Made available in DSpace on 2016-04-25T16:44:37Z (GMT). No. of bitstreams: 1 Antonio Thomaz Pacheco Lessa Neto.pdf: 3151767 bytes, checksum: d39f096f36e24de37a2e846d245fa19e (MD5) Previous issue date: 2013-11-05 / Knowledge flows, especially in subsidiaries of multinational corporations, now have an increasing importance in organizations and therefore the discussion of research in the field. The aim of this work is to analyze flows not only through transfers, but also conversions of knowledge between the three families of intangible assets (external structure, internal structure and individual competence), since, for the creation of value, the key lies in the fact that such transfers and conversions be effective (SVEIBY, 2001). Concerning the method, this dissertation presents an empirical study through a survey applied along the Brazilian subsidiaries of multinational corporations, from a theoretical construct Knowledge-based view (KBV) where makes an analysis of the assets of individual competence, internal structure and external structure, and having for its object of study brazilian companies in Brazil listed in data collection known as the best and biggest from business magazine EXAME covering the year 2012. The study indicates, for the sample data (nine respondents) removed of the universe effectively researched (140 companies and not the initial 565), that there is the maximization of value creation from knowledge flows in two directions only by knowledge transfers and conversions of Individual Competencies for External Structure, within the Internal Structure, of Internal Structure for Individual Competencies and within the External Structure / Os fluxos de conhecimento, de modo especial em subsidiárias de corporações multinacionais, passam a ter uma importância crescente nas organizações e por consequência nas discussões de pesquisas no campo. O objetivo deste trabalho é a análise dos fluxos, não somente através das transferências, mas também das conversões, de conhecimento entre as três famílias de ativos intangíveis (estrutura externa, estrutura interna e competência individual), uma vez que, para a criação de valor, a chave reside no fato de tais transferências e conversões serem eficazes (SVEIBY, 2001). Quanto ao método, esta dissertação apresenta um estudo empírico desenvolvido através de uma survey aplicada junto às subsidiárias brasileiras de corporações multinacionais, a partir de um construto teórico da visão baseada no conhecimento (VBC) - ou Knowledge-based View (KBV) - onde se faz uma análise dos ativos de competência individual, de estrutura interna e de estrutura externa, e tendo por objeto de estudo as empresas do Brasil listadas no levantamento de dados conhecido como Melhores e Maiores da Revista EXAME referente ao ano de 2012. O estudo indica, para a amostra dos dados (nove respondentes) retirada do universo efetivamente pesquisado (140 empresas e não as 565 iniciais), que existe a maximização de criação de valor a partir dos fluxos de conhecimento em duas direções somente pelas transferências e conversões de conhecimento de Competências Individuais para a Estrutura Externa, dentro da Estrutura Interna, da Estrutura Interna para as Competências Individuais e dentro da Estrutura Externa

