// Global dynamics and differences between Europe and China
A key topic was the comparison between the markets in Europe and China. While decision-making processes in China are significantly faster and new market participants demonstrate a high degree of adaptability, Europe is pursuing various drive concepts without a clear focus. This strategic fragmentation is increasingly perceived as a disadvantage.

In addition, market consolidation in China was highlighted: aggressive competitors and a rapid pace of development pose major challenges for European OEMs and suppliers. At the same time, Chinese Tier 1 and Tier 2 suppliers are pushing hard into the European market.

// Financial conditions and transformation
There was agreement that financing is one of the biggest hurdles to transformation. Banks are not prepared to bear the long-term costs of the transition. It also became clear that many companies have relied too heavily on cost-cutting programs in recent decades. Cost reductions were often confused with genuine transformation—which is now leading to structural disadvantages.

The one-sided dependence on the Chinese sales market was seen as particularly critical. Some participants emphasized the need to reduce structural costs and focus more strongly on domestic markets again in the long term.

// Strategic options and opportunities
Despite the challenges, participants see opportunities in active realignment. Restructuring programs that go beyond short-term working capital measures are increasingly being conceived in terms of cooperation and partnerships.

Diversification was also highlighted as a key factor. Sidesteps into related markets—such as special-purpose vehicles, marine, or commercial vehicles—offer opportunities to reposition oneself. At the same time, M&A activities can open up new market potential in the short term, even if a move into completely new industries often requires long lead times.