Loading...
|
Please use this identifier to cite or link to this item:
https://nccur.lib.nccu.edu.tw/handle/140.119/110887
|
| Title: | 餐飲業國際市場進入策略暨營運模式探討-以六角國際與集山實業為例
Foreign market entry mode and business model analysis of food and beverage industry-the case of La Kaffa and WOO Corporation |
| Authors: | 崔宸源
Tsui, Chen Yuan |
| Contributors: | 吳啟銘
Wu, Chi Ming
崔宸源
Tsui, Chen Yuan |
| Keywords: | 國際市場進入模式
商業模式創新
餐飲
Foreign market entry mode
Business model innovation
Food and beverage |
| Date: | 2017 |
| Issue Date: | 2017-07-11 12:24:10 (UTC+8) |
| Abstract: | The food and beverage industry in Taiwan is becoming increasingly competitive. Companies have therefore been trying to expand their operations abroad to different countries, both emerging and developed economies. How the companies expand and operate abroad is a challenging issue faced by every company that tries to enter foreign countries. This research starts out from the practitioners’ perspectives, and addresses critical management issues. The problems of international expansion are dynamic and fairly complicated due to the fast-changing business environment, which means practical decision rules are valuable.
The study tackles this issue by attempting to offer decision rules on three research questions. They include the influence factors on the selection of foreign market entry mode, the mechanism of capturing growth and avoid huge losses and business model innovation in foreign markets.
This research discovers entry mode choice should be accompanied by considering the joint effect of influence factors. And at point of entry, adopting real option perspective leads to better performance in the foreign market because it captures growth opportunities. Furthermore, adjusting the key processes in the business model helps companies realize more efficient operations and in some case, leads to better subsequent performance after entering the foreign country. |
| Reference: | 1. Agarwal and Ramaswami (1990). Choice of foreign market entry mode: impact of ownership, location and internalization factors. Journal of International Business Studies, 1992.
2. Amit and Zott (2012). Creating Value Through Business Model Innovation. MIT Sloan Management Review. March 20, 2012. Vol. 53, No.3
3. Amit and Zott (2009), “Designing your future business model: an activity system perspective”, working paper. IESE, WP-781.
4. Baena and Cervino (2014). New criteria to select foreign entry mode choice of global franchise chains into emerging markets. Social and Behavioral Sciences 175 (2015) 260-267.
5. Brouthers and Dikova (2010). Acquisitions and Real Options: The Greenfield Alternative. Journal of Management Studies. September 2010. DOI 10.1111/j.1467-6486.2009.00875.x.Source: RePEc
6. Chen, C. (2008). Entry mode selection for international construction markets: The influence of host country related factors. Construction Management and Ecnomomics, 26, 303-314
7. C.M. Sashi and D. Karuppur (2002). Franchising in global markets: towards a conceptual framework. International Marketing Review; 2002; 19; ABI/INFORM Global
8. G. Pohle and M. Chapman, “IBM’s Global CEO Report 2006: Business Model Innovation Matters,” Strategy & Leadership 34, no. 5 (2006): 34-40.
9. H. Wong (2013), Foreign Market Entry Mode Choice: Internal and External Perspective. Cultural and Technological Influences on Global Business. P.46 – 62.
10. Hollensen, Boyd and M. Ulrich (2011). The choice of foreign entry modes in a control perspective. IUP
11. J. Santos, B. Spector and L. Van Der Heyden, “Toward a Theory of Business Model Innovation Within Incumbent Firms,” working paper. INSEAD, Fontainebleau, France, 2009.
12. L. Applegate, L. Schlesinger and D. Delong, “Taco Bell, Inc.: 1983-94,” case no. 9-398-129 (Boston: Harvard Business School, 2001).
13. Levedev, Peng, Xie and Stevens (2014). Mergers and acquisitions in and out of emerging economies. Journal of World Business 50(2015) 651-662
14. M. Eyring, M. Johnson and H. Nair (2011). New business models in emerging markets. Harvard business review. January-February 2011.
15. M. Johnson, C. Christensen and H. Kagermann (20008). Reinventing your business model. Havard Business Review. December 2008.
16. “Business 2010: Embracing the Challenge of Change,” white paper, Economist Intelligence Unit, New York, February 2005, p. 9.
17. Y. Zhang, Z. Zhang and Z. Liu (2007). Choice of entry modes in sequential FDI in an emerging economy. Management Decision Vol. 45 No. 4, 2007 DOI 10.1108/00251740710746015
18. Y. Chen, C. Yang, S. Hsu and Y. Wang (2007). Entry mode choice in China’s regional distribution markets: Institution vs. transaction costs perspectives. Industrial Marketing Management 38 (2009) 702-713
19. Zhu, Wang and Quan (2011). A Study on the Key Factors Influencing International Franchisors’ Choice of Entry Modes into China. Front. Bus. Res. China 2011, 5(1): 3-22. DOI 10.1007/s11782-011-0118-3. |
| Description: | 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363032 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G1043630322 |
| Data Type: | thesis |
| Appears in Collections: | [企業管理研究所（MBA學位學程）] 學位論文
|
Files in This Item:
| File |
Size | Format | |
|---|
| 032201.pdf | 1818Kb | Adobe PDF2 | 25 | View/Open |
|
All items in 政大典藏 are protected by copyright, with all rights reserved.
|
