By Jean-Paul Larcon
ISBN-10: 9812835598
ISBN-13: 9789812835598
This e-book examines the increase of chinese language businesses in overseas markets over the last 20 years of speedy enlargement of the chinese language economic climate. The fruit of a collaboration among best company faculties, HEC Paris and the college of Economics and administration of Tsinghua college, it offers a accomplished evaluation of the concepts of chinese language multinationals when it comes to foreign advertising and branding, M&As and overseas joint ventures, administration of know-how, association and human source administration, and so on.
The thoughts of numerous famous businesses are defined intimately, together with Baosteel, chook, Haier, Hisense, Huawei applied sciences, Lenovo, Nuchtech, Petrochina, TCL, Tsingtao Brewery, Wahaha, Wanxiang, and so forth.
Contents: company options of chinese language Multinationals (Z-M Jin); China's cross worldwide coverage (Z-X Li); China's Outward international Direct funding (Z-X Li); The Internationalization technique of chinese language Multinationals (R-P Kang); foreign advertising suggestions of chinese language Multinationals: The event of chicken, Haier, and TCL (Z-H Hu & G Wang); Technology-Based festival and chinese language Multinationals (J-P Larçon & G Barré); Innovation and data move in chinese language Multinationals (D-H Li); company tradition and association of chinese language Multinationals (Y-H Wang); chinese language Multinationals and international worth Chains Lenovo (F Duhamel); Alliances, Joint-Ventures and chinese language Multinationals (P Dussauge).
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Example text
Companies have more decision-making power, but in many cases corporate leaders are still nominated by the government. Another problem is that the careers of these leaders are not tied to the performance of the enterprises. Naturally, they tend to ignore changes in the business environment and long-term growth issues. — strategy can be confused with planning. Some business leaders have a long-term view and commitment, but they can also be rather ambivalent towards corporate strategy. They still equate strategy to the rigid long-term plans elaborated by the state, even if the environment or the policies are changing.
2). The specialization ratio (Wrigley, 1970) — the percentage of a firm’s revenues attributable to its largest single business — is also interesting in the case of Chinese companies. 3). In the 1970s, a wave of diversification spread throughout the world. In the 1980s, Chinese enterprises also tried to adopt diversification strategies, looking for new growth opportunities. After the 1990s, there were numerous instances of failed diversification. But despite the failures, the strategy of diversification is still popular among enterprises in China.
2). The specialization ratio (Wrigley, 1970) — the percentage of a firm’s revenues attributable to its largest single business — is also interesting in the case of Chinese companies. 3). In the 1970s, a wave of diversification spread throughout the world. In the 1980s, Chinese enterprises also tried to adopt diversification strategies, looking for new growth opportunities. After the 1990s, there were numerous instances of failed diversification. But despite the failures, the strategy of diversification is still popular among enterprises in China.