【正文】 difference.According to the professional assessment anization Beijing FamousBrand Evaluation Co., Ltd. the Chinese Haier group is on top of the most valuable Chinese brands. This producer of household appliances is the most valuable brand with more than 100 billion Yuan (US$12 billion) assets. In 2022 the group reported exports of more than US$1 billion. Reasons for this huge success are seen in the further opening of the market and the following increase in petition in this special sector. Haier is now one of the world39。s biggest refrigerator brands. Some argue that this is partly due to the borrowed belief among customers that the brand is of German origin. More than 20 years ago, the pany bought the productionline technology from Liebherr, a German industrial conglomerate. They obviously made a decent attempt to borrow the name (hers pronounced to the best of their linguistic ability as Haier) as well as the technology.In the research report Brands in 2022 on the most valuable Chinese brands, there are 43 brands listed. The average sales scale of the brands in 2022 is RMB billion Yuan (US$ billion), increased by % pared with that in the last year, and the brand value has grown by 14% in average. The average ratio of brand value to sales ine is to 1. Most panies of the list are selling to enduser。 B2B panies have not made it to the list, only six supply to industrial clients.Table 7. Most valuable brands in China25 / 47Brands Company Main products Brand Value in RMB billion YuanHaie Haier Group Company All types of household appliances Hongtashan Yuxi Hongta Tobacco (Group) Co., Ltd.Cigarettes Legend Legend Group Co., Ltd. Computers TCL TCL Group Stock Co.,Ltd. TV sets and mobile phonesChanghong Sichuan Chonghong Electronic Group Co., Ltd.TV sets Midea Guangzhou Midea Group Stock Co., Ltd.Air conditioners and microwave ovensThese brands are in 24 industries, and 18 provinces and regions. Guangdong ranks the first and owns 9 brand panies, Sichuan owns 6, Jiangsu owns 4, Zhejiang, Shandong, Jilin, and Beijing own 3 each. According to the total value of brands, Guangdong still ranks the first, and then Sichuan, Shandong, Jilin, Yunnan, and Beijing in sequence.The Chinese government is now urging some of China39。s biggest panies to sell branded products abroad. The home market is fiendishly petitive and puts constant pressure on prices. Branded products can be more profitable than those of OEMs, and peting in foreign markets forces panies to innovate and improve, thus helping them to move away from their image as producers of cheap goods.Here we describe three Chinese panies—Galanz Group, Haier, and TTI—each of which has taken a different route to expansion and branding. Then we will describe B2B Chinese panies.26 / 47Galanz Group—Taking OEM RouteMost Chinese panies seeking to expand abroad have pursued an OEM strategy, enabling them to build scale quickly without the need for corresponding investments in marketing. Information technology has made it feasible to construct global works that seamlessly link production in China to marketing and design operations in developed markets. Conversely, manufacturers in developed markets can outsource what would otherwise be highcost production, in turn creating greater price flexibility.Cost and quality leadership and the ability to support a number of global customers and to acquire the needed technology and capabilities are the key success factors in this model. Low costs, which are necessary to secure the initial contracts, must be acpanied by excellent skills in supply chain management and sourcing. A number of customers are required to minimize dependence on any one of them and to gain scale. But while this strategy demands the lowest level of additional skills from Chinese panies, it also offers the lowest upside from the market. Returns can e only through expanding scale to achieve a position of global dominance in ponents and assembly.Galanz Group Co. Ltd, a Guangdongbased home appliance pany is an example of globalization through an OEM strategy. Founded in 1978 as a textile pany with 200 employees, in 1992 it started making microwave ovens, which it soon began manufacturing for OEM customers, targeting those keen to lower their manufacturing costs but not yet ready to set up operations in China. The pany is now the world39。s largest producer of microwave ovens, with almost 30 percent of the global and 70 percent of the Chinese market. Galanz maintained cost leadership while integrating itself into its customers39。 works and lowering prices to gain market share and scale。 industry average pricing dropped by 18 percent a year in the late 1990s. Since then Galanz has signed more than 80 contracts with OEMs. The strategy has paid off. By 2022, sales to OEMs represented over 60 percent of the pany39。s revenue, and annual production had reached 15 millionplus units. Total sales had risen to more than 5 billion renminbi (over US$600 million) and profits to more than 450 million renminbi. Galanz is now introducing branded products for markets in South America and rolling out an 27 / 47OEM approach for other home appliances.Haler and CSSC Case—The Bulldup StepbyStep ApproachIn B2B many Chinese panies are just at the beginning of branding. An interesting example is Haier. Haier is seen as a role model for the next Chinese industrial giants. Haier is a diversified manufacturer of more than 80 products ranging from refrigerators, washing machines, and air conditioners to cell phones and televisions and the world39。s fifth largest maker of white goods. Since the end of the last century, Haier has been enjoying leading domestic market shares in washing machines (25%)，refrigerators (22%)，vacuum cleaners (