自2007年國家通訊傳播委員會（NCC）發放六張無線寬頻接取執照（Wireless Broadband Access, WBA）後，至今台灣六家WiMAX營運商已全數開台，台灣WiMAX產業正式進入商轉營運階段。然而由於WiMAX為一新興產業，產業之遊戲規則仍待確立，加上其他4G等行動上網技術的競爭下，各家WiMAX營運商之背景與資源分部情形無法立即分出競爭勝負，還需端看營運商如何對自身資源作出適當的評估與利用，以發展合適之競爭策略，才能達到產業競爭優勢。 因此本研究從資源基礎理論的角度出發，透過個案研究法，以得到南區執照的威達雲端電訊進行研究，了解威達雲端在發展WiMAX產業上，對資源的運用。本研究擬探討之四個問題為：(1) 威達雲端電訊當初選擇進入WiMAX產業的評估與原因為何？ (2) 威達雲端電訊在發展WiMAX上的核心資源與資源缺口各為何？(3) 威達運端電訊在進入WiMAX此一新興產業時，如何針對本身資源的優劣勢發展出適當的競爭策略？(4) 威達雲端電訊相較於其他WiMAX營運商，有何競爭優勢？(5) LTE與WiMAX陣營在未來發展上各有何資源優勢，WiMAX營運商該如何面對LTE的挑戰？ 研究結果發現：(1) 威達雲端最大核心資源優勢為本身擁有大量內容及相關經驗、基礎顧客群，與光纖網路之布建。(2) 威達雲端主要資源缺口為資金、相關人才與電信發 展經驗與技術。(3) 威達雲端有效利用具延展性之資源，將資源做延伸與強化，進行多角化發展，推出新產品組合及服務，以達到綜效與擴大整體經濟規模。(4) 威達雲端進行策略聯盟等合作方式進行資源之補足，尤其是以吸取電信相關布建經驗與技術為主。(5) 相較於其他相關業者，威達雲端以較低成本提供WiMAX服務，並將WiMAX技術與其他資源結合，推出差異化之服務為其競爭之優勢。 / Since the National Communications Commission released six operating licenses of Wireless Broadband Access (WBA) in 2007, the six WiMAX operators in Taiwan have all completed deployment for commercial services by the end of 2010. However, as an emerging industry, WiMAX technology and its industry have not fully matured. Meanwhile, WiMAX is facing the rival fourth generation wireless technology . Under the circumstance, in order to create competitive advantages, WiMAX operators should lie primarily in the application of the bundle of valuable resources at the firm's disposal. Therefore, this paper, takes the Resource-Based Theory as the analysis structure, with reference to the case of licensed WiMAX operator “Vee Telecom Multimedia Co,” (or simply Vee) attempts to find out how the operator utilizes its core resource to carry out the competitive strategy. The purposes of this thesis include: (1) The reason why Vee chose to enter WiMAX industry; (2) The core resources and recourse gaps of Vee; (3) When entering the WiMAX industry, how Vee carry out the strategic deployment of its resources; (4) Compare to other WiMAX operators, what competitive advantages does Vee have; (5) What core resources do WiMAX and LTE operators have? How do WiMAX operators face the challenge of LTE technology? The results showed that (1) the core resources of Vee are contents, customer base, and the fiber network. (2) the resource gaps of Vee are funds, talent, experiences in telecommunications. (3) with the effective use of scalable resources, Vee extends and strengthens the resources to develop new products and services portfolio, in order to achieve synergies and increase economies of scale. (4) using strategic alliances and other cooperative approach to fill the resource gaps, especially the deployment experiences in telecommunications. (5) compared to other operators, Vee provides WiMAX services at a lower cost and offers differentiated services to gain its competitive advantage.

隨著國人對紅酒的品飲需求的增加，大街小巷林立的酒鋪也增加許多，從進口商的角度而言，進口商要用甚麼樣的方式才可以讓自己的酒銷售的好呢？如何才可以在這酒海中殺出重圍呢？要怎樣才可以讓消費者青睞呢？要進什麼地方的酒才有競爭力？要進什麼樣口味的酒呢？ 目前國內對於葡萄酒相關方面的研究並不多，針對一個「贏」的策略是需要比較全面性的思考與架構，這也就是本研究所想要達到的目的。本研究的目的即在探討進口商是否能在一開始就可以做出正確的進口策略的選擇，以達到事倍功半的效果；當然這其中就包括了目標市場、產品、通路、 行銷方式以及價格的選擇與制定。 本文想探討的是小型或初進入台灣市場的葡萄酒專門進口商，希望從特定的目標市場客群來進行分析，從而找出其中的基本要素， 提供進口商在做進口策略規劃時有更明確的思考模式與方向。因此，本研究之問題可以歸納為：紅酒進口商之營運策略(包含進口國與進口酒品的選擇、定價、 推廣以及通路等相關策略)為何？ 本研究為探討性個案研究，所採取的研究架構是從進口的環節開始，探討在現有市場環境下，一個專業葡萄酒進口商或是初進入市場的小型貿易商要如何進入市場，其進入市場之進口策略應該如何選擇，從何處開始會較有勝算，藉由研究架構來探討進入之規則。研究方法乃採用文獻探討與個案訪談，試圖厘清其中成功立足於市場之重要原理原則。 從進口商的資源開始，逐步探討其進口策略的各個重要面向，檢視其行銷組合與策略面的契合度，最後再確認其績效與策略面及行銷組合的結果是否與原定目標相符；希望能在這樣的研究架構下找出各不同類型進口商採用的策略與搭配的行銷組合，期能讓市場新進者有所參考。 本研究乃以個案研究(Case Study)為主要的研究方式。研究對象為本國內的 專業葡萄酒進口商，藉由不同型態的廠商來比較分析。因此，選擇廠商的標準為：(a)業界已有知名度，(b)進口並販賣多種葡萄酒，(c)有直營的店頭或門市，(d)有配合訪談之意願，(e)有網路推廣之經驗。 本研究發現作為一個小型的初階紅酒進口商之營運策略有幾個基本要件 ： 1.專業知識的必要性高。 2.與國外溝通語言能力，英文是基本必要條件，若能有生產國當地語言幫忙如法文、 西班牙文、葡文、德文則是錦上添花。 3.資金是最重要的。 4.除以上三點外，業內經驗是加分但非必要性，擁有客群是加分會讓初期營運較快速順利，產品的品質則是基本必要條件無庸贅述，若品質不佳反而會遭致麻煩。 5.進口國與進口對象的選擇與掌握是一個關鍵因子。 6.目標市場的準確性，要就自己所處的環境先分析優劣勢，再來做市場的區隔而後訂出目標市場並定位之。 7.行銷組合(產品、價格、通路、推廣)是要互相搭配的，要看自己手上有甚麼市場需求來建立組合，彼此之間有高度的關聯性，不可以多頭馬車，信手拈來。 8.客戶關係的維護是很重要的。 作為一個專業的紅酒進口商，不只是將酒進口到國內就算了事，進口的動作只是其中的一個環節，最重要是事前的規劃，也就是將前前後後營運的所有環節全部要連貫起來，如此在貨品進口以後才能順利銷售出去，達到營運獲利的目標。 