Binggrae's Entry Strategy and Success Factors in the Chinese market: A Case of Banana-flavored Milk

2019 ◽  
Vol 42 (2) ◽  
pp. 55-81
Author(s):  
Kang-Mun Lee ◽  
Taewoo Roh
Keyword(s):  
Success Factors ◽  
Chinese Market ◽  
Entry Strategy

Success Factors for Managing International Joint Ventures: A Review and an Integrative Framework

2007 ◽  
Vol 3 (2) ◽  
pp. 277-310 ◽  
Author(s):  
Michael Nippa ◽  
Schon Beechler ◽  
Andreas Klossek
Keyword(s):  
Joint Ventures ◽  
Success Factors ◽  
Empirical Studies ◽  
International Joint Ventures ◽  
Future Research ◽  
Chinese Market ◽  
Global Business ◽  
Integrative Framework ◽  
International Joint ◽  
Organizational Mode

International joint ventures (IJV) are an important organizational mode for expanding and sustaining global business and have been of special relevance for the emerging Chinese market for decades. While IJVs offer specific economic advantages they also present serious management problems that lead to high failure rates, especially in developing countries. Because of the strategic relevance of IJVs and corresponding management challenges, research on success factors for managing IJVs in China has received broad attention, resulting in a variety of studies. However, there are no conceptual syntheses of the literature to date and further development in the field is hampered by both a lack of consolidation of what is known and identification of viable avenues for future research. We address this gap by building on existing concepts in the field, developing them further and synthesizing them into an integrative, theory-based framework of IJV success factors. We use this framework to systematically depict the results of both empirical studies related to Sino-foreign IJVs and to IJVs in general. Finally, we draw important implications from the research and propose potential paths for future study.

“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.

scholarly journals Success Factors of Small and Medium-Sized International Enterprises in the Chinese Market from the Perspective of Polish Direct Investment (Cultural Approach)

2011 ◽  
Vol 14 (1) ◽  
pp. 19-40
Author(s):  
Krystyna Iwińska-Knop ◽  
Jarosław Linka
Keyword(s):  
Direct Investment ◽  
Global Economy ◽  
Success Factors ◽  
Business Practices ◽  
Key Factors ◽  
Chinese Market ◽  
Cultural Elements ◽  
Business To Business ◽  
Business Sectors ◽  
Practical Recommendations

Globalization has resulted in increasing transfer of firms operations, regardless of their size, to other countries. The recent dynamic emergence of China in the global economy, connecting with the vast inflows of foreign direct investment in their territory and common adjustments problems of many Western companies, has resulted in growing interest for best suitable business practices to this culturally and socially different environment. In this article, the key factors critical to the success of international companies in this region are introduced, with particular consideration to indigenous cultural elements and specific operation requirements of small and medium-sized enterprises in Business-to-Business sectors. The presented information are based on the broad literature review, five years of direct observation and thirty eight interviews conducted with Polish managers directly residing in China. In addition, some practical recommendations for managers and further research are given.

Chinese M & A in Europe

2015 ◽  
Vol 25 (4) ◽  
pp. 346-370 ◽  
Author(s):  
Francesca Spigarelli ◽  
Ilan Alon ◽  
Attilio Mucelli
Keyword(s):  
Construction Industry ◽  
Success Factors ◽  
Emerging Market ◽  
Chinese Market ◽  
Content Type ◽  
Key Success Factors ◽  
Specific Factors ◽  
Practical Implications ◽  
Country Specific

