Strategic adaptation under changing environment: how Amway reinvented and revitalised itself in China

Justin Tan

International Journal of Entrepreneurship and Innovation Management, 2005, vol. 5, issue 3/4, 349-357

Abstract: This case documents how the American direct marketer, Amway, entered the Chinese market and significantly altered its business model when the Chinese Government suddenly banned direct selling in April 1998. Facing the prospect of having to reorganise its internationally renowned sales system or leaving China, Amway (China) made unprecedented modification to its business model for long-term growth potential in the rapidly growing Chinese market.

Keywords: Amway; China; multinational corporate strategy; regulatory environment; Chinese marketplace; business models. (search for similar items in EconPapers)
Date: 2005
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=6534 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijeima:v:5:y:2005:i:3/4:p:349-357

Access Statistics for this article

More articles in International Journal of Entrepreneurship and Innovation Management from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().