請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/726完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 郭瑞祥 | |
| dc.contributor.author | Fun Ray Wang | en |
| dc.contributor.author | 王方銳 | zh_TW |
| dc.date.accessioned | 2021-05-11T05:00:09Z | - |
| dc.date.available | 2019-08-05 | |
| dc.date.available | 2021-05-11T05:00:09Z | - |
| dc.date.copyright | 2019-08-05 | |
| dc.date.issued | 2019 | |
| dc.date.submitted | 2019-07-30 | |
| dc.identifier.citation | 1. Joel Backaler, “To Grow Your Business Abroad, Partner with Local Influencers” Digital version, 13 Nov. 2018
2. QYResearch KVM Switches Research Center, Feb. 2014 3. Key Principles for Setting an Effective Pricing Strategy, Gartner 4. Toolkit: How to Select the Right Channel Partners for Resell and Support 5. The B2B Customer Life Cycle for Technology Products and Services, Gartner 6. Managing Your Hardware Portfolio Through the Next Downturn, Gartner 7. 'Digital Trends Top Tech of CES 2016 award winners.' Digital Trends. Web. 7 Jan. 2016. 8. Hill, Terry, and Roy Westbrook. 'SWOT analysis: It's time for a product recall.' Long Range Planning 30.1 (1997): 46-52. Web. 7 Dec. 2016. 9. 'Industry Structure and Competitive Strategy: Keys to Profitability.' Financial Analysts Journal 36.4 (1980): n. pag. Web. 20 Oct. 2016. 10. Osterwalder, Alexander. 'A Better Way to Think About Your Business Model.' Harvard Business Reivew. N.p., 6 May 2013. Web. 22 Nov. 2016. 11. Porter, Michael E. 'How Competitive Forces Shape Strategy.' Harvard Business Review 57.2 (1979): 137-45. Web. 4 Nov. 2016. 12. Porter, Michael E. 'The Five Competitive Forces That Shape Strategy.' Harvard Business Review 86.1 (2008): 78-93. Web. 4 Nov. 2016. 13. James Manyika & Susan Lund. “The Next Era of Globalization Will Be Shaped by Customers, Technology, and Value Chains” Harvard Business Review. Web. 30 Mar. 2019 14. Bryman A. (2012). Social Research Methods. New York: Oxford University Press Inc. 15. Jennifer Barron, Jim Hollingshead, (2004) 'Brand globally, market locally', Journal of Business Strategy, Vol. 25 Issue: 1, pp.9-14 16. Veronika Tarnovskaya, Galina Biedenbach, (2016) 'Multiple stakeholders and B2B branding in emerging markets', Qualitative Market Research: An International Journal, Vol. 19 Issue: 3, pp.287-309 17. Dove Izraeli, Business Ethics in the Middle East, Journal of Business Ethics, October 1997, Volume 16, Issue 14, pp 1555–1560 18. Axinn 1988; Reuber and Fischer 1997 19. Paul Ellis, Social Ties and Foreign Market Entry, Social Ties and Foreign Market Entry 2000, September 2000, Volume 31, Issue 3, pp 443–469 20. Making Differences Matter, A New Paradigm for Managing Diversity, David A. Thomas and Robin J. Ely, Harvard business review · January 2006 21. Kazuhiro Asakawa, Managing local knowledge assets globally: the role of regional innovation relays, Journal of World Business, Volume 38, Issue 1, February 2003, Pages 31-42 22. Chen-Fu Chien, Li-Fei Chen, Data mining to improve personnel selection and enhance human capital: A case study in high-technology industry, Expert Systems with Applications 34 (2008) 280–290 23. Shin-Horng Chen (2002) Global Production Networks and Information Technology: The Case of Taiwan, Industry and Innovation, 9:3, 249-265 24. Meili Hsiao (2017 April 13) INSTITUTE FOR INFORMATION INDUSTRY, African market study Website data 1. http://www.aten.com 2. https://www.trade.gov.tw/ 3. https://www.eastafricabusinessconsultants.com/2018/03/15/branch-vs-subsidiary-company-registration-in-kenya/ 4. Gianina Craciun, 2017, www.adecoadvisory.com | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/handle/123456789/726 | - |
| dc.description.abstract | NA | zh_TW |
| dc.description.abstract | Small and medium-sized enterprises are the foundation of Taiwan’s Enterprises. With their flexible and efficiency manufacturing characteristics, SMEs are the most contributors for Taiwan’s economic growth. But in recent years, the growing wages caused manufacturing cost raise and Taiwanese firms faced the threat of severe global manufacturing competition. The situation has become increasingly difficult for many companies in Taiwan to stay in business. To build an own brand and go globally becomes an important strategy for Taiwan companies.
