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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 吳青松 | |
dc.contributor.author | Kuo-Liang Tu | en |
dc.contributor.author | 杜國良 | zh_TW |
dc.date.accessioned | 2021-06-15T00:57:35Z | - |
dc.date.available | 2010-08-08 | |
dc.date.copyright | 2008-08-08 | |
dc.date.issued | 2008 | |
dc.date.submitted | 2008-08-04 | |
dc.identifier.citation | ㄧ、中文部分:
1.吳青松教授:國際企業管理—理論與實務,2002,智勝文化事業 2.湯明哲教授:策略精論基礎篇,2003,天下文化書坊 3.郭瑞祥教授:台大EMBA 2007”科技與營運管理”課程講義 4.翁崇雄教授:台大EMBA 2007”資訊管理”課程講義 二、英文部分 1.ANSI/PMI 99-001-2004,A Guide to the Project Management Body of Knowledge,3/e,Project Management Institute 2.Babson, BAB041, DaimlerChrysler Merger: The Quest to Crete One Company 3.Adam M. Breandenburger & Barry J. Nalebuff,競合策略—賽局理論的經營智慧,2004,許恩得譯,台灣培生教育出版股份有限公司 4.Harvard Business School case study 9-392-073, Pfizer: Global Protection of Intellectual Property 5.Ronald W. Hilton:Managerial Accounting, Creating Value in a Dynamic Business Environment, 6/e 管理會計—在多變環境中創造企業價值,2005,劉俐君譯,華泰文化 6.Ministry of Petroleum and Gas, Republic of India:Report of the Working Group on Petroleum and Natural Gas for the XI Plan (2007~2012) 7.Michael E. Porter:Competitive Strategy,1980 Free Press。競爭策略,周旭華譯,1998,台北 天下文化出版 三、網站: 1.中華民國經濟部投資業務處科技產業資訊室 2.Wikipedia 3.http://dipp.gov.in 4.http://en.wikipedia.org/wiki/PEST_analysis 5.http://www.un.org/chinese/esa/ 6.http://stats.unctad.org/Handbook/TableViewer/tableView.aspx?ReportId=1698 7.http://stats.unctad.org/handbook/ReportFolders/ReportFolders.aspx 8.http://www.unctad.org/Templates/Page.asp?intItemID=1890&lang=1 9.http://planningcommission.nic.in/plans/planrel/11thf.htm | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/42284 | - |
dc.description.abstract | 創立國際品牌不易,台灣產業已創立國際品牌能在國際市場爭一席之地者有限,且大多數為製造業,以服務業創立品牌者鳳毛麟角。有關製造業如何在國際上拓展事業、滲透市場的論述不少,但以服務業為研究對象者則少之又少。鑒於此需求,本研究以台灣已成功在國際舞台上展露頭角的統包工程業龍頭C公司為研究對象,探討如何在新興國家據點建立灘頭。
本研究透過組成專案團隊,包含核心技術專家、財、會、法、人資等專業人仕,先就可能設點國家做初步篩選後,對標的國—印度進行政治、經濟、社會、技術PEST分析、波特五力分析、實地訪查並確認未來可能業務支撐,以確保投資合乎公司目標。再依據競合策略仔細探討C公司在印度設立據點,真正獲利者為誰?經確定在印度設點對未來業主、同業、C公司均有正面效益。接著進行營運計畫規劃作業。考量C公司過去在海外設點,首批工程師均採招募大學畢業社會新鮮人加以密集訓練,故需花費五年以上才足以獨立承擔工作;再者已有不少國際統包服務業,已在印度設立據點。為快速迎接設立後立即之營運需求。本研究建議採用Late Fast Mover策略—招募有相關經歷工程師(尤其是曾經服務於C公司之印籍工程師)當核心種子,加以Orientation後,再行招募社會新鮮人擴編,以便立即營運。 本研究為C公司印度子公司規劃三年期之近程、中程及長程營運規劃。就每一時程提出營運方針綱要和具體作法。具體作法針對各時程組織內各單位之功能提出策略規劃建議。整體營運則建議先由設計工作切入,迅速接軌當地工程實務成為當地一份子。再依工作進展逐步推進增加採購、建造工作。 本研究為C公司印度子公司建立完整Road Map,目前正依本研究計畫逐步實踐中。這是C公司首次結合國際企業管理理論與實務之開拓新興國家據點營運計畫書,據以執行其成功可期。 本研究為C公司開拓和營運海外據點提供標準作業程序(Standard Operation Procedure)外,也可供台灣相似服務業在開拓和營運海外據點時之重要參考資料。 | zh_TW |
dc.description.abstract | To found an international brand is never an easy matter. There only have limited Taiwanese companies have owned their brand in international market place. Among them, manufacturing industry take the lion share, service industry is something extreme rare. Articles about how to expand business or penetrate new market place are easily found, but quite a few in service industry. Considering such requirement roars up in the near future, C Company, ranking at 66th in international EPC Contractors is selected as case study target to investigate how to build up beachhead successful in emerging countries.
