Academic literature on the topic 'Brand Management Capabilities'
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Journal articles on the topic "Brand Management Capabilities"
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Lee, Wai Jin (Thomas), Aron O’Cass, and Phyra Sok. "Unpacking brand management superiority." European Journal of Marketing 51, no. 1 (February 13, 2017): 177–99. http://dx.doi.org/10.1108/ejm-09-2015-0698.
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Purpose A strong brand is one that consumers know and perceive as differentiated from competing brands. Building brands with high levels of awareness and uniqueness is critical to ensuring brand strength and sustained competitiveness. To this end, the roles of brand management capability and brand orientation are highlighted. However, given the significance of consistency in branding, firms’ brand management capability and brand orientation alone may not be sufficient, and a mechanism that facilitates branding consistency is required. In the integrating marketing control theory with the resource-based view (RBV) and dynamic capabilities (DC) theory, this study aims to examine how a firm’s brand orientation, when supported by formalisation, contributes to building brands with high levels of awareness and uniqueness through the intervening role of brand management capability. Design/methodology/approach In testing the hypotheses proposed in this study, survey data were drawn from a sample of firms operating in the consumer goods sector and examined through hierarchical regression analysis. Findings This study finds that firms are more likely to build brands with high levels of awareness and uniqueness in the market when their brand orientation is supported by formalisation, because this combination (brand orientation and formalisation) facilitates branding consistency and brand management capability development. Originality/value In weaving together the theoretical perspectives of marketing control, RBV and DC, this study extends current knowledge by showing that brand management capability and brand orientation alone are insufficient for building brands with high levels of awareness and uniqueness. Instead, maximising their performance effects requires the support of formalisation.
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Odoom, Raphael, and Priscilla Mensah. "Brand orientation and brand performance in SMEs." Management Research Review 42, no. 1 (January 21, 2019): 155–71. http://dx.doi.org/10.1108/mrr-12-2017-0441.
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Purpose This study aims to investigate the moderating effects of innovation capabilities and social media capabilities on the relationship between brand orientation and brand performance among small- and medium-sized enterprises (SMEs). Drawing on the size differential feature from the organizational ecology theory, the paper further tests variations in these conditions across disaggregated SME levels. Design/methodology/approach The empirical part of the study was carried out with a sample of 484 enterprises in an emerging market context via exploratory and confirmatory factor analyses, along with a moderated hierarchical regression. Findings Results from the moderated hierarchical regression analysis indicate that although the two capabilities generally offered positive moderating effects across all enterprises, these are conditional and not invariant when disaggregated based on enterprise sizes (small vs medium). Originality/value The study suggests the need for enterprise owners/managers to identify optimal combinations of enterprise capabilities, based on their sizes, for which their complementarities with brand orientation efforts are more potent.
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Lin, Chih-Pin, and Cheng-Min Chuang. "Corruption and brand value." International Marketing Review 33, no. 6 (November 14, 2016): 758–80. http://dx.doi.org/10.1108/imr-09-2015-0203.
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Purpose Although multinational enterprises (MNEs) based in emerging economies arose quickly during the past decade, most of these firms lack marketing capabilities and strong brands. Emerging-economy MNEs that have tried to build their own brands have been largely unsuccessful. The purpose of this paper is to argue that corruption in the MNEs’ home countries has been detrimental to their brand values. Corruption makes it more difficult for consumers to govern their transactions with local firms, thus decreasing firms’ trustworthiness and brand values. Design/methodology/approach Data of the global top 500 most valuable brands of 2008 and 2014 and the Poisson regression model are used. Findings This study finds that firms based in countries with lower levels of corruption establish more valuable brands than those based in countries with higher corruption, even when GDP and GDP per capita are controlled. Practical implications Policymakers who want to help local firms increase their marketing capabilities and establish strong brands should strive to increase the trustworthiness of local firms by undertaking anti-corruption reforms aimed at protecting consumers. Originality/value Few studies have address the research question that why emerging-market MNEs lack marketing capabilities and strong brands. This study finds that institutional factors such as corruption at country level prevent them from establishing strong brands.
