By Sandra Bell
This publication is a needs to learn for all these drawn to development winning international manufacturers and for all these attracted to China and chinese language businesses - a wierd mixture? No. in response to wide study and interviews with Lenovo, Haier, TCL, Hisense and key choice makers all over the world, Sandra Bell supplies purposes and identifies a chinese language method of overseas model administration. She reveals:
- who're chinese language branded businesses? the place are they coming from, the place are they heading for? What are their strengths and weaknesses concerning branding, advertising and going global?
- How does a suitable model procedure seem like, while chinese language branded businesses input constructed markets within the US and Western Europe? What can they examine from profitable manufacturers from Japan and Korea?
- How have Lenovo, Haier, TCL and Hisense entered the USA and Western eu markets thus far? To what expand have they the urged model technique. What did they make a decision otherwise and why?
Read the e-book and detect yourself.
Read or Download International Brand Management of Chinese Companies: Case Studies on the Chinese Household Appliances and Consumer Electronics Industry Entering US and Western European Markets PDF
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Additional resources for International Brand Management of Chinese Companies: Case Studies on the Chinese Household Appliances and Consumer Electronics Industry Entering US and Western European Markets
In a second phase (Polycentric), the firm expand its scope on local, most likely product brands in foreign markets. The local brands are grouped into regional brands across several country markets such as Europe in a third phase (Regional-centric). 46 As international company behaviour has revealed, the ethnocentric phase likely takes longer if the home market, in terms of consumer potential and market size, is larger. For example, US-companies tended to internationalise later in corporate history than companies from smaller countries such as from Switzerland and the Netherlands (Czinkota/Ronkainen 1999: 4).
It refers to two extreme scenarios. Brand differentiation means full product and brand adaptation to local needs up to and including separated local brands. 24 Both scenarios comprise numbers of advantages and disadvantages which are exactly the opposite of each other. Figure 2-2 maps the major pros and cons from the standardised, global brand perspective. ) - Non-flexible adaptation to local market environments • Market players • Market niches, stage of product life cycle - Negative spillover effects across countries Fig.
Alcoholics, toilet articles, print media, and food are likely not qualified for successful brand standardisation (Meffert/Bolz 1998: 183; also O'Donnell/Jeong 2000: 21). 39 40 It is explicitly stressed that the figure focuses on brand relevant factors. See Berndt et al. (2003) and Backhaus et al. (2003a) for an overview on more general factors such as macro-economic, political, socio-cultural and geographical factors. Compare also to chapter 1 ‘limits of study’. 1: ‘brand aims’. 2 Strategic brand decisions when going-international 37 One reason is that they likely lack the ability of product transportation, durableness and trade (Remmerbach 1988: 149-160).