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 1~1.~) Massey University
II\"' ,,.

Department of Co,mmerce

International Marketing Strategies of

Chinese Multinationals: The Case Studies of
Haier and Lenovo

Jian Guo

04116208

A 156.799 research report submitted in partial fulfillment of the requirements for a

(Master of Management in Marketing) at Massey University

Auckland, New Zealand

2007
MA1r11r(11li1ff1i11'i111111iiiry vember
1061818210
 A

"I declare that this research study is entirely the product of my own work and that it has

not been taken from the work of others. When the work and ideas of others have been

used in the study, the work has been properly cited in the text."

Signature:
 Abstract

Recently, multinationals emerging from transition economies have drawn a great deal

of interest from marketing researchers. In particular, Chinese multinationals which

have had assistance and encouragement from their government are entering into the

international marketplace. It is noticeable that many Chinese multinationals have

already performed aggressively in the global market. The aim of this study is to

identify the international marketing strategies used by Chinese multinationals and to

compare them with the findings of the existing literature. This research adopts a cross

case study approach and it will primarily use secondary data collected from multiple

sources, such as journal articles, published interviews and Internet databases.

A review of the current academic literature on this issue indicates that few studies

have been conducted in the area of Chinese multinationals' international marketing

strategies. Most of the studies have concentrated on western successful

multinationals' internationalisation and marketing strategies. Based on the in-depth

analysis of two Chinese multinationals; Baier, and Lenovo; this report serves not only

to provide Chinese multinationals with knowledge and information regarding global

marketing strategies, but also contributes to the academic literature by emphasising an

understanding of how Chinese multinationals compete in global markets.

 Acknowledgements

I would like to take this opportunity to express my sincere gratefulness to my

supervisor, Professor Sylvie Chetty, for her professional and kind guidance, advice

and encouragement. I appreciate her persistence and patience in helping me to

complete this research and her knowledge has been precious for me.

I would also like to thank my advisor, Mrs. Sandy Bulmer, Dr. Ellen Rose and Dr.

Henry Chung for their suggestions and advice during the progress presentation

semjnars and also Massey University for providing me with the opportunity and

resources to complete this research.

Finally, I want to thank Dennis Li and Henry Liu for sharing information and working

closely with each other throughout the whole year.

11
 Table of Contents

Abstract

Acknowledgements ii

Table of Contents iii

List of Tables and Figures V

Chapter 1- Introduction: 1

1.1 Background 1
1.2 Purpose of the Study: 3
1.3 Research Questions: 3
1.4 Report Structure: 3

Chapter - 2 Literature Review: 5

2.1 U-model: 5
2.2 Elaborations on internal development: 9
2.3 Elaborations on acquisition: 10
2.4 Significance of the choice of foreign market entry mode: 11
2.5 Psychic distance: 12
2.6 International marketing strategies: 12
2.7 International product strategies: 13
2. 7 .1 Balance between product standardisation and adaptation: 13
2.7.2 Significance of product standardisation and adaptation: 14
2.8 International promotion strategy: 16
2.8.1 International branding strategies: 17
2.8.2 Re-branding: 18
2.9 International pricing strategy: 19
2.10 International distribution strategies: 20
2.10.1 Relationships in distribution: 22

Chapter 3 - Methodology: 23

3.1 Research approach: 23

3.2 Data collection procedures: 25
3.3 Company background: 26
3.3.1 Company background: Haier Group Ltd. 26
3.3.2 Company background: Lenovo Ltd. 27

Chapter 4 - Case Study One: The Haier Group 29

4.1 Internationalisation entry mode strategy of Haier: 29

4.1.1 The trial overseas production stage: 30
4.1.2 The extensive overseas production stage: 31

lll
4.2 Haier international product strategies: 35
4.3 Haier international promotion strategies: 38
4.4 Haier international pricing strategies: 40
4.5 Haier international distribution strategies: 41
4.5.1 E-distribution: 42

Chapter 5 - Case Study Two: Lenovo 43

5.1 Lenovo internationalisation entry mode strategy: 43

5.1.1 The exporting stage: 43
5.1.2 The overseas expansion stage: 44
5.1.3 Smooth transaction: 47
5.2 Lenovo international product strategy: 48
5.3 Lenovo international promotion strategy: 49
5.3.1 Re-branding strategies: 51
5.4 Lenovo international pricing strategy: 52
5.5 Lenovo international distribution strategy: 53

Chapter 6 - Discussion: 56

6.1 Internationalisation entry mode strategies of Chinese multinationals: 56

6.2 International product strategies of Chinese multinationals: 60
6.3 International promotion strategies of Chinese multinationals: 61
6.4 International pricing strategies of Chinese multinationals: 62
6.5 International distribution strategies of Chinese multinationals: 62

Chapter 7 - Conclusion: 64

7.1 Managerial implications: 66

7 .2 Limitations: 67
7.3 Directions for future research: 68

References: 71

IV
 List of Tables and Figures

Table 1: Differences between Chinese multinationals and the traditional view of

internationalisation _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ 59

Figure 1: Haier's overseas productions strategies _ _ _ _ _ _ _ _ _ _ _ _ 35

Figure 2: Path of Haier's International expansion process (Liu and Li, 2002) __ 57

V
Chapter 1- Introduction:

1.1 Background

Since the late 1970s, China has enjoyed an incredible period of economic growth , and

today China is the fastest-growing country in the global economy. With President

Deng Xiaoping's successful open-door policy, China's GDP has grown by 9.3%

annually, which is three times faster than the US economy (Zeng and Williamson,

2003). W ith a population of 1.3 billion, China has become one of the most attractive

markets in the world. By joining the World Trade Organization (WTO) in 2001,

China today plays a significant role in the global economy, with mainland China

viewed as the workshop of the world. With the coming 2008 Olympic Games being

held in Beijing, China has been noticed by most advanced countries as a sleeping

giant which is now waking up.

On the internal front, under the successful market reforms and the open-door policy,

China has benefited from an invite-in strategy, with a large quantity of foreign capital

and investments directly entering the world's most potential consumer market. On the

international front, many multinationals have ignored the emergence of Chinese

enterprises as powerful rivals. Chinese multinationals, like their ancestors who built

the Silk Road thousands of years ago, face huge opportunities, large challenges and

inspiring prospects. More and more Chinese multinationals are looking at the overseas

market potentialities, by utilising their advantages in areas such as low labour costs

and raw material resources.

The government plays a significant role in the internationalisation process of Chinese

enterprises, and the global ambitions of Chinese enterprises have been encouraged by

1
both the local and national governments. Chinese enterprises have begun to fulfil

internationalisation based on their experimental basis. Meanwhile, the Chinese

government has implemented a flexible and practicable approach to monitoring their

international processes.

Entering the WTO had given Chinese companies chances and opportunities to present

themselves on the international stage. This symbolises the ambitions and desires of

Chinese companies to expand globally. In their globali sation efforts they are driven

by two forces; acquiring new technologies , and exploring new markets. Many

Chinese multinationals have been exploiting the process of globalisation, in such

areas as international brand image, participation in world-class technological

standards, competition with global players, global sourcing and overseas market

experi ences and knowledge, among others.

Though China's export growth has been primarily driven by foreign and

foreign-in vested enterprises, some Chinese multinational s are starting to emerge as

substantial global competitors. The Haier Group, Lenovo, TCL, Changhong, Glanza

and Huawei are some of the best examples of Chinese companies, which are

becoming active international players in the new century.

Today, it is difficult to find a store in a Western market which does not sell products

labelled Made in China. In the twenty-first century, China has already overtaken

Japan as the largest manufacturer and exporter of consumer goods. China has become

the world's number one manufacturer in 172 product categories of various consumer

and industrial goods (Barboza, 2006).

2
1.2 Purpose of the Study:

Chinese multinationals are typically government policy supported and guided. As a

result, their processes and strategies in internationalisation have shown differences in

their overseas markets' business operations in comparison with Western

multinationals. The purpose of this study is to identify the international marketing

strategies used by Chinese multinationals and to compare them with the findings of

the existing literature.

1.3 Research Questions:

1: What entry mode strategies do Chinese multinationals (Haier and Lenovo) use in

international markets, and are there any differences in entry mode strategies between

the successful Western multinationals (Uppsala model) and Chinese multinationals?

2: As latecomers, in order to successfully gain global market share, what international

marketing strategies (product, promotion, pricing and distribution) have Chinese

multinationals (Haier and Lenovo) implemented in comparison with Western

multinationals?

1.4 Report Structure:

The research report is divided into seven chapters. Chapter 1 presents a brief

introduction to the Chinese economy and Chinese multinationals' global ambitions. It

is fol.lowed by the reasons for conducting this research and the research questions.

Chapter 2 presents a review of the related literature, the internationalisation U-model

(Johanson and Vahlne, 1977) and international marketing strategies, given the

3
existing theories. Chapter 3 is composed of the methodology used in this research and

the two companies' backgrounds. Chapter 4 provides the case study of Haier, with

Chapter 5 presenting the case study of Lenovo. Chapter 6 discusses the findings, with

cross comparisons between the cases. Comparisons are also made with the existing

literature. Chapter 7 presents the conclusions, the managerial implications of this

research, the limitations and future research directions.

4
Chapter - 2 Literature Review:

Under the current global dynamic business environment, one of the most prominent

and prevalent trends in doing business is the internationalisation of ambitious

companies and the globalisation of markets in terms of merchandise and services.

Most of the international firms cannot deny that these trends have been affecting and

influencing companies' international strategies over time. Therefore, the exploration

of internationalisation and globalisation of the international marketpl ace is of

enormous significance.

2.1 U-model:

The most well-known original internationalisation model is the Uppsala model (the

U-model) which was developed at the University of Uppsala, Sweden. The Uppsala

model was developed in the 1970s by Johanson and Wiedersheim-Paul (1975) and

Johanson and Vahlne (1977; 1990), from the case study of a Swedish manufacturing

industry. The Uppsala model describes the internationalisation process as a

step-by-step commitment within the company's different levels of internationalisation.

They distinguish between four different modes of entering international markets. The

theory is outlined as follows .

Stage 1: No regular exporting activities

Generally, companies in this stage primarily focus on the domestic market, without

any exporting activities.

Stage 2: Exporting via independent representatives (agents)

5
Indirect exporting means that intermediaries are located in the domestic market and

help companies to contact, and reach, international buyers (Jeannet and Hennessey,

2004). This means that the intermediaries (middleman) in the home country will

re-sell the products to overseas markets. In comparison with direct exporting, indirect

exporting involves less risk, because the firm does not need to undertake any

exporting operations. The manufacturer will not, however, gain any knowledge, or

information, about the international markets.

Stage 3: Establishment of an overseas sales subsidiary

This stage implies that the firm establishes its own exporting department and market

its products through local intermediaries located in the overseas markets (Kotabe et al.,

2005). This stage is also called direct exporting. The firms sell products to overseas

customers who are normally agents, or distributors, that resell products to local

customers. Generally speaking, direct exporting implies that firms make a substantial

commitment in the international market. More often, direct exporting involves of

handling of a large quantity of foreign contacts.

Stage 4: Overseas production/manufacturing units

A familiar type of international entry mode is the domestic manufacture of an

enterprise's product. Apparently, many international enterprises have benefited from

manufacturing firms' local offerings, rather than through supplying certain regional

markets with products, or services, produced elsewhere (Jeannet and Hennessey,

2004). Acquisition and internal development are the two most commonly used direct

modes of entry strategies, which have been adopted by many global and regional

6
companies (Doole and Lowe, 1999; Bradley, 1995; Onkvisit and Shaw, 1997; Kotabe

et al., 2005).

Internal development operations occur when companies decide to custom-build

foreign expansions in order to satisfy local consumers (Hill, 2005). Hill also pointed

out that there are a number of advantages in adopting internal development strategy.

First, there is no need to deal with existing management and facilities in order to

establish operations for other requirements. Further, it provides the capability of

initialising new operations in local, or regional, markets using the firm's technology

and expertise, management structures and corporate cultures. On the other hand,

internal development strategy provides parent companies with complete control of

start-up developments and local market strategies. There are some internal

development disadvantages which have to be noted, such as the necessity of the firm

to establish its own channel, supplier, and distributor relationships in the local market.

