Daniel Borel celebrates with his Chinese staff.	Daniel Borel (right) and Guerrino De Luca learning Kunqu Opera.

Few champion athletes in the world can do as well when they move into another field, particularly one as dissimilar as the high-tech industry. But Daniel Borel, chairman of the board of Logitech Group, is an amazing exception. A former member of the Swiss ski team, Daniel co-founded Logitech in 1981, and has turned it into the world's largest computer mouse manufacturer. He believes his years in sports prepared him for the tough challenges in the business arena. "I toured around the world for contests when I was a skier. I learnt to keep my spirit in difficulties, and to savor the full sweetness of victory as well as to calmly bear the bitterness of defeat," recalls Mr. Borel. His tours also gave him the opportunity to meet people of different nations and cultures, and to learn how to deal with them. This also benefited his new career. "Logitech was a small potato when it was founded. It wins on the strength of utilizing the best resources of various countries."

Logitech Suzhou, the Mouse King

Suzhou Logitech Electronic Co., Ltd is the world's largest computer mouse production base. Mr. Borel admits he took a great risk in investing 11 years ago, but he regards it as one of the wisest decisions he has made in his life. Suzhou did not seem like the ideal location for manufacturers in the mid-1990s - there was no expressway to neighboring Shanghai, and the four-hour drive to Hongqiao Airport was Suzhou's only link to an airport. What's more, all international calls had to be routed through Shanghai. But despite these hindrances, Logitech saw the city's promise - the young and vibrant workforce, the farsighted officials who pledged a full range of infrastructure and modern urban planning, and a good educational environment.

Mr. Borel has witnessed the remarkable changes in Suzhou in the past decade. The city is now well-linked with other parts of the world via modern transportation and communication networks. For instance, the drive to the Hongqiao Airport in Shanghai has been cut to one hour. "It is hard to believe that the local officials turned their words into facts over such a short period." Mr. Borel is impressed with Suzhou government's work efficiency. "We were concerned about not only the cost of investment in Suzhou, but also about the development potential of the city."
Logitech now produces some 100 million mice every year, and has made a total of 500 million in the past decade. To put that volume in perspective Mr. Borel jokes, "When tied up one by one in a line, these mice will stretch from the earth to the moon and back."

Cultural Diversity Gains

Mr. Borel considers his investment in China as part of the long and fruitful history of exchanges and friendship between the oriental nation and Europe. "I am from Europe. Italian explorer Marco Polo was the first to introduce China to Europe. Another founder of Logitech is also Italian. So is the group's incumbent president Guerrino De Luca. Italians and Chinese share many similarities, such as a passion for noodles and strong family ties. Europeans and Chinese are also similar in many ways. For instance they hold same attitudes toward many crucial issues. China is not a strange land to Europeans."

Meanwhile, Mr. Borel also acknowledges the differences between Eastern and Western cultures, but insists that the two can get along well. He says in his experience, "A Western company that invests in China has to localize its management instead of blindly duplicating its Western pattern. This is the only way to make things work. A foreign company cannot succeed unless it pays full respect to the culture and tradition of the host nation, and draws on both the native and local cultures." Logitech has set up companies all over the world. They overcome the cultural and ethnic obstacles to their operations by valuing the ability and contribution of each and every staff member.

Logitech has more than 6,000 employees around the globe. Its senior managers are from different countries. They help to bridge different cultures within the corporation, turning them into a precious asset that sharpens the company's competitive edge. "Amalgamation of Eastern and Western cultures is the reason behind Logitech's success," claims Mr. Borel. He noticed that Swiss and Chinese engineers form the perfect partnership. The former stresses accuracy and planning, while the latter is efficiency personified. When the two are paired up, Logitech puts out the best products.

Competitive Life Is Enjoyable

In the eyes of his partner and friend Guerrino De Luca, who was appointed as Logitech's president in 1997, Mr. Borel is an "awful boss." He often works extra hours, surrenders his holidays and takes no overtime pay. Upon hearing this "criticism," Mr. Borel just returns a smile.

The other two co-founders of the group retired in 1992 and 1994 respectively. But Mr. Borel remains at his post. "As long as I feel passion and fun in my work, I won't consider retirement." He now focuses on company strategy, and leaves the day-to-day running of the company in the hands of his managers. This he views as "a very interesting and enjoyable way of life."