This study explores the strategic dimensions of emerging multinational in the emerging markets by shedding light on the case of China’s Xiaomi entering Indian smart phone market. The main research question is how emerging multinationals are different in overseas expansion to emerging markets and if their limited resources and capabilities cultivate any particular strategic differences when they horizontally expand to other emerging markets. The findings of this study reveal that the case of Xiaomi in India is confirming previous theories by proving propositions related to alliance, local optimization, institutional entrepreneurial ability, and glocalization theses. This study implies strategic direction for the future of emerging MNEs in emerging markets as Xiaomi achieved local responsiveness without compensating efficiency by utilizing knowledge acquired in the course of transnational strategy.