The local competitors have time to design strategies to cope with new entrants, as

well as the risks that involve the resources committed in the new markets and

temporarily financial losses due to slow market growth (Kotabe et al., 2005).

Jeannet and Hennessey (2004) indicated that international enterprises normally make

acquisitions, as this is much quicker than internal development in entering the target

market. In addition, acquisition is also considered to be faster and cheaper than setting

up a wholly-owned manufacturing subsidiary, which could help the firm to build a

global market presence much more quickly. Apart from the above reasons,

international companies made acquisitions in foreign market segments as an existing

way of entry with " .. .institutional support and a working network of suppliers,

7
intermediaries, and customers" (Bradley, 1995, p.354). The reasons for international

firms adopting acquisition strategy include product and geographic diversification,

acquisition of resources in terms of technology, information, management and

marketing and quicker entry to new markets (Onkvisit and Shaw, 1997).

As far as the entry modes are concerned, licensing and joint ventures are taken into

consideration in later stages of internationalisation modes (Anderson, 1993).

The Uppsala model has been recognised and accepted as being broadly applicable to

internationalisation processes. The original model has since been redeveloped into

incremental steps. First of all , firms which have surplus and excess resources can be

expected to take larger internationalisation steps. Secondly, when a market is under

conditions of stability and homogeneity, pertinent market knowledge can be obtained

in ways other than through experience. Thirdly, if the firm has substantial experience

from markets which have similar characteristics, it could be capable of generalising

this experience to a specific market (Johanson and Vahlne, 1993).

Recently, the Uppsala model has been under criticism due to its too deterministic and

sequential logic (Turnbull, 1987; Reid, 1983), but not due to its inability to describe

firm's stage-skipping (Oviatt and McDougall, 1994). Turnbull (1987) also

emphasized that a firm's previous exporting experiences have no relationship with the

choice of entry mode. Turnbull and Valla (1986) challenged the concepts of the

U-model. Their study explained that there is no need for firms to undertake any

particular and steady pattern in the process of internationalisation. Due to every

country having its own characteristics, a firm can select various entry modes.

8
2.2 Elaborations on internal development:

Internal development happens while an enterprise, whether lately established, or

already in operation, begins trading on a consistent basis in an existing market

segment from which it was previously absent (Yip, 1982). The new firm always

establishes a new manufacturing subsidiary by sending key administrators who hire

employees locally, start up the new business gradually and build networks with local

business partners, communities and institutions (Barkema and Vermeulen, 1998).

Internal development allows the parent company to hire a new labour force and

management team, which can leverage the parent company's specific and expertise

advantages from its headquarters (Buckley and Casson, 1998). If an enterprise with

competent technological expertise and capabilities acquires a local company with

inferior technological expertise and capabilities, more often than not the parent

company has to transfer and install its technologies to the newly acquired firm and,

thus, the expertise and capabilities are needed for the acquired firm to learn new

routines, rules, procedures, company cultures and strategies as well (Muller, 2000).

Product-diversified multinationals have comparatively competent technological

expertise and capabilities, because they take advantage of " .. . multiple learning

chances when staying within cognitive and organizational limits on information

sharing between divisions and between divisions and headquarters" (Chang and

Rosenzweig, 2001, p.751). Such firms are, thus, probably more able than either

single-business companies, or intensive product-diversified companies, to establish

new ventures in foreign markets. If multinationals follow vertical global expansions,

this will exploit the company's resources, expertise and capabilities and the firm may

set up a new venture in new markets, by acquiring local employees (Barkema and

9
Vermeulen, 1998). Brouthers and Brouthers (2000) stated that internal development

assists multinationals to acquire more synergies than can acquisitions. Contrarily,

acquisitions may create barriers in gaining synergies, because of rival products, or

services, or the lack of product/service expertise and capacities in the recently

acquired business. Agarwal and Ramaswami (1991) argued that international

enterprises processing superior capabilities to develop differentiated product offerings

are more likely to undertake internal development strategies.

2.3 Elaborations on acquisition:

An acquisition investment occurs when an established contestant in an existing

market segment is acquired by a company which has not previously been participating

in that market segment. The acquirer ought to have the intent to exploit the acquired

firm as a base for further expansion, and not just view it as an investment (Yip, 1982).

In terms of acquisition, the international enterprise purchases at least part of the equity

of an existing company in a particular region. The acquisition allows the company to

acquire new technological resources, which can substantially assist the parent

company's internal development (Barkema and Vermeulen, 1998). In particular, the

high-tech enterprises prefer obtaining innovative technology by acquiring foreign

companies from other regions (Yip, 1982). In contrast, enterprises with competitive

technological expertise and capabilities prefer entering foreign markets through

internal development. Dikova and Witteloostuijn (2004) stated that acquisition of

knowledge is a significant source of managerial expertise and knowledge learning in

the form of organisational experience and environmental scanning. Brouthers and

Brouthers (2000) indicated that technologically intensive multinationals lacking local

market-knowledge and experience might seek to gain the knowledge and experience

10
by acquisition. If an international enterprise decides to pursue a product

diversification strategy, such a firm will prefer to follow an acquisition strategy by

obtaining essential resources and product-specific knowledge (Buckley and Casson,

1998). Hennart and Park (1993) continuously implied that, by undertaking acquisition,

Japanese enterprises acquired significant human resources which possess important

information and that similarly, acquisitions of foreign companies are capable of

obtaining local successful brand names and combining these brands with the entrant's

firm-specific management and marketing resources.

2.4 Significance of the choice offoreign market entry mode:

According to Bradley (1995), the relationship between market strategy, complexity of

international markets and mode of market entry must be integrated to allow the firm

to make an optimum choice of entry strategies. The appropriateness of a specific entry

mode relates to the ease, or difficulty, with which a firm can enter new international

markets (Gannon, 1995). Harold and Rod (1998) indicated that the choice of method

of entry into foreign markets for many firms is a fundamental and critical decision in

international marketing, as the entry technique will influence the rest of the marketing

programme. Many studies in this field have argued that there is no, one, single ideal

entry strategy for foreign market entry. Harold and Rod (1998) also stated that it is not

a practical strategy to enter all markets using a single entry method. Many large

multinationals adopt multiple entry strategies, each reflecting different levels of

commitment and resources, as well as the dynamic nature of international markets,

which makes it difficult to adopt a single entry method which will work effectively in

all markets. Indeed, a company's entire international marketing programme might be

substantially determined by how it chooses to enter foreign countries and the market

11
entry methods chosen have to relate to the company's overall strategy, goals and the

time periods in which it wishes its objectives to be achieved (Bennett and Blythe,

2002).

2.5 Psychic distance:

To explain the incremental internationalisation process, it has been hypothesised that,

when companies approach international markets, the successively greater psychic

distances will be taken into consideration. The concept of psychic distance has been

regarded as a factor preventing, or disturbing, the flow of information between

company and market. This factor is composed of differences in language, cultural

backgrounds, political systems, level of education and industrial conditions (Johanson

and Vahlne, 1977). Johanson and Wiedersheim-Paul's (1975) case study

demonstrated that the firm follows a pattern of entering new markets with

successively greater psychic distances. The Uppsala model advocates that psychic

distance plays a significant role in firm's internationalisation process.

2.6 International marketing strategies:

Kahler and Kramer (1977) implied that international marketing is a combination of

exporting, or producing, and marketing multi-domestics, without the goods crossing

national borders. Bennett and Blythe (2002) indicated that international marketing

considerations is a collection of activities, including product designs and development,

advertising and promotion, public relations, sales promotions, determination of selling

prices, personal selling, post-sale services and distribution systems. They stated that

international marketing strategy is concerned with product positioning, branding

strategies, choice of target country, entry mode strategy and the use of international

12
media for promotions. The dominant factors in the international marketing processes

are that the company has permanent business operations in two, or more, countries.

The processes are composed of interactions and inter-relations within economic,

cultural and political issues (Fayerweather, 1982).

2. 7 International product strategies:

In order to achieve international success, enterprises make every effort to meet and

satisfy the demands of the markets, but only if the products, or services, provided are

suitable and eligible for meeting their objectives (Doole and Lowe, 1999). The motive

that mainstream companies to originally develop foreign markets is to provide a cost

effective method of creating new market chances and increased requirement for a new

product, a domestic product range, or simply to off-load surplus capacity (Doole and

Lowe, 1999).

2.7.1 Balance between product standardisation and adaptation:

When introducing firms' offerings into international markets, it is always important

for multinationals to weight the benefits of standardising products globally versus

adapting products to local markets. Researchers have long debated the choice of

product adaptation/product standardisation (Cavusgil, Zou and Naidu, 1993).

Additionally, many researchers have advocated product standardisation not only

because of the economies of scale, but also due to the homogeneity of global markets

(Levitt, 1983; Ohmae, 1985). On the other hand, some researchers are sceptical about

the feasibility and benefits of product standardisation, due to different consumer

habits and diverse demands, as well as the differences of cultures, economies and

political conditions (Boddewyn, Soehl and Picard, 1986; Quelch and Hoff, 1986).

13
Since late in the last century, both standardisation and adaptation have been regarded

as being equally important and multinationals have been encouraged to balance the

conflicting conditions in their global offering designs (Cavusgil, Zou and Naidu, 1993;

Wind and Douglas, 1987). Nonetheless, all products made for international markets

are not produced with this purpose. The fraction of international products which

balance standardisation and adaptation appears to keep grow (Takeuchi and Porter,

1986), and it has been proven that multinationals seek the merits of balancing

standardisation and adaptation. Through balancing standardisation and adaptation,

multinationals not only benefit from manufacturing efficiency and responsiveness

(Morrison and Roth, 1992), but also obtain global competitive advantages through

successful inputs from both headquarters' and overseas subsidiaries' product design

collaborations (Subramaniam and Venkatraman, 2001).

2.7.2 Significance of product standardisation and adaptation:

Onkvisit and Shaw (1997) indicated that, when it is appropriate, standardisation is a

very cost-effective approach to reach international markets, as when a consistent

corporate or product image is required, product uniformity is necessary. The

advantage of standardisation is the ability to help multinationals reach economies of

scale. Homogenisation of international customers provides opportunities for

multinationals to deliver a large quantity of standardised products to customers. In

addition to the maximum utilisation of manufacturing facilities, large quantities of

sales allow multinationals to gain more efficient manufacturing technologies, lower

research and development expenses, lower the costs of mass-media advertising and

gain greater utilisation of current channels and sales forces (Claudio and James, 1995).

14
Multinationals which are devoted to product standardisation, with similar positioning

worldwide, not only rely on product strategy, but also on regional factors including

access to media, technological support and established distribution channels (Yip,

1989). If conditions fit to undertake product standardisation, the multinational

companies can pay more attention to setting up sufficient distribution capacity, sales

forces and advertising and promotional campaigns (Henzler and Rall , 1986). The

fundamental objective of adopting product standardisation is to reduce costs of

production, and " ... the cost savings can be passed through to the company's

customers by lower prices", with multinationals being able to concentrate on

customisation and adaptation of their product offerings, based on domestic

consumers' needs and demands (Kotabe et al., 2005, p.294).

Under many market conditions, multinationals adapt products to special regional

consumption characteristics. Product adaptation has been prevalent due to the belief

that products and programmes must be adapted to meet customers' demands and

desires in particular regions, or countries. Cavusgil, Zou and Naidu (1993) implied

that market characteristics will force multinationals to undertake product adaptation

strategies. International enterprises constantly find that they must alter some

components and parts to suit local circumstances (Jeannet and Hennessey, 2004).

International consumers' product offerings are usually developed consecutively from

marketplace to marketplace, or country to country, leading to similar product

offerings and services being obtainable in many regions, and even globally (Bradley,

1995). The level of product adaptation mostly depends on the nature of the product

and the market characteristics (Kotabe et al., 2005). Multinationals can occupy large

15
marketshare in particular countries, or regional markets, by adapting products to local

needs.

