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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 陳俊忠(Chun-Chung Chen) | |
| dc.contributor.author | Hee Sung Eun | en |
| dc.contributor.author | 殷熙晟 | zh_TW |
| dc.date.accessioned | 2021-05-20T20:17:57Z | - |
| dc.date.available | 2014-07-03 | |
| dc.date.available | 2021-05-20T20:17:57Z | - |
| dc.date.copyright | 2009-07-03 | |
| dc.date.issued | 2009 | |
| dc.date.submitted | 2009-06-30 | |
| dc.identifier.citation | Aeker and David A. (1988). Strategic Market Management. 2nd ed. New York: John Wiley & Sons.
Allan G. Farman and Taeko T. Farman. (2004). A status report on digital imaging for dentistry. Oral Radiology , 9-14. Arent Greve and Janet W. Salaff. (2003). Social Capital and Entrepreneurship. D.A. Miles, C. o. (2006). Focus on digital radiography. Inside Dentistry . Davidsson and Honig. (2003). The Role of Social and Human Capital Among Nascent Entrepreneurs. Friedlander and DonA. (1999). The Changing Face of Dentistry. Canadian Dental Association . Griffiths, D. a. (2000). Are There Any Competencies Out There? Identifying and Using Technical Competencies. Imperial College Press , 199-228. John, P. a. (1994). Formulation, Implementation, and Control of Competitive Strategies. 5th ed. Homewood, IL: Irwin. Kim, J. (2007). Company Analysis: Vatech. Kiwoom Security. Lin, N. (2001). Social capital: A Theory of Social Structure and Action. Cambridge University Press . M.E.Porter. (1986). Changing patterns of international competition. California Management Review 28 , 9-40. M.E.Porter. (1985). Competitive Advantage:Creating and Sustaining Superior Performance. The Free Press. 557 . M.E.Porter. (1991). Toward a dynamic theory of strategy. Strategic Management Journal. 12 , 95-117. M.E.Porter. (1980). Techniques for Analyzing Industries and Companies. Free Press . Perlmutter, H. (1984). Builiding the symbiotic societal enterprise: a social architecture for the furture. World Futures 19 (3/4) . Poynter, R.E. and White T.A. (1984). Strategies for foreign-owned subsidiaries in Canada. Business Quarterly, Summer , 59-69. Prahalad and Hamel . (1990). The core competence of the corporation. Havard Business Review . Ross and Beaver G.C. (February 2000). Enterprise in Recession: The Role and Context of Strategy. International Journal of Entrepreneurship and Innovation , 23–31. S.Ghoshal and C.Bartlett . (1986). Tap your sybsidiaries for global reach. Harvard Business Review , 87-94. Stam, W. T. (2008). . Entrepreneurial Orientation and New Venture Performance: The Moderating Role of Intra- and Extraindustry Social Capital. Academy of Management Journa , 97-111. Taggart, J. (1998). Strategy and Control in the Multinational Corporation: Too Many Recipes? Long Range Planning, Vol.31 No.4 , 565-571. Vatech. (2008). Annual Report. Vatech Co., L. (n.d.). Retrieved 2009, from Value Added Technologies Co., Ltd: http://www.vatech.co.kr/english/index.html W.Jack Duncan, Peter M. Ginter, and Linda E.Swayne. (1998). Competitive advantage and internal organizational assessment. Academy of Management Executive , 6-16. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/9333 | - |
| dc.description.abstract | not available | zh_TW |
| dc.description.abstract | VATECH CO., Ltd. is an emerging dental and medical imaging device manufacturer focused on developing and producing innovative new dental and medical digital X-ray for improved diagnosis and treatment. Since VATECH Co., Ltd. entered into Taiwan market with its fully-owned subsidiary, VATECH Taiwan in 2007, VATECH Taiwan has enjoyed two consecutive years of success and growth. Over the course of this time, VATECH Taiwan’s revenue has soared, while it took the leading position in Taiwan Dental Digital X-ray market in terms of the market share. However, as VATECH Taiwan faces increasing competition and rapid changes in industry boundaries, it must react quickly to maintain its competitive advantage. Furthermore, as a subsidiary company of VATECH Co., Ltd. located in Korea, it needs to play more strategically important roles in order to get sustainable growth.
