our business culture here, we have a saying, athika asasu ala alakazi. That is to say, trust is the foundation of business. Often, a verbal commitment between leaders is not to set things in motion immediately. I was so confused. In such an urgent scenario, why should we still adhere to written rules?

Indeed, I think you are pretty clear with our global compliance policy. It requires a signed contract and tracking number before releasing our equipment But we also believe that the rules should protect the trust not to break it So I immediately suggest Mr Hudson work with our clients sign an emergency authorization letter, and then we activate a fast tracking process. In the end, this equipment arrives on the oil field 12 hours ahead of its schedule without bending our principles.

This case shows me that true intercultural management wisdom is about building trust, not blocking it. Could you want strategy be summed up in a few keywords for our audience? That's precisely what we strive for. Our strategy can be summed up in three words. That's inclusion, customization, and empowerment. Could you just break it down for us? Let's begin with inclusion. Inclusion. Of course, I think the Shifa case is the best example for this.

We embraced them instead of replacing their original management. We even invited Shifa's chairman to become the YC president for Zunline. I think that blend worked beautifully. It's also just in the little details. At Shifa's Milan headquarters, we put up a plaque with Chinese cultural values. Meanwhile, in our Changsha campus, we're eating an Italian-style coffee corner. They are not just decoration, they reflect mutual respect and cultural exchange.

That's really a good example. So what about customization? Product customization, it is the key. So as you can see, we have designed many different models of customized products for Africa, Europe and Southeast Asia. And service also needs to be customized. In Turkey, we are building 5 in 1 service centers. I remind that the key client equipment broke down at the remote site.

Finally, we not only fix issues quickly, but most importantly, we'll follow local traditions and lessen their need instantly. Sounds effective. I want to learn more about empowering the local teams. You know, we've been pushing strongly for the local talent development. We got a global management trainee program. We invited those local talented youth to China for training and then back to their own countries to take leadership roles. And we also organized stuff, exchanging visits.

Chinese police visit overseas offices of cultural festivals, and foreign employees come to China to experience their local traditions. I think they build emotional connections outside work, make their communication much smoother on the job. I've noticed that Dunline's social media series, The 24 Solar Terms, has gone viral overseas. So what was the thinking behind this video's idea?

Oh, it wasn't about forcing cultures onto others. It's more about dialogue and resonance. So through all these beautiful images of machines alongside with nature and modern architectures, we wanted to convey that our equipment helps to build a better life. So many overseas clients, they got curious about our culture symbol. I think it helps us to appreciate and enhance the Zoneline brand.

Yes. At the end of the day, all these ever need to be shown in results. So as your global giant competitors, does Zoneline have the confidence to stay ahead? Definitely we do. You know, numbers are able to speak for themselves. Last year, Zoneline's overseas revenue has already passed 55%. And in Europe, it's one of the toughest, most advanced markets in the world.

Our area work platform already ranking among their top three. And behind this number is this drum support network. As you can see, we're not just selling machines. We're routining local market, providing services, and creating value. Exactly. For us globalization isn just about expanding the markets It more about dialogue and shared values So in all this way that we introduced above today can we build bridges through different cultures These VB practices are a living embodiment of cultural management theory.

Thank you for your sharing. That's all today's program. See you next week. All right, let's get started with our case analysis. In this case, we revealed several key principles that were essential to Zoomline's success. So, firstly, although both Italy and China are considered high-context cultures, the differences in their values and behavioral norms leads to different emphasis. Recognizing the distinction was crucial for both sides to achieve a successful integration.

Secondly, the companies managed clash in time orientation. The Chinese side, with a monochronic time approach, would focus on the efficiency and punctuality, Whereas the Italian side, with their chrono-chronic time approach, they valued the balance between work and life. So realizing the difference was a key to find a mutually agreeable workflow. Thirdly, the case highlights a classic intracultural tension. Relationship-based trust versus the rule-based systems.

So, by designing the emergency authorization and fast tracking process, it helps us to make it stronger and build a more accountable business relationship trust. This theoretical analysis brings us to core insights. First, Zoneline's success did not rely on rigid cultural rules, but stemmed from high-level cultural intelligence, that is the dynamic ability to respond flexibly in practice and sincerely respond in practice.

Second, cultural differences are by no means various, but can become powerful catalysts for innovation. The combination of Chinese efficiency and Italian creativity give a birth to world-class products, and 24-zone terms marking campaign achieve deep resonance of brand value through cultural emphasis. Therefore, Dunlop's case provides a clear path for global enterprises. From this case, we can learn a lot about intercultural communication.

Thanks, the audience, for watching. My Zoom story can give inspiration and dedication for Chinese companies dedicated to going global. Thank you.