O crescente aumento da qualidade e produtividade nas indústrias de alimentos do Vale do Taquari-RS, permitiu às empresas disputar parte do mercado internacional. Produzir e vender tanto no mercado interno como no externo é uma tarefa que exige das empresas um posicionamento estratégico diferenciado. Este trabalho tem por objetivo identificar o estágio para a internacionalização que as empresas se encontram, bem como as estratégias de produção e operações e suas possíveis diferenças tanto para o mercado externo ou interno em grandes empresas produtoras de alimentos do Vale do Taquari-RS. O método utilizado foi o de estudo de caso, com duas grandes empresas produtoras e exportadoras de alimentos sediadas na região. Os resultados possibilitaram enquadrar ambas empresas pesquisadas no segundo estágio para a internacionalização conforme Korth (1985). Quanto à estratégia (funcional) de operações, verificou-se que uma das empresas pesquisadas opera com a estratégia de custo e diferenciação para o mercado interno, e com a estratégia de custo para o mercado externo; enquanto a outra empresa utiliza a estratégia de liderança em custo para o mercado interno e estratégia de diferenciação para o mercado externo. A pesquisa revelou que os clientes do exterior têm prioridade na programação de produção e entrega, também fazem exigências a seus fornecedores tais como plantas isoladas de outras fábricas, processo de abate seguindo rituais, embalagem diferenciada com a marca do cliente, peso e formulação do produto, situações peculiares a cada um dos clientes na exportação, que não ocorre no mercado interno. Outro resultado interessante apontado pela pesquisa foi que uma das empresas afirma competir em confiabilidade de entrega, mobilizando recursos para garantir que a data de entrega prevista seja cumprida, porém chega a cancelar pedidos redirecionando-os ao mercado com maior atratividade financeira atual e futura, demonstrando haver um duplo padrão de comportamento. / The increased quality and productivity in food industries in the Vale do Taquari (RS) allowed companies to share the international market. Producing and selling for both domestic and international market is a task that requires from companies a differentiated strategic positioning. This paper aims at identifying the internationalisation process companies are in, as well as production strategies and operations and their possible differences in both domestic and international market for large food companies in the Vale do Taquari (RS). The method used was the case study with two large producing and exporting food companies based in this region. The results allowed us to fit both companies into the second internationalisation process by Korth (1985). As for the (functional) operation strategy, we have found that one of the researched companies works with the strategy of cost and differentiation for the domestic market, and with the cost strategy for the international market, while the other company uses the strategy of leadership in cost for the domestic market and the differentiation strategy for the external market. The research has revealed that foreign consumers would take precedence in the production and delivery agenda, and require from their suppliers things like separate designs from other plants, slaughtering process following particular rituals, particular packaging with the customer’s mark, product weight and formulation, peculiar situations for every customer in exportation, which do not occur in the domestic market. Another useful result this research has provided was that one of the companies says that it competes in delivery reliability, articulating resources to assure that the scheduled delivery is fulfilled, but it comes to cancel orders redirecting for market with increased financial attractiveness today and in the future, showing it has two patterns of behaviour.

O crescente aumento da qualidade e produtividade nas indústrias de alimentos do Vale do Taquari-RS, permitiu às empresas disputar parte do mercado internacional. Produzir e vender tanto no mercado interno como no externo é uma tarefa que exige das empresas um posicionamento estratégico diferenciado. Este trabalho tem por objetivo identificar o estágio para a internacionalização que as empresas se encontram, bem como as estratégias de produção e operações e suas possíveis diferenças tanto para o mercado externo ou interno em grandes empresas produtoras de alimentos do Vale do Taquari-RS. O método utilizado foi o de estudo de caso, com duas grandes empresas produtoras e exportadoras de alimentos sediadas na região. Os resultados possibilitaram enquadrar ambas empresas pesquisadas no segundo estágio para a internacionalização conforme Korth (1985). Quanto à estratégia (funcional) de operações, verificou-se que uma das empresas pesquisadas opera com a estratégia de custo e diferenciação para o mercado interno, e com a estratégia de custo para o mercado externo; enquanto a outra empresa utiliza a estratégia de liderança em custo para o mercado interno e estratégia de diferenciação para o mercado externo. A pesquisa revelou que os clientes do exterior têm prioridade na programação de produção e entrega, também fazem exigências a seus fornecedores tais como plantas isoladas de outras fábricas, processo de abate seguindo rituais, embalagem diferenciada com a marca do cliente, peso e formulação do produto, situações peculiares a cada um dos clientes na exportação, que não ocorre no mercado interno. Outro resultado interessante apontado pela pesquisa foi que uma das empresas afirma competir em confiabilidade de entrega, mobilizando recursos para garantir que a data de entrega prevista seja cumprida, porém chega a cancelar pedidos redirecionando-os ao mercado com maior atratividade financeira atual e futura, demonstrando haver um duplo padrão de comportamento. / The increased quality and productivity in food industries in the Vale do Taquari (RS) allowed companies to share the international market. Producing and selling for both domestic and international market is a task that requires from companies a differentiated strategic positioning. This paper aims at identifying the internationalisation process companies are in, as well as production strategies and operations and their possible differences in both domestic and international market for large food companies in the Vale do Taquari (RS). The method used was the case study with two large producing and exporting food companies based in this region. The results allowed us to fit both companies into the second internationalisation process by Korth (1985). As for the (functional) operation strategy, we have found that one of the researched companies works with the strategy of cost and differentiation for the domestic market, and with the cost strategy for the international market, while the other company uses the strategy of leadership in cost for the domestic market and the differentiation strategy for the external market. The research has revealed that foreign consumers would take precedence in the production and delivery agenda, and require from their suppliers things like separate designs from other plants, slaughtering process following particular rituals, particular packaging with the customer’s mark, product weight and formulation, peculiar situations for every customer in exportation, which do not occur in the domestic market. Another useful result this research has provided was that one of the companies says that it competes in delivery reliability, articulating resources to assure that the scheduled delivery is fulfilled, but it comes to cancel orders redirecting for market with increased financial attractiveness today and in the future, showing it has two patterns of behaviour.