本節所提之八點研究結論或許不是創新的理論，但是經個案分析的結果， 很多的企業之所以成功或失敗，往往都不知道成在何處或敗在何方，在時勢環境變遷之後，還沿用過去的經驗從事，因此往往雷聲大雨點小，最後只有收場一途； 本研究之發現希望能為紅酒進口商在起始之初就設定了一個明確的方向與檢查表，讓許多的事情能事先就思考透徹，如此才易於邁向成功的坦途。 關鍵字：營運策略、資源基礎論、市場區隔、目標市場、產品定位、行銷組合、客戶關係管理、紅酒、進口商、進口國、進口對象。 / From the needs of wine increased in Taiwan area, many stores opened everywhere in the city, the importers wondered how they can sell better? What are the customers’ want? What wine has highly competition power? How is the market taste? There are less studies of wine in local, the purpose of this study is to find out a win-win strategy that can be told as thinking logics and frames. This study is trying to figure out can importers make the right import strategies from the initial stage, that means the choose and setting of Target Markets, Products, Promotions, Marketing Mix and Pricing. The questions of this study can be told as: Business Strategies of Red Wine Importers(including choose of import countries, wine varieties, pricing, promotion and place).This study analyze the specific target market of small sized firms or the beginners in Taiwan wine market, trying to get some key elements for the importers when doing import’s strategies; The case study start from the import stage, how a small sized firm or beginner wants to enter into local market, what is the enter strategies, from where will be the best, use the frame setting in Chapter Three to check the rules of enter, use the Literature brought in Chapter two and cases interview to find some important key factors. First, check the resources they have, check every faces of their import strategies, and see how the marketing mix fit or not, finally reconfirm is the performance meet with their strategies and marketing mix? Case study is the main research method of this study, interview objects set as local importers in Taiwan, selection criteria is :(a)named firms, (b)import many different wines, (c)has own shop, (d)willing to accept our interview, (e)experience of internet sell. We found eight points as a small sized Red Wine importers’ business strategies as following: 1.Professional knowledge is essential. 2.Language as communication tools, English is only the basic, others would be plus like French, Spanish, German, … 3.Funds are the most important. 4.Past experience in wine is good but not necessary, customer base will more helper in initial stage’s business running, products without quality will be a disaster. 5.Control and choose of import countries and objects is the key factor. 6.Accuracy of Target Market. 7.The smooth and correlation of the Marketing mix is high. 8.Customer Relationship Maintenance is important. To be a professional wine importers not only import the wine into the country but also needs the pre-planning when import, that means every step of business need highly coherent with，then the goods can be sold easily and smoothly to make money as purposed. This eight conclusions may not the first innovation, but it’s the analysis result of the real cases, most of the firms do not know the points where they success or failed, sometimes they use the old experiences as strategies and do not look at the now situation they faced, that’s why they lost the games; this study hope to use the eight basic elements that verified in the study to help the red wine importers from the very beginning, set them a right direction and a check list to help make things better. Key Words: business strategy, resource based view(RBV), market segmentation, target market, positioning, marketing mix, customer relationship management(CRM), red wine, importers, import country, import objective.

