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|Title: ||中國白酒市場進入策略之研究 : 以T公司為例|
|Other Titles: ||Study on entry strategy for the Chinese liquor market : a case study of T company|
|Authors: ||毛麗菁;Mao, Li-Ching|
|Keywords: ||中國白酒;差異化策略;SWOT分析;Chinese White Wine;differentiation strategy;SWOT Analysis|
|Issue Date: ||2014-01-23 13:36:23 (UTC+8)|
|Abstract: ||中國大陸自1979年進行經濟改革後，經濟大幅成長並發展成有利的投資環境；由於經濟的崛起，國民生活改善，加上中國大陸的 “十二五” 擴大內需計劃，提升了酒類市場的發展，國際知名酒商將大陸市場列為擴張國際市場的首選，尤其白酒產業其豐厚利潤及高報酬，更是兵家必爭之地；但因大陸政府對酒類產業有相當之保護及限制，且市場競爭激烈，因此中國市場之白酒企業已是大者恆大且以國企居多的型態，而台灣酒類市場飽和、成長空間有限的情況下，台資企業如何進入中國大陸發展，並以最低之成本達到最大的效益，為本研究之目的。|
Since the economic reform implemented in 1979, the economy of Mainland China has been sharply growing and developing an advantageous environment for investment. Uprising economy, ameliorative living standard of nationals, and the Twelfth Five-Year Guideline bring the wine market on a better track. World-renowned wine manufacturers see China as the main target for expanding their global market. And the white wine, accompanying with abundant profits, is the very place. However, the regulations of the Chinese government and the intense market competition cause that in the white wine market the big ones get stronger. A majority of the big ones are the state-run enterprises. The wine market in Taiwan already hit saturation. The purpose of the study is to delve into how Taiwanese corporations invest in China and acquire the maximal profits with the minimal costs.
The case that the research targets is T. The research explores the competitive strategy based on the SWOT analysis. T draws on the differentiated strategy proposed by Michael Porter to gradually enter the Chinese market based on involvement into the international market. The research adopts the qualitative research and expects to find out T’s entry mode into the Chinese market by understanding literature and collecting secondary data.
The result shows that as T is a state-run enterprise, it needs to abide by many regulations of the government. Besides, the government imposes restrictions on development of the white wine industry and foreign investment. Moreover, many brands compete in the Chinese market. Hence, T must take advantage of similar culture characteristics, geographical proximity, and uniqueness of Taiwanese white wine with light fragrance, and initiate differentiated marketing. Because of the institutional nature of T, it implies the lowest costs to go into the global markets gradually. T can adopt license, joint ventures, M&A, direct investment, etc, to enter the Chinese market in the future so as to adjust itself to the mutable environment. With regards to products, with having differences of customers and attributes in mind, T may have a series of classification to seek for expansion and completeness of product lines. That China is reinforcing the economic cooperation with neighboring countries brings promising potential to the economy of Taiwan. Even more, it points out a pathway for T to expand other markets.
|Appears in Collections:||[國際企業學系暨研究所] 學位論文|
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