The merger between SHINEWING China Certified Public Accountants and Hong Kong based company Ho and Ho & Company came at a time when most local Chinese CPA practices had independence either by merging with one of the four global companies dominate the industry or joining international networks to flee address the increasing globalization of China’s capital market. Between 2002 and 2006, China’s CPA market sales more than doubled and the share of the four major conquered grew by 37% … Read more »

The merger between SHINEWING China Certified Public Accountants and Hong Kong based company Ho and Ho & Company came at a time when most local Chinese CPA practices had independence either by merging with one of the four global companies dominate the industry or joining international networks to flee address the increasing globalization of China’s capital market. Than doubled sales between 2002 and 2006, China’s CPA and captured more market share of the four major grew from 37% to 53%. The founder of the SHINEWING was optimistic that by the current trend, China presents the right economic conditions, maintain its global brand by the auditing company. If he was right, remained, which was defined a strategy to achieve it. Want offshore mergers prove a viable strategy for China’s homegrown CPA firms to expand globally, or would be a pan-Chinese network with the right critical mass to be the answer? What would be the value proposition of an indigenous Chinese companies accounting firm to be other than political considerations? What would be the challenges for a Chinese brand CPA, if it were to go global? How was it to integrate offshore activities so that it could effectively deliver their brand promise for their customers?
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from
Christine Chan,
Josephine Lau
Source: University of Hong Kong
25 pages.
Release Date: 4 January 2008. Prod #: HKU703-PDF-ENG
Against the Big Four: Growth Strategies for Indigenous Chinese CPA Firms HBR case solution

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