The Chinese car market has, through the last decade evolved into the major market in the world. Its car market from has become the world’s largest market from 2009 until today. With the emerging market that is China, the demand for cars is supposed to grow even more in the next decade.The thesis starts by studying the theories of consumer market segmentation with a hybrid and dynamic aspect. A quantitative investigation was conducted with the help of a survey. The survey was sent out to car consumers and potential car consumers who are residing in China. From this study the authors were able to anticipate possible preferential profiles.

This study is to discuss how the Taiwan corporations (Uni-Prisident, Giant, Les Enphants, NB) build the successful brand equity in China Market. The theory base is according to the Brand Equity that proposed by David A. Aaker. There are five dimensions: brand loyalty, brand awareness, brand association, perceivable quality, and other brand assets. The conclusions of this study are presented as follows: 1. The Activity of Brand Equity As to the brand equity, this study considers that the brand awareness and association come from the channel development and the media application. The corporations do their best to create the consumption experience beyond the expectation and establish the trust relationship between each other. In this way, the brand loyalty and perceivable quality could be accumulated. 2. The Control Force of the Terminal Channel In the brand equity development procedure, the control force of the terminal channel plays a critical role. There are two reasons. One is there is still no a developed channel partner in China market. One is the partners or co-workers whose business ethics, management skills are more suspected in China. So, to control the development of terminal channel will execute the truly brand sprits and values certainly. 3. The Brand Equity Activity is duplicable or not The brand loyalty, awareness and perceivable quality are more duplicable than brand association and other brand assets. 4. The Process of the Brand Establishment In the process, this study concludes that the main brand activities in the business stages (preparation, establishment, expansion and experienced) of the four cases are consistent and there is a logical procedure in the execution of the brand equity dimensions.

Submitted by Daniele Santos (danielesantos.htl@gmail.com) on 2017-02-23T18:14:52Z No. of bitstreams: 1 Monica.pdf: 4300075 bytes, checksum: cd2a9c923875e23e5781fe6c1201a184 (MD5) / Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2017-02-23T20:44:42Z (GMT) No. of bitstreams: 1 Monica.pdf: 4300075 bytes, checksum: cd2a9c923875e23e5781fe6c1201a184 (MD5) / Made available in DSpace on 2017-03-03T17:31:50Z (GMT). No. of bitstreams: 1 Monica.pdf: 4300075 bytes, checksum: cd2a9c923875e23e5781fe6c1201a184 (MD5) Previous issue date: 2016-11-10 / China has been growing at a fastest pace than the rest of the world in the last two decades increasing the importance of its economy every day in the global field but sowing uncertainty and confusion among investors and the rest of the world due to the contradiction between its political and economic models. Economically, the People’s Republic of China has demonstrated to be more open to capitalism but its politics reveal a communist system in which there is no opportunity for a capitalist economy as it is originally conceived

SINYA company is a 3C distribution operator having distributed PCs and relevant hardware for more than 20 years since 1989. The company set up its first branch in JianGuo Computer Warehouse in 1995 with a shop only 15 square meters. The operating revenue had grown from NTD 300,000 to NTD20 million per month after 4 years painstaking development then. Since that so many customers joked about waiting for a long queue for buying a computer due to the rapid growing, the company decided to open another shop with higher capacity around 80 square meters, making the revenue more than 25 million monthly. Thus, the company could create more than NTD 400 million revenues annually with the two shops only in sum less than 100 square meters. SINYA company currently runs 30 branch stores making 1.6 billion operating revenues a year. Every Supplier, such as Intel, Microsoft, ASUS and even Sony, regards SINYA company as the third largest local chain store distributor in Taiwan. Branding Strategy is necessary for an enterprise to operate its sustainable business absolutely. However, as we know, the business opportunity is quite limited in a local market. The way to provide an enterprise an enough room to grow continuously means that an enterprise needs to target at the international market if an enterprise does want to run a business sustainably. Thus, in order to get more chances to step into the international markets from a local market like Taiwan, the SINYA company must create the business model and profit model to meet the demand of the international market, or even surpass any other outstanding competitors in the international chain store distribution markets. Referring to the international market, the SINYA company takes the markets both in China and South East Asia as the first 2 alternatives, especially in China, a place speaking the same language as we do with a big market, which is undoubtedly worth being researched aggressively for us. Of course, the development of 3C channels in China has advanced a lot these years under the assistance partly from Taiwanese businessmen and some efforts made by mainlanders. Some channels even have strong competiveness in the internationalized market. Nevertheless, as we know, competition is inevitable when running a business. Therefore, I believe that trying best to strengthen the company¡¦s multi-facet operational ability and to lead the enterprise with customer oriented and innovative thoughts is the necessary strategy for an enterprise to run their business sustainably so as to gain a good result. China is a large market with potential, more available virtual channels and the opportunity to develop its legal environment gradually, i.e. a good chance for the development of an enterprise. However, hardly could a new entrant break through the barrier to take part in the China¡¦s market in a short time, even a healthy enterprise as SINYA company which has the advantages of good operation efficiency, pricing policy, professional service personnel, innovative and adaptive abilities. There can be some factors as below: 1. Unhealthy taxation institution. 2. Unsound legal protection for the business environment provided by the government sectors. In addition, there are also some unsolved weaknesses from the SINYA company itself: 1. The Brand is not known enough. 2. Financial Capacity needs to be strengthened. 3. The strategy of vertical integration to strengthen the advantage of the products diversification should be implemented continuously. Found in this research, there are also some short and middle term opportunities exited for the SINYA company in the China market.So, the SINYA company can take into account some factors as below: 1. Duplicate other successful experiences to authorize its brand. 2. The Gap between Urban and Rural provides the virtual platform an unlimited potential. The market of some level 3 to 6 cities can be developed.

