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Multinational enterprises (MNEs) from emerging countries have shown their ability to compete as latecomers against established enterprises in various industries. Such latecomers are known as “dragon multinationals” and much research has been conducted to analyze their behavior and competitive advantages. This paper focuses on the strategy implemented by the Korean automobile company Daewoo Motors to expand into the global market. Based on the international business literature on the emergence of multinational enterprises in emerging countries, this paper examines why Daewoo Motors invested first in developing economies such as Uzbekistan and Eastern Europe upon expanding into the global market. It discusses both the growth of foreign sales and the organization of overseas assembly plants. In addition, this paper explores the impact of investing in other emerging countries on the competitiveness of the firm and evaluates the potential risks of this approach.

This book tackles the history of the Swiss watch industry in a global perspective: it gives particular attention to rival nations such as the United Kingdom, the USA and Japan. The author demonstrates how Swiss watchmakers succeeded in facing various challenges: the industrialization of production at the end of the 19th century, the delocalization of production in the interwar years and globalization since the 1960’s. These challenges helped Switzerland to maintain and strengthen its position as a leader on the world market. This study shows how innovation and new technologies, the industrial policy of the Swiss authorities, the industrial district organization and the relations with trade unions explain the worldwide success of the Swiss watch industry.

This paper investigates the dynamics of the internationalisation of leading Chinese apparel companies since the early 1990s. Following the general growth pattern of this industry, which was export-oriented until 2005 and focused on the domestic market since 2005, this paper adopts a business history approach to explore the strategies adopted during these two periods to invest in overseas expansion. Our discussion is based on an analysis of the top 25 largest Chinese apparel firms in 2019. Using a broad range of published sources and official data, we shed light on the internationalisation process of these firms and show the various strategies used to upgrade their position in the global value chains, from OEM manufacturers for global brands to the owners and managers of their own retail networks.

論文

L’objectif de cet article est de contribuer à une meilleure compréhension des mutations de l’industrie du luxe depuis les années 1980 à travers l’exemple de l’industrie horlogère suisse et du Swatch Group (SG) en particulier. Adoptant une perspective de business history, il vise notamment à mettre en lumière les relations entre l’adoption d’une nouvelle stratégie marketing visant à établir ses produits dans la catégorie du « New Luxury » (notamment pour la marque Omega), d’une part, et la restructuration / globalisation du système de production (concentration de la production de pièces en Suisse ; ouverture d’unités de production en Asie), d’autre part, comme source de compétitivité.

Multinational enterprises (MNEs) from emerging countries have shown their ability to compete as latecomers against established enterprises in various industries. Such latecomers are known as “dragon multinationals” and much research has been conducted to analyze their behavior and competitive advantages. This paper focuses on the strategy implemented by the Korean automobile company Daewoo Motors to expand into the global market. Based on the international business literature on the emergence of multinational enterprises in emerging countries, this paper examines why Daewoo Motors invested first in developing economies such as Uzbekistan and Eastern Europe upon expanding into the global market. It discusses both the growth of foreign sales and the organization of overseas assembly plants. In addition, this paper explores the impact of investing in other emerging countries on the competitiveness of the firm and evaluates the potential risks of this approach.

Multinational enterprises (MNEs) from emerging countries have shown their ability to compete as latecomers against established enterprises in various industries. Such latecomers are known as “dragon multinationals” and much research has been conducted to analyze their behavior and competitive advantages. This paper focuses on the strategy implemented by the Korean automobile company Daewoo Motors to expand into the global market. Based on the international business literature on the emergence of multinational enterprises in emerging countries, this paper examines why Daewoo Motors invested first in developing economies such as Uzbekistan and Eastern Europe upon expanding into the global market. It discusses both the growth of foreign sales and the organization of overseas assembly plants. In addition, this paper explores the impact of investing in other emerging countries on the competitiveness of the firm and evaluates the potential risks of this approach.

Shopping centers are among the most significant places to sell luxury goods in East Asia. However, the relations between retail networks of luxury companies and access to land and real estate still need to be addressed. On the one hand, an extensive literature highlights how the turn to luxury industry since the 1990s has enabled some European countries to maintain their comparative advantage on the global market and at the same time to keep a significant part of their production non-globalized. Yet, an issue that remains to be addressed is the way European luxury companies are able to enter and expand their sales networks in emerging countries. On the other hand, while real estate has become a major economic circuit in East Asia, there is still a lack of works about the property industry and companies’ concrete strategies and business models. This article is hence an exploratory study that tackles the issue of real estate within the strategies of the main actors of the Swiss watch industry, namely Swatch Group, Richemont and LVMH, which have massively invested in their retail network in China and East Asia since the 1990s. While these three companies went through local retailers until late 1990s, they managed to expand their sales networks by increasingly controlling the retail spaces in China and in some Southeast Asia countries, such as Hong Kong, Singapore, Malaysia, Thailand, and Taiwan, increasingly influenced by Chinese consumers. For these countries which now represent a major part of their respective market shares, the Swiss watch groups rarely invest directly in large-scale real estate projects like shopping malls. They however have various strategies of control and integration between retail and the commercial real estate industry.

Shopping centers are among the most significant places to sell luxury goods in East Asia. However, the relations between retail networks of luxury companies and access to land and real estate still need to be addressed. On the one hand, an extensive literature highlights how the turn to luxury industry since the 1990s has enabled some European countries to maintain their comparative advantage on the global market and at the same time to keep a significant part of their production non-globalized. Yet, an issue that remains to be addressed is the way European luxury companies are able to enter and expand their sales networks in emerging countries. On the other hand, while real estate has become a major economic circuit in East Asia, there is still a lack of works about the property industry and companies’ concrete strategies and business models. This article is hence an exploratory study that tackles the issue of real estate within the strategies of the main actors of the Swiss watch industry, namely Swatch Group, Richemont and LVMH, which have massively invested in their retail network in China and East Asia since the 1990s. While these three companies went through local retailers until late 1990s, they managed to expand their sales networks by increasingly controlling the retail spaces in China and in some Southeast Asia countries, such as Hong Kong, Singapore, Malaysia, Thailand, and Taiwan, increasingly influenced by Chinese consumers. For these countries which now represent a major part of their respective market shares, the Swiss watch groups rarely invest directly in large-scale real estate projects like shopping malls. They however have various strategies of control and integration between retail and the commercial real estate industry.