2.8 International promotion strategy:

Effective and integrated communication is even more important as a foundation stone

of international marketing today, than in the past. Whether it is an issue of launching

promotional campaigns, or creating a marketing system, multinationals have to

understand what kind of messages would please, or irritate, the target markets

(Czinkota and Ronkainen, 1998). Effective communication is very important in

international marketing. The reason for this is that the geographic and psychological

distances which disconnect the company from its intermediaries and target markets

(Czinkota and Ronkainen, 1998). Advertising, as a compulsory element of

international marketing, has significantly changed in the recent past and will continue

to change into the new millennium. Comprehensive changes around the world are

enabling multinationals to reconsider the methods by which they promote and sell

their offerings. If existing international promotional practices in advertising verify

anything, it is that there is no single correct method to reach target customers

internationally (Czinkota and Ronkainen, 1998). Identifying the most appropriate

strategy, or strategies, is the critical challenge for multinationals.

To communicate with and influence international consumers, several promotional

methods are available. Advertising is normally the most visible medium of promotion,

however, it is not the only option for promotion. The promotion mix is composed of

three distinct, but interrelated elements: Personal selling; publicity; and sales

promotions (Onkvisit and Shaw, 1997). The four promotional tools are not equally

16
exclusive, and it can sometimes be complex deciding which one 1s the more

appropriate (Onkvisit and Shaw, 1997).

Sports promotions and sponsorship have been prevalent since last century. With major

sports events increasingly being covered by the mass media (by television, in

particular), the commercial value of these events has increased tremendously over the

last few decades (Jeannet and Hennessey, 2004 ). Today, large sports events, such as

the Olympics, or world championships in specific sports, cannot exist in their present

form without funding by companies. Companies provide this funding, either through

advertising, or through different types of sponsorships. To take advantage of global

sports events, a company needs to have a logo, or brand name, that can become

recognisable to a global audience.

2.8.1 International branding strategies:

To date, many studies on international branding have concentrated on global brands,

describing how these brands are perceived (Johansson and Ronkainen , 2005), as well

as how they adapt to particular contexts of overseas markets (Watson, 1997); or on

local branding, with explanations on their competitiveness against global brands

(Eckhardt, 2005).

In general, international marketing research falls into two categories: Globalisation;

versus localisation. From the empirical international marketing studies, it can be seen

that researchers who advocate globalisation are in favour of global standardised

branding strategies (Levitt, 1983), which refers to the branding being the same

globally. Advocators of localisation prefer to tailor branding strategies according to

17
local market environments (John and Rohit, 2004), which means that the brands will

be different in different markets. The question of whether to promote globalised, or

localised, branding strategies has recently drawn a great deal of interest from

marketing researchers. Many have argued that globalised branding strategies are

appealing to firms which view the global market as one market and offer standardised

products (Jeannet and Hennessey, 2004). Due to the differences of culture and values

existing across regions, however, localisation branding strategies are preferred by

others.

Strong brands will assist the company to build an identity in the marketplace and

develop an elaborate customer base (Kapferer, 1997; Keller, 1998). Many

multinationals manage to acquire one, or a bundle of, advantages through global

branding. These advantages include legal protection, quality guarantees and product

offering differentiations (Bradley, 1995). With the purpose of building an

international competitive advantage, enterprises constantly attempt to attach featured

attributes to the product offerings. Quality performance, country of origin, luxury

image and status are always noteworthy issues in the building of consumer brands

(Bradley, 1995). Onkvisit and Shaw (1997) also indicated that a successful

international brand will bring many benefits, namely status and prestige associations,

maximum market impact, easier identification and good reputation for quality.

2.8.2 Re-branding:

According to Lomax and Mador (2006), re-branding can enhance the company's

image, and " ... two over-arching drivers have emerged: imposed corporate structural

18
change, and concern over external perceptions of the organization and its activities"

(Lomax and Mador, 2006, p.86).

2.9 International pricing strategy:

Among the international marketing mix, pncmg is one of the most critical and

complex elements faced by internationalised firms. A firm's global pricing strategy

may make, or break, its international expansion efforts (Kotabe et al., 2005). Bagwell

and Riordan (1991) pointed out that price can be an important signal of product

quality and value, which means that pricing is crucial for multinationals.

As the fundamental concern in international marketing is whether the company

strategy should be standardised or adapted, international pricing strategy is regarded

alongside of the standardisation-adaptation continuum (Theodosiou and Katsikeas,

2001). One area of international pricing that draws a great deal of attention is the issue

of pricing standardisation. Research into the marketing mix of giant US-based

companies in their Latin American operations has discovered that the level of pricing

standardisation is diverse, due to particular local issues (Onkvisit and Shaw, 1997).

Normally, branding and product are less adapted. Probably due to government

regulations and policies, the pricing and advertising sectors are quite often adapted

(Onkvisit and Shaw, 1997). They also find that many international US firms

standardise their prices worldwide, because they are seeking economies of scale and

standardisation reduces costs. Today, the development and innovations in the

international marketing environment make pricing standardisation a practical, or even

inevitable, strategy (Theodosiou and Katsikeas, 2001). Since pricing standardisation

has an effect on companies' sales and profitability levels and sets up products for

19
overseas market positioning, it is crucial to comprehend the factors that affect the

level of international pricing standardisation (Theodosiou and Katsikeas, 2001). Many

studies have expressed the view that pricing standardisation is probably unproductive.

Sometimes, standardised pricing might lead to products being under-priced for a

number of countries, and overpriced for others (Theodosiou and Katsikeas, 2001).

Doole and Lowe (1999) implied that international pricing adaptation would allow the

overseas subsidiaries to set prices which are considered to be the most suitable to the

local customers.

In international markets, pricing strategies are considered to be more complex, as they

are influenced by various other external factors, including fluctuations in international

cuITency exchange rates, inflation in particular markets, international payment options,

barter-trade and counter-trade. Pricing decision s are also drastically affected by the

nature and intensity of the competition in various regional markets (Doole and Lowe,

1999). Terpstra and Sarathy (1997) stated some other issues which international firms

should take into consideration, such as environmental issues, market condition issues,

firm internal issues and particular product category issues (Doole and Lowe, 1999).

2.10 International distribution strategies:

Distribution channels are the means by which goods are distributed from

manufacturer to end user. Some companies own their own means of distribution.

Some companies only deal directly with their most important customers. Many

multinationals, however, rely on other companies to perform distribution services for

them. In international marketing, companies usually take advantage of a wide number

of different organisations to facilitate the distribution of their products (Kapferer,

20
1997; Keller, 1998). The actual distribution channel decision is a fundamental

decision, as it affects all aspects of the international marketing strategy. The key

objective in building an effective distribution strategy is to build a supply chain to the

markets. As stated by Doole and Lowe (1999) a proper designed and managed

vertically integrated marketing system that incorporates both the wants and needs of

the manufacturer and the distributors. To achieve this across international markets is a

daunting task and the international marketing manager has to meet a number of

important challenges in order to ensure the development of a di stribution strategy

which delivers effective distribution of products and services across international

markets. The major areas they need to consider are as (Doole and Lowe, 1999):

1. Selection of foreign country intermediaries;

2. How to build a relationship with intermediaries;

3. How to deal with the varying types of retailing infrastructure across

international markets;

4. How to maximise new and innovative forms of distribution; and

5. How to manage the logistics of physically distributing products across foreign

markets.

Distribution channels which use intermediaries, agents, or merchants, positioned

between the manufacturer and consumer in a distribution channel can often have

several levels and employ several intermediaries, each with their won specific purpose

within the distribution channel. The use of intermediaries can be a relatively easy,

quick and low-cost entry strategy into a new foreign market. Hence their frequent uses

by many multinationals, particularly small-to-midsize firms which do not have the

resources to operate their own marketing and distribution systems in a foreign market

21
(Kotabe et al., 2005). Distribution networks in different countries may, however, have

much in common so that planning should be based on observed similarities, rather

than differences (Bradley, 1995). Bradley also implies that the distribution strategy

should be modified to suit the country, rather than attempting to change it completely.

2.10.1 Relationships in distribution:

Johanson and Mattson (1988) used companies' relationships in their investigation and

exploration of internationalisation. They viewed the business network as a dynamic

relationship with the companies' distributors, wholesalers, customers, suppliers,

competitors and government; all the actors in the business network. The activities

occurring in the networks can help the firm to build close relationships, which will

enable the firm to obtain access to resources and potential markets (Chetty and Holm,

2000). Being network oriented means that firms can obtain more opportunities to

better penetrate markets and serve customers (Hadley and Wilson, 2003). Hadley and

Wilson (2003) also stated that networks enable multinationals to build relationships so

that, in tum, further linkages wi th other actors can be realised.

22
Chapter 3 - Methodology:

In order to achieve the objectives specified in the research questions, I will introduce

the processes which this research project will contain. Generally, academic researches

are approached via either one of two methods, statistical quantitative research, or case

study qualitative research. Quantitative research is valuable for generalising theories

via examination of data collected from a certain sample size. The quantitative method

is not able to be utilised in the case of multiple-choice questions.

3.1 Research approach:

The research methodology used is based on the nature of the research problem. Since

this research is an exploratory study, a case study approach is considered to be more

appropriate and applicable than a quantitative method, due to the in-depth secondary

data observations required. A case study is normally used to pursue, not only

descriptive (exploratory), but also explanatory (Hakim, 1987).

A case study approach will be included in thi s research project. The case study

strategy is normally used to obtain a comprehensive understanding of the context of

the research and the processes being conducted (Morris and Wood, 1991). Since the

purpose of the case study approach is to increase knowledge on current and

contemporary issues and look for the answers why and how things occurred under

particular circumstances, a case study is an appropriate method for my research

questions. The significance difference between the case study approach and other

methods is that it focuses on particular cases, not the whole population.

23
Cross case studies were used in this report. The use of multiple case studies enables

some measure of generalisation across a broad dimension. It is also used to identify

distinctive features by observing similarities and contrasts between the cases

(Daymon and Holloway, 2002). In a cross case study, there is usually a detailed

description of each case, with the themes within each case observed, followed by a

thematic discussion across the cases. Miles and Hubennan (1994) stated two

advantages of cross case analysis. It can enhance generalisability and deepen

understanding and explanation.

In order to obtain in-depth infonnation and knowledge, many qualitative researches

involve personal interviews. Initiall y, I intended to do interviews in this research , but

this was eventuall y not possible. Due to the special characteri stics of Chinese social

contexts and the transition economy, there are foreseeable barriers in conducting face

to face, or telephone interviews (Li, 2005). Chinese companies are sensitive regarding

critical questions and worried about infonnation leakage. An interesting point is that,

in China, many researchers use secondary data to develop case studies (Li, 2005) and

thi s approach is often used in tran saction economies, such as Eastern E urope and

Asia.

As a result, I use secondary data to develop my case studies. The case study approach

will use secondary data collected beyond a simple literature review. There are two

reasons for me to use secondary data. Firstly, interviewing senior administrators is

very difficult, whereas infonnation accessed from staff tends to lack value. Secondly,

many Chinese scholars who have strong personal relationships and networks have

perfonned case studies on domestic enterprises. Their studies contain valuable data

24
and information (Li, 2005). Liu and Li (2002, p.705) implied that, by having intimate

relationships, they " ... were able to have access to both internal strategic documents

such as reports and full cooperation from the company's top management for

interviews". Using other sources can reach the same results, which means that the

research approach has to be adapted to the Chinese context.

3.2 Data collection procedures:

As a result, this case study will primarily use secondary data collected from multiple

sources, including news stories, journal articles, published interviews, Internet

databases, library databases, official statistics and annual reports. I have included

every possible valuable source, and an extensive data collection has been conducted.

All these data will provide a sufficient basis for this research project.

In the case of avoiding ambiguous faults in data collection, all the secondary data will

be examined through being read before being cited in the literature review, diagrams

and charts. Malhotra and Peterson (2005) pointed out that there are some criteria

applied for secondary data collection. First, the methodology used for the data

collection should be critically inspected to discover any potential sources of bias.

