The globalisation of Chinese brands

China has taken over Japan over the last decade to become the largest manufacturer and exporter of more than one hundred consumer products. However, China, as “the world factory”, has yet to create a single brand that is recognised worldwide. The recent acquisition of IBM’s PC business by China’s Lenovo may signal the beginning of the globalisation of Chinese brands. This paper considers the current brand revolution in China, focusing on the unique challenge faced by major Chinese enterprises: how to sustain their brands in domestic competition and how to expand in the global markets. The paper is divided into two parts: it first gives a brief review of the development of marketing and branding in China since the start of economic reform in 1978, and then discusses current issues in the domestic market: changes from price competition to brand competition, as well as diversification and the role of the government. The second part examines the routes to internationalisation taken by some of China’s biggest brands; differences in their entry modes and branding strategies are analysed

Accelerated Internationalisation by Emerging Multinationals: the Case of White Goods Sector

The emergence of a "second wave" of developing-country multinational enterprises (MNEs) in a variety of industries is one of the characterizing features of globalization. These new MNEs did not delay their internationalisation until they were large, as did most of their predecessors, and often become global as a result of direct firm-to-firm contracting. Many grow large as they internationalise conversely, they internationalise in order to grow large. This is a striking pattern which, if confirmed, indicates that enterprises from developing countries have pursued distinctive approaches to internationalisation. It is a further interesting hypothesis to investigate to what extent such firms, born as suppliers of established incumbents, have leveraged on their "latecomer" status to accelerate their internationalisation. This paper documents how emerging MNEs may follow quite different patterns to reach, or at least approach, global competitiveness. In particular, it investigates how three latecomer MNEs pursued global growth through accelerated internationalisation combined with strategic and organizational innovation. Haier (China), Mabe (Mexico) and Arcelik (Turkey) emerged as Dragon Multinationals in the large home appliances (so-called "white goods") industry. This is a producer-driven global value chain, characterized by mature technology and rapid delocalization to developing countries, where not only input costs are lower, but demand growth rates are higher - giving a decided latecomer advantage to these MNEs. Haier, Mabe and Arçelik leveraged their strategic partnership with established MNEs to upgrade their operations, evolving from the production of simple goods, into new product lines developed through their own design, branding and marketing capabilities. The recipe of their success has been the ability to treat global competition as an opportunity to build capabilities, move into more profitable industry segments, and adopt strategies that turn latecomer status into a source of competitive advantage. At the same time, their experiences show that there are many strategies and trajectories for going global.Internationalisation; latecomer; MNEs; white goods; Haier; Arcelik; Mabe

Value creation by Turkish enterprises

This study focuses on the resurgence of the automotive and appliance sectors in Turkey’s recent years. The analysis of both these sectors reveals some interesting lessons about technology management and investment strategies for companies to invest in Turkey. We discuss the major changes and project the future in both industries. Turkey seems to be a clear winner though there are some factors that could reverse the trend. The research is a joint field study partne rship between Carnegie Mellon and Sabanci Universities

Optimization of Fast Moving Consumer Goods (FMCG) marketing channels in China: a case study

JEL classification: M31The operation conditions of marketing channels, regarded as the crucial external resources of enterprises, directly influence the market position of a company. Good marketing channels are significant links for enterprises to perceive market change and adjust enterprise behavior and decisions. This thesis seeks to clarify and define various factors influencing marketing channels optimization by using fast moving consuming goods (FMCG) as the focus of the research topic and by taking Rainbow Company as an example, based on data of an actual marketing channel operation and deep research on the case company. On this basis, the concept and basic framework of marketing channel optimization of FMCG enterprises has been considered from the perspective of channel relationship selection and marketing channel integration, considering the influence of direct online marketing models on traditional marketing channels. Finally, it has put forward the implementation strategy of marketing channel optimization from three aspects, building strategic alliance of marketing channels, putting more effort in developing a network channel and in strengthening regional marketing team construction by applying relevant theories and concepts of marketing channel optimization.As condições de operação dos canais de marketing, considerados como recursos externos essenciais das empresas, influenciam diretamente o posicionamento de uma empresa no mercado. Um bom canal de marketing constitui um elemento muito significativo para que as empresas se apercebam das mudanças ocorridas no mercado e possam ajustar os seus comportamentos e decisões em conformidade. Esta tese procura clarificar e definir os diversos fatores que influenciam a otimização dos canais de marketing a partir do estudo de caso da empresa Rainbow Company e adotando, como base de pesquisa, o caso de produtos de rápido consumo (FMCG “fast moving consumer goods”). Deste modo a tese definiu o conceito e o enquadramento básico da otimização de canais de marketing sob a perspetiva da seleção de relacionamentos e da integração, considerando a influência de modelos de marketing direto online sobre os canais de marketing tradicionais. Por fim, e tendo por base as teorias e conceitos relevantes, a tese desenvolveu uma estratégia de implementação da otimização de canais de marketing sob três perspetivas: construção de alianças estratégicas; reforço do desenvolvimento de redes; e reforço do desenvolvimento de equipas de marketing regional