A project team has been set up to conduct this case study. Team members include many senior specialists in various fields which compose of core technology in C Company, financing, accounting, human resources, etc. Having screened many target emerging countries, India is finally selected. PEST analysis, Porter’s five force analysis, and due diligent are conducted to ensure possible and potential business supports and to make sure such investment will meet corporate target. Furthermore, that who will be finally beneficial to setup Indian subsidiary of C Company, based on co-opetition strategy has also been checked. The conclusion reflects potential owners, other existing engineering institutes, and C Company are all beneficial. Drawing up “Business Plan” is consequent. The following two factors are seriously considered. Firstly, existing oversea subsidiaries of C Company usually take more than five years to incubate capability to execute project work alone, since they have recruited fresh young engineers at the early beginning. Secondarily, there exist many engineering institutes of MNC in India. For matching the immediate needs in business operation, this case study proposes “Late Fast Mover” strategy. Relevant experienced engineers in various disciplines with more than five years working experience in average will be recruited at the beginning, especially those who have ever been served as contract engineers in C Company. They will play core seed role. After orientation training been exercised for the first batch employee to align work procedure and best practice of C Company, new fresh engineers will be added in the office then. This case study proposes Indian subsidiary of C Company near term and mid-term, each in three years and long term business plan. Major operation focus and material policies in each term has been mapped. In material policies section, major roles and responsibilities of each unit in the organization have been recommended. We recommend starting from engineering work to rapidly align herself with Indian local engineering practice to make her one of the society. Take that as a solid and strong basis, to grow up progressively to take the further responsibility of procurement and construction activities. This case study provides solid and completed Road Map for India subsidiary of C Company. Actually, this business plan has been conducting at this moment. This is the first time in C Company, theories and best practice of International Business has been merged as a guidance to set up new oversea subsidiary in emerging country. Its success is promised. This case study generates Standard Operation Procedure for C Company to expand and operate oversea beachhead, besides it also be a good guidance or reference for others service industry of its like in Taiwan to set up and run business oversea. | en |
dc.description.provenance | Made available in DSpace on 2021-06-15T00:57:35Z (GMT). No. of bitstreams: 1 ntu-97-P95746005-1.pdf: 4185898 bytes, checksum: 1cac36e92e2f3ba05d9f397b9f26e4e9 (MD5) Previous issue date: 2008 | en |
dc.description.tableofcontents | 目 錄
口試委員會審定書..................................i 誌謝.............................................ii 中文摘要........................................iii 英文摘要..........................................v 目 錄.........................................viii 圖目錄............................................x 表目錄...........................................xi 第一章 緒 論.....................................1 第一節、研究動機..................................1 第二節、研究問題..................................4 第三節、研究目的..................................4 第四節、論文章節架構..............................5 第二章 文獻回顧...................................7 第一節、國際企業管理..............................7 第二節、產業策略分析..............................11 第三節、研究方法..................................17 第三章 國家與產業分析.............................18 第一節、印度共和國概述............................18 第二節、印度PEST分析..............................19 第三節、相關產業市場趨勢..........................23 第四節、潛在競爭者................................25 第五節、實地訪查—向旅印台日商學習................30 第六節、C公司印度子公司競爭力分析.................36 第四章 營運計畫...................................39 第一節、營業範圍及地點............................39 第二節、營運策略規劃..............................40 第三節、近程營運規劃(開辦元年至第三年)..........42 第四節、中程營運規劃(第四~六年).................48 第五節、長程營運規劃(第七年以後)................53 第六節、人力規劃..................................58 第七節、薪資規劃..................................58 第八節、財務規劃..................................61 第五章 結論與建議.................................67 第一節、研究結論..................................67 第二節、後續研究建議..............................68 參考文獻..........................................69 附錄..............................................71 圖目錄 圖1-1 C公司全球業務網.....................................2 圖1-2 本研究論文章節架構..................................6 圖2-1 整體國際行銷管理程序...............................10 圖2-2 Austin環境分析架構.................................11 圖2-3 產業競爭的五股作用力...............................13 圖3-1 印度共和國.........................................18 圖3-2 Projected Ethylene Demand-Supply Gap (KT)–India...22 圖4-1 營運策略規劃.......................................41 圖4-2 Work Breakdown Structure範例.......................50 圖4-3 Interrelationship Among Systems....................57 圖4-4 薪資等第—同等各級差異區間.........................60 圖4-5 薪資等第—同等各級相等區間.........................60 圖4-6 印度子公司2008~2017年預估毛利......................62 圖4-7 印度子公司2008~2017年預估營業費用..................62 表目錄 表3-1 美國BERI公司投資環境評比總表(2007年第3次)..........19 表3-2 印度外資排名.......................................21 表3-3 印度外資企業別排名.................................24 表3-4 印度主要工程(顧問)公司業務來源...................27 表3-5 台商投資印度概況...................................31 表3-6 C公司印度子公司SWOT分析............................37 表4-1 印度子公司選址評估比較表...........................39 表4-2 2008~2012年人力需求規畫............................58 表4-3 薪資組成因子及其所占比率...........................59 表4-4 印度子公司簽約額預估...............................61 表4-5 預估未來十年度營收.................................61 表4-6 自有資金投入與IRR變化..............................64 表4-7 2008~2017年EPS預估.................................65 表4-8 營運計畫摘要彙總...................................66 | |
dc.language.iso | zh-TW | |
dc.title | 台灣跨國公司開拓新興國家據點之營運計畫研究 | zh_TW |
dc.title | A Case Study on the Business Plan of A Taiwan Multinational Company in Emerging Countries | en |
dc.type | Thesis | |
dc.date.schoolyear | 96-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 黃恆獎,趙義隆 | |
dc.subject.keyword | EPC工程服務業,營運計畫書,統包工程,波特五力分析, | zh_TW |
dc.subject.keyword | EPC service industry,Business Plan,Turn-key based Contractor,EPC Contractor,Five-force Analysis, | en |
dc.relation.page | 70 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2008-08-04 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 國際企業管理組 | zh_TW |
顯示於系所單位: | 國際企業管理組 |
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