Abstract
This is part of a case series. Sany developed well in China, India, Middle East and North African countries. In 2005, the company was deciding whether it should go to Europe, for what purpose and how. In the international strategy literature, we could easily find theories about international development. However, whether those theories can be directly applied to firms from emerging countries is the question that will be discussed in this case. Most importantly, how a firm from emerging country should do to deal with very different circumstances from its home country, even some developing countries. In the case, students will discuss a totally different development path, which leads to deeper understanding of international organization design, people management, what are the competitive resources for Chinese firms and how to cope with culturally, socially, politically, economically distinct business environments with a system point of view of organizations.