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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
    Contributors: 淡江大學國際貿易學系國際企業學碩士班
    蔡政言;Tsai, Jeng-yan
    Keywords: 變頻器;進入模式;成功關鍵因素;Inverter;Entry Mode;Key Success Factors(KSF)
    Date: 2005
    Issue Date: 2010-01-11 01:33:08 (UTC+8)
    Abstract: 中國大陸自經濟改革開放後,憑藉著豐沛的天然資源、低廉的勞動人力、廣大的消費市場、政府各項公共建設的推動下,吸引國內外廠商競相在當地投資製造生產,儼然成為「世界工廠」。這座「世界工廠」為不斷提昇生產力與產品品質,會持續提昇工廠自動化程度,同時這座工廠不停的運轉下,對電力的需求日益擴大,節能設備的建置也是政府一直獎勵的項目,種種驅力使得具有提昇產業生產、產品品質以及節能特性的變頻調速設備需求市場潛力無窮,這也正是本研究選定以自動化產業中的變頻器做為研究標的的原因。
    而對國內變頻器業者而言,在評估與決定好目標市場後,另一重要議題即為該如何選取何種「進入模式」(Entry Mode)。一個多國籍企業在進入新興市場時,是否選擇適合的進入模式,也將決定企業於市場上的成敗關鍵。本研究藉由過去進入時機與進入模式的文獻先尋找出兩個論點的共通要素來提出研究架構,並以個案探討的方式發現:

    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。

    二、不同時機進入的廠商所遭遇的進入障礙類型有所不同,進入障礙可分類為兩種,一種是制度性障礙,另一為經濟性障礙。當後進廠商越是遠離先佔廠商的進入時間,則制度性進入障礙就會越低,反之,經濟性障礙也就會越高。

    三、廠商規模大小跟合資與否有相當程度的關聯性。廠商規模越大者,不必然一定採行獨資的方式進入市場;對於規模小的廠商而言,本研究認為是必然性的採取合資的模式。

    四、擁有差異化能力可使廠商有更寬廣的進入時間選擇。對於廠商而言,具有差異化能力,則可以選擇進入的時序,研究中顯示,無論是早期進入,或是晚期進入都能獲得不錯的績效。
    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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