mpetes with international brand giants already established in the market and open up the domestic living space to local companies is the problem Chinas beverage industry must currently face.
Wahaha Company was established 10 years ago. From the initial development of a school-run factory to Chinas national backbone of the beverage industry, Wahaha has become one of the few beverage producers in the country to meet the challenge of leading international brand companies. Although Wahaha Company built factories producing the world’s top five beverages and foodstuffs of Danone Group, and exports products to the United States, Canada, Italy and other countries, Wahaha has always maintained a target focus on the domestic market rather than to develop the international market. This article will analyze the international beverage industry market and explore the internationalization road of Wahaha Company in building a strategic vision for the Chinese beverage industry to develop their international market.
Corporate-level international business development strategy is based on the internal and external environmental analysis to determine intention to enter new countries and regions. The international strategies of the corporate management level will need to determine the specific elements of how they wish to enter the chosen market (Michael E. Potter, 1997). Corporate business-level generic strategies are divided into three types: overall cost leadership strategy, differentiation strategy and focus strategy.
It relates to market entry and market expansion strategy research. As the Wahaha Group is still a relatively young company with limited experience in international business, it should choose a waterfall model to enter the market in the early stage of internationalization, expressed in Appendix 2.
For the present, Wahaha’s entry into the U.S. market has a certain trade foundation and marketing relationship, and the U.S. market demand is large with high degree of