請用此 Handle URI 來引用此文件：
http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/85824完整後設資料紀錄
| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 連勇智(Yung-Chih Lien) | |
| dc.contributor.author | Kuo-Ling Wang | en |
| dc.contributor.author | 王國良 | zh_TW |
| dc.date.accessioned | 2023-03-19T23:25:31Z | - |
| dc.date.copyright | 2022-04-26 | |
| dc.date.issued | 2022 | |
| dc.date.submitted | 2022-03-17 | |
| dc.identifier.citation | 中文部分 1.黃俊英（1996）。行銷研究。台北：華泰書局。 2.趙義隆、于卓民、謝文雀(1998)。國際企業管理(初版)，國立空中大學出版 3.曾素玲(2002)。企業國際化予能力關聯性之研究-以太陽眼鏡公司為例〔未出版之碩士論文〕。國立政治大學企業管理學系。 4.李培芬(2003)。台灣加盟連鎖體系國際化與經營模式調適之研究。國立臺灣大學國際企業學研究所。 5.許逸晟(2003)。台商赴大陸國際化歷程之研究。碩士論文。國立中正大學企業管理研究所。 6.潘淑滿(2003)。質性研究:理論與應用。臺北市：心理出版社。 7.李紫雲(2004)。國際化動機、營運與績效關係之研究-以台灣餐飲業為例〔未出版之碩士論文〕。大同大學事業經營研究所。 8.經濟部商業司&國立臺灣大學工商管理學系(2005)。茶產業營運模式與供銷架構之研究。 9.劉澤民(2008，August 22)。從《臺灣總督府公文類纂》談臺灣最早種茶的年代與地點。國史館台灣文獻館-電子報。https://www.th.gov.tw/epaper/site/page/14/116 10.許書維(2010，July 30)。《臺茶輸出百年簡史》。國史館台灣文獻館-電子報。https://www.th.gov.tw/epaper/site/page/59/798 11.https://theme.coa.gov.tw/storyboard.php?type=e&web=C&id=421 12.王崚祥(2011)。茶葉進口量與臺灣茶葉剩餘量對臺灣即飲茶市場的影響。中國文化大學國際貿易學系。 13.吳萬益(2011)。企業研究方法(四版)。台北：華泰書局。 14.劉麗惠(2013，December)。突破企業資源有限的阻礙 掌握5大要訣 打造成功品牌。貿易雜誌。https://www.ieatpe.org.tw/magazine/ebook270/b2.pdf 15.于卓民(2013)。國際企業環境與管理。華泰文化事業股份有限公司 16.何雨潔(2014)。國際連鎖企業之跨國經營關鍵成功因素〔未出版之碩士論文〕。國立中正大學企業管理學系。 17.施劭偉(2014)。臺灣連鎖餐廳國際化發展之多重個案研究〔未出版之碩士論文〕。國立臺灣師範大學運動休閒與餐旅管理研究所。 18.于卓民(2014，December 1)。台灣的競爭力! 中小企業的創業與國際化(王芷, Ed.)。政大商業評論。http://nccubr.nccu.edu.tw/article.php?aid=67&mid=27 19.馮宜嫻(2016)。電子商務業者之國際化策略探討。國立政治大學商學院經營管理學系 20.馬雅芬(2017)。手搖茶飲亞洲區域市場消費特性分析-以KOIThé為例。東海大學餐旅管理學系。 21.余政隆(2017)。影響國際授權成功因素之探討-餐飲連鎖為例〔未出版之碩士論文〕。國立高雄第一科技大學行銷與流通管理研究所。 22.遠見雜誌編輯團隊(2018，November)。一杯珍奶搖出台灣新經濟奇蹟。遠見雜誌。https://event.gvm.com.tw/201811-bubble-tea/#six 23.王綺(2019)。台灣連鎖茶飲業國際化策略與競爭優勢之研究－以大苑子進入印尼市場為例。國立中山大學企業管理學系研究所。 24.方志民(2019)。策略管理概論：應用導向。前程文化。 25.葉惟禎(2019，April)。台灣珍奶產業搖出新契機 征服世界 延續珍奶火熱競爭力。貿易雜誌。https://www.ieatpe.org.tw/magazine/ebook334/storypage01.html 26.葉惟禎(2019，April)。從「尊重珍奶」的精神出發 深耕在地 把嘗鮮變日常。貿易雜誌。https://www.ieatpe.org.tw/magazine/ebook334/storypage02.html 27.蕭玉品(2019，July 1)。數位、品牌力助攻珍奶產業 手搖飲每年搖出500億商機。遠見雜誌。https://www.gvm.com.tw/article/66983 28.蕭玉品(2019，July 1)。點數、票券、支付一把抓 大苑子App會員飆破百萬。遠見雜誌。https://www.gvm.com.tw/article/66984 29.黃家慧(2019，July 10)。六角全球拓點 連菲國第一夫人加盟都嚴審。今周刊。https://www.businesstoday.com.tw/article/category/80393/post/201907100010/ 30.蔡憲宗(Ed.)(2019，July 23)。一「香」一世界、臺灣是茶葉「聯合國」。臺灣農業故事館。 31.李紅曦、蔡憲宗、蔡偉皇、洪子淵&陳南宏(2019，October 4)。邁向臺灣茶產業3.0之轉型契機與發展芻議。農業科技決策資訊平台。https://agritech-foresight.atri.org.tw/article/contents/1898 32.李澍(2019，November 7)。手搖飲領航新南向 年營收總額達4千萬美元。工商時報。https://ctee.com.tw/news/industry/170814.html 33.國際合作處(2020，April 21)。默默為臺灣發聲的珍珠奶茶。經濟部國際合作處。https://www.moea.gov.tw/mns/ietc/bulletin/Bulletin.aspx?kind=50&html=1&menu_id=33593&bull_id=6917 34.財團法人聯合信用卡處理中心(2020，September 22)。疫情下，你是餐飲外送一族嗎?餐飲外送平台信用卡消費大數據分析PART2。財團法人聯合信用卡處理中心全球資訊網。https://www.nccc.com.tw/wps/wcm/connect/zh/home/openinformation/CaseAnalysisIntroduce/CNT_05_998_20200921162800 35.未來流通研究所(2020，November 26)。不是天龍國人也能用！2020全台灣外送平台，只有「它」覆蓋21個縣市最威。商周雜誌。https://www.businessweekly.com.tw/business/blog/3004653 36.邱莉燕(2020，November 27)。把飲品變「癮品」 CoCo都可挺過二次疫情風暴。遠見雜誌。https://www.gvm.com.tw/article/76137 37.buzz Asia(2021，January 24)。印尼手搖飲產業環境分析：偏好重口味飲品 起司配料超熱門！｜東南亞跨境口碑。I-Buzz Research。