No description available.

The 21st century would be a nightmare for Don Quijote: thousands of windmills are installed all over the globe and the number will increase tremendously over the next years. If climate change was an issue in the early 17th century, Don Quijote might have specialized in fighting nuclear or fossil fuel power plants. The change in power production is clearly pronounced, and it inspires the market to respond immediately. Numerous wind turbine manufacturers emerge, developing one technological innovation after another. The trend clearly goes in one direction: horizontal axis wind turbines in all possible variations. However, there are a few companies that do not follow the mainstream – they swim against the current and introduce new concepts, with the potential to set new standards in the industry. Nevertheless, the question whether these companies can establish operations and survive in an industry dominated by large multinational corporations arises. If these companies want to become recognized, they need to compete on an international scale from the outset – they become born globals. This master’s thesis investigates the preconditions under which an innovative start-up company can become born global in the wind turbine industry. For that, distinctive resources and capabilities of such companies, as well as key success factors for the industry are defined. Furthermore, enhancing or restricting parameters lying within company’s environment – in particular, within its networks – are discovered. These findings are based on and supported by the case study of an innovative vertical axis wind turbine manufacturer. In addition, the influence of this company’s university spin-off origin is investigated.

This master thesis investigates how Chinese construction equipment firms internationalize (i.e. how they enter new markets and how they are driven to exit their own). For this, the institutions of China and Brazil are comparatively analyzed, Porter’s five forces model is used to analyze the Chinese construction equipment industry, while distinct resources, capabilities and key success factors are defined and analyzed for Sany and Xuzhou Construction Machinery Group (XCMG). After careful analysis, the authors bring to light various take-off drivers, patterns and strategies of Chinese construction equipment firms when internationalizing or venturing abroad. Chinese construction equipment firms are beginning to follow their Western counterparts, focusing their efforts on product quality and extensive customer service. Warranties, parts centers, aftermarket service and strategically placed research and development facilities are becoming more greatly utilized, expanding the quality and offerings of Chinese firms, while adding to the customers perception of overall value.    These key insights expand the knowledge base associated with Chinese construction equipment firms in developing markets, while unlocking new theoretical perspectives for supplementary research.

