Hypotheses – How to enter developed markets

Part of the Contributions to Economics book series (CE)

The last chapter introduced Chinese branded companies and their overall strengths and weaknesses with respect to domestic brand management and international market experience. Along the theoretical brand options as presented in chapter 2, the rationale of this chapter now is to hypothesise a global brand approach for these Chinese branded companies when they want to enter developed markets in the USA and Western Europe (WE). The aim of this chapter is to discuss and choose from all theoretical brand options, the option, which is considered the most appropriate choice for Chinese branded companies and their areas of experience, and which promises them the largest brand success in terms of long-term revenues and profits in the US and WE markets. Best practices of Japanese (Sony, Toshiba) and South Korean (Samsung) companies are used to support the hypotheses.

Since global markets change fast and Chinese branded companies learn quickly, the following hypotheses refer to the situation of Chinese branded companies as described in chapter 3 and assume market entries by October 2006. According to the theoretical framework, the chapter starts with hypotheses on global brand aims, followed by hypotheses on strategic and operative brand decisions, including, if relevant, aspects on brand control & adaptation. All hypotheses are going to be tested in chapter 5 by real Chinese case examples.


Brand Equity Develop Market Brand Awareness Corporate Brand Brand Communication 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


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© Physica-Verlag Heidelberg 2008

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