This paper presents an analysis of VATECH Taiwan, and the Dental Digital X-ray industry in which the company competes. Specifically, it provides a strategic analysis of VATECH Taiwan in order to firstly, assess the external situation and industry and secondly, identify the competencies and key issues associated with the internal analysis of the company. By comprehensively analyzing various elements of the strategic position of VATECH Taiwan, this paper will make recommendations regarding a new strategy for the business to enjoy sustained growth and reach further as a subsidiary company. | en |
| dc.description.provenance | Made available in DSpace on 2021-05-20T20:17:57Z (GMT). No. of bitstreams: 1 ntu-98-R96724077-1.pdf: 1647881 bytes, checksum: 7421db24d408e9bf71ba91766cef7eb8 (MD5) Previous issue date: 2009 | en |
| dc.description.tableofcontents | ABSTRACT ii
ACKNOWLEDGMENTS iii TABLE OF CONTENTS iv 1. Introduction 1 1.1. Background 1 1.2. Purpose of the Study 2 1.3. Outline of Thesis 2 2. Literature Review 4 2.1. Strategic Analysis and Strategic Planning in Strategic Management Research 4 2.2. Value Chain 5 2.3. Core Competences and Assessment 7 2.4. Strategic Roles of Subsidiary Companies 9 2.5. Social Capital Theory 11 3. VATECH Background 13 3.1. General History of VATECH 13 3.2. Current Status of VATECH 15 3.3. Value Chain of VATECH 16 4. Dental Digital X-ray Industry and Competitive Analysis 19 4.1. Dominant Economic Characteristics of the Industry Environment 19 4.2. Competition Analysis – Five Forces Analysis 23 4.2.1. Threat of Potential Entrants 24 4.2.2. Threat of Potential Substitutes 25 4.2.3. Bargaining Power of Suppliers 26 4.2.4. Bargaining Power of Customers 27 4.2.5. Industry Structure, Rivalry and Firm Strategy 28 4.3. Driving Forces 31 4.4. Competitor Analysis 33 4.5. Key Success Factors 35 4.6. Industry Prospects and Overall Attractiveness 36 5. VATECH, Taiwan Situation Analysis 37 5.1. Organizational Analysis 37 5.1.1. Corporate Vision 38 5.1.2. Corporate Mission 38 5.1.4. Products and Services 39 5.1.5. Company Strengths and Competitive Capabilities 42 5.1.5.1. Cost Competitiveness based on its Advanced Technologies 42 5.1.5.2. Strategic Alliance with Samsung Electronics 44 5.1.5.3. Software Program 45 5.2. VATECH in Taiwan 46 5.2.1. VATECH Taiwan 46 5.2.2. Development Phases in Taiwan 48 5.2.2.1. Phase 1: Motivation - Motivation to Explore Taiwan Market 49 5.2.2.2. Phase 2a: Planning - Initial Activities to Network with People in the industry and Accumulate Social Capital 50 5.2.2.3. Phase 2b: Planning - Gaining Necessary Information about the Industry Forces 51 5.2.2.4. Phase 3: Establishment - Importance of Social Ties/Relationships to Gain a Higher Rate of Success 52 5.3. SWOT Analysis 54 5.3.1. Strengths 54 5.3.2. Weaknesses 57 5.3.3. Opportunities 58 5.3.4. Threats 59 5.4. Value Chain Analysis of VATECH Taiwan 60 5.4.1. Support Activities 60 5.4.1.1. Organizational Structure 60 5.4.1.2. Human Resource Management 61 5.4.1.3. Procurement 62 5.4.2. Inbound and Outbound Logistics 63 5.4.3. Operation 64 5.4.4. Marketing and Sales 65 5.4.5. Customer Service 66 5.5. Competitive Advantage and Internal Organizational Assessment 68 6. Strategic Issues and Suggestions 75 6.1. Strategic Issues and Suggestions for VATECH Taiwan 75 6.1.1. Create New Strategic Vision 76 6.1.2. Focus on Cost Effective Offerings 79 6.1.2.1. Reduce Operational Costs 79 6.1.2.2. Provide Exceptional Customer Support 81 6.1.3. Decentralizing Leadership 82 6.1.4. Hire Human Resource Manager 82 6.1.5. Reconfiguring the Value Chain and Organization 83 6.2. Strategic Plans for Long-term Success of the parent company 85 7. Conclusion 88 7.1. Conclusion of the findings 88 7.2. Managerial implication 90 7.3. Limitations 91 7.4. Future Research 92 REFERENCE LIST 93 | |
| dc.language.iso | en | |
| dc.title | 外商在台子公司發展策略之研究 - 以韓國博泰科技為例 | zh_TW |
| dc.title | Analysis of VATECH’s Experience in the Development and the Future Strategies within Taiwan | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 97-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | (Ming-Huei Hsieh),(Hsien-Jui Chung) | |
| dc.subject.keyword | 外商在台子公司發展策略, | zh_TW |
| dc.subject.keyword | VATECH business analysis,Dental digital X-ray industry analysis, | en |
| dc.relation.page | 94 | |
| dc.rights.note | 同意授權(全球公開) | |
| dc.date.accepted | 2009-06-30 | |
| 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) | |
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