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|Title: ||機電自動化產業與進入策略之研究 : 以台灣變頻器產業進入大陸市場為例|
|Other Titles: ||A study of the automation industry and strategies to entry : an example from Taiwanese inverter industry entering into China|
|Authors: ||黃靖宇;Huang, Ching-yu|
|Keywords: ||變頻器;進入模式;成功關鍵因素;Inverter;Entry Mode;Key Success Factors(KSF)|
|Issue Date: ||2010-01-11 01:33:08 (UTC+8)|
一、案業者進入中國市場動機上，符合Czinkota Rivoli and Ronkainen(1992)中的積極動機-追求利益、企業本身產品的獨特性、技術優勢、獨有的資訊、管理階層之熱衷、稅賦利益與規模經濟等。
After the revolution openness in economy, China relies on its abundant nature resources, low labor cost, large consumer market, and plentiful public works conducted by Chinese government, truly attracts many companies to invest and set up their manufacturing sits there. To continuously raise the standard of automation, China, also named as “World Factory”, devotes himself to upgrade its productivity and product quality. Simultaneously, Chinese government encourages companies or enterprises to invest the energy-saving equipments to meet the increasing demand of power. That is the reason why I focus my study on the Inverter, for the Inverter equipment is the essential equipment which could drive the other industry to raise productivity, quality and energy-saving.
To the domestic Inverter manufactures, how to choose a proper Entry Mode would be another significant issue before they enter the target market. The crucial point to define the success of a conglomerate is the entry mode they choose. Focused on the entry time point and entry mode, I found several evidences in the past researches:
1.The motive, leading the sample industry to the Chinese market, is accordance with the spirit of “Active Motive”, cited from Czinkota Rivoli and Ronkainen, 1992. “Active Motive” encompasses—profit pursuit, the unique characteristic of products, technique advantages, exclusive information, enthusiasms among the management, tax benefits and the scale economy.
2.Companies will encounter different entry barriers if they enter the market at different time point. There are two kinds of entry barriers—one is institutional barrier and the other one is economic barrier. The later the companies enter the market than the formal one, the lower the institutional barrier they will have. On the other hand, the economic barrier will be much higher.
3.The correlation analysis shows up the connection between the scale of companies and choices of proprietorship or partnership. To large companies, it is not necessary to enter the market in the form of sole proprietorship; however, to the small ones, it is necessary to adapt the form of partnership.
Differentiation makes companies have more options to decide when to enter the market. To companies, as long as they have capability to be differentiated, they themselves can choose the proper time to enter the market. The evidence in the study shows that they also will get great performance no matter when they enter the market.
|Appears in Collections:||[國際企業學系暨研究所] 學位論文|
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