本研究以中天新聞台作為台灣電視新聞頻道國際新聞節目製播策略的初探性研究個案，以內容分析法分析其國際新聞節目「文茜的世界周報」的節目內容規劃與呈現，並深度訪談中天電視台製播部視覺中心經理、新聞部節目專案中心主任及撰述委員，探究節目的定位與角色、人員及資源配置暨節目製播流程、製作技巧與創意及節目未來規劃願景。進一步訪問三位產學界的專家學者，了解理想國際新聞節目應具備的條件、國際新聞節目製播困境與突破的方法，同時針對「文茜的世界周報」製播成效加以評估。 研究發現中天新聞台政策性支持「文茜的世界周報」製播，節目由獨立運作的節目專案中心負責製作，因此享有的人力與資源相較其它新聞台豐富。節目從命名、片頭配樂、場景與鏡面設計皆突顯主持人強烈的個人風格，分析性與故事性的文稿，成為節目的定位與特色。未來規劃開發新的題材與議題，同時深化新聞專題的深度與廣度，以提升觀眾對國際情勢的了解。 根據內容分析結果顯示，報導區域以中國大陸最多，其次是歐盟、北美、東南亞與東北亞。報導主題以經濟新聞與政治新聞最多，其次為社會和文教新聞。陳述類型則以純淨新聞與新聞訊息彙整的新聞提要為主。 產學界專家學者則認為理想的國際新聞節目應提供文化與地理接近性的新聞議題，並培養本地記者實地採訪，賦予國際新聞在地觀點，深入解析事件脈絡與意涵。然而國際新聞節目製播往往受限於收視率壓力，故電視台經營者應調整國際新聞長期被邊緣化的角色，並尋求企業界支持贊助節目製播經費，製作量質兼具的國際新聞。最後，產學界專家學者認為「文茜的世界周報」節目風格鮮明，可增加觀眾對國際新聞的興趣，但主持人與撰述記者的個人詮釋框架，應維持新聞公正客觀，硬性與軟性新聞應各佔一定的比例，亦可試圖將硬性新聞與觀眾生活連結，達到雅俗共賞的目標。 / This case study on CTITV is to investigate the international news program production strategies of 24-7 news channels in Taiwan. Based on the content analysis and the in-depth interview with the visual design manager, the special programming center director and the reporter in CTITV, we explored the orientation and function of the program, “Sisy’s World News”, the allocation of the personnel and resources, the production process, the news production techniques and creativity, and the vision of the development of this program. Moreover, we interviewed three professionals and practitioners in journalism so as to elaborate the elements of the ideal international news program, the alternatives for the predicament of international news production and the evaluation on “Sisy’s World News”. The result of the study discovered that CTITV has been supportive to its international news production. Hence, the international news program, “Sisy’s World News”, is independently operated by the special programming center which capitalizes the comparatively rich personnel and resources of international news. This international news program has been distinguished from its name, insightful news scripts, audio and visual presentations which comprehensively manifest the host’s unique personal style. In the future, the director and the reporters are going to enrich the contents and topics to broaden the audience’s horizons. According to the result of content analysis, the program focused on Mainland China, European Union, North America, Southeast Asia and Northeast Asia. The theme was mostly related to business, politics, society, culture and education. Straight news and the news headlines which summarized the weekly news from the international press were the primary approaches of the presentation. The professionals indicated that the ideal international news program should provide the issues with cultural and geographical proximity for the audience. More importantly, the reporters should get more chances covering the news in person to interpret the news by their own observations and perspectives. However, rating is always the restriction of the international news production. The administrators should break the myth of rating and find more budget supporters for the better quantity and quality of the international news programs. Additionally, the proportion of the hard and soft news should be near equal. The host and the reporters in “Sisy’s World News” should be objective and cautious about the interpretations of the news and try to make the hard news relevant and interesting to the audience as well.