台灣出口至俄羅斯的商品，機械類商品為前三大項目之一。本研究試以策略三構面分析，台灣機械產業進入俄羅斯市場的經營策略。另外，採用訪談法的方式，訪問有俄國經商經驗之台灣機械廠商，探析廠商拓展俄國市場之經營情形與發展策略。本文之研究目的有兩點：其一，藉由策略三構面，分析台灣機械產業經營俄羅斯市場的策略；其二，實地訪問台灣廠商，探悉其於俄國市場經營的實際策略。選擇1992至2010年，對俄羅斯市場有往來經驗且生產H.S. Code 84的台灣機械廠商為研究範疇。 研究結果顯示，現階段台灣機械業於俄國，主要以代理商的方式接洽，藉由台灣製造的品牌形象以及研發技術生產水準，在當地市場具有競爭優勢，台俄雙方以互信為基礎，建立良好合作關係。根據訪談調查，實際上，台灣機械廠商對俄國市場的拓商大多非主動接洽，是由俄國廠商尋找買主，與台灣方面合作。另外，受到自身的資源影響，以及本身對俄羅斯市場的熟悉度，會影響廠商在當地的經營發展策略，在不熟悉市場的情況下，廠商多採保守策略，以觀望的態度經營市場。 關鍵字：經營策略、機械產業、俄羅斯市場 / Russia inherits the industrial structure of former Soviet Union. Soviet Union devoted to develop military industry but ignored machinery industries for household use. In order to fulfill domestic demand, Russia imported lots of machineries from Germany, China, Italy and Taiwan and so on. As a result, machinery goods are the top three of total exported goods which Taiwan exported to Russia for the long time. According to the background above, this study attempts to research the business strategies of Taiwan machinery industry to the Russian market by strategic management. The method of study is interviewing Taiwanese machinery firms which trading with Russia for analyzing their strategy used to the Russian Market. The study period is from 1992 to 2010, and participants are Taiwanese machinery firms who produced H.S. Code 84, and traded with Russia. Currently, most of Taiwanese machinery firms choose to use agent as their entry model, selling machinery and make conservative decision to the Russian Market by agent. Due to Russia is an emerging market; Taiwanese machinery firms are not familiar with Russian in the scope of economy, politics, social culture and language. In Russia, Taiwanese machinery industry has core resources like price is reasonable than Europe countries, quality is better than China; they will be very competitive in the Russian market. Thus, in order to keep each other good business connection for a long time, Taiwanese machinery firms should build up honest and friendly relationship with Russian agents and clients aggressively. Keyword: Business Strategy, Machinery Industry, Russian Market

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