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Pyper, Keith, Anne Marie Doherty, Spiros Gounaris, and Alan Wilson. "Investigating international strategic brand management and export performance outcomes in the B2B context." International Marketing Review 37, no. 1 (December 17, 2019): 98–129. http://dx.doi.org/10.1108/imr-02-2019-0087.
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Purpose Drawing on Resource-based Theory, the purpose of this paper is to empirically examine the effect of International Strategic Brand Management (SBM) on export performance within the Business-to-Business (B2B) context. To be able to purposely assess the relationship, this paper also sets out to discover what antecedent international resources, (financial resources) and international capabilities (market information, branding and marketing planning) contribute to the ability of B2B exporters to effectively manage their brands abroad. Design/methodology/approach A mixed method firm-level approach was employed. First, a qualitative study of 34 in-depth interviews explored the focal inter-relationships and constructs identified within the literature. A survey of 208 successful UK exporters was then conducted and the results were analysed using structured equation modelling. Findings The results confirm that certain marketing capabilities (branding and marketing planning) are advantageous antecedents to the employment of effective SBM in foreign markets which, in turn, leads to increased financial and market performance internationally. Practical implications This paper outlines practical brand management considerations managers need to account for to achieve effective exporting. Practitioners are advised to prioritise the development of robust international branding and marketing planning capabilities which can enable them to exploit their limited financial resources for optimal benefits. Furthermore, by developing these capabilities, firms can focus on the essence of their brand and communicate their brand image through the effective strategic management of their brand to business customers, evoking positive brand associations, enhanced perceived brand value and the achievement of increased export performance. Originality/value This paper is the first to focus on international SBM as the deterministic factor leading to improved B2B export performance. An innovative framework is offered which positions the pivotal role of International SBM as the central focus. The construct for international branding capabilities is extended specifically for use in the B2B domain.
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Manoli, Argyro Elisavet. "Brand capabilities in English Premier League clubs." European Sport Management Quarterly 20, no. 1 (November 26, 2019): 30–46. http://dx.doi.org/10.1080/16184742.2019.1693607.
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Cao, Guangming, and Na Tian. "Enhancing customer-linking marketing capabilities using marketing analytics." Journal of Business & Industrial Marketing 35, no. 7 (March 25, 2020): 1289–99. http://dx.doi.org/10.1108/jbim-09-2019-0407.
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Purpose Evidence in the literature has indicated that customer-linking marketing capabilities such as customer relationship management (CRM) and brand management are important drivers of marketing performance and that marketing analytics use (MAU) enables firms to gain valuable knowledge and insights for improving firm performance. However, there has been little focus on how firms improve their CRM and brand management via MAU. This study aims to draw on the absorptive capacity theory, research on marketing capabilities and marketing analytics to examine the capability-developing mechanisms that enable a firm to use marketing analytics to enhance its CRM and brand management capabilities, thereby improving its marketing performance. Design/methodology/approach A research model is developed and tested based on an analysis of 289 responses collected using an online survey from middle and senior managers of Chinese firms with sufficient knowledge and experience in using marketing analytics for survey participation. Findings The findings demonstrate that MAU is positively related to both CRM and brand management capabilities, which in turn are positively associated with marketing performance; and that both CRM and brand management capabilities mediate the relationship between MAU and marketing performance. Research limitations/implications The study’s outcomes were based on data collected from a survey, which was distributed using mass e-mails. Thus, the study is unable to provide a meaningful response rate. The research results are based on and limited to Chinese firms. Practical implications MAU is essential for enhancing customer-linking marketing capabilities such as CRM and brand management, but it alone is not sufficient to improve marketing performance. Firms wishing to improve marketing performance should leverage the knowledge and insights gained from MAU to enhance their critical customer-linking marketing capabilities. Originality/value This study explicates the capability-developing mechanisms through which a firm can use its market-sensing capability as manifested by MAU to enhance customer-linking marketing capabilities and to improve its marketing performance. In so doing, this study extends our understanding of the critical role of absorptive capacity in helping firms identify, assimilate, transform and apply valuable external knowledge.
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Sevel, Louise, Russell Abratt, and Nicola Kleyn. "Managing across a corporate and product brand portfolio: evidence from a large South African service organization." Journal of Product & Brand Management 27, no. 1 (February 12, 2018): 18–28. http://dx.doi.org/10.1108/jpbm-05-2016-1182.
