For decades, researchers in the internalization of firms have mainly focused on internationalization in developed markets and Asian emerging markets but hardly any attention has been devoted towards understanding how firms from emerging markets establish themselves in another emerging market. This research gap is the point of departure for this study, Africa is the second largest continent and serves as a potential source of raw materials and natural resources for multinational firms. FDI inflows into Africa has also increased considerably in the last decades. However, almost no empirical studies have analyzed how emerging markets firms enter an Africa emerging markets This thesis examines and compare the strategies of an emerging market to another emerging market, to be precise the purpose of this study is to understand the strategies the western firms adopt versus the non-western firms, and to further compare these strategies of ABB and company X when they entered Nigeria. This is accomplished by gaining understanding of the different strategies that these firms used. The theoretical frame of references used in this thesis examines various theories of entering modes and strategies. Empirical data for this thesis was collected from two respondents who are regional sales managers from both companies. Primary data was obtained through interviews and secondary data was collected from annual reports and case companies' archives. Findings showed that both the western and the non-western companies chose similar entry modes like strategic alliance. The little difference that sets both companies entry strategies apart, is the non-western company involved in an investment entry strategy called wholly owned subsidiary while the non-western company furthers profoundly joint venture with the already said strategic alliances.