This study explores some possible challenges when a Taiwanese enterprise doing global business. A qualitative case study approach was employed in this study to focus on ATEN international (KVM worldwide #1 manufacturer) which attempt to build their brands in the international market. The result shows that there will be three main challenge categories which might impact the Taiwanese companies going globally. 1. Internal challenges ● Local office v.s. trading business and Talent acquisition and retention 2. External challenges ● Knowledge of the market and Adaptability 3. Sales and Marketing related challenges ● Branding and promotion and Pricing strategy | en |
| dc.description.provenance | Made available in DSpace on 2021-05-11T05:00:09Z (GMT). No. of bitstreams: 1 ntu-108-R06749020-1.pdf: 2510047 bytes, checksum: 18de32c3a215edd62d2b984042a4b705 (MD5) Previous issue date: 2019 | en |
| dc.description.tableofcontents | 論文審定書 ii
Acknowledgement iii Abstract iv List of figures vii List of tables viii Chapter 1: Introduction 1 1.1 Background 1 1.2 Objective of Study 1 1.3 Research Questions 2 Chapter 2: Literature and References 3 2.1 The KVM Industry overview 3 2.2 B2B business model & Revenue model 7 2.2.1 B2B Business Model Pricing Strategy 7 2.2.2 B2B Business Model Partner and Channel Strategy 8 2.2.3 B2B Business Model Promotion Strategy 10 2.2.4 B2B Business Model Product Strategy 11 2.3 Factors Influencing Strategy 12 2.3.1 External Factors and Five Force Analysis 12 2.3.2 Internal Factors and SWOT Analysis 14 2.4 Going Global 16 2.5 Overall organizational evaluation: a promising start 17 2.6 The managing role 19 2.7 The third-party coordinator 21 2.8 Developing a global B2B brand 23 Chapter 3: Research Methodology 26 3.1 Design 26 3.2 Objectives 27 3.3 Data collection 28 Chapter 4: Case Study of ATEN 30 4.1 Background Information 31 4.2 Business Structure 36 4.3 Cost and Sales Performances 37 4.4 Market expansion process 40 4.5 Challenges and Opportunities 48 Chapter 5: Conclusion & Recommendation 51 5.1 Conclusion 51 5.2 Recommendation 53 5.3 Limitation 54 REFERENCES 56 APPENDIX 59 | |
| dc.language.iso | en | |
| dc.subject | NA | zh_TW |
| dc.subject | Talent management | en |
| dc.subject | SME | en |
| dc.subject | Localization | en |
| dc.subject | KVM | en |
| dc.subject | Globalization | en |
| dc.subject | Internal and External Factors | en |
| dc.subject | Expansion | en |
| dc.subject | Business development | en |
| dc.subject | Pricing strategy | en |
| dc.title | 台灣科技品牌國際在地化的挑戰-以宏正自動科技為例 | zh_TW |
| dc.title | The Challenges of Taiwan Technology and Service Brands When Doing Globalization – A Case Study of ATEN | en |
| dc.date.schoolyear | 107-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳家麟,陸洛 | |
| dc.subject.keyword | NA, | zh_TW |
| dc.subject.keyword | SME,KVM,Localization,Globalization,Internal and External Factors,Expansion,Business development,Pricing strategy,Talent management, | en |
| dc.relation.page | 60 | |
| dc.identifier.doi | 10.6342/NTU201902105 | |
| dc.rights.note | 同意授權(全球公開) | |
| dc.date.accepted | 2019-07-30 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
文件中的檔案：
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| ntu-108-1.pdf | 2.45 MB | Adobe PDF | 檢視/開啟 |
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