本研究以Ha & McCann(2008)從資訊環境、廣告操縱和思考出發點等差異所提出的整合性分析架構，以及Dentsu(2006)提出媒體企畫從AIDMA模式轉化為AISAS的論點，探討新科技環境帶來媒體企畫思維和架構改變的同時，國內媒體代理商如何為廣告主擬定媒體企畫？策略為何？影響因素為何？又如何在資源有限又須更有效地觸達日趨複雜的消費者前提下，認知行銷環境上的變化？本文研究對象為台灣地區綜合媒體代理商之資深媒體企畫、購買及研究人員，主要採取量化的問卷調查，並以質性研究之深度訪談做為輔助。問卷調查採分層方式進行樣本配置，共發出102份問卷，回收101份，回收率為99%。統計分析方式包括描述性次數分配、T檢定、因素分析、相關分析和迴歸分析。 研究發現主要包括以下四個部分： 1.媒體企畫思維將轉向為以「電視」為主的傳統媒體，和以「網路」為主的新媒體之「雙核心」式的跨媒體企畫思維。 2.數位時代的廣告媒體企畫不以單一媒體為企畫重心。傳播媒體必須能與其他媒體有效整合，或擁有獨特傳播功能，才能保有優勢。 3.關於媒體企畫所需求的測量指標，仍以與廣告曝光相關的量化指標需求度較高，但需加上消費者對廣告活動的回饋情形，才能完整瞭解廣告效果。 4.媒體代理商仍傾向以透過媒體虛擬形塑出的集體社群進行傳播，並引導社群間的互動、分享，以及消費者對廣告活動的涉入。媒體代理商所需求的消費者資訊仍以集體社群為主，而非個人化的資訊尋求行為。 / The media scenario has become so complex that the information for media selection and planning is specific to the target, for a sophisticated segmentation of the media in relation to a segmented target, a specific combination, distribution and designing of advertisements in the media. This study explores how media agencies frame media planning packages for advertisers in the new era, changing media planning and implementation due to the new technology environment. It examines what are the influencing factors for media planning and buying agencies’ strategy. How do they cognize the change of marketing environment with the premise of limited resources and the necessity of effectively reaching increasingly complex consumers? The study is based on two theoretical contentions. One is an integrated model that Ha & McCann (2008) raised from the divergence of information processing, consumer or advertiser control, and media or consumer-centered strategies. The other that Dentsu (2006) raised is media planning has changed from AIDMA model to AISAS model. Subjects of the thesis consisted of senior media planners, buyers, and researchers of media agencies. The study adopts mainly quantifiable investigation and qualitative in-depth interviews as an auxiliary source. The sampling for quantifiable investigation adopts stratified sampling. The study was sent out to 102 respondents in total and received 101 returns; the response rate is 99%. The main findings are as follows: 1.Media buyers will change their planning and designing due to various reasons when making media mix decision. Television remains a significant medium for integrated communication, while the internet can be a first communication strategy to reach alternative audiences. 2.While emphasis on different audiences in the digital era, media planners tend to focus on multimedia strategies. For traditional media, it can remain advantageous position if the planners integrated effectively with new media with different effects. 3.Media planners tend to use quantifiable advertisement criteria as measurement before they make decisions. They also use various consumer service feedback to create advertisement campaigns for help understand whole advertising effect. The quantitative and iterative nature of media planning makes it an attractive tool for media planning. 4.Media agencies still tend to conduct interviews and collect information from wide variety of community groups. The growing trend of interactive media needs to engage with community groups for further information for interactive marketing strategies.

Many companies from around the world enter the global market. The firms have to specialize in order to sustain their competitiveness. Many Taiwanese companies are export-oriented. The major export markets are Japan, the US and Europe for those Taiwan companies. But these markets are mature and the growth rate is low unlike Russian market. That is why many Taiwan companies entered or plan to enter Russian market. Due to the fact that Russia is a potentially big market and geographically far from Taiwan-ROC, and a fast developing economy, establishing business in Russia is certainly interesting. According to the Bureau of Foreign Trade, Ministry of Economic Affairs Taiwan- ROC, mutual trade in 2009 posted US$2,9 billion, Bureau of Foreign Trade (2010). While many companies show great interest in entering the Russian market, there still seems to be some kind of hesitation due to the special nature of the Russian market. In this thesis I will focus on an emerging Russian market and its appeal to foreign companies, namely Taiwanese company such as Asus which made its path into Russian market. Target is to describe Asus initial entry strategies. Problem Statement There are many external factors affecting entry strategies picked up by firms around the world. Legal, political, cultural and institutional factors are just some of the many factors that should be dealt with when operating business on a foreign turf. Many people want to know more on Russian market business experiences, it is hard to find any particular works/papers which can describe a current situation and lead them to commercial success. Russian Federation is a very complex region with its own traditions and business culture. What particular Foreign Operation Methods should a company choose? Indeed choosing right FOM represents a critical component of international business activity. Once described as a ”frontier issue” in international business, researchers as well as practitioners now regard it as fundamental to any discussions about international business strategies and the performance by companies in the international arena. Purpose Despite the fact that in Russian Federation the cost of opening a business is higher than in most other countries and many other destabilizing factors, Asus has found its path to success. How was it possible? What are the lessons one can learn from that experience? The purpose of the thesis is to find out the success factors of Asus as well as study its entry strategy. The research purposes of this paper are as follows: 1. To review the related literature of Entry Strategies 2. To study Russian market 3. To analyze Asus initial entry strategies and analyze its Russian business