The Chinese way of international brand management

Abstract

Having presented the way of international brand management for each individual company, Haier, TCL, Hisense and Lenovo, separately, the rationale of the following chapter is now to identify similarities and differences among these four cases and to test them against the formulated hypotheses of chapter 4. To what extent can the hypotheses be confirmed by the four cases? What are reasons why a hypothesis may or may not be confirmed? What did these Chinese branded companies decide differently in comparison to companies from Japan and South Korea? Can we identify a Chinese way of international brand management among the four cases? To what extent may this way be generalised across and beyond the industry? To answer these questions, the chapter starts with cross-case comparisons of the four investigated cases, structured in the same sub-sections as applied in the individual case narratives. In the second section the findings are tested against the formulated hypotheses. The chapter closes with the integration of all prior findings in the descriptive model, presenting the Chinese way of international brand management.