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Purpose The purpose of this study is to understand how a large service organisation with a brand portfolio manages its corporate brand relative to its portfolio of product brands. Design/methodology/approach The authors use an interpretivist research paradigm to investigate four research questions concerning the relative roles of corporate and product brands, the role of the CEO, the structures and capabilities that support the development of brand equity (including the role of the marketing function) and the role of employees in building corporate brand equity. A case study design was used, and the Tsogo Sun, one of the largest hotel and casino organisations in Africa, was the focus of the investigation. Findings The findings highlight the important role of both the CEO and the marketing department in optimising brand equity and managing across corporate and product brands. Employees were found to play a critical role and the need to clarify their relative roles as both recipients and expressors of brand identity across corporate and product brands emerged as an important theme. Originality/value Although the corporate brand has received much attention in recent years, much of literature remains conceptual. In addition to responding to calls for empirical research, the paper also contributes to deepening understanding about how to manage a corporate brand alongside a number of product brands.
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Maarit Jalkala, Anne, and Joona Keränen. "Brand positioning strategies for industrial firms providing customer solutions." Journal of Business & Industrial Marketing 29, no. 3 (March 4, 2014): 253–64. http://dx.doi.org/10.1108/jbim-10-2011-0138.
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Purpose – Despite increasing interest in customer solutions, and the importance of brand management in the B2B context, prior research provides little understanding on brand positioning strategies adopted by solution providers. The present study aims to examine the possible brand positioning strategies for industrial firms providing customer solutions. Design/methodology/approach – The empirical part of the present study consists of a multiple case study, involving four industrial firms providing customer solutions. Primary data was gathered by semi-structured interviews from a total of 22 business managers from the case companies. Findings – The present study identifies four possible brand position strategies for industrial firms providing customer solutions: customer value diagnostic, global solution integrator, high quality sub-systems provider, and long-term service partner. The identified strategies highlight the tendency of solution suppliers to position their brands around different capabilities that are needed at different phases of the solution delivery process. Research limitations/implications – The present study was conducted from the industrial supplier's perspective and is context-bound to companies operating in solution-oriented process and information technology industries. Practical implications – Managers need to identify the capabilities that are central to delivering customer value and acquire and/or develop capability configurations that differentiate their brand positioning from competitors. Originality/value – Existing literature on branding lacks understanding about the specific characteristics of building brands in solution-oriented B2B contexts. The present study identifies four brand positioning strategies that illuminate the special characteristics of branding customer solutions.
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O'Cass, Aron, and Nima Heirati. "Mastering the complementarity between marketing mix and customer-focused capabilities to enhance new product performance." Journal of Business & Industrial Marketing 30, no. 1 (February 3, 2015): 60–71. http://dx.doi.org/10.1108/jbim-07-2012-0124.
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Purpose – This study aims to address the extent that the deployment of and complementarity between marketing mix and customer-focused (brand management, and customer relationship management) capabilities provide firms the capacity to transform their market knowledge into effective responsive actions that help to achieve new product success. Design/methodology/approach – A questionnaire was used as the primary means of data collection. Data from 160 large business-to-business firms across a variety of industries in Iran were analyzed using partial least squares regression to test the hypothesized paths. Findings – The results show that market-oriented firms are better at deploying marketing mix, brand management and customer relationship management capabilities, and these capabilities help to drive new product performance, and the complementarity between these marketing capabilities enhances the firm’s capacity to achieve new product success more than deploying each capability in isolation. Originality/value – In contrast to many existing studies, this study is the first to examine the role of marketing mix, brand management and customer relationship management capabilities and their complementarity as intervening mechanisms in the relationship between market orientation (MO) and new product performance. Further, this study extends the marketing literature by investigating the role of different forms of marketing capabilities in a complementary fashion in the context of a Middle Eastern economy.
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J. Daspit, Joshua, and Staci M. Zavattaro. "Integrating innovation and absorptive capacity into the place branding process." Journal of Place Management and Development 7, no. 3 (October 7, 2014): 206–24. http://dx.doi.org/10.1108/jpmd-02-2013-0003.