Changing trends in customer preference, competitors’ offerings, new technologies and development techniques may disrupt a firm from its current leading market position and may favor other firms that prioritize innovation. Once a market opportunity is identified (i.e., find an answer to the ‘what to do’ question), firms need to engage in a series of activities and information processing to determine an appropriate way to monetize that opportunity – that is, firms need to find an answer to the ‘how to do’ question. Alternately, a firm may first identify a technological opportunity (i.e. find an answer to the ‘how to do’) and then find a market opportunity (i.e. find an answer to the ‘what to do’ question) to make use of the technological opportunity. Two scales that measure the capabilities of firms to address the following two questions – ‘what to do’ and ‘how to do’ - were reported; these were labelled as market-scanning capability (MktScan) and technology-scanning capability (TechScan); and these two scales were also tested in a broader research model. In turbulent environments, marketing and R&D become more challenging, since they face an uncertain future. Firms need to learn systemic scanning and decoding of apparently random changes in their business environment and imagine a pattern that makes sense. One cannot plan for uncertainty. A better strategy is to be prepared for it. One way to prepare is to develop the capabilities that would help the firm to become more adaptive. Drucker (1992) also argued that instead of planning for the long term that is uncertain, firms needed to become adaptive to tackle uncertainty. The ability of a firm to adapt to the changes depends on its ability to sense the nature of the changes in its business environment and respond to those. Sense-and-respond framework (Haeckel 1999; Haeckel 2000; Day and Schoemaker 2006) was proposed to emphasize the identification of weak signals (Ansoff 1975) to tackle increased uncertainty in business environment. In current days, effectiveness of firm’s activities often depends on the richness of its sources of information and its capability to process the collected information to identify the patterns of change happening in its business environments. Information processing may happen in two dimensions: in market dimension and in technology dimension. Firms’ capabilities for information collecting and processing in these two dimensions were measured using two firm-level constructs. These are market-scanning capability and technology-scanning capability. Resource-based theory helped to understand how firms use their tangible and intangible resources to compete in the market. Specific problem-solving aspects of the processes, activities, and cultural norms enable firms to make decisions about engaging the available resources and capabilities in ways that maximize customer value, by realizing the identified opportunities into product and service offerings. This research identified the characteristic strength of this problem-solving approach of firms – collecting information both internally and externally about possible market opportunities and technological options, organization-wide processing of that information, and taking actions to respond using insights gained – as two latent constructs called ‘market-scanning capability’ and ‘technology-scanning capability’. The concepts of ‘market-scanning capability’ and ‘technology-scanning capability’ were first defined and then, scales were developed to enable researchers and managers to measure these firm-level constructs. Next, the predictive roles of these capabilities on firm performance were examined. Empirical analysis for scale development and validation of the research model were performed with data collected through a web-based survey of Canadian manufacturing firms. Firm performance was captured in two stages – first, by product innovation performance, and second, by overall firm performance. Product innovation performance was used as an intermediate performance measure to examine the direct influence on it of market-scanning capability and technology-scanning capability, and then, to relate product innovation performance to final business outcome measured using ‘overall firm performance’ scale. The study validated the notion of resource-based theory by supporting the belief that higher levels of market-scanning capability and technology-scanning capability would lead to improved product innovation performance. The role of environmental turbulence was also examined for its possible moderating effect. Two measures of environmental turbulence, namely, technology and market turbulence were used to test the moderation effect. The technology turbulence construct was found to have a moderating effect on the relationship between technology-scanning capability and product innovation performance, indicating that firms needed to focus more attention on the changes in the technology landscape when turbulence in the technological field was perceived to be higher, in order to keep the same level of product innovation performance. Insight gained from the study contributed to a knowledge-base that might be useful to both practitioners and researchers. The combination of TechScan and MktScan scales could be used as a benchmark tool by managers to assess firms’ readiness to take advantage of the opportunities that existed. On the theoretical side, the study contributed to the understanding by showing that both market-scanning capability and technology-scanning capability had direct and indirect influences on firm performance. Also, it was found that the indirect influence of a certain scanning capability became important when firms were pre-disposed to emphasize the other scanning capability.

