An Analysis of Market Entry into the People’s Republic of China under consideration of Cultural Value Dimensions

   

Table  of  NA

Table  of Content  NA

List  of Figures  NA

List  of Tables  NA

List  of Abbreviations  NA

1.  Introduction  1

1.1  Executive Summary  1

1.2  Scope of Work  2

2.  Problem  3

2.1  Problem Definition  3

2.2  Methodology and Research  5

3.  Objectives and Motivation  6

3.1  Objectives  6

3.2  Motivation  6

4.  Theory Part  7

4.1  Market Entry Strategies  7

4.1.1  Market Entry Strategies by Thompson Gamble Strickland and Zahn  7

4.1.2  Market Entry Strategies by Porter  8

4.1.2.1  Porter s Entry Modes  8

4.1.2.2  Porter s Five Forces  9

4.2  Joint Venture  11

4.2.1  Initial Reasons for Joint Venture  12

4.2.2  Being competitive in market by Joint Venture  13

4.2.3  Strategic aims of Joint Venture  15

4.2.4  Benefits of Joint Venture  16

4.2.5  Risks of Joint Venture  16

4.3  Introduction into the Cultural Theory Models  17

4.3.1  Definition of Culture  17

4.3.2  The Five Dimensions Model of Hofstede  18

4.3.3  The Value Guide Lines of Trompenaars  21

4.3.4  The Cultural Dimension Model of Hall  24

4.3.5  The Value Orientation of Kluckhohn Strodtbeck  26

4.4  Introduction to Chinese behaviour approaches  29

   

4.4.1  The Religions and Morals in PR China  30

4.4.1.1  Facts about Confucianism  30

4.4.1.2  Facts about Taoism  31

4.4.1.3  Facts about Buddhism  31

4.4.2  Communication and its Theoretical Context  32

4.4.2.1  Mianxi Relevance  33

4.4.2.2  Guanxi Relevance  34

4.5  Selected Theory Elements  36

4.5.1  Hofstede Theory Elements  36

4.5.2  Guanxi Theory Elements  36

4.5.3  Mianxi Theory Elements  37

5.  The Case  38

5.1  Facts about PR China and its cultural development  38

5.2  PR China s joining the WTO  39

5.3  PR China and the OECD  41

5.4  Definition of the Case  43

5.4.1  Introduction ThyssenKrupp  43

5.4.1.1  ThyssenKrupp worldwide  44

5.4.1.2  ThyssenKrupp in PR China  44

5.4.2  Introduction of Siemens  46

5.4.2.1  Siemens worldwide  47

5.4.2.2  Siemens in PR China  48

5.4.3  The Case of the Transrapid  49

5.4.3.1  Facts and the History of the Transrapid  49

5.4.3.2  Facts and the history of the Transrapid in PR China  51

5.5  Application of Hofstede s Cultural Dimensions  53

5.5.1  German Dimensions Model  53

5.5.2  Chinese Dimensions Model  56

5.6  Application of the Selected Theory Elements  58

5.6.1  Introduction of the Interviewee  59

5.6.2  Application of Guanxi and Mianxi through research methods findings  60

5.6.3  Application of the Interviews onto Transrapid Case  64

5.6.4  Application of the Relationship Term through research methods findings  66

5.7  Case Solution  67

III

6.  Conclusion Critical Comments and Outlook  69

6.1  Conclusion  69

6.2  Critical Comments  69

6.3  Outlook  70

Bibliography   71

   

List  of  NA

Figure  PR China s GDP between and  2

Figure  The Five Forces of Porter  10

Figure  sample graph of Hofstede s dimensions  19

Figure  Kluckhohn and Strodtbeck s Culture Value Orientations  29

Figure  The Chinese Guanxi network  35

Figure  The German Dimensions Model of Hofstede  54

Figure  The Chinese Dimensions Model of Hofstede  57

List  of  NA

Table  High and Low Context Countries  26

Table  Characteristics and Meaning of Mianxi  34

   

List  of  NA

   

product,  price place and  NA

   

   

   

Anshan  Coking and Refractory Engineering Consulting  NA

   

Aktiengesellschaft  Stock  NA

   

Confer  to Confer  NA

   

Chinese  Yuan Chinese  NA

   

   

   

Deutscher  Aktienindex German Share  NA

   

exempli  gratia for  NA

   

   

   

European  Union European  NA

   

   

et  al et  NA

et  alteri and  NA

   

Fachhochschule  für Oekonomie  NA

   

General  Agreements of Tariffs and  NA

   

gross  domestic  NA

   

Gesellschaft  mit beschränkter Haftung limited  NA

   

   

   

Kilometer  per  NA

   

   

   

   

   

Long-Term  Orientation Long Term  NA

   

   

   

North  American Free Trade  NA

   

Organisation  for Economic Cooperation and  NA

   

Power  Distance  NA

   

Doctor  of  NA

PR  China PR  NA

People’s  Republic of  NA

   

Chinese  Yuan  NA

   

Uncertainty  Avoidance  NA

   

US  Dollar US  NA