Essays on Globalization of Chinese Enterprises Case Study

Download full paperFile format: .doc, available for editing

The paper "Globalization of Chinese Enterprises" is a perfect example of a business case study.   Globalization is usually termed in incremental relations as a more or less steady progression, commencing with improved exports or international sourcing, after that an uncertain worldwide presence, developing into an international business, and eventually progressing into a worldwide posture. This form of gradualism, nevertheless, is elusive. It disguises the major vicissitudes that globalization necessitates in a business’ s operation, fundamental capabilities, arrangement, procedures, and culture. As a concern, it makes administrators underrate the huge alterations that happen between the management of global operations, international creativity, and management of an international corporation.

Industries and firms both have a tendency of globalizing in phases, and at each phase, there are various opportunities for and dares related to the creation of value (Kluyver 2013). Strengths of Chinese companies Chinese market An early footing in the fast-developing Chinese market has usually and is continuing to be a significant aspect in Chinese companies. This is exhibited in the leading roles of the Chinese trades are continuing to have in the total deals of the Chinese brands.

There is also a low-cost basis on both the manufacturing and R& D, management, designing and engineering. There is closeness to the supply chain and the accessibility of skilled and itinerant labor force. China has considerable volumes and improving economies of scale and the internalized R& D in Northern American, Japanese and the Chinese markets. Companies, located in the backbone of the “ international factory” , enables the Companies in china to be producing and accessing parts at considerably higher volumes and enhances the customization at the scales. For the firms that are dominating the Chinese market share, the blending of the economies of scale in the industrial and resilient local sales resulting in a robust platform for their venture into the international market.

For instance, the Chinese personal computer market share is a representation of approximately 20% of the worldwide capacity. The globalization of R& D facilitated Lenovo to have a development of a more diverse range of goods on the basis of various markets and enabled more stylish high-end innovation in any developed market (Thompson 2011). Cost innovation Through cost innovation, most of the companies from China are capable of yoking their competitive gains.

Cost innovation refers to high-technology goods at a lower cost, big diversity at lower costs and speciality goods at lower costs. Since Lenovo started its operations in the Chinese market, was significant since it gave the company a robust background for it to go worldwide. Lenovo had low-cost designs and R& D program, low-cost processing using its personal and contractual manufacturers (who had their cost reduced by the foreign clients), and low-cost production and management. The cost innovation and vicinity of the Chinese international companies to the production has been allowing them to concentrate on the incremental and adaptive innovation where they would be offering exceedingly customized goods.

The customization and adaptive innovation have been significantly appropriate to the Lenovo since it has a main proficiency in assembly and Production (Zeng and Williamson 2007). Most of the Chinese companies are continuing to invent and simultaneously being sensitive to prices. Consequently, the tablets and ultrabooks from Lenovo Company are continuing to bring about cutting-edge aspects at considerable costs. The supercomputers and relevant R& Ds are being used in the business applications, e.g.

its collaboration with the Formula one racing, its concentration is on the considerably low-cost application of the fruits of that R& D (Biedeger 2005).

Reference

List

Berner, R. and David, K 2005, ‘Special Report: The Best Global Brands.’ BusinessWeek/Interbrand. August

1, 2005. http://www.businessweek.com/magazine/content/05_31/b3945098.htm

Biedeger, J 2005, ‘Strategic Action at Lenovo,’ Organizational Dynamics 34, no.1:93

Draguhn, W and Goodman, D 2002. China's communist revolutions: fifty years of the People's Republic of China. Psychology Press. p. 38

Guo, W and Feng, Y 2007, Special Economic Zones and Competitiveness: A case study of Senzhem, the people’s Republic of China, PRM Policy Note 2,8, Manila: Asia Development Bank

IBM, 2005a, IBM Institute for Business Value/Fudan University interviews, 2005.

IBM, 2005b, IBM Institute for Business Value/Fudan Universityglobalization survey, 2005.

IBM, 2006, ‘Going global,’ Prospects and challenges for Chinese companies on the world stage

Keith, B 2012, "China’s Grip on Economy Will Test New Leaders". The New York Times, November 9, 2012

Kluyver, C 2013, Fundamentals of Global Strategy, v. 1.0, available at http://catalog.flatworldknowledge.com/bookhub/reader/5579?e=dekluyverglobstrat_1.0-ch02#dekluyverglobstrat_1.0-ch00pref.

Loewen, J 2008, Money Magnet: Attract Investors to Your Business: John Wiley & Sons

Martyn, D 2005, ‘Emerging markets.’ March 7, 2005. Business Day (South Africa).

Miyagi, A 2006,The Ongoing Transition in

China’s Labor Demand,

Ogilvy and Mather, 2005, Survey of 303 consumers in France,U.K. and U.S.

Thompson, W 2011, ‘Credit Suisse Equity Report,’ Lenovo Group Limited., September 13, 2011,3.

Xing, W 2010, ‘Labor Costs No sweat for Lenovo,’ China Daily, August 20, 2010, 14.

Zeng, M and Williamson, P 2007, Dragons at Your Door, Boston: Harvard Business School Press

Zhou, Y 2008, ‘Synchronizing Export Orientation with Import Substitution: Creating Competitive Indigenous High-Tech Companies in China,’ World Development 36, no.11: 2364

Download full paperFile format: .doc, available for editing
Contact Us