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From the author of Doing Business in Europe (SAGE, 2018), Gabriele Suder has teamed up with Sumati Varma based in India, and Terence Tsai from China to bring this comprehensive solution for Asian business teaching and learning. The book offers a highly productive mix of international business and marketing theory, and is packed with pedagogical tools to engage and develop understanding, including two full-length corporate case studies per chapter. This is a unique volume covering the most relevant topics of Asia-focused business and management practice spanning from cross-cultural management to supply chain resilience to market entry and expansion strategy, and much more. Specifically designed to meet the needs of Postgraduate, MBA and those taking part in Executive Education programmes, this exciting learning experience will prepare Asia's leaders of the future.

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This paper contributes to a multidimensional perspective on the speed of SME internationalization. It examines the influence of entrepreneurial characteristics – experience, rationales and innovation strategies – on multiple dimensions of internationalization speed. Findings from a sample of 180 SMEs show that earliness, speed of deepening, and speed of geographic diversification can be viewed as three different strategic alternatives and that each dimension is predicted by a different set of entrepreneurial antecedents. Earliness of internationalization is associated with entrepreneurs’ international business experience and their perception of opportunities abroad as well as preference for an innovation strategy characterized by ambidextrous innovation. Speed of deepening is related to entrepreneurs’ international business experience, their orientation towards differentiation vis-à-vis competitors, and commitment to innovation and a strategy focusing on exploration. These results indicate the importance of distinguishing between different forms of innovation. Speed of geographic diversification is predicted only by entrepreneurs’ orientation towards differentiation vis-à-vis competitors.

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Earliness ;  Entrepreneurship ;  Internationalization ;  SMEs ;  Speed of deepening ;  Speed of geographic diversification

Abstract

近几年，中国餐饮市场发展状态跌宕起伏，发展格局不均衡。行业集中度不断下降的背后，是餐饮业进入门槛低、同质化竞争严重、互联网入侵等深层次原因。特别在风险资本和O2O模式的助推下，餐饮业新进入者呈几何级数增加，行业也陷入了传统思维与新思维、新技术碰撞的混沌状态。 连锁餐饮王品集团计划2022年要在中国大陆市场拥有1,000家店，而截至2016年8月底，这个在中国大陆市场发展14年的企业，在这里仅拥有149家店、5个品牌。案例(A)主要描述王品2012年底之前在大陆市场的发展，其中遭遇的主要问题，以及当时只拥有两个品牌的王品不得不面临的品牌战略抉择；案例（B）主要描述王品自2013年起在大陆市场品牌多元战略的实践，以及相关能力的培养及所面临的挑战。实际上，所有这些挑战都关系到：王品如何能在自2017年开始的6年内开店851家？是通过创建多品牌在多城市开店，还是通过多品牌在有限城市开店？或者，通过聚焦有限品牌在多城市开店，还是通过聚焦有限品牌在有限城市开店？不同的战略选择无疑会带来企业不同的发展结果。

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中国市场 ;  品牌 ;  多元化 ;  多品牌 ;  战略

Abstract

近几年，中国餐饮市场发展状态跌宕起伏，发展格局不均衡。行业集中度不断下降的背后，是餐饮业进入门槛低、同质化竞争严重、互联网入侵等深层次原因。特别在风险资本和O2O模式的助推下，餐饮业新进入者呈几何级数增加，行业也陷入了传统思维与新思维、新技术碰撞的混沌状态。 连锁餐饮王品集团计划2022年要在中国大陆市场拥有1,000家店，而截至2016年8月底，这个在中国大陆市场发展14年的企业，在这里仅拥有149家店、5个品牌。案例(A)主要描述王品2012年底之前在大陆市场的发展，其中遭遇的主要问题，以及当时只拥有两个品牌的王品不得不面临的品牌战略抉择；案例（B）主要描述王品自2013年起在大陆市场品牌多元战略的实践，以及相关能力的培养及所面临的挑战。实际上，所有这些挑战都关系到：王品如何能在自2017年开始的6年内开店851家？是通过创建多品牌在多城市开店，还是通过多品牌在有限城市开店？或者，通过聚焦有限品牌在多城市开店，还是通过聚焦有限品牌在有限城市开店？不同的战略选择无疑会带来企业不同的发展结果。

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中国市场 ;  品牌 ;  多元化 ;  多品牌 ;  战略

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This paper addresses two questions through a study of 180 SMEs located in contrasting industry and home country contexts. First, which business models for international markets prevail among SMEs and do they configure into different types? Second, which factors predict the international business models that SMEs follow? Three distinct international business models (traditional market-adaptive, technology-exploiter, and ambidextrous explorer) are found among the SMEs studied. The likelihood of SMEs adopting one business model rather than another is to a high degree predictable with reference to a small set of factors: industry, level of home economy development, and decision-maker international experience.