Second, the accuracy of the data collected needs to exclude any errors which may

occur in the collecting process. Third, the currency of the data collected must be

updated where necessary. Fourth, the data obtained has to be objective, as the

relevance of the data does count. Fifth, the data achieved has to be natural and

consideration has to be made as to its usefulness to the study. Last, the data has to be

dependable, with original data sources used.

25
In this research project two Chinese multinational firms have been examined and

investigated. The companies I have studied are two Chinese Champions. A voiding

sensitivity issues in terms of these two Chinese companies is crucial. The term

Chinese Champion is used to refer to a Chinese firm which has a dominant position in

the domestic market. Haier and Lenovo are the two companies chosen for this

research. Domestically, Haier is the biggest white-goods home appliance

manufacturer in China and Lenovo has the largest share of the PC market. Ethical

issues can be avoided through collecting data via libraries, the Internet, published

journal articles and other articles. There is no ethical issue involved in this research. I

will briefly introduce these two Chinese champions in the following sections.

3.3 Company background:

3.3.1 Company background: Haier Group Ltd.

The Haier Group was established in 1984 with headquarters in Qingdao, Shandong

Province, PRC. In 1984, Baier only manufactured a single model of household

refrigerator. Today Haier has become one of the world's leading white-goods home

appliance manufacturers, and its products are sold in over one-hundred countries

under the Haier family brand (www.haier.com). Baier ranks fourth among the

white-goods home appliance manufacturers; behind Whirlpool, Electrolux, and

Bosch-Siemens (www.ifm.eng.cam.au.ck). Even though it is under partial public

ownership, Haier is still technically a collective enterprise

(http://www.mobilesdata.com/Haier). A collective enterprise lies between private

ownership and state ownership. In theory, a collective company is one where the

employees own the company. Due to the complexity of the Chinese economy, Haier

is still influenced by, and intervened in, by the government (Liu, 2005).

26
Currently, Haier has over 240 subsidiary companies, over 110 design centres, plants

and trading companies and more than 50,000 employees around the world. The global

revenue for 2005 was 103.4 billion RMB (US$13 billion). Haier focuses on a

reasonably wide range of industries, including technology research, manufacturing,

trade and financial services (www.haier.com). Baier's international business

framework encompasses a global network of design, procurement, production ,

distribution and after-sales service. In global markets, Baier products are available in

twelve of the top fifteen chain stores in Europe and ten leading chain stores in the US.

Haier is now moving towards the goal of being an internationalised firm, through

localised design, manufacturing and sales/distribution. Additionally, Baier has built

manufacturing facilities and factories in the US, Italy, Pakistan, Jordan and Nigeria

(www.haier.com).

3.3.2 Company background: Lenovo Ltd.

Lenovo is an innovative, international technology company, formed as a result of the

acquisition by the Lenovo Group of the IBM Personal Computing Division.

Nowadays, Lenovo has become one of the leading global PC manufacturers. It

develops and manufactures reliable, high-quality and innovative PC related products.

Lenovo is an international firm, with executive offices in the US, China and

Singapore. Its principal operations are in Beijing, China, and North Carolina, the US,

with an enterprise sales organisation around the world. Currently, Lenovo employs

more than 19,000 people worldwide (www.lenovo.com).

27
The company was founded in Beijing, China in 1984 by eleven scientists, under the

name Legend. It opened a new era of consumer PCs in China. Lenovo started business

by distributing IBM and HP PCs within the domestic market. Today, Lenovo has had

a leading position in the domestic PC market for eight consecutive years,

commanding over 25 % of the market share in 2004. Due to the ambition of

international expansion, Legend changed its brand name to Lenovo in late 2003. In

2004, through its acquisition of IBM's Personal Computer Division, Lenovo became

an international leader in the PC market. Today, Lenovo is the third largest PC

manufacturer in the world, after Dell and HP (Liu, 2007). Its global revenue was

approximately US$13 billion in 2005 (www.lenovo.com). Lenovo spent US$1.75

billion in cash, stock and assumed liabilities to acquire IBM's personal computer

division . The Chinese government took a 26% ownership stake in Lenovo, with

18.9% held by IBM and Lenovo and other shareholders owning the remainder of the

ownership stake (Fan, 2006).

Lenovo and IBM have entered into significant, long-term business relationship, which

offers consumers favourable access to IBM's first-class customer service company

and international financing offerings. With the acquisition, Lenovo is now able to

exploit IBM's prevailing global distribution and sales network. During this long-term

relationship, global customers will be offered the best quality products, with the

lowest total-cost-of-ownership (www.lenovo.com). "The Lenovo today have six basic

business lines: consumer information-technology products, commercial

information-technology products, hand-held products, information carriage,

information technology services, and contract production of components" (Ling, 2006,

p.365).

28
Chapter 4 - Case Study One: The Haier Group

Haier was one of the first Chinese companies to execute a global internationalisation

strategy. It is rated as the number one domestic electrical appliances manufacturer in

China, with total revenues of US$ 8.7 billion in 2002 (Liang, Zheng and Xu, 2003).

Haier has established a reputation domestically for quality, innovation and customer

service. It has dominant market positions in washing machines (24% ), refrigerators

(23%), vacuum cleaners (18%) and air conditioners (13%) (Wu, 2005). Haier is

considered to be " ... the official template for the Chinese MNC of the new

millennium" (Child and Rodrigues, 2005, p.403).

4.1 Internationalisation entry mode strategy of Haier:

The famous Chinese saying cross the river by feeling the stone explains the

procedures of Haier's preparations and commitment, with in-depth target markets

research, product adaptations and tailored designs, as well as careful selection of

market entry modes, and long-term nurturing and cultural sensitivities (Du, 2003).

Haier's first export trial was carried out in 1986, under a licensing contract with

Liberhieer-Haushaltsgerate Engineering Ltd. (Germany). The first trial was due to a

shortage of foreign currency, and was a government initiative utilising the structures

already existing within Haier. By winning a bid in the late 1980s, Haier became the

United Nations' refrigerator supplier (Sull, 2005). Even though the sales volumes

were small, Haier gained confidence in the design and quality of its products. The

initial exporting experiences helped Haier gain market share in international markets

and promote the brand to worldwide customers (Liu, 2005). Du (2003) explained that

the first country Haier exported to was Germany, which was not a psychologically

29
close country (Cavusgil, 1980). Nor was it a new market "with successively greater

psychic distance" (Johanson and Valhlne, 1990, p.118), or a neighbouring country, as

would be the norm within the assumptions of the Uppsala Model (Carlson, 1975;

Johanson and Vahlne, 1992). Haier's products were also exported to Europe and the

US in 1990 and to Japan in 1991 (Child and Rodrigues, 2005).

4.1.1 The trial overseas production stage:

Haier's first overseas seeding project began in 1992, when its products were

introduced to Indonesia through a contract with an original equipment manufacturer

(OEM). Shortly after this, an Indonesian company named Sapporo became interested

in the supetior quality and stylish design of Haier's refrigerators, and made a

commitment to take on a joint venture with Haier in 1996 (Yi and Ye, 2003). The

manufacturing facilities in Indonesia were Haier's first overseas investment and it was

the first time Haier had stepped into the international market. In 1997, Haier started a

joint venture with Philippine company, LKG Electric. The Southeast Asian

experiences have been valuable and helpful in Haier's later international expansions.

These steps not only assisted Haier to gain international managerial experience, but

also helped it obtain overseas market knowledge (Yi and Ye, 2003). Apart from these

points, Haier gained experience in establishing a brand image and a corporate

reputation worldwide.

Haier's initial trial stage of internationalisation, like the traditional U-model, also

concentrated on developing markets with closer psychic distances, such as Southeast

Asian counties. The purpose was clearly that Haier aimed to build sales volume,

increase international presence and acquire international experience. The first

30
overseas joint venture in Indonesia signified Haier's significant movement towards

internationalisation (Liu and Li, 2002). The Uppsala model of Johanson and Vahlne

(1977) is only partially useful in explaining the internationalisation processes of Haier.

An internal development strategy was adopted by Haier from the beginning of this

process.

4.1.2 The extensive overseas production stage:

The extensive overseas production stage (from 1999 to the present) involves the

adaptation of product designs and features to local customers, as well as the

establishment of overseas manufacturing facilities. Haier primarily focused on

developed countries during this stage.

Before 1994, Haier's products were exported to the US by signing OEM contracts.

Both sales volumes and product range were limited. This situation drastically changed

in 1994. Michael Jemal, an America home appliances dealer in New York, had the

confidence to sell Haier brand products. Since then, both parties have built up a

long-term distribution-manufacturing relationship, with a joint venture being entered

into in 1999 (Yi and Ye, 2003). The immediate difficulty for Haier America was that

of how to promote Haier products; a brand which the local consumers had never heard

of; in a market dominated by world famous brands including GE, Whirlpool, Maytag

and Frigidaire. In 1999, Haier spent US$40 million to establish a wholly-owned

manufacturing facility in Camden, South Carolina and a design centre in Boston (Liu,

2006). This was Haier's first overseas industrial park. The US plant only

manufactures tailored refrigerators designed specifically for the local market. This

was the first wholly-owned Chinese firm to own and operate an overseas

31
manufacturing facility in a developed county. Since that time, Haier has taken

advantage of Made in USA effects in order to compete with its global competitors.

In Europe, Baier's products were exported to Europe through OEMs from the early

1990s. The UK and Germany were its first European markets , and then France and

Italy, respectively. After a couple of years of gaining exporting experience and a

quality reputation, Baier managed to introduce its own brand. In 1997, Haier entered

into a joint venture with a Yugoslavian company in Belgrade to manufacture

multi-tasking air conditioners under the Baier brand (Yi and Ye, 2003). Haier Europe

Ltd. is located in Varese, Italy. The headquarters coordinates the marketing activities

and sales force across thirteen European countries. Besides the headquarters, there are

eight offices overseeing operations in Ital y and Switzerland, the UK and Ireland,

France, Germany and the Benelux countries, Spain and Portugal, Greece, Poland and

Scandinavia (Yi and Ye, 2003).

Since Haier successfully entered niche markets, such as compact refrigerators and

wine cellars, the competition has shifted to mainstream product lines. Haier has had

some difficult barriers, which internal development strategies have not been able to

solve, in conquering the developed markets, especially in Europe. Acquisitions were

adopted in order to bring a new stage of development for Haier. In 2001 , the

acquisition of Meneghetti Equipment (Italy) was the first acquisition in Europe (Yi

and Ye, 2003). This acquisition was viewed as a significant step in Baier's

internationalisation and localisation strategy in developed markets, following the

establishment of the wholly-owned subsidiary in the US. This acquisition has

32
provided Haier with a European manufacturing base, which can manufacture

innovative products and better serve local consumers.

Haier was aware that trans-regional transactions of white-ware appliances had

declined, and would continue to decline. The primary reason was clearly shipping

costs, which make the products less competitive due to their large size. As a result,

establishing manufacturing facilities in other countries was essential for Haier in

competing with its international competitors (Chan, 2005). On the other hand, this

strategy has enabled Haier to overcome quota restrictions and potential anti-dumping

suits. Moreover, Dunning (1981) pointed out that internationalisation advantages can

also be gained by controlling customer services and marketing/distribution, and that

ownership benefits can be obtained through developing R&D and design capabi lities

via leveragi ng local intellectuals and resources.

In the new millennium, Haier accelerated its internationalisation pace by establishing

the Haier Industrial Park in Pakistan. It was Haier's second overseas industrial park

(Chan, 2005). A joint venture with Hayes (Bangladesh) signified that Haier has fought

back to Asian markets (Yi and Ye, 2003). Most Middle Eastern and Southeast Asian

countries are developing countries with large demand for white-ware goods. Haier's

internationalisation expansions have been primarily based on the reputation and image

achieved in the US. Haier's success in the US market assisted its investments and

operations in other developed markets, via the spin-off of technology and brand

reputation (Liu and Li, 2002).

