6.2.2.1 Factor of development strategies
Seven KCIs were divided into a factor comprising development strategies: KCI-12 reputation, KCI-53 brand, KCI-17 research and development, KCI-16 risk management, KCI-32 the level of Internationalisation, KCI-7 communication and cooperation and KCI-11 value-added for stakeholders.
KCI-12 Reputation
Gerard et al (2016) defined reputation as beliefs or perceptions held about the quality of a focal actor. In a firm, corporate reputation has intangible value for organisations and is the most important strategic and long-term organisational asset. Corporate reputation provides opportunities to organisations in developing and retaining market share, influencing opinion of customers and other stakeholder groups (Sontaite-petkeviciene 2014).
The interview results showed that participants from the top 100 CCFs paid more attention to corporate reputation than the non-top 100 firms. All interviewees from the T2 group said that positive reputation was very important for their company’s entry into the African market, because the African client would know their company.
Mr H senior engineer in T3 Corp. illustrated this:
“The Chinese operate a lot of projects in Africa, not only has the Chinese government a good relationship with Africans, but also CCFs have good reputation in Africa. African clients trust us”.
In addition, Mr T said:
“It is not only a prominent company that achieves trust in the market, but that company’s staff also improve
Seven KCIs were divided into a factor comprising development strategies: KCI-12 reputation, KCI-53 brand, KCI-17 research and development, KCI-16 risk management, KCI-32 the level of Internationalisation, KCI-7 communication and cooperation and KCI-11 value-added for stakeholders.
KCI-12 Reputation
Gerard et al (2016) defined reputation as beliefs or perceptions held about the quality of a focal actor. In a firm, corporate reputation has intangible value for organisations and is the most important strategic and long-term organisational asset. Corporate reputation provides opportunities to organisations in developing and retaining market share, influencing opinion of customers and other stakeholder groups (Sontaite-petkeviciene 2014).
The interview results showed that participants from the top 100 CCFs paid more attention to corporate reputation than the non-top 100 firms. All interviewees from the T2 group said that positive reputation was very important for their company’s entry into the African market, because the African client would know their company.
Mr H senior engineer in T3 Corp. illustrated this:
“The Chinese operate a lot of projects in Africa, not only has the Chinese government a good relationship with Africans, but also CCFs have good reputation in Africa. African clients trust us”.
In addition, Mr T said:
“It is not only a prominent company that achieves trust in the market, but that company’s staff also improve