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Business model ;  Home economy development ;  Industry ;  International experience ;  Internationalization ;  SMEs

Abstract

China　experience　is　important,　but　it　is　becoming　harder　for　foreigners　to　get　it ＂China　experience＂　has　been　regaining　the　significance　it　once　commanded　centuries　ago　when　the　country　was　at　its　zenith.　This　is　because　China＇s　ever　growing　economy　is　drawing　extensive　global　attention.　The　demand　for　China　experience　is　an　inevitable　outcome.　Having　China-related　expertise　and　knowledge　is　no　longer　just　a　box　to　tick　on　a　CV,　but　a　necessity　for　promotion　to　upper-middle　or　senior　corporate　positions,　or　a　ticket　to　more　attractive　jobs. Unsurprisingly,　what　comes　with　this　flourishing　temptation　is　the　increasing　competition　among　expatriates　in　China.　This　was　not　the　case　10,　or　even　five,　years　ago.　Then,　it　was　less　competitive　-　fewer　promising　candidates　vying　for　salary　packages　that　came　with　perks　coupled　with　lower　cost　of　living.　Today,　the　perceived　expat＇s　superiority　in　China＇s　labor　market,　especially　among　multinational　enterprises　in　its　first-tier　cities,　is　beginning　to　wear　thin.　This　is　because　as　domestic　markets　grow　in　importance,　companies　and　institutions　move　quickly　to　localize　expat　staff　and　withdraw　lucrative　welfare　items　such　as　children＇s　education　and　transport　allowances,　as　well　as　housing　and　meal　subsidies.

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自20世纪80年代精品酒店进入了中国市场后，它就凭借定制化服务、高端的装修和精准客户群，逐渐为大众所熟知并取得了健康发展。许多知名精品酒店正在通过酒店连锁的方式寻求在中国扩张的机会。鉴于特色精品酒店标准化的过程存在困难，与快捷连锁酒店相比，精品酒店业的扩张速度较为缓慢。花间堂在第一个五年（2009—2014）的发展历程中，寻求其独特的差异化发展，通过老宅与现代设计的完美结合，在各种服务中顾客所感知的浓烈的家的氛围等，在行业中成功立足。然而，花间堂在不同区域组团式发展进程中，因时代转变，在产品、用户、品牌等方面也面临着种种挑战：长远来看，花间堂的特色是否能够坚持做下去？如果要坚持特色，如何平衡差异化与标准化？“组团式”经营模式是否是花间堂的最佳发展模式？花间堂的定价策略又该如何与区域布点相结合？花间堂的核心团队该如何保持持续的创新能力？

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战略管理 ;  差异化 ;  酒店 ;  精品酒店 ;  竞争对手分析

Abstract

This case was prepared by Associate Professor Terence Tsai of China Europe International Business School, Shanghai, China, and Assistant Professor Shubo Liu of the Central University of Finance and Economics, Beijing, China, as a basis for class discussion rather than to illustrate either an effective or ineffective handling of an administrative or business situation. This case is about how United Asia Live Entertainment Co. Ltd. (United Asia), a real Chinese production and marketing company and a commercial arm of the Ministry of Culture, localized a popular global product, Mamma Mia!, to compete with other international and local firms during the period when the Government was pushing the reform of the cultural industry. Mamma Mia! is the first-ever Western musical without roots in the Chinese culture, being presented in Chinese (Mandarin) by an entire Chinese cast in China. United Asia staged the translated version with the creative team of the original musical. This case describes how United Asia faced and overcame many obstacles, including talent shortage, uncertain customer expectations and immature industrial clusters while it was preparing for the first show. The production turned out to be a big success. Although United Asia planned to launch more Western musicals in Chinese, the company aspired to go beyond introducing only copyrighted musicals and to create original musicals. This case leads to the reflection and discussion on what the company, as a groundbreaker in China’s new musical industry, should do next and how to sustain its competitive advantages.

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此案例描述了凡客诚品公司从2007年建立到现在发展过程中所遇到的挑战。作为国内近几年崛起的一家具有代表性的服装产业电商企业，凡客在其创始人陈年的领导下经历了早期的辉煌——销售业绩连年翻倍，并且吸引了投资人充足的资本支持，并且通过一连串具有创意的互联网广告内容和模式把凡客这一品牌做到家喻户晓，体现了“平民的时尚”，对整个服装产业都带来了不小的冲击。然而凡客的一鸣惊人、火爆传播和急速扩张所带来的是难以持久的虚假繁荣。

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电商 ;  凡客 ;  多元化 ;  平台 ;  服装 ;  广告