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    Case Study

    CHINT Group (C): CHINT going global

    By Winter Nie and Abraham Hongze Lu
    2 pages
    November 2009
    Order this case study
    Reference: IMD-3-2109

    When CHINT’s home market was threatened by both domestic players and MNCs, the company responded by going global. The company started with contract manufacturing, and then exported branded products to foreign dealers. It also joined international engineering contractors as bidding partners for energy projects in international markets. Moving forward, the company was pondering what would be the best way to expand globally.

    Learning Objective

    How should Chinese companies like CHINT expand globally?

    Keywords
    Moving Up the Value Chain, Good-enough Market, Low Cost Competition, Strategy, General Management
    Settings
    China
    April 2009
    Type
    Field Research
    Copyright
    © 2009
    Available Languages
    English
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    Building on NTT (A), the case starts with NTT’s CEO having narrowed down strategic growth options with the board to prepare NTT for the future. Past international investments in AT&T Wireless and KPN to tap into foreign markets had resulted in billion $ write offs and stopped international acquisitions. However, after reviewing the disruptive changes facing the ICT industry and considering the shareholders’ views, CEO Miura committed to internationalization. The B case details NTT’s growth strategy focused on internationalization, while considering the need for new capabilities and technologies. It provides more insights into NTT, its opportunities and the Japanese experience with M&As and ends with Miura’s determination to quickly grow through international expansion to prepare NTT for the future.
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    Copyright ©2024
    Copyright owner IMD Copyright
    Organization Nippon Telegraph and Telephone
    Industry Services, Telecommunications;Information Technology
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