https://www.i-buzz.com.tw/crossborder/article_page/?id=NDg= 38.李培芬(2021，January 28)。連鎖效應／茶飲業爭鋒 決勝6關鍵。聯合新聞網。https://udn.com/news/story/7241/5210721 39.buzz Asia(2021，February 8)。馬來西亞手搖飲產業環境分析：面對穆斯林消費族群 廠商需注意的是…｜東南亞跨境口碑。I-Buzz Research。https://www.i-buzz.com.tw/crossborder/article_page/?id=NTE= 40.buzz Asia(2021，February 22)。泰國手搖飲產業環境分析：台泰品牌大戰 惟KOI The闖入十強｜東南亞跨境口碑。I-Buzz Research。https://www.i-buzz.com.tw/crossborder/article_page/?id=NTI= 41.buzz Asia(2021，March 2)。菲律賓手搖飲產業環境分析：欲打進甜品王國 甜度和配料最關鍵｜東南亞跨境口碑。I-Buzz Research.。https://www.i-buzz.com.tw/crossborder/article_page/?id=NTM= 42.buzz Asia(2021，March 5)。越南手搖飲產業環境分析：價值3億美元的潛在市場 提供海內外品牌諸多商機｜東南亞跨境口碑。I-Buzz Research。https://www.i-buzz.com.tw/crossborder/article_page/?id=NTU= 43.張庭瑋(2021，March 30)。會員轉換率大考驗！大苑子推「訂閱制」實戰心得：把小確幸變成硬需求，才能讓顧客從零買轉訂購. 未來商務。https://fc.bnext.com.tw/articles/view/1283 44.經濟部統計處(2021，November 30)。批發、零售及餐飲業統計調查。 https://dmz26.moea.gov.tw/GMWeb/investigate/InvestigateEA.aspx 英文部分 1.Anderson, e., & Gatignon, h. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3). 2.Buckley, P. J., & Casson, M. (1976). The Future of the Multinational Enterprise. Home and Meier. 3.Benvignati, A. M. (1987). Domestic Profit Advantages of Multinational Firms. The Journal of Business, 60(3), 449–461. http://www.jstor.org/stable/2352880 4.Brouthers, K. D. (2002). Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of international business studies, 33(2), 203-221. 5.Bubble Tea Market Size, Share & Trends Analysis Report By Product (Black, Green, Oolong), By Flavor (Classic, Coffee, Fruit), By Region (APAC, North America, Europe, MEA), And Segment Forecasts, 2020 - 2027. (2020, June 3). Grand View Research, Inc. https://www.giiresearch.com/report/grvi943797-bubble-tea-market-size-share-trends-analysis.html 6.Bubble Tea Market Size, Share & COVID-19 Impact Analysis, By Type (Black Tea, Green Tea, Oolong Tea, and White Tea), Flavor (Original, Fruit, Chocolate, Coffee, and Others), and Regional Forecast, 2020 – 2027. (2020, September). FORTUNE BUSINESS INSIGHTS. https://www.fortunebusinessinsights.com/industry-reports/bubble-tea-market-101564 7.Coase, R. H. (1937). The nature of the firm. economica, 4(16), 386-405. 8.C. A. Bartlett, & S. Ghoshal. (1989). Managing Across Borders: The Transnational Solution. Harvard Business School Press. 9.Calof, J. L., & Beamish, P. W. (1995). Adapting to Foreign Markets: Explaining Internationalization. International Business Review, 4(2), 115–131. https://doi.org/10.1016/0969-5931(95)00001-G 10.Coviello, N. E., & McAuley, A. (1999). Internationalisation and the Smaller Firm: A Review of Contemporary Empirical Research. MIR: Management International Review, 39(3), 223–256. http://www.jstor.org/stable/40835788 11.Dunning, J. H. (1980). Explaining outward direct investment of developing countries: in support of the eclectic theory of international production. University of Reading, Department of Economics. 12.Dunning, J. H. (1981). International Production and Multinational Enterprise. Lodon: Allen and Unwin. 13.Doz, Y., & PRALAHAD, J. (1987). A process model of strategic redirection in large complex firms: The case of multinational corporations. 14.Dunning, J. H. (1993). Multinational Enterprises and the Global Economy. Addison Wesley. 15.Deresky, H.(1994). International Management: Managing Across Borders and Cultures, New York, NY: Harper Collins College Publishers. 