Globalization Strategy of Emerging Chinese MNCs - A Case Study of Haier Group

Abstract In recent years, the rise of emerging market multinational corporations (MNCs) has captured much attention in the field of international business. After entering into the World Trade Organization (WTO), Chinese multinational corporations (MNCs) are trying to build their globalization strategies to meet the challenges. This paper is summarized as follows. The first chapter gives an overview of the paper including the purpose and the methodology used in the paper. This paper aims at analyzing the globalization strategies taken by emerging Chinese multinational corporations (MNCs), especially the global branding strategy. Haier Group, China's largest home appliance brand and one of the world's leading white goods home appliance manufacturers, is taken as the case study. The second chapter firstly shows the rise of Chinese multinational corporations (MNCs) in the world marketplace. Taking the chance of entering the World Trade Organization (WTO), more and more Chinese multinational corporations (MNCs) are making their way on the world stage. Then the motive and development models of globalization strategy for Chinese multinational corporations (MNCs) are analyzed. New market, raw material and advanced technology are the main motive of globalization for Chinese multinational corporations (MNCs). The original equipment manufacturer (OEM)/ joint venture (JV), acquisition and green-field investment are the main globalization routes taken by Chinese firms. The third chapter analyzing the globalization strategy of Haier Group is the main part of this paper. In this part, Haier's four strategic phases basing on analyzing its development situation and the changes of market is shown in the first. Then the internal and external forces driving Haier Group puts its globalization strategy into operation are shown. At last we can see the core international marketing strategies of Haier Group including its brand management, global Research and Development (R&D) and foreign investment overseas. Haier, Casarte and Leader are the three big brand of Haier Group, which expand its brand influence and spread its brand belief and value all over the world. To take its global Research and Development (R&D) into practice, Haier Group builds up a global technical cooperation network including wholly independent labs, Research and Development(R&D) unit and cooperative Research and Development(R&D) with universities and research institutes. Establishing joint venture (JV) and merger & acquisition (M&A) overseas is the representative way of Haier Group's foreign investment. In the forth chapter, through analyzing the strength , weakness, opportunity and threats (SWOT) of Haier Group, what the tendency of Haier’s globalization strategy will be is discussed. The last part is the conclusion of this paper. Globalization phase will be full of challenges for Chinese multinational corporations (MNCs). Haier's globalization strategy has achieved global recognition and sustainable development. Chinese firms having a willing to go abroad will get enlightenment from it.Contents Chapter 1: Introduction 3 1.1 The background and purpose 3 1.1.1 The background 3 1.1.2 The purpose 3 1.2 Methodology 3 Chapter 2: Development of Chinese MNCs 4 2.1 The rise of Chinese MNCs in the global marketplace. 4 2.2 Motive of globalization for Chinese MNCs. 8 2.3 Modes of globalization of Chinese MNCs. 11 Chapter 3 : Globalization strategy of Haier 13 3.1 Haier's strategic phases . 13 3.2 Motive of Haier's globalization strategy. 17 3.3 International marketing of Haier 18 3.3.1 Brand management 19 3.3.2 Global R&D 23 3.3.3 Foreign investment overseas 33 Chapter 4: Challenges and prospects for Haier 36 4.1 SWOT analysis of Haier 36 4.2 Tendency of Haier's globalization strategy 39 Chapter 5: Conclusion 40 References: 4

NINGBO: A REGIONAL CITY LEAPFROG INTO HI-TECH DEVELOPMENT

The dynamic development in Ningbo illustrates local changes that have their basis in government support and resources from all levels of government. The rapid development arises from a combination of excellent infrastructure, a strong private entrepreneurship and strong foreign direct Investment (FDI) to exploit the geographical location which will be further enhanced when the bridge, across Hangzhou Bay to Shanghai, is completed by 2008.Ningbo, a famous port city in China, reached in 2000 a population of six million. It is situated 100 kilometres from Hangzhou, the capital of Zhejiang province, and 150 kilometres across the water from Shanghai. In terms of geo-economics Ningbo is an integral part of the dynamic Yangtze Delta region; but Ningbo is also trying to develop its own niche based on its comparative advantage. This is an important feature of China’s regional development model. Ningbo is the native place of Ningbo Bird, the forerunner in China’s, as well as a strong contender in the global, mobile handset industry. Ningbo has traditionally been a location for car component industries with early development of spark plugs and car wheels. The Geely car company has used Ningbo for its national expansion The Ningbo car components industry is expanding fuelled by support from the mould industry and a number of private supplier entrepreneurs. There are three major moulding industry centres in China. The moulding industry in Ningbo now employs about 100,000 workers. Ningbo does not want to remain only in knowledge application but in knowledge creation too. To this end Ningbo has four national-scale development zones, one hi-tech zone and 10 provincial and municipal level development zones which cater to both shipping and trade sectors; it is widely using incubators to stimulate new technologies. The Ningbo Hi-Tech Park is an important hi-tech zone in the region. jointly developed by the Chinese Academy of Sciences and the Ningbo Municipal Government, it was opened in July 1999. In March 2004, the Chinese Ministry of Education approved the establishment of Ningbo-Nottingham China's first Sino-foreign university. The new university will be founded jointly by the University of Nottingham of Britain and the Zhejiang Wanli University in Ningbo with an investment of RMB600 million.Regional innovation system; local universities; industrial parks; incubators; clusters; industrial zones

Ecodesign and Energy Label for Household Dishwashers

European Commission launched in 2014 the revision of the ecodesign and energy-/resource label implementing measures for the product group 'household dishwashers (DW)'. The revision study follows the Commission’s Methodology for the Evaluation of Energy related Products (MEErP) and includes sections related to the scope and definition market analysis, analysis of user behaviour and system aspects, analysis of technologies, environmental and economics, design options and policy analysis and scenarios.This research was based on available scientific information and data, uses a life-cycle thinking approach, and has engaged stakeholder experts in order to discuss key issues, and to the extent possible reach consensus on the proposals The outcomes of this study provides policy makers with the evidence basis for assessing whether and how to revise the existing Regulations.JRC.B.5-Circular Economy and Industrial Leadershi

Products to services. A report for Friends of the Earth

This report explores the way in which products supply particular functions to consumers and the proposition that products should be regarded as 'deliverers of services'. It identifies various options for reconfiguring the relationship between products and services in order to meet people's needs while reducing the consequential environmental impact. These new 'productbased services' could form the basis of a trend towards a more sustainable 'functional economy'