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Purpose – The purpose of this article is to integrate organizational capabilities into the place branding process to showcase how a lead destination marketing organization (DMO) can influence a customer-based brand equity outcome. Doing so highlights the strategic, relational nature of place branding. The authors focus specifically on first- and zero-order capabilities, integrating absorptive capacity (first-order) and an innovation capability (zero-order) into a place branding framework. We define an innovation capability within a place branding context and offer absorptive capacity as a mechanism through which DMO leaders can exploit external knowledge acquisition. Design/methodology/approach – The paper presents a theoretical framework of the place branding process that integrates firm capabilities. A framework based on analyzing existing place branding models and integrating organizational capabilities, which find root in strategic management literature, was developed. Findings – Findings indicate that existing frameworks address operational and customer capabilities in some manner yet largely ignore innovation capabilities. A definition of an innovation capability for place brand managers and scholars is offered, and offer absorptive capacity as means to integrate external knowledge into the DMO. Utilizing multiple levels of capabilities allows a firm to influence customer-based brand equity. Testable propositions based on the authors' framework are offered. Practical implications – Managerial implications of integrating stakeholder capabilities into place branding include appreciating a culture of innovation within DMOs, learning from external stakeholders meaningfully and regularly and encouraging creative thinking that can produce new processes, policies or services. Originality/value – By integrating organizational capabilities, attention is drawn to internal aspects of the place branding process the place can control directly. Capabilities dictate how an organization sees itself; learns from its stakeholders; and then integrates that knowledge into organizational, stakeholder and innovation capabilities. Therefore, capabilities are inherently internal mechanisms through which a DMO can influence place brand outcomes, which are understood here as brand equity elements.
Dissertations / Theses on the topic "Brand Management Capabilities"
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Hahn, Sejin, and Sarafat Hossain. "Impacts of COVID-19: Funding Business Operations and Adapting Marketing Strategies." Thesis, Umeå universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185101.
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Purpose -- Given the enduring COVID-19 pandemic, this thesis set out to reveal an updated perspective of the service-oriented small business experience, particularly in their access and choice of financial resources to fund operations and adapt marketing strategy. By the time this study started, it was clear which businesses had been rising with the new tides of swelled categorical demand vs. those that were persevering like embers in a 'slow burn' state of low income against persistent expenses. Therefore, the research sought to compare the results of marketing experimentation with current plans for increasing resiliency, or enabling robust growth, coming out of the pandemic. Methodology / Design / Approach -- As the quantitative understanding of the business impacts had been generalized, a closer look was needed into what entrepreneurs and small business leaders were thinking about in the present moment, by reflecting on factors for survival / thriving, until this point and going forward. To capture this wide range of perspectives and strategies in formulation, qualitative methods with a diverse set of businesses were selected. Theoretically, customer-centric marketing principles were employed, focusing on three intangible firm resources (of the resource-based view): 1) Stakeholder Relationships; 2) Brand Equity and 3) Knowledge / Capabilities. Findings -- With the realization that adequate financing is inaccessible and government support perceivably unreliable, small businesses naturally tested several emergent strategies within the limits of their available resources. During times of crisis and radical change, as entire industry ecosystems are reassuming their fundamentals, companies have the opportunity to maximize and develop their resources, in alignment with differing and changing customer demands. Practical Implications -- While the recommendations are tailored for small business and optimistically many, cities are also suggested to take a resource-based VRIO (Value, Rarity, Imitability and Organizability) approach to supporting the economic value and potential of their retail, restaurant and service-oriented business communities. Originality / Value -- Applying a modern customer-centric view for the small business resources most potentially valuable and developable, this research contributes a unique crisis-borne framework, which may be conceptually used as a hotbed -- by both internal and external (i.e. municipalities, partners and customers) stakeholders -- for ideating novel marketing strategies and supporting business growth / resilience. Keywords: Adaptation, Crisis Management, Financial Liquidity, Access to Capital, Government Aid, Alternative Finance, Marketing Strategy, Resource-based View (RBV), Customer-Centric, Stakeholder View, Brand, Authenticity, Knowledge, Capabilities, Marketing Management, Marketing-Finance Interface, Paid Marketing, Organic Marketing, Customer Loyalty, Community and Decision-Making
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CHANG, JIN-WEI, and 張晉維. "The Relationships among Brand Image, Dynamic Capabilities, Knowledge Management Capabilities and Competitive Advantage." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/65713224365283852886.