33
In 2002, Haier gained competitive advantages in international markets through a joint

venture with a high-technology Japanese firm. Usually, Japan has been considered to

be the most difficult market to enter for most multinational companies, due to its

special cultural and social contexts. Nevertheless, Haier was able to enter the Japanese

market in 2002, when the Haier Group and Sanyo Electric Co. (Japan) announced a

broad business alliance, including the areas of business networks, marketing resources

and technological co-operation (Liu, 2006). This alliance helped Haier eliminate

market entry barriers and establish brand awareness in Japan.

Haier found, however, that acquisition has been providing opportunities to develop

new products, with advanced technology. From 2000, Haier has not only quickened

the pace of its internal development globally, but has also made acquisitions

according to market conditions. Haier also took part in negotiations with the US's

third-largest producer of home appliances (Maytag) in June 2005 (Wu, 2005). Even

though the acquisition did not eventuate, we can see that Haier has become a mature

multinational enterprise, adopting market entry strategies based on market

characteristics. Haier can not only benefit from prestigious brand names and advanced

technology, but can also acquire mature sales channels through acquisition.

34
Figure 1: Haier's overseas productions strategies

Psychic
Distance C==:J Acquisition
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Japan
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VI

1996 1997 1998 1999 2 000 2001

(Source: http://www.i fm .eng.cam.ac. uk/cim/chimnet/rese arc h/projects/kaime i ha ier.html)

Haier's first the hard, then the easy approach in its international expansion is the

reverse of the traditional view of the internationalisation process. The traditional view

holds that it is comparatively easy to enter less-developed markets, however, the

prevalence of an enterprise's brand is restrained (Xu et al., 2006).

4.2 Haier international product strategies:

In order to access international markets, Baier established a Consulting and

Certification Centre to focus on obtaining world-wide standard quality certifications

for its products, including UL certification in the US , EEV and CSA in Canada, VDE,

GS and TUV in Germany, and the world wide ISO 9001 (Liu, 2005). Baier has been

paying considerable attention to new product technology, product innovation, local

adaptation and di versification of products to occupy consumer markets. The Haier

Central Research Institute was established in 1998 and has engaged in innovative

design, new product research and testing (Sull, 2005). Normally, if a small, or

35
particular, overseas market segment is uninteresting to international competitors and

is dominated by local firms who standardise their offerings (Piercy, 1981; Cooper and

Kleinschmidt, 1985), then product adaptation can help niche market competitors

achieve international growth (Madsen, 1989).

"Developing new cake" (Liang, Zheng and Xu, 2003, p.39): From the very beginning,

Haier has not chosen to compete with branded products in existing categories, but has

developed new products for consumers through technology innovation and product

adaptations.

Instead of confronting big manufacturers such as GE and Whirlpool directly, Haier

America found its own position in developing adapted products for niche markets.

Filling the gap for compact refrigerators had proven successful in the US market for

Haier, while those big manufacturers viewed this as an unprofitable market, with low

margins. "Jemal maintains that a company that is going to be successful is not one

that only competes and expands a category; it is one that creates a market" (Yi and Ye,

2003, p.210). Haier has adapted its products to meet consumers' demands, but it has

also been able to take market shares from other strong international competitors.

Similarly, Haier's products are being accepted by many Japanese households, due to

its competitive prices and stylish and unique designs.

"A product-focused strategy" (Liu and Li, 2002, p.701): When entering an overseas

market, Haier focused on tackling the market using one product. Once that product is

prevalent in the market, other categories will be introduced, benefiting from the

already-established reputation and brand image.

36
A prominent example of this strategy is the wine cellar (Wu, 2005). By introducing a

wine cellar into the US market over a six month period, Haier not only benefited from

adapted products and new consumers, but also created a new product category.

Customers with a good experience with these innovative adapted wine cellars were

more willing to buy other offerings under the Haier brand. The strategy is to clearly

understand what customers want and then manufacture these products, at the same

time developing innovative and new products which promote the corporate image. By

2003, Haier had gained a 50% share of the compact refrigerator market and a 70%

marketshare for wine coolers in the US market (Child and Rodrigues, 2005). Haier

successfully penetrated a niche market that other international players have

abandoned. The strategy is based on innovative product adaptation to local customers.

In the European markets, for instance France and Italy, Haier started by promoting its

air-conditioning category. Since the air-conditioning product was relatively new there

was not much difference in country-of-origin effects (Wu, 2005). Haier introduced

tailored colour televisions in Saudi Arabia, especially tailored for Middle Eastern

markets. After the successful entry of colour televisions, Haier expanded into other

categories (Child and Rodrigues, 2005).

In developed markets, Haier has been diminishing the country of origin effect (Chao,

1998) by using Made in USA labels on its products. By combining with the design

centres located in the US, Europe and Japan, Haier's internal development

internationalisation strategy has been demonstrated, along with its ambition to

establish a globally recognised brand. Haier has been focusing on ensuring customers

are offered quality products and on building long-term relationships and obligations

(http://www.haieramerica.com).

37
4.3 Haier international promotion strategies:

Haier's global promotion framework encompasses international networks for product

design, manufacture, distribution and post-sales services (Lin, 2005). Haier were

actively participating in numerous international trade fairs and product exhibitions,

catching the attention of international dealers and agents, including the Consumer

Electronics Show, the House-wares Show, Berlin' s HomeTech and Milan 's

ExpoComfort Fair (Yi and Ye, 2003). Outdoor billboard advertisements have been

posted in London, Paris and New York (Fan, 2006). In 2003, Hai er placed an electric

billboard in the shopping district of Ginza, Tokyo, signifying its determination to

tackle the world's most difficult market (Lin, 2005). In Germany, for example, in

order to establish a local reputation on Haier's product quality, it launched blind

testing on its products in comparison with local brands.

Sports sponsorship has been prevalent since last century and many maJor sports

events are covered by the mass media. Haier has realised the commercial value of

these events (Jeannet and Hennessey, 2004). In Australia, it is the major sponsor of

the 2005 premiership winning team in the Australian Rugby League, the Wests Tigers

(Hollows and Clegg, 2006), and it also has a sponsorship deal with Italian

Premiership football (Fan, 2006). Currently, Haier is the official sponsor of the NBA,

which brings the Haier brand to every single US family. Sponsoring the 2008 Beijing

Olympic Games will enable Haier to present itself on a stage that people will see from

every comer of the world.

In the US , Haier has placed advertisements on luggage carts at New York's JFK

airport and advertisements on luggage trolleys at Miami airports. Haier chose JFK and

38
Miami airports to target international travellers who already know the Haier brand (Yi

and Ye, 2003). What the World Comes Home To (Yi and Ye, 2003) is the slogan of

Haier America in its promotional activities, which implies the importance of being

family oriented, especially after the September 11 events. All the actions taken by

Haier are designed to increase salience and quality perception of the brand value. The

purchase of the former headquarters of the Greenwich Bank at 1356 Broadway also

indicated Haier's dedication to going overseas (Isaksen, 2006). The central location in

Manhattan is far beyond its actual usage, but it also implies to visitors and by-passers

its prosperity. When companies are engaged m internal development

internationalisation strategy in order to establish a brand overseas, purchasing a

luxurious landmark building in the leading city and putting the brand name on it is a

good way to enhance the quality associations regarding the brand (Isaksen, 2006).

In many major European cities, Haier' s neon advertisements can be seeing directly

competing with international brands such as Sony, Philips, Toshiba and Samsung. Its

eye-catching pink brand name was displayed on retail outlets throughout Europe (Yi

and Ye, 2003). In spring 2002, a bigger promotional campaign (the Haier Train) was

launched in France. The Haier Train was composed of seven vehicles, each one

furnished like an exhibition hall. "The train was a travelling exhibition of Haier

products" (Yi and Ye, 2003, p.199). Not only it was an exhibition of the Haier family

series, but the train was also dedicated to delivering Chinese arts, culture, history,

tourist attractions and social nature to the world. In every city, visitors to the train

took part in prize-winning games; for example, free travel to China, or a Haier

product. The Haier Train stopped in eleven major cities, over approximately twenty

days and travelled more than 2,500 miles (Yi and Ye, 2003).

39
4.4 Baier international pricing strategies:

Price can be an important signal of quality and value (Bagwell and Riordan, 1991).

Haier devoted itself to new and innovative product development and customer

research. Rather than as with companies from undeveloped countries competing on

price, Haier has been attempting to gain market share through introducing innovative

products. As an international latecomer, Haier is determined to distinguish itself from

other market giants through brand name recognition, adaptation , stylish designs and

superior-quality products. Haier has been aggressively operating toward dominating

the international market by maintaining and developing dealer relationships,

enhancing networks and distribution channels, establishing local manufacturing

facilities to avoid trade barriers and seeking new markets by establishing strategic

alliances with foreign companies. Pricing is only part of the competition, although

Chinese multinationals can leverage from lower labour costs (Xu et al., 2006).

"Value-adding not pricing" (Xu et al., 2006, p.39): Today, being price competitive not

only means just having lower prices, but also means understanding what customers

want. The story of Haier shows that, by being innovative and improving on the added

value of products, it has found its competitive position in the international market.

Since products sold in each market are tailored to the special demands and

requirements of locals, Haier has adopted a dynamic pricing strategy. For example, in

US, the lower price models are sold at price-only stores that sell commodity goods;

whereas, the classy higher priced models are only sold in stores which display Haier's

range with sales assistance (Liu, 2006). According to Doole and Lowe (1999),

international pricing adaptation will allow overseas subsidiaries to set prices that are

considered to be the most suitable to locals.

40
4.5 Haier international distribution strategies:

Different from the traditional view of distribution strategy, whereby many companies

establish their own marketing subsidiaries in each market, Haier takes advantage of

local distributors. Through market research, Haier has found that in developed

markets, there are many mature distributors in each category, with mature

marketing/sales channels (Chan, 2005). These distributors are familiar with local

marketing/distribution practices and environments and have no difficulties in regards

to language, communication and cultural issues. To date, Haier has set up sixty-two

distributorships worldwide, covering 160 countries and regions (Liu and Mao, 2003).

It has established intimate long-term relationships with distributors internationally.

These distributors have provided assistance with logistics and promotional activities.

Selling through widespread chains was one of Haier America's distribution strategies.

By all accounts, it had the most difficulty in getting into Wal-Mart (Yi and Ye, 2003).

Wal-Mart was critical of its products' quality and standards. After testing and

checking Haier's products and visiting its manufacturing facilities in China, Wal-Mart

eventually opened its door to Haier. By meeting Office Depot and Home Depot

requirements in its product features, Haier successfully got into these two big chains

(Liu, 2006). From 2002, the Haier America picture became promising. Besides the

regional national-wide chains (Wal-Mart, Lowe's, Best Buy, Home Depot, Office

Depot, Target, Fortunoff, Menards, Bed Bath & Beyond, BJ's, Fry' s, ABC and

BrandsMart), there are over 7 ,OOO independent retailers which also promote Haier

products. The well-known internet company, Amazon, also carries Haier products for

web surfers and e-consumers (Liu and Li, 2002).

41
Haier adopted traditional channel marketing strategies in the European markets for

market penetration. Haier relied on the brand strategy rather than the simple pricing

strategy, based on overwhelming marketing campaigns. Currently, Haier series

products are not promoted in large-scale distribution outlets, but through specialised

independent stores and retailers. Raffaele Casilli, the managing director of Haier Italy

stated that "In big stores we would simply be one of the many products available,

whereas in smaller outlets, the specialist staffs are able to underline our unique

characteristics" (Yi and Ye, 2003, p.203).

4.5.1 E-distribution:

Haier has created two online networks. The first network is a business-to-business

network, based on www.iHaier.com. This website is a global supply chain that seeks

potential distributors and establishes intimate business relationships . The other

network Haier has set up is business-to-consumer, based on www.eHaier.com . Haier

identified e-business as a new, promising sector and is devoted in taking action to

overcome any obstacles in this area. This website normally takes online orders from

e-customers and assists Haier to establish an effective and efficient distribution

network.