近年來，學者對於有關產業創新的研究積極投入，提出許多足以促進企業創新的影響因素。過去台灣企業競爭力靠的是降低成本以爭取客戶，現在必須思考的是如何利用本身資源的建構，產生創新，並且在創新的過程中，累積更多的資源，逐步達到新的策略定位。 在社會需求改變與產業技術發展等因素下，數位出版產業興起。數位出版產業是許多廠商欲進入的新興產業，本身即包含了許多的創新。本研究以數位出版產業為例，訪談印刷支援廠商、傳統出版業者、資訊系統廠商三種類型的廠商。廠商在進入數位出版產業時，依其本身資源不同，產生不同的創新，創新過程中選擇建構不同的新資源，使其達到產業中新的策略定位。本研究以數位出版產業為例，探討在不同策略定位下，資源建構與產業創新之關係。 研究發現廠商初期擁有之核心資源有助於創新的產生。並利用創新過程中，建構出更多相關之資源。藉由資源稟賦為引發創新之產生點，過程中產生創新。研究中之五個廠商個案中，數種資源稟賦引發14種創新案例，歸類為五種創新形式，包括產品、流程、策略、組織、行銷五種創新。 此外，研究發現廠商以不同之策略定位進入新產業，核心資源建構過程中，利用各種創新形式，達成其所預定之新產業中「數位出版內容加值者」、「數位出版技術提供者」、「數位出版整合營運者」三種策略定位。 數位出版產業尚屬新興產業，市場需求與技術發展變化快速。產業之競爭態勢亦尚未明朗，尚須密切注意潛在競爭者動態。除了本研究觀察之傳統出版業者、印刷支援廠商、資訊系統廠商之外，擁有眾多會員數或網路流量的入口網站是潛在競爭者。然而，各廠商核心資源不同，因此能在產業中佔有適當的位置。廠商應著重本身核心資源建構與創新，並且積極與其他廠商合作，共同推動市場發展，跨越市場鴻溝才是當務之急。 / Recently, there has been a number of studies pertaining to the industrial innovation, and many factors that contribute to the industrial innovation have been proposed. Cost down used to account for the competitiveness of the industries in Taiwan while now it must be considered that how to utilize the existing resources to create innovation, proliferate new resources, and achieve the new strategic positions. Digital publishing is springing up as a result of the change of social demand and the development of industrial technology. This attractive and innovative industry is taken as an example in this study, and one printing company, three publishers, and one computer firm were interviewed. Entering the digital publishing, the enterprises with different natural resource quality create various innovations, generate their own resources, and accomplish the new strategic position. The relation between the resources construction and the industrial innovation in digital publishing are studied in this research. The research discovers that the initial core resources are helpful for the creation of the innovation and the generation of related resources. Numerous natural resource endowments contribute 14 innovative cases which can be categorized into 5 types – product, process, strategy, organization, and marketing. In addition, it is also noted that enterprises construct different strategic positions while entering into new industries. In course of construction of the core resources, they attain the three strategic positions – the digital publishing content adder, the digital publishing technology provider, or the digital publishing integrated operator. Digital publishing is still an emerging industry.Therefore, the market demand and the technical development change drastically. Considering the unclear competitive situation, it may as well pay more attention to the competitors. Apart from the interviewed firms in this study, portal websites that have numbers of members or a large deal of flow are potential competitors. Owing to different core resources, however, those enterprises can stand in their own strategic positions. A company is supposed to focus on the accumulation of its core resources and innovation and to cooperate with other firms to develop the market.

當佈局包括國家區位的選擇、進入策略的選擇與價值活動的安排時，藉由觀察多家企業價值鏈的全球佈局與協調性，本研究將探討：塑膠射出模具業，全球化佈局的「策略架構」與「佈局型態」兩大重心。實務意涵，將可提供塑膠射出模具業、其他相似利基或產業特性企業，業者在進行全球化佈局時的參考。 本研究從全球經營策略、國際化動機、資源優劣勢與策略聯盟、全球化佈局等相關文獻的探討開始，依據塑膠射出模具業的產業特性、企業的價值鏈來進行研究設計。藉由多家個案公司的訪談與次級資料整理，描述其企業全球化佈局發展的過程與型態、全球化佈局的策略思維；最後，再經過跨個案公司的比較與分析後，本研究有下列的發現： （一）塑膠射出模具業『全球化佈局的策略架構』 欲進入國際目標市場，企業應充分檢視「國際化動機」（主動面及被動面的因素）以及「資源優劣勢」（無形資源、實體資源及策略聯盟運用等因素），來決定其「全球化佈局」（國家區位的選擇、進入策略的選擇與價值活動的安排）。 （二）塑膠射出模具業『全球化佈局的型態』 企業進行全球化佈局，「國家區位」的選擇：包括主要區域（台灣、中國、美國），次要區域（日本、德國、英國、法國）以及其他區域。「進入策略」的選擇：包括內部活動，子公司，辦事處（含業務代表），投資型（合資、合併收購），策略聯盟（整合、聯盟、共同行銷、經銷貿易商）以及出口型等。「價值活動」的安排：包括行銷，專案管理，設計研發，原物料進貨，生產製造，策略性外包，試模成形，量測驗收，銷售，售後服務，塑膠射出以及噴塗組立等。 全球化佈局的競爭策略型態，可概括歸類為：高外國投資策略（企業價值活動的佈局是「地域分散」，然而價值活動的協調性「高」），簡單全球策略（企業價值活動的佈局「儘可能集中」於同一個國家來服務全世界，然而價值活動的協調性「高」）以及外銷策略（企業價值活動的佈局是「地域集中」，直接執行廣泛行銷）三種。 （三）塑膠射出模具業者『全球佈局的實務意涵』 業者全球經營之目的是為了「掌握新市場」時，則應將企業的下游價值活動（行銷、銷售與客戶服務等），以最適切的進入策略（銷售子公司、辦事處、投資、策略聯盟或出口等），建立在除了售價亦重視模具品質、交期與服務之北美（諸如美國）、歐洲（諸如德國）與東亞（諸如日本）等目標市場。 