泰國以及台灣之食品業近年來的海外擴張數目越來越多，同時2015年已經成立的 “東協經濟共同體” (Asean Economic Community:AEC)， 台灣以及泰國得到東協經濟共同體所帶來的關稅優惠以及其他貿易障礙的減少。 本研究想從兩國食品業的角度去研究泰國和台灣到對方國家發展的進入策略以及進入了之後使用的行銷策略與方法。本研究目的在於透過兩個市場四家企業來研究問題並了解台灣以及泰國的跨國進入策略以及行銷策略 。本研究用訪談的方式搜集資料同時也是進行搜集次級資料，最後整理出個案公司進入國際市場的策略以及國際市場的行銷策略。另一方面，本研究提供2013年泰國消費者的食品消費行為的調查結果，為了能夠讓讀者更了解兩國食品消費行為之差別。 本研究結果發現：兩國之間雖然在食品消費行為上面差異不大，不過每家企業還是選擇「在地化策略」。在國際行銷策略也是同樣的，訪談企業都選擇了「產品在地話策略」，通路策略選擇「適應性／地主國導向（Adaption/ Polycentric) ），國際通路策略每一家至少要有「實體店面」，最後促銷策略，每一家訪談企業的促銷策略都積極去參加國際食品商展並「進行價格促銷」。 關鍵字:國際進入模式、國際行銷策略 / Recently, There are more and more oversea expansion of Thailand and Taiwan Food Industry. At the same time, The Establishment of Asean Economic Community(AEC) in 2015, Thailand and Taiwan got a lot of advantages due to the tariff preference and the reduction of trade barriers. This research focus on the International Entry-Mode and also the International Marketing Strategies of Food Industry in this two countries. This research chose four food industry in two countries to do research. This research used research interview to be the research method. On the other side, This research also provide statistic of Thai consumer behavior of food consumtion in 2013. The result of this study showed that: Althought, we found that There are not too much differnces of food consumer behavior between Thailand and Taiwan, but their considuration before entry Thailand/Taiwan market is to use Localization Strategies. For Marketing Strategies is in the same way, For International Product Strategies, they used Product Localization Strategies. For International Price Strategies, they used Adaption/ Polycentric Strategies。 For International Place Strategies, they chose to have at least Physical Store. And Finally, for International Promotional Strategies, they chose to participate International Food Fair and also chose Price Reduction Strategies. Key words: International Entry Mode, International Marketing Strategies

Submitted by Riccardo Degano (riccardo.degano@gmail.com) on 2016-03-09T21:48:53Z No. of bitstreams: 1 29022016_MasterThesis_BR_Final.pdf: 1047509 bytes, checksum: 29eeca11947106b1b1086a9b6f746e23 (MD5) / Approved for entry into archive by Ana Luiza Holme (ana.holme@fgv.br) on 2016-03-10T12:19:57Z (GMT) No. of bitstreams: 1 29022016_MasterThesis_BR_Final.pdf: 1047509 bytes, checksum: 29eeca11947106b1b1086a9b6f746e23 (MD5) / Made available in DSpace on 2016-03-10T12:39:17Z (GMT). No. of bitstreams: 1 29022016_MasterThesis_BR_Final.pdf: 1047509 bytes, checksum: 29eeca11947106b1b1086a9b6f746e23 (MD5) Previous issue date: 2016-02-25 / The international entry mode choices have a relevant importance for the impact they have on successful internationalization strategies. Many theories have been developed to describe which entry mode may be better than another according to the particular situation. The CAGE Distances Framework developed by Ghemawat to identify which dimensions companies should look when develop an internationalization strategy, may be useful to identify also how those dimensions impact on the international entry mode decision. The aim of this thesis is to study which kind of relationship exists between Cultural, Administrative, Geographic and Economic Distances and international entry mode choice. It analyzes a sample of companies that have been entered in Brazil through a logistic regression. According to this analysis, a negative and significant relation between Cultural Distance and need of control exists, a positive one exists between Administrative and Geographic, while no significant relationship has been found with the Economic dimension. Those findings are conceivably explainable through the theories