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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 黃恆獎(Huang Heng-Chiang) | |
| dc.contributor.author | Tania Paola Gutierrez Ahumada | en |
| dc.contributor.author | 李英 | zh_TW |
| dc.date.accessioned | 2021-06-08T05:01:13Z | - |
| dc.date.copyright | 2011-02-09 | |
| dc.date.issued | 2011 | |
| dc.date.submitted | 2011-01-19 | |
| dc.identifier.citation | Research papers
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/23403 | - |
| dc.description.abstract | In globalization and competitive business sustainability, with the perception that every firm should go abroad, the reality is not every firm is ready. For most firms, international growth is an imperative out of the need to convert economies of scale into economies of scope. International expansion is necessary to take advantage of foreign market demand and existence of excess capacity in the domestic markets for economic, technologic, and strategic reasons.
This paper is a case study of a Taiwan’s EPOS (Electronic Point-of-Sale) systems and peripheral manufacturer established since 1995 with global presence in North America, South Korea, Japan, China and Europe. Facing the economic turmoil in 2008, Taiwan industrial computer manufacturers targeting European and American markets couldn't avoid the wave of impact, in consequence the restructure of strategies seeking for new niches and entry to new foreign markets was adopted. This paper makes an analysis of the factors that influence the firm’s strategic decisions of choice of market entry mode focusing on Mexico as the target market. Based on the results of the research we will address the suitability to enter the Mexican market and provide the most convenient choice of entry mode and distribution channel proposal for a successful strategy. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T05:01:13Z (GMT). No. of bitstreams: 1 ntu-100-R98749038-1.pdf: 1972209 bytes, checksum: acd4e74774f279969dd03a5848559cad (MD5) Previous issue date: 2011 | en |
| dc.description.tableofcontents | Table of Contents
Chapter 1. Introduction……………………………………………..........………………P.1 1.1. Research background……………...……………………………………..........P.1 1.2. Research objectives…………………….…………………………………..........P.6 1.3. Research procedure…………………………….……………………………..........P.8 Chapter 2. Literature review............................P.9 2.1. Internationalization process development: overview……..……………..…................................................P.9 2.1.1. The eclectic theory framework…………………….........P.10 2.1.2. Other theories: Transaction costs & bargaining theory....................................………….........P.12 2.1.3. Country-specific, industry-specific and firm-specific factors………....................................P.13 2.2. Approach for entry mode decision: The Hierarchical Model...………...........................................…P.14 2.3. Approach for environment and firm factors analysis…………..................................………...…..P.15 2.3.1. Industry-based considerations: Porter’s Five Forces Framework….............................................P.16 2.3.2. Resource-based consideration: Resources & Capabilities / VRIO Framework………………………………………………………….………P.19 2.3.3. Institution-based considerations: Country-specific & Hofstede’s Cultural Dimensions………………………………………………………..P.22 Chapter 3. Methodology…...……..…..…….………………………………………....P.25 3.1. Research framework………………………………………...…………….........P.25 3.2. Measures………...………………...………………………………………............P.26 3.3. Data collection………………………………...…………………………..........P.29 Chapter 4. Point-of-sale system industry and case study of Taiwan POS System Manufacturer.……………………………………….……………………P.31 4.1. Electronic-Point-of- Sale Industry……………………………………….P.31 4.2. Case study of Taiwan’s EPOS system manufacturer………P.41 Chapter 5. Case study analysis…..…..…….………..……………………………P.51 5.1. Comprehensive model of foreign market entry 5.1.1. Industry-based considerations………….………………………………P.51 5.1.2. Resource-based considerations………………….………………………P.66 5.1.3. Institutional-based considerations………………………………P.74 Chapter 6. Conclusions & Discussions….………………………………………..P.82 6.1. Major findings…………………………………………………............……………P.82 6.2. Strategy implications……………..…...………………………………….....P.91 6.2. Research limitations……………………………………………………….........P.98 6.3. Research directions..………………………………………………………........P.98 References……...…...………………..…….………………………………………..........P.99 Appendices Company A Consolidated Balance Sheet……………………………………………P.107 Company A Consolidated Income Statement……………………….....P.108 Financial Statement………………………………………………………………….........P.109 List of Figures Figure 1 Electronic-Points-of-sale Systems installed in Mexico, 2007-2010…………................................P.5 Figure 2 The Choice of Entry Modes: A Decision Model…………………………….....................................P.15 Figure 3 A Comprehensive Model of Foreign Market Entries…………………….