業者全球經營之目的是為了「獲取資源或低成本」時，則應將企業的上游價值活動（設計研發、原物料進貨、生產製造、策略性外包、試模成形及量測驗收等），以最適切的進入策略（子公司或投資等），建立在與台灣同文同種的中國大陸；未來，更可進而獲致地主國內需的新市場。 / Country selection, entry strategy and value-added activites are all key elements regarding successful global arrangement. By observing the global arrangements of firms with regard to value chain concept, this research emphasizes on probing into the strategic structure and phases of competititors' global arrangements within Plastic Injection Molds industry. In practice, this research provides reference materials concerning global arrangement to both competitors within Plastic Injection Molds industry and others with similar niches and industrial characteristics. At first, this research arranges related lectures regarding global strategy, motivations for globalization, strength and weakness of competence, strategic alliance. With the above basement, the article considers the characteristics of Plastic Injection Molds industry, and then determines the whole structure further. By reviewing the interviews of case companies and arranging secondary information, the research concretely describes the process and phases with regard to global arrangement, and the specific strategic structure when it comes to Plastic Injection Molds industry. After cross-comparing case companies, this article concludes the following finding: 1. The adopting strategic structure within Plastic Injection Molds industry when global arrangement is considered When companies attempt to enter their targeted international market, they ought to fully examine their motivations for globalization (both actively and passively), and strength&weakness of competence (factors such as strategy alliance, intangible and tangible resources) so as to determine their global arrangement. 2. The revealing phases whitn Plastic Injection Molds industry when global arrangement is considered When companies start their global arrangement, country selection includes the main area (Taiwan, China, and USA), secondary area (Japan, Germany, England and French) and other area; entry strategy selection includes internal activities, sub-companies, agencies (representative included), investing forms (such as joint venture, merge and acquisition), strategic alliance (integration, alliance, cross marketing, and consignee&trader) and exporting forms. Arrangement for value-added activities include marketing, project management, Research & Development, raw material procurement, production, mold outsourcing, molding, check and accept, sales, after service, injection molding, painting, and assembly. The revealing phases regarding global arrangement could be generally categorized into three types: High-Proportion Foreign Investment Strategy (value added activites seem to be both regional dispersed and well coordinated), Simple Global Strategy (value added activites are gathered within one country to serve the whole world's needs, also well coordinated), and Exporting Strategy (value added activities are gathered and Marketing & Sales are enforced extensively). 3. The practical meaning within Plastic Injection Molds industry when global arrangement is considered When the purpose of companies is to grasp new markets, they should adopt the most suitable entry strategy (such as sub company, agency, investment, strategic alliance, export) to build their downstream value-added activites (such as marketing, sales, and customer service) directly in the target market (such as USA in North America, Germany in Eurpoe, and Japan in East Asia) which takes account of price, quality, delivery, and service. When the purpose of companies is to gain resources or adopt low-cost strategy, they should adopt the most suitable entry strategy (such as sub company and investment) to build their upstream (Research & Development, raw material procurement, production, mold outsourcing, molding, and check and accept) in China so as to gain potential market.

No description available.