碩士 / 雲林科技大學 / 企業管理系碩士班 / 98 / May 2008, President Chain Store announced its business expansion in China market and right on April 30th, 2009, the first 7-Eleven chain store was launched in Shanghai.
The methodology of this thesis is primarily based on Document Analysis Approach and Enterprise Interview Approach and adopts Qualitive Research Method in case study.
The purpose of this thesis is to compare the President Chain Store’s Entry- model as well as business strategy; And furthermore, by means of research and analysis adopted above, we expect to find out a paradigm which could be utilized in practical management know-how of overseas business expansion in international Retail Industry. Thus, the primary conclusion of this thesis is summarized as below:
1.The Managing knowledge of business operation, professional & experienced managing team, as well as financial foundation, all result in the success of President Chain Store’s managing capability. Therefore, the critical key point of successful development in a new market depends on managing capability.
2.At the initial stage of entering a new market (or engaging in a new business), President Chain Store coordinates its complementary resources internally so that it can reduce and eliminate learning time from unnecessary mistakes. This also can help in stabilization of the new business in the shortest time.
3.Multi-culture in international corporate is another key factor. The merge and co-existence level between various cultures are different. The experiences worked-out in Taiwan may not directly transfer to overseas new market. Consequently, the adjustment in accordance with local preference and new market’s demand is inevitable.
4.Headquartered in Taiwan, President Chain Store has aggressively engaged in China market for years, this contributes “ time to market” and leads to business success by fully performed factors which are mentioned above.
5.Corporate culture transplantation relates to mental-level change, so the direct and tough method could results in culture conflict and disagreement. Therefore, it shall take a long time to establish the solid employer-employee relationship before local employees accepting corporate’s culture by gradual identity then fully emerge to new culture.
| Identifer | oai:union.ndltd.org:TW/098YUNT5121082 |
| Date | January 2010 |
| Creators | Shinq-ru Liao, 廖婞如 |
| Contributors | Jen-shou Yang, 楊仁壽 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 84 |
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