…....................................P.16 Figure 4 The Five Forces That Shape Industry Competition…………......................................P.19 Figure 5 A Resource-Based Approach to Strategy Analysis…………………………...................................P.21 Figure 6 VRIO Framework: Value, Rarity, Imitability, and Organization……...……..................................P.22 Figure 7 Institutions, Firms and Strategic Choices………P.24 Figure 8 Impact of Macro-level Factors on Choice of Entry Modes………………….........................................P.29 Figure 9 Programmable EPOS Shipments, by Region, 2008-2015…………………..........................................P.34 Figure 10 Programmable EPOS Installations, by Region, 2008-2015..……………..........................................P.36 Figure 11 Vendor’s Shares of EPOS Shipments, Worldwide, 2009…………………..........................................P.37 Figure 12 Vendors’ Shares of EPOS Installations, Worldwide, 2009………………...........................................P.38 Figure 13 Company A Segmental Revenue…………………………………………P.43 Figure 14 Vendors’ Shares of EPOS Shipments, Western Europe, 2009……………............................................P.46 Figure 15 Vendors’ Shares of EPOS Shipments, CCE, 2009………………………........................................P.46 Figure 16 Vendors’ Share of Programmable EPOS, North America, 2009………….....................................P.47 Figure 17 Vendors’ Shares of EPOS Shipments, Asia-Pacific, 2009…………………...........................................P.47 Figure 18 Vendors’ Shares of EPOS Shipments, Middle East & Africa, 2009……….......................................P.48 Figure 19 Vendor’s Share of Programmable EPOS Installed in Mexico, 2009……….......................................P.53 Figure 20 Programmable EPOS Installations, Mexico, 2001 -2009, 2015…………........................................P.54 Figure 21 Software Piracy in the World by Region………………P.65 Figure 22 Latin America Piracy Index by Country, 2009…P.65 Figure 23 Latin America Piracy Losses by Country, 2009.P.66 Figure 24 Company A Locations Globally…………………………………………P.67 Figure 25 Company A Total Management Quality Control……P.69 Figure 27 Chain Value with Firm Boundaries and with some Outsourcing………….......................................P.72 Figure 28 Quick Quote Results EPOS system Import to Mexico from Taiwan….…........................................P.75 Figure 29 Exchange Rate, Mexico, 2000 – 2010…………………………P.76 Figure 30 Expected Rate of the Real Exchange Rate, USD and Euro, 2008-2012, annual average variation…………………………………P.77 Figure 31 The Five Forces that Shape Industry Competition, Mexican Market EPOS Industry………………………………………………………………….P.85 Figure 32 Company A Core Competencies………………………………………….P.88 Figure 33 Company A Business Model for the Mexican Market……….............................................P.96 List of Tables Table 1 Taiwan Top 4 Manufacturers of Industrial Personal Computers (IPC’s)……...................................P.41 Table 2 Company A Products and Services………………………………………P.43 Table 3 Programmable EPOS Shipments, by Vendor, Mexico.P.52 Table 4 Programmable EPOS Installed, by Vendor, Mexico…P.52 Table 5 Company A Business Plan & Budget Implementation………………………................................P.67 Table 6 Company A R&D Investment……………………………………………......P.70 Table 7 Hofstede’s Dimensions Comparison between Mexico and Taiwan………………………………………………………………………………...................P.78 Table 8 Company A Resources & Capabilities Analysis…………P.87 Table 9 Modes of Entry: Advantages & Disadvantages……………P.95 | |
| dc.language.iso | en | |
| dc.subject | 以台灣EPOS製造商 | zh_TW |
| dc.subject | 中小企業外銷模式 | zh_TW |
| dc.subject | Foreign market entry | en |
| dc.subject | EPOS entry to Mexico | en |
| dc.subject | Market entry strategy | en |
| dc.title | 中小企業外銷模式:以台灣EPOS製造商 | zh_TW |
| dc.title | Small-Medium Sized Enterprises’ Foreign Market Entry Strategies: A Case Study of Taiwan’s Electronic Point-of-Sale Manufacturer | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 99-1 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 陳俊忠(Chen Jin-Jong),林俊昇(Dr. J. Chris Lin) | |
| dc.subject.keyword | 中小企業外銷模式,以台灣EPOS製造商, | zh_TW |
| dc.subject.keyword | Market entry strategy,Foreign market entry,EPOS entry to Mexico, | en |
| dc.relation.page | 109 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2011-01-19 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 資訊管理學研究所 | zh_TW |
| 顯示於系所單位： | 資訊管理學系 | |
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