42
Chapter 5 - Case Study 1\vo: Lenovo

5.1 Lenovo internationalisation entry mode strategy:

Lenovo was registered in Hong Kong in 1988 and was listed on the Hong Kong Stock

Exchange in 1994 (Sigurdson and Long, 2003). Until recently, Lenovo primarily

focused on the domestic market. After the 1980s, the Chinese PC market grew

dramatically. By 2005, the growth in the Chinese market was seven times that of the

US market. In spite of the market share taken by Dell and HP, Lenovo is still the PC

market leader in the domestic market, with one-third of the Chinese market share

(Ernst, 2006). Before Lenovo stepped into the international marketplace, it engaged in

deep collaboration with a core cluster of technology suppliers and strategic partners in

order to develop and improve its innovative capabilities. Its desire to learn from

international IT industry leaders was captured by the company slogan: "Research and

development stands on the shoulders of giants" (Feng and Elfring, 2004, p127).

Lenovo ' s going-global ambition was engendered after the trip to Taiwan in 1998. The

CEO Liu Chuanzhi was shocked by the level of Taiwan ' s technological production.

Liu Chuanzhi was surprised to know that 70% of the products were sold overseas

under the brands of IBM, HP, Compaq and Dell. The president of Hongji , Shi

Zhenrong, also told Liu Chuanzhi that selling products under its own brand in

overseas markets was proving to be extremely difficult (Ling, 2006).

5.1.1 The exporting stage:

The Uppsala model (Johanson and Vahlne, 1977) cannot properly explain Lenovo's

internationalisation process. What Lenovo has done was in opposition to the U-model.

Lenovo's initial international attempt was back in 2001, setting up seven overseas

43
sales subsidiaries. Overseas sales only accounted for less than 3% of the firm's total

revenue, although it has been the PC market leader in China for eight consecutive

years. In late 2002, Lenovo proclaimed that the company would concentrate on the

domestic market. Lenovo is also the market leader in the Asia Pacific region

(excluding Japan), with 12.6% of the market share (Fan, 2006). Before the acquisition,

Lenovo had given priority to its international expansion in developing countries, for

instance India and Russia, with relatively closer psychic distance (Child and

Rodrigues, 2006).

With the increasing competitive pressure in the domestic market, like Baier and other

local brands, Lenovo started to look for opportunities to enter the international market.

In 2004, it realised that it was time to expand into overseas markets because of the

slow-down in domestic market growth and the fierce competition with Dell and HP.

In response, Lenovo outlined a four-pronged strategy. First, develop a well-known

international brand. Second, increase the firm's international market share as quickly

as possible. Third, attack international competitors by introducing less

overly-engineered and inexpensive products. Last, institute intimate cooperation with

PC industry leaders in order to develop innovative capabilities (Ernst, 2006).

5.1.2 The overseas expansion stage:

Liu Chuanzhi recognised that there two primary options to globalisation. One was

through internal development. Nevertheless, this approach would require patience and

would be a long process. Acquisition is another option for globalisation, but it is a

risky process. With the assistance and help of experts and consultants, Lenovo

adopted the acquisition approach (Liu, 2007). In December 2004, Lenovo announced

44
the acquisition of IBM's PC division, which was the take-over of an American icon.

After acquisition, over 72% of the Lenovo revenue would come from overseas

markets , compared to approximately 0% previously (Wu, 2005). With little

international market experience, Lenovo's acquisition was not explainable by the

Uppsala model (Johanson and Vahlne, 1977).

Before 2004, Lenovo barely have any export revenue, although it already held more

than 30% of the PC market in China. As a result, its capability to keep growing at a

fast speed was restricted. Initially, IBM sincerely approached Lenovo to raise the idea

of acquiring IBM-PC, due to the focus of IBM moving to the service and software

sectors. Since the management of Lenovo had the intention of reaching global

markets, which had been proven to be extremely difficult (Taiwanese experiences) if

promoting its own brands; Lenovo considered that this could be a great opportunity to

step onto the global stage.

In order to maintain IBM's consistent technical assistance and to control consumers'

loyalty, IBM took an 18.9% ownership stake in the new company. The Chinese

government holds 26%, and Lenovo and minor shareholders hold the rest of the

shares. The new company has an 8.6% share of the global PC market, with US$13

billion in annual sales revenue, and is rated as the third largest PC maker in the world,

behind Dell at 16.8% and Hewlett-Packard at 15% (Wu, 2005). Many Chinese

commentators stated that this acquisition has accelerated Lenovo at least ten years

along the road towards internationalisation (Fan, 2006). The new Lenovo has to retain

loyal IBM Think Pad customers, while developing its own special international brand

reputation. Although the size of the acquisition was not big in the broader context of

45
international acquisitions and mergers, the purchase of the IBM PC division had a

tremendous symbolic significance for China, as it was announced that Chinese IT

companies had eventually gained participation in the global economic scene (Liu,

2007). Equally important would be Lenovo's access to IBM's international expertise,

such as management in manufacturing, technological know-how and a strong

customer base, but also important is the intangible value of the IBM brand itself,

which rates as the third most popular brand in the world (Ernst, 2006).

Immediate benefits from the acquisition include technical assistance from IBM R&D

centres, access to international market intelligence and distribution know-how.

Lenovo also acquired 1,500 patents (Ernst, 2006). These patents can bring additional

income for Lenovo (IT companies that had paid IBM licensing fees for using the

patented products are now paying Lenovo these licensing fees). Lenovo will exploit

proprietary IBM Innovation (particularly in major technological elements) to enhance

and increase its own innovative capabilities.

For the year ended 31 March 2006 Lenovo's turnover was US$13 ,276 million and it

employed 21,400 people internationally (www.pc.ibm.com). Lenovo's aim was clear:

To conquer its weak brand image internationally, meanwhile exploiting IBM's brand

image, technological forces and distribution channels (Ernst, 2006). Moreover, the

headquarters have moved from Beijing to New York, which indicates its ambition to

become an international brand.

46
5.1.3 Smooth transaction:

Liu Chuanzhi recognised the significance of human resources and developed an

ownership and incentive system to motivate Lenovo employees to continually make

efforts to increase the sustained position of the company (Liu, 2007). Liu Chuanzhi

was concerned that the former IBM PC division employees would be reluctant to

work for a firm whose major shareholders are Chinese. These concerns were also

organisational. Firstly, Lenovo has publicly claimed that the new company will

provide more career opportunities for progression to top management, which was

comparatively limited in the previous IBM structure. Meanwhile, Lenovo has

announced that the official language of the new Lenovo is English, which means that

it is not a traditional Chinese firm with a rigid and narrow mindset, but its company

culture is completely open and international. This conduct of Lenovo has set the US

employees' minds at ease. In the new company top management, the former IBM PC

division employees took 50% of the positions, and the remaining 50% were filled by

Chinese employees. Secondly, Liu Chuanzhi stated that former IBM employees'

remuneration would remain the same. IBM employees' were content with this and

many talented intellectuals were retained (Liu, 2007).

Since both Lenovo and IBM focused on world-class standards of business operation

and management, there were not many difficulties for smooth transaction of the

management. On the other hand, Lenovo now has a wider business scope, whereby

conflict and possible overlaps are diminished. That is because Lenovo's businesses

primarily concentrate on the domestic market, while IBM PC division's operations are

focused on overseas markets. By doing so, Lenovo has properly acquired IBM PC

division although there have been slight changes. Though the two companies'

47
business scopes, culture and communication traditions are different, the transaction

has proceeded smoothly so far (Liu, 2007).

5.2 Lenovo international product strategy:

Through the acquisition, the R&D employees have expanded from 1,100 to 1,800.

This represents around 10% of Lenovo's total workforce (Ling, 2006). Lenovo has

also acquired two R&D labs in Yamato, Japan and North Carolina, the US . These

R&D centres could assist Lenovo to improve the portfolio of its R&D projects and to

raise R&D productivity and revenues. Yamato is famed for developing and designing

IBM's well-known ThinkPad family of notebooks, therefore, it is a valuable asset for

Lenovo. As for North Carolina, Lenovo decided to build a new R&D campus close to

Morrisville. This new centre will have more than 2,200 employees, focused on the

development of desktop PCs, software, product definition and quality control (Ernst,

2006).

Since the acquisition , Lenovo has not become more aggressive on price competition

than IBM had been. Lenovo is following the route of IBM, being exceptionally

aggressive on product innovation and the creation of values that it can offer to

consumers, and not going into the commodity PC markets. Lenovo will continue to

provide superior quality standardised IBM series products to customers with

high-performance, whereas the Lenovo series focuses on standardised,

less-engineered products. Customers could experience more product choices than ever

from existing IBM retailers. Lenovo has taken its product standardisation strategy into

the international markets. According to Claudio and James (1995), by manufacturing

48
standardised products, multinationals can benefit from learning technology know-how

by concentrating certain activities in a particular region, or market.

IBM PC division used to primarily focus on commercial clients, such as high-end

medium- to large-sized businesses. The situation will change under the control of

Lenovo. Since Lenovo series PCs focused on low-end consumer markets and the

majority of small- to medium-sized businesses, Lenovo can now achieve dual

positioning of standardised product offerings (Liu, 2007). Two different standardised

series could satisfy customers with different product features. There are also dramatic

potential synergies in offerings, market segment and geography. According to the

statistics, before the acquisition, only 18% of Lenovo ' s revenues came from laptops,

while laptops generated around 60% of the revenues for the IBM PC division (Ernst,

2006). Lenovo is expecting to benefit from IBM's successful international presence to

conquer its lack of international experience.

In order to reduce market risk, Lenovo will continue using the IBM logo on Think

Pad series products for the next five years and the original sales team of IBM will be

retained. Meanwhile, Lenovo sent out more than 2,000 sales employees to their

customers to guarantee them that Lenovo would provide them with the same quality

offerings and level of service (Liu, 2007).

5.3 Lenovo international promotion strategy:

Lenovo had come up with a fresh new way for taking Chinese multinationals out into

the world. Lenovo, as the first Chinese firm concluded a cooperation agreement, has

also become the worldwide partner of the International Olympic Committee.

49
Sponsoring the Olympic Games implies a strong desire to expand abroad. By being a

sponsor of the Turin Olympic Winter Games in 2006, Lenovo was for the first time

ranked together with famous multinational enterprises, including Coca-Cola, General

Electric, Kodak, MacDonald's, Matsushita and Samsung. At the 2008 Beijing

Olympic Games, Lenovo will provide computing and communications technology

equipment, including desktops PCs, notebooks, servers and printers, and offer funding

to over two-hundred national and regional Olympic committees around the world.

Lenovo is expecting improvements in its brand recognition globally. As Lenovo is

still quite new to overseas consumers, through the platform of the Olympic Games

Lenovo plans to reach different countries (Xu, 2005). In America, Lenovo is the

official PC partner of the NBA. In the field of Formula 1 racing, AT&T Williams

names Lenovo as one of its major sponsors, having become the official PC partner of

one of the world's most famous teams. Lenovo has been noticeably displayed on the

AT&T Williams car in 2007 (www.lenovo.com.). Through participating in

international sponsorship activities, Lenovo not only benefits from popularising the

brand, but also successfully establishes a good company image.

The acquisition of the IBM PC division has strengthened Lenovo's brands and patents

portfolios. According to the agreement, Lenovo is allowed to use the IBM brand for

five years, including the use of the Think Pad brand. Meanwhile, IBM has announced

that it will provide Lenovo with marketing through the IBM marketing force . The

purpose of this acquisition was clear. Lenovo could conquer its weak brand image in

overseas markets. The new company could take advantage of IBM's brand name and

image, and sell PCs under the IBM brand (Fan, 2006).

50
Under the agreement, both IBM-branded and Lenovo-branded products will

continually be sold through the current IBM channels. This includes over 7,000 IBM

PC business dealers in the US. IBM branding will remain on IBM products for

another eighteen months (Child and Rodrigues, 2005), and then the company will

switch to a co-branding model IBM-Lenovo strategy. Finally, Lenovo branding with

an IBM tagline will be adopted instead. Lenovo has the challenge of sustaining the

IBM brand and retaining loyal consumers, as well as implementing a credible and

effective brand-transition strategy. Acquiring an internationally-recognised brand is

an efficient internationalisation strategy, however, managing and sustaining the

acquired brand name is a not an easy task.

