In order to expand global market share and enhance the benefits of economics of scale, Trans-National Media Corporations (TNMCs) exploits overseas markets actively. The Chinese region which contains more than one billion audience is regarded as an important target market by TNMCs. Taiwan TV industry which allows foreign investments is always the leading region of Chinese film industry and popular culture. On condition that analyzing the glocalization strategy of foreign satellite channels in Taiwan, we can construct the best operation strategy among Chinese regions. Therefore, we use case study method to investigate not only the business strategies of Star Ltd. Group¡¦s Channel[V] and Viacom¡¦s MTV Taiwan channel but also the synergy that parent company integrates from local resource. The research method for collecting data combines qualitative and quantitative method. Use literature analysis and in-depth interview for qualitative approach that acquire industrial data. And use questionnaire for quantitative that analyze the market response of audience to see whether they accept the positioning and strategy of Channel[V] and MTV or not. Finally, develop research conclusion and suggestion base on case study method. Regarding research framework, we apply I-R framework and Institutional Theory as our theoretical basis. And divide three strategic perspectives to compare the operation of Channel[V] and MTV. We find that they operate in different ways among glocalization strategy and programming production strategy. The differentiation of Channel positioning leads to competitive strength. Besides, monitoring advertisement sales, product placement, road shows, integration of channel resource, and cross-media marketing campaigns can promote firm¡¦s operational performance. We hope our research conclusion and will help the following researchers and industrial managers.

Significant structural changes in the retail sector, due to retailer consolidation within and across countries as well as retailer internationalisation, lead to significant changes of the sales function within the FMCG industry. Whilst formally sales functions acted traditionally predominantly locally, manufacturers are recently pressured to act more integrated, i.e. centrally, regarding its sales function. From an IB perspective this study strives to investigate into the result of the competing forces for integration and responsiveness at the manufacturers side in the special context of Germany, being a pivotal market for this industry. Identifying the potential division of strategic sales activities between subsidiary and HQ, the study investigates into how such division impacts on the subsidiary market performance. Using the I/R framework as a starting point, network theory and the concept of subsidiary importance are utilized to understand the interrelationships a subsidiary is embedded in and its potential strategic importance to the wider MNE. The framework connects the antecedents of the division of strategic sales activities between HQ and subsidiary, to subsidiary market performance. The research follows a mixed-method approach using contextualising interviews and a quantitative survey. The data analysis has been conducted with PLS SEM reflecting both the more explorative character of the study and the relatively small sample size. Empirical evidence showed that most strategic sales decisions are still made at subsidiary level, pointing at a low level of division between HQ and subsidiary. The results show that strong customer relationships as well as the positive impact of a formalised sales strategy, which ideally follows a global strategic framework, seem to be the main contributors to subsidiary market performance. Unexpectedly, subsidiary importance, the visibility and relevance of sales capabilities to other subsidiaries, fails to be a driver for the subsidiary strategic role within the MNE, mainly due to the functional (sales competencies stay rather local) and country (sheer importance of the German market) context of the study. The key contributions of this study are related to the area of IB and the sales literature. This study adds to the extant IB literature from a downstream value chain perspective supporting existing findings regarding the network theory and subsidiary market performance. The irrelevance of the concept of subsidiary importance highlights the importance of the empirical context in IB research. Finally, the study sheds light on the sales function from a strategic perspective in the IB context and thus adds to the sparse literature regarding the sales strategy as well as it starts bridging both fields.