How large Chinese companies establish international competitiveness in other BRICS: The case of Brazil
How large Chinese companies establish international competitiveness in other BRICS: The case of Brazil
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DOI：
10.1057/abm.2013.17
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发表时间：
2013-12
影响因子：
3.9
通讯作者：
H. Jansson;S. Söderman
中科院分区：
文献类型：
--
作者：
H. Jansson;S. Söderman
基于溯因法，本文对两家在中国从事建筑设备行业的跨国公司进行了案例研究。这些公司还没有与全球主要公司直接竞争。这是因为中国企业主要在低价格领域建立了国际竞争力。一个主要的结果是一个理论的初步国际化战略的中国企业。欧洲跨国公司和其他主要现有企业的主要战略对策似乎是进入新兴市场的低价市场，例如，通过收购中国当地品牌。
Based on an abductive approach, a case study is performed on two Chinese multinational corporations (MNCs) operating in the construction equipment industry. These firms do not yet compete directly with major global firms. The reason for this is that Chinese firms have mainly built up international competitive strength in the low-price segment. A major result is a theory on the initial internationalisation strategy of Chinese firms. The main strategic counter-move by European MNC and other major incumbents seems to be to enter the low-price segment in emerging markets, for example, by acquiring local Chinese brands.