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    题名: 在德國營運之研究-以鑽石刀具業之真空銲接公司為例
    作者: 蕭昭潤
    Hsiao, Chao-Jun
    贡献者: 于卓民
    Yu, Chwo-Ming
    蕭昭潤
    Hsiao, Chao-Jun
    关键词: 真空銲接
    鑽石刀具
    進入策略
    競爭優勢
    日期: 2019
    上传时间: 2019-11-06 15:25:54 (UTC+8)
    摘要: 台灣工具機產業在國際的定位偏向中階及中低階,中國為主要出口國,競爭對手為中國及南韓等同質性較高的國家,但中階及中低階的市場發展有極限,企業過度重視性價比,往往淪為殺價競爭的紅海市場,故若要維持企業競爭力,應跨入高毛利的高階機器設備市場,但中低階市場與高階市場重視的層面差異大,高階市場重視商譽、品牌、售後服務等,已有國家形象包袱的廠商若要打入需面臨重重挑戰。
    個案公司成立於2015年,著重在產業專用機之研發設計,在協力廠商的配合下,利用創新製程推出的高價產品在短短三年內打入德國市場,因此本研究針對進入德國市場之策略、如何創造持續性之競爭優勢這兩個研究問題作探討。研究結論是個案公司應隨著營運規模之擴大而調整進入策略,由現有的間接外銷方式改為對外直接投資,並透過正式參展及擴充顧問服務等方式以提高知名度及客戶忠誠度,使個案公司在面對競爭者迎頭趕上時仍能保持有利態勢。此外,本研究亦建議未來須著重於維持售後服務品質、妥善控管設廠成本、建立多元合作關係、強化商業機敏性等,如此一來,個案公司在德國就能維持持續性的競爭優勢。
    參考文獻: 參考文獻
    1. Aaker, D. A., 1984, Strategic Market Management, John Wiley and Sons Inc.
    2. Aaker, D. A., 1989, “Managing Assets and Skills: The Key to Sustainable Competitive Advantage,” California Management Review, 31, 91-106.
    3. Anderson, A. and Gatignon, H., 1986, “Modes of Foreign Entry: A Transaction Cost Analysis and Propositions,” Journal of International Business Studies, 17 (3), pp. 1-26.
    4. Booms, B. H and Bitner, M. J, 1981, Marketing of Service, American Marketing Association, Chicago.
    5. Brouthers, K. D., 2002, “Institutional, Cultural and Transaction Cost Influences on Entry Mode Choice and Performance,” Journal of International Business Studies, 33(2), pp. 203-221.
    6. Coyne, Kevin P., 1986, "Sustainable competitive advantage--What it is, what it isn`t," Business Horizons, 29(1), pp. 54-61.
    7. Davidson, W. H., 1980, “The location of foreign direct investment activity: Country Characteristics and Experience Effects,” Journal of International Business Studies, 11 (2), pp. 9-22.
    8. Deresky, H. 1994, International Management: Managing Across Borders and Cultures, HarperCollins College Publishers.
    9. Fujita, M., 1998, The Transnational Activities of Small and Medium-sized Enterprises, Kluwer Academic Publishers.
    10. Hill, C. and Jones, G., 1998, Strategic Management Theory: An Integrated Approach, 4th ed., Houghton Mifflin.
    11. Hill, C. and Jones, G., 2001, Strategic Management: An Integrated Approach, 5th edition, Houghton Mifflin.
    12. Hill, C.W.L., Hwang, P. and Kim, W.C., 1990, “An eclectic theory of the choice of international entry mode,” Strategic Management Journal, 11, pp. 117–128.
    13. Kotler, P., and Andreasen, A. R, 1991, Strategic Marketing for Non-Profit Organization, 4th Ed., Prentice-Hall.
    14. McCarthy, E. J., 1964, Basic Marketing, Richard D. Irwin.
    15. Morrison, J. Roger and Lee, James G., 1979, “The Anatomy of Strategic Thinking, “ Mckinsey Quarterly, Issue 3, Autumn.
    16. Porter, M. E., 1985, The Competitive Advantage: Creating and Sustaining Superior Performance, Free Press.
    17. Reed, Richard and Defillippi, Robert J. 1990, “Causal Ambiguity, Barriers to Imitation, and Sustainable Competitive Advantage,” The Academy of Management Review, 15 (1), pp. 88-102.
    18. Root, F. R., 1987, Entry Strategies for International Markets, Lexington Books.
    19. 于卓民,2014,國際企業:環境與管理,華泰文化。
    20. 李蘭甫,1994,國際企業論,三民書局。
    21. 董定遠,1989,海外投資指南,尖端書局。
    描述: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    103932027
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0103932027
    数据类型: thesis
    DOI: 10.6814/NCCU201901203
    显示于类别:[經營管理碩士學程EMBA] 學位論文

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