16.Daniels, J. D., & Radebaugh, L. H. (1995). International Business : Environment and Operations (7th ed.). Addison Wesley Publishing Company. 17.Erramilli, M. K., & Rao, C. P. (1990). Choice of foreign market entry modes by service firms: role of market knowledge. MIR: Management International Review, 135-150. 18.Erramilli, M. K. (1991). The experience factor in foreign market entry behavior of service firms. Journal of international business studies, 22(3), 479-501. 19.Fayerweather, J. (1969). International Business Management: Conceptual Framework. McGraw-Hill. 20.Howard V. Perlmutter . (1969). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Columbia Journal of World Business, 4, 9–18. 21.Hymer, S. H. (1976). The International Operations of National Firms, A Study of Direct Foreign Investment. MIT Press. 22.Hitt, M. A., Hoskisson, R. E., & Kim, H. (1997). International diversification: Effects on innovation and firm performance in product-diversified firms. Academy of Management Journal, 40(4), 767-798. 23.Hill, C.W.L. (1997). International Business:Competing In The Global Marketplace. Irwin Inc.Co., USA. 24.Johanson, J., & Weidersheim-paul, F. (1975). The Internationalization of the Firm: Four Swedish Cases. Journal of Management Studies, 12(2), 305–322. https://doi.org/10.1111/j.1467-6486.1975.tb00514.x 25.Johanson, J., & Vahlne, J. E. (1977). The Internationalization Process of the Firm: A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8(1), 23–32. https://doi.org/10.1057/palgrave.jibs.8490676 26.James H. Gilmore, & B. Joseph Pine. (2019). The Experience Economy, With a New Preface by the Authors: Competing for Customer Time, Attention, and Money. Harvard Business Review Press; Revised Edition. 27.Kenneth r. andrews. (1971). Concepts of Corporate Strategy. 28.Koter, P. (1994). Marketing Management: Analysis, Planning, Implementation, and Control (8th ed.). Englewood Cliffs, New Jersey: Prentice Hall. 29.Kumar, V & Subramaniam, V. (1997). A contingency framework for the mode of entry decision. Journal of World Business, 32(1), 53-72. 30.Michel, A., & Shaked, I. (1986). Multinational Corporations v.s. Domestic Corporations: Financial Performance and Characteristics. Journal of Interenational Business Studies, 16(3), 89–106. https://www.jstor.org/stable/155022 31.Porter, M. E. (1980). Competitive Strategy: Techniques for Analysing Industries and Competitors. Free Press. 32.Piercy, N. (1981). Company Internationalisation: Active and Reactive Exporting. European Journal of Marketing, 15(3), 26–40. https://doi.org/10.1108/EUM0000000004876 33.Porter, M. E. (1986). Changing patterns of international competition. California management review, 28(2), 9-40. 34.Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic management journal, 12(S2), 95-117. 35.Punnet, J. B., & Ricks, D. A. (1992). International Business. Wardsworth Publishing Comapny. 36.Palenzuela, V. A., Bobillo, A. M.(1999). Transaction costs and bargaining power: entry mode choice in foreign markets. Multinational Business Review,.7(1),62-75. 37.Peter, A., Syed, Z. A., & wai, M. C. (2014). Revisiting the Theories of Internationalization and Foreign Market Entry Mode: A Critical Review. International Journal of Business and Commerce, 4(1), 38–44. https://www.researchgate.net/publication/267638765_Revisiting_the_Theories_of_Internationalization_and_Foreign_Market_Entry_Mode_A_Critical_Review 38.Root, F.R. (1987). Entry Strategy for International Market. Lexington, MA: Lexington Books. 