Purpose – This paper aims to examine the global competitiveness of an emerging market multinational (EMM) from China through the case of a major European acquisition, in Italy, in the heavy construction industry. Country- and firm-specific factors are considered. Horizontal integration in this oligopolistic industry changes the industry dynamics, with significant implications for its players. Design/methodology/approach – The paper follows case study methodology and triangulates data through a literature review, an examination of available company data and interviews of key personnel. Firm- and country-specific factors, both advantages and disadvantages, including the business environment in the construction industry, globally and regionally, are analyzed. Findings – The paper identifies several key success factors at the firm level, including the integration of research and development, marketing and sales; the development of extensive communication and trust among the managers of both companies; the exploitation of the Chinese market as a source of demand; and the shifting of selected production lines to the Chinese market. Research limitations/implications – The traditional models of country-specific advantages/disadvantages and firm-specific advantages/disadvantages are augmented by examining the host market and industry task environments. Host country-specific factors for successful integration include favorable local conditions, both in terms of endowments and institutions, and an industrial cluster with supporting firms and services. Practical implications – Following the case study, managers can refer to the key success factors to emulate “best practices”. The paper concludes with a heuristic developed by the Chairman of Zoomlinon, Chunxin Zhan, underlining five principles for a successful EEM acquisition: understanding, sharing, responsibility, compliance and coordination. Originality/value – This paper develops a deep case study analysis and provides useful theoretical and practical implications with reference to Chinese acquisition in the Western markets.

scholarly journals Strategies and service innovations of haitao business in the Chinese market

2016 ◽  
Vol 10 (1) ◽  
pp. 101-121 ◽  
Author(s):  
Caixia Liu ◽  
Jinhwan Hong
Keyword(s):  
Value Chain ◽  
Success Factors ◽  
Service Innovation ◽  
Innovation Process ◽  
Product Category ◽  
Comparative Case Study ◽  
Chinese Market ◽  
Chinese Consumers ◽  
Content Type ◽  
Innovation Strategies

Purpose Chinese consumers’ cross-border internet shopping, so called “haitao” is an emerging popular trend in China. Haitao can be understood as service innovation process because it creates new market spaces and provides differentiated values for Chinese customers. Design/methodology/approach This study aims to explore the service innovation strategies and success factors of haitao business in the Chinese market. The authors selected two successful haitao sites of Amazon.cn and Gmarket.co.kr, as representatives of a global player and a niche player, and conducted a comparative case study to analyze their service innovation strategies and key success factors. Findings This comparative case analysis based on value chain framework revealed some common success factors such as trust, advanced system and alliances as well as their service innovation efforts. Amazon has advantages such as efficient logistics system and global sourcing, whereas Gmarket has advantages such as product category, sales promotions, and payment system. Originality/value This study provides some implications for managers with localization, alliances and platform strategies.

Got the Results, Now What Do You Do?

2012 ◽  
Vol 2 (1) ◽  
pp. 25-33 ◽  
Author(s):  
Michaela Heese
Keyword(s):  
Safety Culture ◽  
Success Factors ◽  
Service Providers ◽  
Transformation Process ◽  
Driving Safety ◽  
Critical Success ◽  
Culture Transformation ◽  
Survey Results ◽  
Air Navigation Services ◽  
Navigation Service

Members of the Civil Air Navigation Services Organisation have committed themselves to measure and improve safety culture within their organizations by 2013 ( CANSO, 2010 ). This paper attempts to offer support to air navigation service providers that have already implemented a standardized safety culture survey approach, in the process of transforming their safety culture based on existing survey results. First, an overview of the state of the art with respect to safety culture is presented. Then the application of the CANSO safety culture model from theory into practice is demonstrated based on four selected case studies. Finally, a summary of practical examples for driving safety culture change is provided, and critical success factors supporting the safety culture transformation process are discussed.

Success Factors of Cluster Management

2011 ◽  
Author(s):  
Vesa Routamaa ◽  
Asko Saatsi
Keyword(s):  
Success Factors ◽  
Cluster Management

Critical Success Factors for Twinning Measure

2018 ◽  
Author(s):  
Franka Cadée ◽  
Marianne J. Nieuwenhuijze ◽  
Antoine L. M. Lagro-Janssen ◽  
Raymond de Vries
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success
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