The new company will unavoidably lose some loyal IBM customers, but the real task

will come after five years , when Lenovo face termination of the use of the IBM logo.

The vital question is whether Lenovo will have grown into a well-known international

brand by then (Fan, 2006). Meanwhile, sustaining and managing the acquired brand is

a tough task for Lenovo. It has to convince potential and current customers that the

new company possesses the knowledge and capability to continually bring

high-standard quality and post-sales service.

5.3.1 Re-branding strategies:

The re-branding strategy plays an important role in Lenovo's overseas expansion.

Lenovo stands for leading innovation (Xie and White, 2004). Lenovo was forced to

change the name from Legend to Lenovo in 2003, because the brand name Legend

had been registered in a variety of sectors among many regions, making it hard to

promote the brand internationally. Lenovo combines the Le of legend (to reflect its

51
heritage), with the universally recognisable Latin prefix novo, signifying innovation

and newness (Fan, 2006). This new name is designed to establish a brand new image

for the firm globally.

Xu (2005) indicated several steps taken by Lenovo in its re-branding strategy. Firstly,

thousands of Lenovo employees were visited in order to gauge their feelings about the

spirit of the Lenovo brand. Secondly, Lenovo chose the world first-class brand

designing and consultancy company Future Brand to execute the new brand logo

strategy programme. The entire process lasted over two years, including investigating

and examining the market, planning the branding strategy, designing the brand

symbol and the popularisation of the new logo. Finally, Lenovo repeatedly studied the

cases of re-branding strategies executed by other firms in similar industries, such as

Sony and Motorola, in order to obtain in-depth knowledge and experience.

5.4 Lenovo international pricing strategy:

IBM-branded systems from Lenovo will also benefit from reduced manufacturing

costs, which could create greater price competitiveness. Lenovo is more cost-effective

and operationally effective than ever after the acquisition, and can benefit from strong

distribution and strong brand awareness. The new company will be able to do well to

take advantage of its dual legacy to provide the channel more margins and benefits

(Kovar, 2004). Lenovo has come up with low-cost PCs in the channel in order to

compete with Dell. Having more price-competitive products will help Lenovo

compete more aggressively against Dell and others. Currently, Dell and HP are the

two major competitors Lenovo has in the global PC market. The price-competitive

Lenovo series products can attack the competitors by taking more market share from

52
them (Zarley and Campbell, 2004). Lenovo will introduce products and services that

are less over-engineered and expensive than are other international leaders. The

strategy is clear that Lenovo will attack the weak point of international players by

promoting Lenovo's low-price series, and products offering unique performance

features that appeal to specific characteristics of the targeted markets. An example of

this is that Lenovo introduced 3000 J series Desktops and 3000 C Notebooks to

overseas markets, and these models focus on lower performance, at a lower price

(Ernst, 2006).

Lenovo will, however, insist on the pricing strategy used by IBM. The new Lenovo is

just, as IBM was an exceptionally innovative company combined with the most

advanced research centres and broad product categories. IBM-branded products will

not give customers an impression of a price-war. The IBM series will continue to

provide the best quality PCs with most advanced technology. The IBM series PCs and

laptops have generated substantial growth at very competitive price points, but frankly

at price points that are higher than the competitors because the products are superior

(Zarley, 2004). By positioning Lenovo and IBM offerings at different price levels, the

new company can benefit from dual price positioning strategies. The Lenovo series

products look after customers with less-engineered demands on PCs, whereas the

IBM series insists on delivering high-performance PCs to customers.

5.5 Lenovo international distribution strategy:

IBM has been well known for its investments in dealers and partners relationships,

and today Lenovo is continuing to view these relationships as being valuable for its

growth. Lenovo has taken advantage of IBM's dealer programmes, and keep growing

53
these. The service centres are in contact with business partners everyday in order to

ensure they are operating well and that their customers are properly looked after. The

IBM Business Partner Charter is the basis for Lenovo to develop its charter with its

business partners (Zarley, 2004). Lenovo expects that similar programmes and similar

relationships will be targeted at offering its business dealers and partners with a much

broader manufacturing line.

Competitors were looking forward to seeing confusion in the channels. We have seen,

however, a straightforward integration without any unexpected disruptions (Campbell

and Burke, 2004). Lenovo has been working well with IBM and also working well

with its partners. The basic principle for Lenovo was to have as little change as

possible across the channels in terms of the IBM and Lenovo relationships. Lenovo

promised to its business partners that, no matter what new contracts are signed

between Lenovo and IBM, the current contracts will remain in effect. Lenovo

appointed more than 2,000 employees to their loyal customers and distributors to

make sure that the new firm would provide exactly the same high-standard products

and level of pre- and post-sales service (Liu, 2007).

According to prev10us acquisition history, many people had fears regarding the

business transaction. The new Lenovo ensured as less change as possible during the

procedure, in order to ensure that the distributors were reassured. The channel strategy

was kept the same as under IBM. Lenovo insisted on keeping long-term relationships

with distributors. As mentioned by IBM distributors the new Lenovo promised them

that they would see little disruption in their existing business relationships (Liu,

2007).

54
After the acquisition, Lenovo expected to obtain access to a global network of highly

skilled computer marketing and sales teams and distribution employees who excel in

tax laws and invoicing operations in over sixty countries (Ernst, 2006). IBM is the

only PC maker that carries out the majority of its business via these channels. With

the combination of Lenovo-branded products, it would generate extra benefits for the

channel (Kovar, 2004 ). Both Lenovo and IBM branded products could be sold via the

successful existing channels, which will provide tremendous choices for customers.

55
Chapter 6 - Discussion:

6.1 Internationalisation entry mode strategies of Chinese

multinationals:

According to the traditional international expans10n stage view, most successful

multinational enterprises adopt an easy first, then the hard approach when entering

the international market. Generally speaking, enterprises decide to enter those markets

that they are familiar with, or which are geographically or demographically close (i.e.

consideration of the psychic distance). In operations, many multinational enterprises

start exporting before establishing any subsidiaries, or offices overseas. The

advantage of such an approach is that it is considered to be risk-eliminating and

capital outlay reducing (Carlson, 1975; Johanson and Vahlne, 1992).

Different from traditional the internationalisation model: the U-model (Johanson and

Vahlne, 1977); Haier adjusted its internationalisation strategy to first the hard, then

the easy ones after an initial stage of trial-and-error in South East Asia (Xu, Zhu,

Zheng and Wang, 2006). Haier believed that if the brand could find its position in

these competitive markets, it would have obtained outstanding advanced technology

and management systems that would reward Haier with an unbreakable advantage

over other developing markets. This strategy offset the issues of psychic distance

(Johanson and Vahlne, 1977). Although Haier had a couple of initial overseas

joint-ventures in South East Asia, it left after several years' international experience

and knowledge accumulation. Shortly after understanding customers' tastes, gaining

the trust of distributors and setting up channels in developed markets, with the success

in niche markets Haier entered the mainstream white-goods market and quickly won

reputation and dominance in a couple of categories.

56
Figure 2: Path of Haier's International expansion process (Liu and Li, 2002)

0('\Clopinl! Countries ~ 0('\·eloplng Countries

01hrr DcHIOpl'tl Countrlts

Haier's internationalisation process was effective in tackling developed markets,

namely, the US and Europe. Then, Haier turned around and penetrated developing

and low-development countries. Haier's strategy differed from Uppsala Model's

(Carlson, 1975; Johanson and Vahlne, 1977), however, in the market expansion

process, in which the market entry should be based on psychic distance, or

neighbouring countries. The rationale for Haier's adoption on this approach was that,

once Haier had already established its brand image in the developed markets; for

in stance the US and European markets; it would be much easier for it to tackle the

less-developed markets.

In contrast, Lenovo undertook an understandably cautious strategy. Lenovo's

overseas ambitions are based on new and innovative products and tackling targeted

markets. Unlike Haier, that has devoted itself to establishing its brand in developed

markets; Lenovo decided that developed markets would have to wait after until other

developing countries were tackled. Initially, Lenovo's products were exported to

Russia, India and other Asian countries with relatively closer psychic distance

(Johanson and Vahlne, 1977). In 2004, Lenovo adopted the modern approach via the

acquisition of a successful western brand, which was intensively recommended by a

well-known consultancy in the field (the Kotler Marketing Group) (Fan, 2006). The

reason for Lenovo to acquire the IBM PC division is that Liu Chuanzhi realised that

57
the opportunity for further domestic expansion was limited. Moreover, Liu Chuanzhi

also realised that Lenovo were lacking a couple of things, such as a worldwide

recognised brand name, a strong presence in the global market and human resources

with skills in international management. After the acquisition, the new Lenovo gained

access to IBM's industrial expertise, including technological know-how, brand name,

customer base, marketing/sales force and channel/distribution.

The Uppsala model advocates that psychic distance plays a significant role in the

firm's internationalisation process (Johanson and Vahlne, 1977). Both Haier and

Lenovo do not appear to give priority to tackling geographically close, developing

countries with close psychic distance. In contrast, the attractions of developed markets,

including technological know-how, international experience and brand assets can

offset any issues of psychic distance. In spite of Johanson and Wiedersheim-Paul

(1975) statements on entering new markets with greater psychic distance, these two

companies are internationally oriented, with a long-term perspective with a

determination to dance with the global players.

Similarly, both Haier and Lenovo reversed traditional marketing practices and

skipped one or two stages (i.e. indirect and direct exporting) of the U-model

(Johanson and Vahlne, 1990). Especially for Lenovo, without much successful

exporting experience, it suddenly presented itself in the global PC market by

acquiring the IBM PC division. Chinese commentators supposed that the acquisition

has accelerated Lenovo at least ten years along the road to internationalisation. In the

exporting stage, Haier seldom exported via agents, primarily relying either on its own

sales subsidiaries, or on OEM contracts. Haier had something in common with

58
 Lenovo when entering the international markets. The strategy is simple: Get to the

market. Lenovo, with the inheritance from IBM, was trying to manage markets, not

factories; however, Haier was looking after the market first, then the profits. Both

companies viewed the meeting of consumers' demand and wants as their initial

objective, and the measure of their achievements.

Table 1: Differences between Chinese multinationals and the traditional view of

internationalisation

Internationalisation Traditional view Haier Lenovo

Attributes

Internationalisation I. Uppsala Model I. Seldom export via agents, I. Consideration of psychic distance

entry mode strategies 2. Consideration of psychic Internal development initially before acquisition

distance 2. hard first, then easy 2. Acquisition without much

(South Asia markets first, but exporting experiences

refocus on developed market) (Initially focused on developing

countries, India and Russia)

International Standardisation Adaptation/Niche market Standardisation/Product innovation

Product Strategies V.S. Adaptation Innovative products Both high and low-performance

Product Diversification Product Diversification categories

International Media advertising, Personal Media advertising Media advertising

Promotion and selling, Publicity and Sales Promotion campaigns/publicity Promotion campaigns/publicity

Promotion Sponsorship Sponsorship

Branding Strategies
Sponsorship Local branding Re-branding and Acquired-branding

Re-branding Trade affairs/exhibitions

International Direct selling Channel selling Channel selling

Distribution Channel selling Chain-stores/Specialised stores Chain-stores/Specialised stores

Networks in distribution E-distribution

Strategies

International Pricing Pricing standardisation V.S. Value-added pricing strategy Standardised Pricing:

Strategies Pricing adaptation Local competitive pricing IBM: High-end pricing

High and low price models Lenovo: Low-end pricing

59
6.2 International product strategies of Chinese multinationals:

Competing head to head with famous international brands in developed markets could

be expensive. Haier entered the developed market by introducing one product

category at a time, rather than a wide range of product categories at the same time.

The successful introduction of the adapted wine cellar and compact refrigerator are

good examples of this in the US market. Jeannet and Hennessey (2004) indicated that,

because tastes and fashions are dissimilar from country to country, with the

immediate effect, multinationals always have to change the styling of the product

offerings, and they elaborately design their product offerings to meet local

performance standards. Haier found niche markets and filled these gaps through

meeting consumer demand. The cost of this entry strategy is lower and effective.