39.Turnbull, P. W. (1987). Interaction and International Marketing: An Investment Process. International Marketing Review, 4(4), 7–19. https://doi.org/10.1108/eb008338 40.Vernon, R. (1966). International Investment and International Trade in the Product Cycle. Quarterly Journal of Economics, 80(2),190-207. https://doi.org/10.2307/1880689 41.Vernon, R. (1971). Sovereignty at Bay: The Multinational Spread of U.S Ecterprises. Basic Books. 42.Williamson, O. E. (1981). The Economics of Organization: The Transaction Cost Approach. American Journal of Sociology, 87(3), 548–577. http://www.jstor.org/stable/2778934 43.Weihrich, H. (1982). The TOWS matrix—A tool for situational analysis. Long range planning, 15(2), 54-66. 44.Wernerfelt, B. (1984). A Resource-Based View of the Firm. Strategic Management Journal, 5(2), 171–180. http://www.jstor.org/stable/2486175 45.Welch, L. S., & Luostarinen, R. K. (1988). Internationalisation: Evolution of a Concept. Journal of General Management, 14(2), 34–55. https://doi.org/10.1177/030630708801400203 46.Wilhelm R. (1988), 'Developing Superior Globalization Strategies, in Shaping Effective Response to the Globalization Challenge', A Conference for Danish op Management, Mckinsey & Co.,p.35. 47.Yip, G.S. (1989) Global Strategy: In a World of Nations? Sloan Management Review, 31, 29-41. 48.Yin, R. K. (1994). Discovering the future of the case study. Method in evaluation research. Evaluation practice, 15(3), 283-290. 49.Yeung, A. K., Nason, S W, Ulrich, D. O., & Glinow, M. A. (2000). Organizational Learning Capability : Generating and Generalizing Ideas with Impact. Oxford University Press. 50.Grab (2019, May 9). Bubble Tea Craze on GrabFood! https://www.grab.com/ph/blog/bubble-tea-craze-on-grabfood/ 51.International Monetary Fund. (2021, November 25). Real GDP Growth. https://www.imf.org/external/datamapper/NGDP_RPCH@WEO/OEMDC/ADVEC/WEOWORLD | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/85824 | - |
| dc.description.abstract | 手搖茶飲產品近年在海外國家形成一股熱潮，相對於國內飲品市場飽和競爭激烈，我國手搖茶飲廠商看準國外市場的龐大商機，著手進行國際化營運以拓展市場。東協國家由於鄰近台灣具有地理位置優勢，其總人口數高並擁有龐大的年輕消費族群，成為台灣手搖茶飲產業進行國際化的首要拓展市場，但東協各國背景、文化及消費習慣有其獨特性，故台灣手搖茶飲品牌在進駐時，須因應當地的商情及消費者喜好調整經營及行銷策略以提升競爭優勢。因此本研究探討台灣手搖茶飲拓展東協市場策略，深入了解其競爭優勢及獨特性，提供相關產業後進借鏡為參考。 本研究以交易成本理論及折衷理論分析探討個案C公司進入東協市場之策略及競爭優勢，透過質性研究之個案深度訪談法以釐清、歸納出臺灣手搖茶飲店輸出國際市場進入模式選擇及成功策略模式，透過次級資料分析予以驗證，藉此找出台灣手搖茶飲進軍國際市場的關鍵成功因素。 本研究歸納出台灣手搖茶飲拓展東協市場成功策略的重點結論如下：一、以新加坡為首要介接東協市場的橋樑；二、以高度差異化且具獨特性定位品牌形象進軍國際市場；三、制定高規格遴選標準嚴選海外代理商；四、鎖定各國精華商圈設立旗艦據點提升國際知名度；五、堅持原汁原味MIT原物料一條龍輸出有效掌控品質穩定度。上述結論提供相關產業作為該市場現況及未來經營策略參考。 | zh_TW |
| dc.description.abstract | Handmade beverage products have become popular in overseas countries recently. Compared to the fierce competition and market saturation of the domestic beverage industry in Taiwan, there are more business opportunities for Taiwanese handmade beverage companies to explore. Taiwanese handmade beverage industry aims at ASEAN as the primary market while developing the international market because of its geographical advantage and demographic dividend. However, due to the diversity of background, culture, and consumption habits in the ASEAN countries, Taiwanese