2009年12月11日，華碩宣告將透過資產分割方式來完成了股東們一致期盼的品牌、代工分家切割，但在宣告後華碩股價反而重挫，並引起市場上一陣恐慌。本論文透過個案研究方式，歸納出華碩未採取權益分割的方式而選擇資產分割的主要原因為：資產分割可帶來最快速且獨立性的分割，達成公司對外宣稱的策略目標-品牌代工完全分離。但資產分割所衍生的流動性問題，為造成市場恐慌的主要因素。 股東結構的組成將影響宣告分割的效果及市場反應，華碩擁有35%以上的外資股東，但外資股東在內規中無法持有未上市股票，所以外資股東在資產分割中所面臨的流動性問題，在短期內對股價是負面反應。 最後華碩、和碩進行分割後並未如管理階層所述創造超額報酬，本文推測主要原因為產業發生變化，使華碩、和碩失去垂直整合好處。

本研究主要透過調查法，以ASUS與SONY筆記型電腦為例，以「品牌屬性」為自變數，「信心」與「抵抗性」做為中介變數、「個人因素」為調節變數，探討其對依變數「品牌共鳴」的影響，藉由比較台灣自創品牌與國外品牌在品牌共鳴的表現上是否有差異之處，造成差異的關鍵因素為何？期望協助台灣企業找出自己的品牌之路，站上國際舞台。 本研究主要的研究目的有三：（1） 探討影響「品牌共鳴」程度高低的主要原因；（2）探討消費者對品牌屬性重要性的認知，是否會影響其信心和抵抗性，進而影響到品牌共鳴；（3）探討個人因素對品牌共鳴的影響。 研究結果發現：(1) 在筆記型電腦產業，功能性與情感性屬性皆會影響信心，但唯有情感性屬性對抵抗性有影響。(2)情感性屬性是影響筆記型電腦品牌共鳴的關鍵因素。(3) 自我表現消費動機、性別差異對筆記型電腦使用者的信心沒有影響。(4)「自我表現消費動機高者」與「產品知識高者」社群感最強。(5) 筆電族群中，若欲加強重視情感性屬性之消費者之信心，要從產品知識下手。

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