found by scholars, but a deeper analysis that may take into account the specificity of every country is highly recommended, like the one developed with Brazil in this thesis. / As opções internacionais de modo de entrada tem siginificativa importância no que diz respeito ao sucesso de estratégias de internacionalização. Diversos modelos teóricos têm sido desenvolvidos para descrever de que maneira um modo de entrada pode ser do que outro de acordo com uma situação específica. O teoria das distâncias CAGE, desenvolvido por Ghemawat visando a identificação de quais dimensões as empresas devem explorar quando desenvolvem uma estratégia de internacionalização, pode também ser útil para identificar como tais dimensões impactam sobre as decisões de modo de entrada em um contexto internacional. O objetivo desta tese é estudar que tipo de relação existente entre Distâncias Cultural, Administrativa, Geográfica e Econômica e a decisão do modo de entrada. Analisa uma amostra de empresas estrangeiras atuantes no mercado Brasileiro por meio de uma regressão logística. De acordo com esta análise, existe uma relação negativa e significativa entre Distância Cultural e necessidade de controle, uma relação positiva entre a Distância Administrativa e Geográfica, enquanto nenhuma relação significativa foi encontrada com a dimensão econômica. Essas descobertas já foram conceitualmente antecipadas por proposições teóricas previamente propostas em outros estudos, mas deve ser considerado que uma análise mais profunda focando especificidades de cada país seria altamente recomendada, tal como o desenvolvido com o Brasil nesta dissertação.

隨著全球化的浪潮、亞洲國家的經濟發展，時尚與精品產業在亞洲市場的發展已經漸趨成熟，紛紛以設立子公司或合資的方式營運，這也導致以代理國外品牌在台灣銷售的代理商的生存空間受到了壓縮，本研究透過探討在台灣代理時尚與精品品牌的代理商與品牌商國際合作關係時，如何增加績效，一方面降低代理權被取消的風險，加強雙方合作的關係，一方面發展代理商的核心價值，追求成功的商業模式。 在研究方法上採用個案研究法（Case study），透過次集資料的搜集，包括了產業的介紹和回顧了國際進入策略、交易成本理論和代理理論的相關文獻，佐以個案公司訪談，探討如何提升代理商的績效，分析結果後歸納提出命題。 本研究整理了七個命題如下，代理商可以透過以下方法強化績效： 1. 代理商行銷能力越強。 2. 代理商的財務能力及規模越大。 3. 代理商越有優良的代理績效與信用。 4. 代理商與品牌商的非正式“關係”經營的越成功。 5. 代理商發展代理商專屬的通路品牌越成功。 6. 代理商對於品牌VIP顧客關係的經營、維持越成功。 7. 代理商代理品牌數越多，越能強化代理商的績效。 如此一來，在國際代理關係中不再扮演被動角色，而是能主動尋找機會，有效降低經營的風險且強化代理商的核心價值。 / Due to the globalization and the economic development in Asian countries, the market performances of fashion and luxury brands are boosting in recent years. Many brands choose to open their own branches in Asian countries rather than find a local agent. Local agents help oversea manufactures or brands to distribute the products in local markets, but foreign manufactures often viewed agent contracts as a temporary entering strategy. This is becoming a crucial threat for the agents. How agents strength their performance in order to build their own competitive advantage? This study aims to address this issue. I define the fashion and luxury goods industry by introducing the market segmentation and business models within the industry. And then we reviewed the literature based on international entry strategy, transaction cost theory, and agency theory. Based on the literature, we conducted interviews with five Taiwanese agents in fashion and luxury sectors to discover this thesis with seven hypothesizes. By these seven hypothesis agents can improve the performance: 1. The agent should develop the brand building marketing skill. 2. The agent should enhance financial ability and expand capital size. 3. The agent should build up a better credits and reputation. 4. The agent should develop better “Guanxi” in order to strength the performance. 5. The agent should build it’s own distribution channel brand. 6. The agent should foster the relationship with VIP customers. 7. The agent should represent more brands.