handmade beverage companies must adjust the management and marketing strategies based on local business conditions and consumer preferences to enhance their competitive strength. Therefore, this study focuses on researching the development strategies of the Taiwanese handmade beverage industry in the ASEAN market and hopes to find out its competitive advantage for future references. This study analyses and discusses the business entry strategies and competitive advantage of C company in the ASEAN market based on “Transaction Cost Theory and “Eclectic Theory”. Through an in-depth interview of qualitative research with secondary data verification, this study found out the key factors for the Taiwanese handmade beverage industry to enter the international market successfully. This research summarizes the successful expanding strategies of the Taiwanese handmade beverage industry in the ASEAN market as follows: 1. Choosing Singapore as the primary station while entering the ASEAN market; 2. Entering the international market with a highly differentiated and unique brand image 3. Establishing high-standard selection criteria and carefully selecting the overseas agents; 4. Improving international awareness by establishing the flagship store at the main business districts in each country; 5. Using the MIT ingredient to control the quality of products. The above conclusions would provide relevant industries as a reference for understanding the current market situation and planning future business strategies. | en |
| dc.description.provenance | Made available in DSpace on 2023-03-19T23:25:31Z (GMT). No. of bitstreams: 1 U0001-1503202216043600.pdf: 3579290 bytes, checksum: 9f750417a0451b0ea072a9e81202f106 (MD5) Previous issue date: 2022 | en |
| dc.description.tableofcontents | 誌謝 i 中文摘要 ii 英文摘要 iii 第一章 緒論 1 第一節 研究背景 1 第二節 研究動機 2 第三節 研究目的 3 第四節 論文架構 4 第二章 臺灣手搖茶飲業概述 5 第一節 臺灣茶葉發展歷史 5 第二節 手搖茶飲在臺現況 8 第三節 手搖茶飲國際化趨勢 13 第四節 手搖茶飲國際化挑戰 15 第三章 文獻探討 18 第一節 國際化定義與理論 18 第二節 企業國際化動機 22 第三節 企業國際市場進入模式 24 第四節 國際化策略 29 第四章 個案研究 39 第一節 研究架構 39 第二節 研究方法 40 第三節 個案介紹 43 第四節 個案SWOT與TOWS分析 48 第五節 國際化布局 49 第六節 個案進入東協市場動機 52 第七節 個案進入東協市場模式 56 第五章 討論與建議 62 第一節 研究結論 62 第二節 研究建議 64 第三節 管理意涵 68 參考文獻 70 中文部分 70 英文部分 73 | |
| dc.language.iso | zh-TW | |
| dc.subject | 東協市場拓銷策略 | zh_TW |
| dc.subject | 臺灣手搖茶飲 | zh_TW |
| dc.subject | Development Strategies of Industry in the ASEAN Market | en |
| dc.subject | Taiwanese Handmade Beverage | en |
| dc.title | 臺灣手搖茶飲東協市場拓銷策略研析 | zh_TW |
| dc.title | A Study on Development Strategies of Taiwanese Handmade Beverage Industry in the ASEAN Market | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 110-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳厚銘(Ho-Min Chen),簡睿哲(Bryan Jean) | |
| dc.subject.keyword | 臺灣手搖茶飲,東協市場拓銷策略, | zh_TW |
| dc.subject.keyword | Taiwanese Handmade Beverage,Development Strategies of Industry in the ASEAN Market, | en |
| dc.relation.page | 76 | |
| dc.identifier.doi | 10.6342/NTU202200632 | |
| dc.rights.note | 同意授權(全球公開) | |
| dc.date.accepted | 2022-03-17 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 國際企業管理組 | zh_TW |
| dc.date.embargo-lift | 2022-04-26 | - |
| 顯示於系所單位： | 國際企業管理組 | |
文件中的檔案：
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| U0001-1503202216043600.pdf | 3.5 MB | Adobe PDF | 檢視/開啟 |
系統中的文件，除了特別指名其著作權條款之外，均受到著作權保護，並且保留所有的權利。