Marketing PCs to China

Li, Zhang G.; Murray, L. William; Efendioglu, Alev M.

doi:10.1016/s0007-6813(02)00261-6

Cited by 2 publications

(16 citation statements)

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“…A successful MNC strategy therefore has to include not only top quality products but it also has to target the volume, value-for-money segment, supported by aggressive localisation to get costs down (Li et al, 2002;Glasse, 2002). It involves operating in a similar manner to the way the successful local Chinese competitors are operating.…”

Section: How Can European Mncs Compete In China?mentioning

confidence: 99%

“…(1) By assembling imported parts locally, tariff costs can be reduced by about 20 per cent (Li et al, 2002). (2) A 15-20 per cent cost saving can be achieved by sourcing parts locally.…”

Section: How Can European Mncs Compete In China?mentioning

confidence: 99%

“…When "growth" is usually a central tenet of the MNC's rationale for being in the China market, this erosion of the premium-priced segment then presents a challenge to the logic of their entire China strategy. (Li et al, 2002). There are three tiers of suppliers now in the Chinese PC market:…”

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confidence: 99%

“…(est. 12-13 per cent share, and declining -with the probable exception of Dell) (Li et al, 2002;Asiainfo China Daily News, 2003;Interfax Information Services, 2003d;Webb, 2003;Elder, 2004 Li et al, 2002;SinoCast, 2003c;Webb, 2003;Interfax Information Services, 2004b). …”

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confidence: 99%

“…Broadly, the foreign players have been pursuing differentiation strategies, seeking to defend their price-premiums, as follows (Li et al, 2002):…”

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confidence: 99%

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The China market and European companies

Choi

Nailer

2005

European Business Review

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Purpose -The purpose of this paper is to illustrate the changing nature of competition in China. China received over $60 billion in foreign direct investment in 2003, and its economy is already the world's second largest in PPP terms. Thus, there is a tremendous need for executives to understand the changing business environment in China. Design/methodology/approach -The methodology is primarily theoretical complemented by applied cases of foreign companies and their experiences in the Chinese business environment. Findings -Multinational companies face intense price pressure competition in China. The primary factor is due to the growing competitiveness of local Chinese competitors. Practical implications -China is a complex market combining a transition economy, deflationary economic conditions and local competitors that learn about global products and services in the shortest possible time. Multinational companies are underestimating the speed at which Chinese companies are becoming globally competitive. Originality/value -Existing business and management research on China has tended to focus either on the transitional nature of the Chinese economy, or on the nature of competition among multinational corporations. This paper illustrates the importance of emphasising China's local companies, that are rapidly becoming multinational corporations.

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Section: How Can European Mncs Compete In China?mentioning

confidence: 99%

“…(1) By assembling imported parts locally, tariff costs can be reduced by about 20 per cent (Li et al, 2002). (2) A 15-20 per cent cost saving can be achieved by sourcing parts locally.…”

Section: How Can European Mncs Compete In China?mentioning

confidence: 99%

mentioning

confidence: 99%

mentioning

confidence: 99%

“…Broadly, the foreign players have been pursuing differentiation strategies, seeking to defend their price-premiums, as follows (Li et al, 2002):…”

mentioning

confidence: 99%

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The China market and European companies

Choi

Nailer

2005

European Business Review

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The Information System Strategies of MNC Affiliates

Lai

2008

Journal of Global Information Management

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This article applies a technology-organization-environment framework to evaluate the determinants of the global information systems (GIS) strategies of foreign affiliates. The results indicate that IT maturity, parent resource dependency, cultural distance, restrictive regulations, and local competition are significant determinants of GIS strategy. We also find that the integration-responsiveness model can be applied to explain GIS strategies and their implementation. These findings provide additional insight into the complex relationship between headquarters and affiliates in GIS management. We conclude by discussing the implications of our findings for both research and practice.

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Marketing PCs to China

Cited by 2 publications

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The China market and European companies

The China market and European companies

The Information System Strategies of MNC Affiliates

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