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example of FDI in China 35 4.1 The IKEA saga 35 4.1.1 The IKEA Philosophy 35 4.1.2 IKEA in China 36 4. 2 IKEA's brand management and analysis 36 4.2.1 Global compete superiority of IKEA 37 4.2.2 Core of IKEA brand management 37 4.3 Factors affect Ikea's performance in China 37 4.3.1 Entry modes 37 4.3.2 Location advantage 38 4.3.3 Cultural influence 38 4.4 Marketing Mix - IKEA on the Chinese market 40 4.4.1 Price 40 4.4.2 Place 42 4.4.3 Promotion 43 4. 5 Findings and Recommendations 44 4.4.1 Findings 44 4.4.2 Recommendations 46 5 Conclusion………………………………………………………………………………………46 Reference 48 On investment Strategy of multinational corporations entering into Market of China---taking IKEA as case study Introduction Research area and background Advancement in science and technology has brought about tremendous changes in the world. Under the influence of globalization, increasing competition among cities has been witnessed all over the world and urban competitiveness has become a new research topic(Jiang 2007). Since the economic reform began in the late 1980s, China has been engaged in a process of economic liberalization and opening up to foreign trade and FDI (foreign direct investment). Since China’s entry into the World Trade Organization (WTO) was approved in 2001, barriers to foreign trade are gradually removed. As a result, more and more multinational corporations have joined the competition to attract huge Chinese consumer. What drives the financial performance of multinational corporations (MNCs) has long been a topic of great interest to academics. For example, Chen (1999) examines linkage between entry mode choice and international performance of MNCs. Furthermore, determinants of foreign equity ownership in joint ventures in China are discussed in many researches (Pan, 1996) .In a study of financial performance and survival of multinational corporations in China, Pan and Peter (1999) concluded that making successful strategy decisions about the foreign market depended on such factors as including entry timing, mode of entry and considering the competitive environment and organizational resources. They also proposed that EJVs were more likely to survive compared to cooperative operations, while wholly owned subsidiaries did not differ from EJVs. In my thesis, I want to investigate several key questions in the context of Ikea investment in Chinese market. Ikea has been considered as a legend in the global business world and there have been a lot of studies on Ikea from different perspectives. Barthelemy (2006) present the history of the successful Swedish furniture retailer and discuss Ikea’s unique business strategy in the international market. Some researchers show great interest in Ikea’s founder, Ingvar Kamprad (Business Strategy Review 2004). Not much attention has been devoted to the relationship between service business culture and services marketing strategy. Hence, the aim of this paper is to contribute to a better understanding of the strategic role that business culture and