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碩士德明財經科技大學
行銷管理系
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How corporations can create and maintain competitive advantage is always a topic that the industry is focused on. Although previous research has been conducted on how industry structure or corporate organizations create competitive advantage, some empirical research show that in a rapid changing environment, corporations often cannot adapt to frequently technological change. Thus, this study explores how listed Taiwan semiconductor companies can update their advantage to adapt to a rapid changing environment from a dynamic capability perspective. So this study aims to explore the relations among the brand image, dynamic capability, knowledge management capability of listed Taiwan semiconductor companies and their competitive advantage. The subject population in this study is department supervisors at listed Taiwan semiconductor companies. Convenience sampling is used to conduct sampling of the population. The results show that: (1) the brand image of listed Taiwan semiconductor companies (functionality/symbolism /experience) has a positive and significant effect on dynamic capability；(2) dynamic capability (process/position/path) has a positive and significant effect on competitive advantage；(3) brand image (functionality/symbolic/experience) has a positive and significant effect on competitive advantage；(4) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on dynamic capability；and (5) knowledge management capability (internal abilities/external abilities) has a positive and significant effect on competitive advantage. The results can be provided to the relevant industry as a business decision-making reference.
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Weng, Ying-ying, and 翁盈盈. "The Impact of Business''s Dynamic Capabilities on Brand Management System Performance." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/00258456617233967038.
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碩士義守大學
管理研究所碩士班
96
This research introduced dynamic capabilities theory into the brand management system and engaged with the internal marketing concept for measuring the performance of brand management. Through literature review and small scale in-depth interviewing three service-type enterprises, this study attempted to qualitatively induce and analyze the core practices involved in brand management system developed under various dynamic capabilities. Furthermore, we concluded and proposed hypotheses according to our interview. The present results revealed that the brand management system includes three parts: resources examination, organizational learning and operation model and path dependence and technical opportunity which were interrelated and had a striking effect on the performance of brand management.
Book chapters on the topic "Brand Management Capabilities"
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Ni, Na, and Fang Wan. "A Configurational Perspective of Branding Capabilities Development in Emerging Economies: The Case of the Chinese Cellular Phone Industry." In Advances in Chinese Brand Management, 243–68. London: Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-352-00011-5_11.
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Hendar, Ken Sudarti, and Intan Masfufah. "Relational Selling Strategy on SMEs Marketing Performance: Role of Market Knowledge and Brand Management Capabilities." In Advances in Intelligent Systems and Computing, 925–33. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22354-0_86.
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Madhavaram, Sreedhar, and Radha Appan. "Marketing Strategy." In IT-Enabled Strategic Management, 142–59. IGI Global, 2006. http://dx.doi.org/10.4018/978-1-59140-908-3.ch008.
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Because of (1) the boundary-spanning nature of the marketing function, and (2) marketing’s evolution toward a dynamic, evolutionary process, and service-centered view, marketing strategy has come to be a core element of the firm’s business strategy. That is, in an information-intensive, competitive marketplace, marketing strategy is responsible for ensuring that all aspects of a firm’s marketing activities are focused on delivering superior value to customer. Further, recognizing information/knowledge and information technology (IT) as potential sources of competitive advantage, this chapter explores various IT-enabled capabilities that influence the firm’s marketing strategy. In doing so, specific IT-enabled capabilities that correspond to Market Orientation Strategy, Relationship Marketing Strategy, Market Segmentation Strategy, and Brand Equity Strategy are presented and discussed. Finally, this chapter concludes with a call for strategically oriented research for exploring, conceptualizing, developing, and measuring IT-enabled capabilities that influence marketing strategy.
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Ozuem, Wilson, and Alina O'Keeffe. "Towards Leadership Marketing." In Strategic Marketing in Fragile Economic Conditions, 132–52. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6232-2.ch007.