Once Haier had built up its brand image and reputation, Haier entered the mass

domestic white-ware market. Boris (2004) particularly pointed out that, by adapting

products to niche markets in foreign markets this permits firms to obtain

specialisation advantages and rewards in narrow market segments.

In contrast, Lenovo adopted a global product standardisation strategy. Two series of

products are produced under the IBM-Lenovo and the Lenovo brands. According to

Claudio and James (1995), by engaging in product standardisation, multinationals can

focus on certain activities in particular markets by leveraging technological

know-how. After the acquisition, Lenovo continued to supply superior quality

standardised IBM series products to consumers with the demand of

high-performances, whereas the Lenovo series concentrated on less-engineered

standardised products. Consumers have more product options from retailers than

before. The new Lenovo can reach dual positioning of standardised product offerings,

60
and two different standardised series can take care of consumers with different

features. Through product standardisation, Lenovo cannot only benefit from

maximising utilisation of manufacturing facilities, but can also achieve more efficient

manufacturing technologies, lower research and development expenses, lower costs in

mass-media advertising and greater utilisation of current channels and sales forces.

6.3 International promotion strategies of Chinese multinationals:

The traditional international promotion strategies have been implemented by both

Haier and Lenovo. Czinkota and Ronkainen (1998) proposed that effective

international marketing communication is crucial for firms, the reason being the

geographic and psychological distances that disconnect a company from its

intermediaries and target markets. Internationally, both companies exerted a great deal

of effort on media advertising. Programmes include television advertisements,

outdoor billboards, trade fairs and product exhibitions, and specially designed in-store

posters. Hai er' s promotion strategy is primarily based on local characteristics, for

example the slogan What the World Comes Home To (Yi and Ye, 2003) was used in

the US after the September 11 events and the Haier Train campaign was used in

France (Yi and Ye, 2003). In order to enter the international market, Lenovo used a

re-branding strategy in 2003. Interestingly, both Haier and Lenovo are vigorously

involved in international sports events sponsorship, including the Olympic Games,

NBA, Formula 1 and sports teams in different countries. They realised the

commercial value of sponsoring because sports events are being covered by mass

media (Jeannet and Hennessey, 2004). Through participating in international

sponsorship activities, Haier and Lenovo cannot only benefit from popularising the

brand, but can also successfully establish a reputable company image.

61
6.4 International pricing strategies of Chinese multinationals:

Standardisation and adaptation are the two pricing strategies implemented by Haier

and Lenovo, and the pricing strategy is along the company's overall marketing

standardisation-adaptation continuum (Theodosiou and Katsikeas, 2001). Haier

adopted a dynamic pricing strategy to suit local market characteristics (Doole and

Lowe, 1999), such as prices being different for low-standard and high-standard

models. It adapted prices to different models. Instead of using a lower price strategy

to penetrate the markets, Haier found its position in being innovative and adding value

to products. For the purpose of seeking economies of scale (Onkvisit and Shaw, 1997),

a standardised pricing strategy was implemented by Lenovo. Lenovo slightly adapted

its pricing strategy due to its customers demanding both less-engineered and high

performance PCs. By positioning Lenovo and IBM-Lenovo series at different price

levels, the new company can benefit from dual price positioning strategies.

6.5 International distribution strategies of Chinese multinationals:

The critical issue in international product distribution is to establish an effective

distribution channel (Onkvisit and Shaw, 1997). Different from the traditional view of

distribution strategy, through which many companies establish their own sales

subsidiaries in each market, Haier took advantage of local distributors using channels

in international markets (Doole and Lowe, 1999). Currently, Haier has established

sixty-two distributorships internationally, covering 160 countries and regions. The

reason for this is that local people know about their market, their customers and their

buying behaviours. Locals can provide superior promotion and services than can

people sent from the original country. In order to obtain access to resources and

potential markets (Chetty and Holm, 2000), Haier has established intimate long-term

62
relationships with distributors internationally. The website networks,

www.eHaier.com and www.iHaier.com assist Haier to work more closely with

business partners in order to ensure the necessary components for international

growth. IBM has been famed for its investments in dealers and partner relationships.

Lenovo is taking advantage of IBM's distributorship programmes. Similarly to Haier,

it has adopted channel selling (Doole and Lowe, 1999). Since Lenovo is the only PC

maker which does the majority of its business via channels, it insists on keeping

long-term relationships with global distributor networks. Being network oriented,

Lenovo can obtain more opportunities to penetrate markets and serve customers.

63
Chapter 7 - Conclusion:

Entering a foreign market is difficult. It is particular difficult in developed regions,

where countries have remote psychic distances, as well as technical and legal

requirements. If Chinese multinationals are pursuing success in developed markets, it

is necessary that a strategic marketing programme and proper tools are implemented.

Improper conduct would damage the firm's overseas reputation and take a long time

to correct.

Generally, Chinese organisations use two types of internationalisation strategies, as

observed in the case studies. Chinese companies, such as Haier, might decide to go it

alone and proceed to set up parts of their firm in some of their main western markets.

This strategy is recognised as the internal development strategy. Naturally, this option

will be separated from the majority of the management integration dilemmas. Noting

that, internal development is a delicate procedure and branding establishment will

need a long time period. On the other hand, many Chinese companies, such as Lenovo,

may purchase an international player that already has outstanding global brand

awareness. This option is recognised as an acquisition strategy. The advantage is that

Lenovo can sell their products under established brand names through the acquisition

of the IBM PC division.

There are several distinctive issues for Haier and Lenovo, in comparison to western

multinationals. First of all, both Haier and Lenovo did not appear to give priority to

tackling neighbouring countries with close psychic distance, however, most western

multinationals choose geographically close markets and take psychic issues into

consideration. Moreover, apparently Haier and Lenovo skipped one or two stages that

64
western multinationals usually employ (i.e. indirect and direct exporting) in the

process of internationalisation. Especially for Lenovo, without many successful

exporting experiences, it suddenly entered the international PC market by acquiring

the IBM PC division. Thirdly, Haier tackled the developed markets by focusing on

one, or a few, product categories at a time, unlike western multinationals which tend

to introduce a full range of company categories at once. Typically, Haier established

its brand reputation and image by filling a gap in a niche market. On the other hand,

Lenovo provided global consumers with both high- and low-performance product

categories under the IBM-Lenovo and Lenovo brands, respectively, unlike western

multinationals which normally introduce a fixed category of products. Fourthly, both

Haier and Lenovo are actively involved in global sports events sponsorship, as they

have recognised the commercial value of being an official sponsor. Sponsoring serves

not only to benefit the firm through popularising the brand, but also creates a

reputable corporate image. Finally, Haier and Lenovo are partially government

supported Chinese multinationals, and their international marketing implementations

are considered to be relatively more patriotic when compared with western

multinationals, who are completely profit and benefit oriented.

In comparison with the domestic market, the overseas market is a broader field, with

foreseeable opportunities and market potentialities. On the basis of successes in the

domestic market and (limited) overseas market experience, Chinese multinationals

have to employ their unique globalisation strategies to reach more international

markets. Through the implementation of international marketing strategies and quick

responses to environmental changes and external factors, Chinese multinationals can

establish a reputable brand image, achieve economies of scale and gain greater profits.

65
7.1 Managerial implications:

Some strategic implications can be drawn from this research:

- As international latecomers from a developing country, Haier and Lenovo have

some disadvantages in comparison with western firms, such as a lack of resources

and advanced technology. They have managed to conquer these disadvantages,

however, via establishing R&D centres and strategic alliances in developed

markets.

- If Chinese compames desire to expand into overseas markets, they have to

possess strong positions in the domestic market. This will enable the companies

to acquire necessary support and assistance. Equally important, they must have

special and unique offerings to promote in the international markets, either

something partially different from, or superior to, the other players.

- Successful western multinationals always have to bear in mind that latecomers

from developing countries with limited resources and technological

disadvantages can still take market share from them. Even though these

latecomers arriving in international markets are far behind the western firms, they

have the courage to "dance with wolves" (Liu, 2007, p.573). Haier successfully

dominated the niche markets and filled the gaps through providing innovative

products. Through the acquisition of the IBM PC division, Lenovo accessed one

of the world's most advanced PC R&D centres.

- Some of the Chinese companies' second stage in international expansion

strategies should be taken into consideration. It is notable that Chinese companies

66
 have to adapt their internationalisation strategies according to market conditions

and competitive environments. Haier's later acquisition of an Italian firm is

entirely different from its previous strategy (internal development). The reason

for this change in strategy was that Haier confronted some hard-to-surmount

barriers, which internal development strategies could not overcome. Lenovo's

acquisition of the IBM PC division diversified from its initial exporting strategy.

To date, the takeover is considered to be successful and valuable. The fierce

competition and requirements in the global PC market forced Lenovo to adjust its

original exporting strategy to acquiring a western brand.

- According to this research, Chinese companies' successes are based on the

competitive advantages that also fall into typical paradigms, such as customer

satisfaction, innovative product design and relation ship management, among

others. Haier' s competitive advantage is built on precisely understanding what

customers want and need, and finding niche market in which to work more

interactively and more closely with consumers. Similarly, Lenovo's global

ambition is based on providing high-performance and innovative products for

both existing, and potential, customers.

7.2 Limitations:

The limitations of this report come from several areas; methodology, social context,

language barriers, and the potential to integrate the findings with empirical research .

There are foreseeable limitations in academic research, as " ... there are no perfect

research designs. There are always trade-offs. Limited resources, limited time, and

67
limits on the human ability to grasp the complex nature of social reality necessitate

trade-offs" (Patton, 2002, p.223).

'* This research is an exploratory case-study based on secondary data, rather than a

statistical generalisation.

~ There is no primary data in this report, with only secondary data being accessed.

Initially, I intended to include interviews. Thi s was not possible, however, due to

the special characteristics of Chinese social contexts and the transition economy

(Li, 2005).

7.3 Directions for future research:

From the discussion, it is clear that the U-model could not properly explain Chinese

firms ' internationalisation processes and paths. With the immediate effect, we should

take into consideration whether there are any other models which can be applied; such

as I-Models (Bilkey and Tesar, 1977; Cavusgil, 1980; Czinkota, 1982). Perhaps there

is no applicable empirical model which can be applied to the Chinese experience. As

a result, a new model may need to be generated particularly for the Chinese

internationalisation process. More studies on Chinese multinationals seem necessary

to add to the academic knowledge in this area. Why the international expansion

strategies implemented by Chinese multinationals have been relatively successful (to

date), even though they differed from the traditional model is a question needing

examination.

68
The two companies included in this report are known as Chinese Champions, with the

halo of being official templates. Their successes have been more, or less, based on

government behaviours and ambitions. To some extent, they do not represent other

Chinese multinationals, such as family-owned businesses (Hope Group Ltd) and

privately-owned businesses (HuaWei Ltd and Glanz Ltd). Perhaps further research in

this field could be extended to include other types of Chinese multinationals and their

internationalisation strategies. It would be interesting to determine whether there are

any noticeable differences among these different types of firms.

From the literature review on internationalisation approaches and international

marketing strategies, it is obvious that the topic covers a great number of dimensions

and aspects in numerous different issues. Further studies require greater detail and

in-depth examination of these issues. In addition, internationalisation approaches and

marketing strategies are different from industry to industry. There would be

foreseeable differences and adjustments in their international expansions.

The findings would also be enriched through conducting further studies employing

primary data. Accessibility to primary data and the unwillingness of participating

units will constantly create challenges and difficulties in regards to studies of Chinese

businesses. With the experience and credibility gained from this research, however,

advanced research techniques can be better employed.

Finally, this research should be considered to only having touched the tip of an

iceberg. To date, few studies have focused on emerging international latecomers from

China. It is noticeable that more and more Chinese multinationals are taking market

69
share from reputable international players. This study and other related studies will

provide Chinese multinationals with comprehensive knowledge and information

regarding internationalisation approaches and marketing strategies, therefore, they

will be able to be more competitive in overseas markets. This research contributes to

the current literature by emphasizing an understanding of how Chinese multinationals

compete in international markets.

70
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