A Study on the Knowledge Translation Between MNE’s Headquarter and its Overseas Subsidiaries: The Case of the Korean CJ O Shopping in the Chinese Market Entry

2011 ◽  
Vol 15 (2) ◽  
pp. 87
Author(s):  
Joong-Woo Lee ◽  
Hyeon Ju Kim ◽  
Soon-Gwon Choi
Keyword(s):  
Knowledge Translation ◽  
Market Entry ◽  
Chinese Market ◽  
Overseas Subsidiaries

Uber China

2017 ◽  
pp. 1-5
Author(s):  
Alice M. Tybout
Keyword(s):  
Market Entry ◽  
The Other ◽  
Customer Acquisition ◽  
Market Opportunity ◽  
Brand Positioning ◽  
Chinese Market ◽  
Ride Sharing ◽  
Industry Leader ◽  
The Relationship

Uber China is a strategy pricing case that examines the role of customer acquisition tactics and brand positioning in entering the tantalizingly large Chinese market. The case adopts the perspective of an outside observer looking at Uber's efforts to compete in China from its entry in 2013 to its exit through its acquisition by Didi Chuxing, the highly dominant industry leader in China's ride-sharing market. After laying out the market opportunity, consumer and competitive landscape, and the various acquisition-related moves of Uber and the other major players, the case asks students to conduct a postmortem on Uber's failure in China. Specifically, they must consider what drew Uber to the opportunity in China and what it might have done differently in terms of positioning and customer acquisition to compete more effectively. First and foremost a pricing-related discussion, the case illustrates the relationship between pricing and acquisition tactics and brand positioning and the use of both in market entry and penetration.

Qualcomm in China (B)

2002 ◽  
Vol 06 (02) ◽  
pp. 101-128 ◽  
Author(s):  
Joel West ◽  
Justin Tan
Keyword(s):  
Market Entry ◽  
Political Risk ◽  
Chinese Government ◽  
Chinese Market ◽  
Telecommunications Reform ◽  
Political Relations

Case (B) covers Qualcomm's efforts from the mid 1990s to the present in getting CDMA adopted in the rapidly growing Chinese market. The case was originally designed to highlight the issues of political risk and transparency given the role of the Chinese government in decisions by state-owned enterprises and the highly volatile context of U.S.-China political relations. But the case also presents traditional problems of market entry and the ambiguities inherent during ongoing efforts for telecommunications reform.

“Testing the water” – prior-online market entry in China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sina Hardaker ◽  
Ling Zhang
Keyword(s):  
Market Entry ◽  
Consumer Preferences ◽  
Academic Research ◽  
Chinese Market ◽  
Conceptual Approach ◽  
Content Type ◽  
Strategic Response ◽  
Organizational Challenges ◽  
Entry Strategy ◽  
Online Stores

PurposeThe paper aims to investigate the new market entry strategy of the international grocery retailers Aldi Süd and Costco in China; analyzing if and how their prior-online market entry reflects a strategic response to organizational challenges in the Chinese market, which is a pioneer in the use of digital technologies and the provision of digital services.Design/methodology/approachThe article identifies major challenges faced by international grocery retailers in China and discusses these with the help of the conceptual approach of embeddedness. The paper is based on expert interviews with senior executives of the two international retailers and other retail specialists and consultants.FindingsThe prior-online market entry by Aldi Süd and Costco represents a strategic response to organizational challenges that have to be faced in an increasingly challenging and highly digitalized Chinese market. Prior-online market entry allows the two retailers to experiment with the unique and heterogeneous Chinese market and build network and territorial embeddedness to facilitate the establishment of the physical store network. Both retailers utilize online stores to build relation and network with suppliers and customers and to understand Chinese consumer preferences. Yet, the localization strategy of Aldi Süd and Costco vary greatly.Originality/valueGrocery retailers' prior-online expansion strategy has not yet been the focus of academic research. In regard to global grocery retailers, such as Aldi Süd and Costco, previous research argued that they were prepared to accept a lower expansion speed in order to expand at minimum risk and cost and mainly in countries which are regarded as having higher cultural proximity. The paper reveals the potential of the prior-online market entry strategy to change the internationalization behavior of grocery retailers. In addition, it contributes to the understanding of the evolution of market entry strategy into advanced digital economies in the coming new decade.

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