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|Title:||Entry and business strategies used by international architectural, engineering and construction firms in China|
|Authors:||Ling, F.Y.Y. |
Market entry mode
|Citation:||Ling, F.Y.Y., Ibbs, C.W., Cuervo, J.C. (2005). Entry and business strategies used by international architectural, engineering and construction firms in China. Construction Management and Economics 23 (5) : 509-520. ScholarBank@NUS Repository. https://doi.org/10.1080/01446190500040141|
|Abstract:||International architectural, engineering and construction (AEC) firms need to decide on the appropriate market entry mode and business strategies when undertaking projects overseas. The objectives of this research are to investigate the effective market entry modes for penetrating China and the effective business strategies for managing projects in China. The research method is based on a structured questionnaire and data were collected via postal survey. Interviews have been conducted to complement the survey. The results show that establishing a wholly owned subsidiary in China is the most effective entry mode. Foreign AEC firms need to adopt a differentiation strategy by providing niche and superior service. They must also pay great attention to customer satisfaction to gain competitive advantage and clinch and manage projects. To succeed in China, foreign AEC firms need to set up a physical office there, to develop a good understanding of local by-laws, understand client requirements better and therefore provide them with a superior product or service. © 2005 Taylor & Francis Group Ltd.|
|Source Title:||Construction Management and Economics|
|Appears in Collections:||Staff Publications|
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