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From Local Champions to Global Players: A Comparative Study of Chinese Automotive Brands’ Global Strategies across the Timeline

Tran, Uyen Hong Phuong LU ; Pan, Xinyuan LU and Hoogervorst, Erik LU (2025) In LBMG Strategic Brand Management - Masters Paper Series BUSN21 20252
Department of Business Administration
Abstract
Purpose – The purpose of this paper is to examine how Chinese automotive brands evolve from local to global players through different internationalization strategies and how they have to elevate their brands in the minds of consumers to reach global success.
Design/methodology/approach – A longitudinal case and qualitative study of the Chinese brands: Geely, BYD, and SAIC (MG)’s internationalization process in relation to value perception in the minds of consumers on a global basis. Both primary data through interviews and secondary data through three case studies have been collected served as the foundation of the analysis.
Findings – Geely, BYD and SAIC follow foundationally different strategies globally, but share the same challenge... (More)
Purpose – The purpose of this paper is to examine how Chinese automotive brands evolve from local to global players through different internationalization strategies and how they have to elevate their brands in the minds of consumers to reach global success.
Design/methodology/approach – A longitudinal case and qualitative study of the Chinese brands: Geely, BYD, and SAIC (MG)’s internationalization process in relation to value perception in the minds of consumers on a global basis. Both primary data through interviews and secondary data through three case studies have been collected served as the foundation of the analysis.
Findings – Geely, BYD and SAIC follow foundationally different strategies globally, but share the same challenge of overcoming the stigma of its origin. Geely employs a strategy of disconnecting the mother-brand to the daughter-brands. BYD leads in technology but lacks emotional appeal, and SAIC leverages MG’s heritage and localization. Success depends on the firm's ability to align strategy with evolving consumer values.
Research limitations/implications – The IIBEF-framework was developed from the lens of Chinese automotive brands operating in global markets. Thus, we believe it will have a limited correlation when applied to brands with Western-origin. Our study primarily focuses on Chinese automotive brands. We encourage future research to be conducted in other industries where Chinese brands apply an internationalization effort.
Originality/Value – Previous research has focused on Western-brands’ entry into China, while scholars have ignored Chinese brands’ expansion into Western markets. This paper fills a void in the literature of understanding the perception of Chinese brands’ as global. (Less)
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author
Tran, Uyen Hong Phuong LU ; Pan, Xinyuan LU and Hoogervorst, Erik LU
supervisor
organization
course
BUSN21 20252
year
type
H1 - Master's Degree (One Year)
subject
keywords
Internationalization strategy, Brand evolution, Consumer value perception, Brand legitimacy, Brand perception, Uppsala Model, Consumption Value Model, IIBEF
publication/series
LBMG Strategic Brand Management - Masters Paper Series
language
English
id
9214269
date added to LUP
2025-11-12 11:31:48
date last changed
2025-11-12 11:31:48
@misc{9214269,
  abstract     = {{Purpose – The purpose of this paper is to examine how Chinese automotive brands evolve from local to global players through different internationalization strategies and how they have to elevate their brands in the minds of consumers to reach global success. 
Design/methodology/approach – A longitudinal case and qualitative study of the Chinese brands: Geely, BYD, and SAIC (MG)’s internationalization process in relation to value perception in the minds of consumers on a global basis. Both primary data through interviews and secondary data through three case studies have been collected served as the foundation of the analysis. 
Findings – Geely, BYD and SAIC follow foundationally different strategies globally, but share the same challenge of overcoming the stigma of its origin. Geely employs a strategy of disconnecting the mother-brand to the daughter-brands. BYD leads in technology but lacks emotional appeal, and SAIC leverages MG’s heritage and localization. Success depends on the firm's ability to align strategy with evolving consumer values.
Research limitations/implications – The IIBEF-framework was developed from the lens of Chinese automotive brands operating in global markets. Thus, we believe it will have a limited correlation when applied to brands with Western-origin. Our study primarily focuses on Chinese automotive brands. We encourage future research to be conducted in other industries where Chinese brands apply an internationalization effort.
Originality/Value – Previous research has focused on Western-brands’ entry into China, while scholars have ignored Chinese brands’ expansion into Western markets. This paper fills a void in the literature of understanding the perception of Chinese brands’ as global.}},
  author       = {{Tran, Uyen Hong Phuong and Pan, Xinyuan and Hoogervorst, Erik}},
  language     = {{eng}},
  note         = {{Student Paper}},
  series       = {{LBMG Strategic Brand Management - Masters Paper Series}},
  title        = {{From Local Champions to Global Players: A Comparative Study of Chinese Automotive Brands’ Global Strategies across the Timeline}},
  year         = {{2025}},
}