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Haier’s North America Expansion: Case Analysis Paper Name Institution Introduction In less than 30 years Qingdao Refrigerator Factory (nearly bankrupt) transformed itself as well as its business operations into one of China's first international brands – Haier. Haier with its roots firmly in the consumer appliances market extended and expanded its product portfolio in include consumer electronics market. For instance Duysters et al. (2009) pointed out that the Chinese company succeeded to transform itself from a local manufacturer to one of the most innovative companies in the world. Applying knowledge from numerous sources the Chinese company managed to remain afloat with the changing needs of the consumers. Accordingly Haier refrained from being acquired by major global brands with the intention and plans to enter developed markets such as the United States at the start of its internationalization process (Gadiesh et al. 2007). Therefore the decision by Haier to expand Haier's change of employees and the strategic implications following the merging of merging of multinationals such as Haier and GE Appliances. References Ajmera A. (2016). GE to sell appliances business to China's Haier for $5.4 billion. Reuters. Retrieved from www.reuters.com Bai X. & Ozturen Ali. (2016). Export Brand Development of China: Lessons Learned and Implications for the Future. Contemporary Chinese Political Economy and Strategic Relations: An Internal Journal 2(3) 10-1123. Duysters G. Jacob J. Lemmens C. & Jintian Y. (2009). Internationalization and technological catching up of emerging multinationals: a comparative case study of China's Haier group. Industrial and Corporate Change 18(2) 325-349. Gadiesh O. Leung P. & Vestring T. (2007). The Battle for China's Good-Enough Market. Harvard Business Review 85(9) 80-91. Haier Inc. (2014). About Haier. Retrieved from www.haier.com Ruimin Z. (2016). Reflections on managing a multinational corporation in China: Business model innovations of the Internet era. Academy of International Business 15(2) 3-6. [...]
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