This thesis comprises, firstly, a careful and detailed description of the institutional workings of the Chinese stock market; secondly, a literature review of the Chinese segmented markets and dual-listed shares price premium; and thirdly, three evidence-based contributions designed to cast new light on the Chinese A-shares premium puzzle. Publicly-listed firms in China, under certain criteria, can issue two different types of shares, namely A-shares and B-shares, to local and foreign investors respectively. These shares carry the same rights and obligations, but are however priced differently due to market segmentation. After a review of the literature on determinants of the premium, the first contribution offers a complementary explanation. I propose that the premium reflects the difference in valuation preferences between the local and foreign investors, i.e., local investors pay more attention to stock liquidity, while foreign investors pay more attention to firm’s intrinsic value, and so firms having more favorable fundamentals tend to have lower premia. The second contribution involves the examination of a controversial question that which investor group is better informed about local assets, by testing the direction of information flows between the A- and B-shares markets. Both time series methods, and panel data techniques which are used for the first time in this context, are employed, in order to get a distinct and more insightful picture against the current literature. The third contribution compares and contrasts institutional settings of China, Singapore and Thailand which have similar market segmentation and dual-listing systems; examines whether or not the premia in the three countries are caused by same factors; and tries to answer why foreign investors in China pay less, rather than more, as commonly observed in other segmented markets, for identical assets. It provides the first cross-country comparison evidence after 1999 with updated data.

Multinational Corporations (MNCs) are facing the paradox of globalization and localization in entering each new market. Generally, there are two perspectives which regard to how a MNC configure its cross-border activities: The first is global convergence perspective, which focuses on leveraging corporate resources and attaining global synergies. The second is international diversity perspective, which lays more emphasis on local adaptation and harnessing diversities. Both perspectives have their pros and cons, a balance between international standardization and local adaptation is vital. For the major Auto Giants in the world operating and competing worldwide, the significance of China market is as clear as day to everyone. This paper focuses on how the major Auto Giants balance the paradox of globalization and localization in the China market. In other words, how the MNCs deal with the dilemma of globalization and localization under different strategic contexts? We adopt a model which divides their activities in China into 6 stages and which includes criteria with regard to the dilemma of localization and globalization.

Per Gary S. Becker, nowadays a primary determinant of a country¡¦s standard of living is how well it succeeds in utilizing the skills, knowledge and health of its people. Human capital is one of the most precious assets of an enterprise. In a competitive environment, how efficient manage human capital which is important event. Recently, China is becoming more popular market. Using case studies, this research targeted four firms, which were sampled purposely to conduct an in-depth interview to explore the human capital strategy in China. And the results appears as follows: 1. Different business strategy will result in different human capital requirement and human capital strategy. 2. Human capital strategies of multinational have much internationalization and the globalized concepts. 3. In a competitive environment, reviewing human capital strategy is needed. 4. Develop the career management service, emphasize on job training and design a systematic characteristic and usable education program for employee.

After China enters WTO, its antique retailing and wholesaling sector is faced with tough competition as the global retailers rush to enter the field. Shanghai is one of the highest density cities of convenience stores. In addition, foreign companies has limited by laws in China, how to compete with the other state-owned enterprises which owned many advanced advantages will become a big issue. Base on the China market situation, the research is focus on key success factors of oversea chain convenience stores. What the methodology is used is ¡¨Case Study¡¨. There are three data sources-deep interview, including the convenient store company to be the object discussed here and the supporting business unit in Convenience Store Division, Ting Hsin International Group. With its own marketing, alliance program, store products, backup office support systems, goods delivery and creativity as well. Compile the organized information and analysis then get conclusion. The concrete research results s are as follows¡GThe Key Success Factor of oversea chain convenience stores can be divided into four dimensions which are expanding stores and surroundings planning ability, products innovation and diversity, marketing planning. The last but not least is quality of store operation and service. To build up an integrated supply chain system is also do help when entering into new market. Though the scale of convenience stores is the foundation of profit, it can¡¦t guarantee the sustainable profit. Base on the store unit profitable, enterprise should find the virtual growth pattern of turnover to make the sustainable profitability.

<p>Multinational Corporations (MNCs) are facing the paradox of globalization and localization in entering each new market. Generally, there are two perspectives which regard to how a MNC configure its cross-border activities: The first is global convergence perspective, which focuses on leveraging corporate resources and attaining global synergies. The second is international diversity perspective, which lays more emphasis on local adaptation and harnessing diversities. Both perspectives have their pros and cons, a balance between international standardization and local adaptation is vital.</p><p>For the major Auto Giants in the world operating and competing worldwide, the significance of China market is as clear as day to everyone. This paper focuses on how the major Auto Giants balance the paradox of globalization and localization in the China market. In other words, how the MNCs deal with the dilemma of globalization and localization under different strategic contexts? We adopt a model which divides their activities in China into 6 stages and which includes criteria with regard to the dilemma of localization and globalization.</p>

Through analysis of the impact of international automobile manufacturers to enter the China market factors, summarized in its mode of entering the Chinese market to explore the automotive industry in Taiwan to enter the Chinese market is likely to choose. The study found that lower costs and increase the diversity of products to major automobile manufacturers are two main factors, which entered the Chinese market, the time difference will lead to the same entry mode, but joint ventures and wholly-owned is still the main mode.