German L&B Team Visits Sino-Cooperation: Connecting Key Nodes in Sino-German Cooperation

Sino-Cooperation Platform, Yu Yijun
May 10, 2026

Yesterday, we had the pleasure of welcoming Tobias from L&B to our office in Shenzhen.

It was not just a courtesy visit, but a highly inspiring exchange.

We discussed a question that, in my view, is becoming increasingly important for today’s Sino-German cooperation:

The real value no longer lies merely in “who you know”. What matters more is the ability to connect different resources, experiences and market access points in such a way that a reliable and sustainable cooperation cycle can emerge.

The longer I work in cross-border cooperation, the more I am convinced that every experienced individual and every institution that has been deeply involved in a specific field over many years can become an important node.

Some understand the technological logic of German companies.
Others know the industrial needs of the Chinese market.
Some are strong in project management.
Others know how market access can be built in practice.
Some understand European rules and structures.
Others understand the real questions and concerns of Chinese entrepreneurs.

Viewed individually, each of these nodes has its own strengths, but also its own limitations.

However, when these nodes build trust, complement one another and connect their capabilities in a meaningful way, a truly resilient Sino-European cooperation network can emerge.

For Sino-Cooperation, our strengths mainly lie in three areas.

First, we have been deeply rooted in Chinese manufacturing entrepreneur networks for many years. Within our network, there are many Chinese companies currently exploring investment in Europe, the establishment of local branches, the search for cooperation partners, or the development of service and after-sales structures. We understand what these companies are looking for, and we also understand their concerns before making concrete decisions.
Second, we have been supporting German technology-oriented companies in accessing the Chinese market for many years. Through this work, we have gradually developed our own methodology: How can one understand Chinese industrial needs? How can real application scenarios be identified? How can effective connections be built with local governments, industrial parks and potential corporate customers?
Third, we have been working intensively on how industrial products and technical solutions should be communicated in the market. B2B marketing for industrial companies is not simply about advertising. It is about translating technical competence into a language that customers can understand, trust and act upon.

L&B, on the European side, brings in very valuable experience, especially in project management, intercultural project management, project structuring, communication, coordination and execution.

These capabilities are essential in Sino-German cooperation. Many projects do not fail because there is no interest on either side. They fail because goals, pace, responsibilities, expectations and implementation mechanisms are not defined clearly enough.

This is exactly where I see a strong complementary foundation for our future cooperation.

Sino-Cooperation is closer to the Chinese market, Chinese entrepreneurs and concrete industrial needs.
L&B is closer to European companies, European project logic and intercultural implementation structures.

If we can connect these strengths effectively, we can help more Sino-German projects move from “mutual interest” to real implementation.

As a bridge between the Chinese and German industrial ecosystems, we also intend to work more systematically in the coming months to make the knowledge and experience of German experts, institutions and companies more tangible for Chinese entrepreneurs.

It is not about saying in abstract terms that “German technology is strong” or that “Europe offers opportunities”.

It is about helping Chinese companies better understand very concrete questions:

Which projects are truly suitable for Europe?
Which German or European resources can solve specific problems?
What capabilities should companies build before entering the European market?
And how can both sides create an executable and sustainable cooperation process through professional division of roles?

Sino-German cooperation is rarely a single breakthrough. It is, in most cases, a systemic connection of trust, structure, translation, project management and long-term commitment.

A truly valuable bridge therefore does not merely introduce contacts.

It ensures that the right people, the right resources and the right methodology come together at the right time.

Thank you, Tobias, for your visit and for the open exchange. We look forward to turning more ideas into concrete projects together with L&B.