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In an era when collaboration is key to business prosperity, the ability to develop one truly coherent and agile brand lived by its employees and delivered to external stakeholders has become extremely challenging. Unity between the internal brand and a company's external image, when change is the only constant, has nearly vanished. The marketing function is frequently being underemphasised at the board level. Furthermore, the existing approach to leading business devalues the importance of marketing and its role in leading organisational change. This chapter is about how marketing can partner with organisational leadership for a mutually beneficial exchange of skills and capabilities in order to be able to reinvent organisations rapidly enough to cope with shifts in the external business environment and create a sustainable future for the business. From an interpretivist perspective, this chapter explores the novel concept of “leadership marketing,” which challenges the conventional view of marketing and leadership as two separate fields and offers a holistic approach for business management and brand alignment.
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Ozuem, Wilson, and Alina O'Keeffe. "Towards Leadership Marketing." In Marketing and Consumer Behavior, 1570–90. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7357-1.ch077.
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In an era when collaboration is key to business prosperity, the ability to develop one truly coherent and agile brand lived by its employees and delivered to external stakeholders has become extremely challenging. Unity between the internal brand and a company's external image, when change is the only constant, has nearly vanished. The marketing function is frequently being underemphasised at the board level. Furthermore, the existing approach to leading business devalues the importance of marketing and its role in leading organisational change. This chapter is about how marketing can partner with organisational leadership for a mutually beneficial exchange of skills and capabilities in order to be able to reinvent organisations rapidly enough to cope with shifts in the external business environment and create a sustainable future for the business. From an interpretivist perspective, this chapter explores the novel concept of “leadership marketing,” which challenges the conventional view of marketing and leadership as two separate fields and offers a holistic approach for business management and brand alignment.
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Tambo, Torben. "Fashion Retail Innovation." In Successful Technological Integration for Competitive Advantage in Retail Settings, 269–94. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-8297-9.ch012.
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Fashion retail is recognised for its strong capabilities in product innovation, while also having the potential to improve the governance of technology-based process innovation. This chapter proposes a model perspective in management of technology and innovation, including special requirements of fashion retailing. In particular, this chapter discusses the context of fashion retailing understood as product and brand-based characteristics. A case study-based methodology is then used to guide an analysis of antecedents and (expected) outcome of fashion retail innovation. IT-based innovation dominates, but innovation is suggested to include a broader scope of technologies. Contrary to innovation maturity models, this chapter proposes to consider innovation as a continuous refinement between dynamic capabilities and absorptive capacity where technologies must be adapted to the special characteristics of the fashion retail industry.
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Sexton, Donald E. "Building China's Global Brands." In Advances in Marketing, Customer Relationship Management, and E-Services, 268–86. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6242-1.ch017.
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The Chinese economy has been growing rapidly for several years. Important competitive strengths have included efficient operations. Going forward, skills beyond operations capabilities are required for success in global markets. In particular, in the global economy, long run success is often associated with strong brands. Many Chinese organizations have been successful in strengthening their brands. Yet, Chinese organizations must continue to strengthen their brands as well as manage and maintain their existing brands. Building strong global brands requires a much broader perspective than building local brands. Positioning and coordinating global brands requires the ability to evaluate many markets at the same time, including markets that at present are only potential markets. The purpose of this chapter is to examine how Chinese organizations can build and strengthen global brands and the implications for the global strategies they can employ and the skills they need.
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Iwaloye, Olukayode Ojo, and Guicheng James Shi. "Market Receptiveness and Product Positioning Model of Chinese Firms in Emerging Markets." In Advances in Marketing, Customer Relationship Management, and E-Services, 99–119. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-5225-0282-1.ch005.
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This study looks into the common strategic moves of Chinese firms to create appeal for their products in emerging markets. The focus is on the common competitive factors that make them to have high rate of success and prosperity compared to first movers firms from advanced markets in developing countries marketplace. Past studies showed that a firm without established brands, technology knowhow and management capabilities are likely to face with survival and performance problems, and may also reduce the firm's strategic options and growth opportunities in developing economies. Chinese firms are known to lack established brands and important core capabilities but have been able to demonstrate a unique trend in emerging countries market place. They have a common structure and trend in the ways Chinese firms create appeal to users and potential buyers in emerging market environment. This present research explored the situation with case research interview of seven Chinese firms in Nigeria.