How to enter China
Subtitle: choices and lessons
By: Yadong Luo.
Publisher: University of Michigan Press
Published: 2000
Place of publication: Ann Arbor, MI
Language: eng
Number of pages: 323
Subjects: International business enterprises -- China; Investments, Foreign -- China; China -- Economic conditions -- 1976-2000
Description: "This book systematically illuminates ways to enter China for international corporations seeking preemptive opportunities and long-term competitive positions abroad.

Specifically, it describes China's investment environment at the turn of a new century, outlines the impact of China's WTO membership on foreign companies, articulates each of the entry mode choices available to these companies, analyzes various factors underlying entry mode selection and equity ownership arrangement, and provides insight into entry mode selection from case studies.

This book also synthesizes literature on entry modes and the Chinese business environment, offers managerial lessons and practical guidance regarding entry strategies, and illustrates both Chinese government views and expectations of MNCs." "This book is written for students taking a "Doing Business in China" course, executives interested in foreign investment, and scholars interested in international expansion."--BOOK JACKET.
Notes: Includes bibliographical references (p. 307-314) and index.
Table of contents: title: I.; title: Multinational corporations in China: situation, environment, and evolution.; title: Multinational corporations in China: an overview -- -- The; title: economic environment at the turn of the century --; title: Entering China: an evolutionary path -- -- II.; title: Entering China: entry mode choices, decisions, and strategies.; title: How to enter China: entry mode choices --; title: Entry mode selection: factors and decisions --; title: Equity ownership: factors and decisions -- -- III.; title: Entering and operating in China: case studies. -- Case 1.; title: Nokia -- -- Case 2.; title: Hewlett Packard -- -- Case 3.; title: IBM -- -- Case 4.; title: Motorola -- -- Case 5.; title: Nike -- -- Case 6.; title: General Motors -- -- Case 7.; title: Procter & Gamble -- -- Case 8.; title: Johnson & Johnson -- -- Case 9.; title: General Electric -- -- Case 10.; title: McDonald's -- -- Case 11.; title: Ford.