國際新創事業對新興開放市場進入策略之研究-以緬甸台商為例

International New Venture of Emerging Market Entry Strategies: A Case Study of Taiwanese Enterprises in Myanmar

梁瑋傑(Wei-Chieh Liang)

指導教授 ： 曾信超

長榮大學/管理學院/經營管理研究所/博士(2014年)

https://doi.org/10.6833/CJCU.2014.00144

摘要

摘 要
針對台灣國際新創事業的市場進入策略進行觀察，並提出策略分類之型態。其次，由於各種市場進入策略所隱含的報酬與風險可能不盡相同，瞭解不同市場區隔對國際新創事業的績效意涵與風險承擔，將有助於國際新創事業制訂其市場進入之策略。研究對象的選擇原則上需要考慮在該領域所佔地位的重要性、具決定性、典型 (Typical)及具代表性。因此從本研究之主要問題來看，本研究參酌國內具代表性的緬甸台商，以其實際經營者為主要訪談30家廠商，依資本額大(100萬美金以上)、中(10萬至100萬美金)、小(10萬美金以下)，分層立意抽樣，各抽10家進行研究。分別以製造業、生產業與服務業為抽樣區分。總結分析結果在緬甸台商關鍵成功因素(KSF)上，從本研究整理出的新興國家進入策略衡量三個構面之下影響因素得分最高來做探討與分析。整體經營策略作業績效構面以緬甸公司有相關控制與審核報告並有清晰完整表達且有具體改善建議以增進企業經營之效率；公司有建立激勵體制來鼓勵員工，並找尋其改善程序的建議方法。其次，執行系統構面以公司各項管理制度具有橫向交叉管控之關係，以促使內部控制更為健全。最後，策略作業構面公司應致力產生新的技術知識，並努力將其產品或製程的技術設計推廣為新的產業標準或主流設計。後進台商若有意進入緬甸市場，以上的影響因素將是構成企業競爭優勢的關鍵因素。

關鍵字：國際新創事業、經營策略管理

關鍵字

國際新創事業 ； 經營策略管理

並列摘要

Abstract
The market for Taiwan’s international new venture is being observed for potential strategies and classifications of strategies are proposed. Moreover, the rewards and risks implied in various market entry strategies may vary. Understanding the different market segments for performance implications and risk-taking of international new ventures will help develop the market strategies of the international new ventures. The principle of selecting the research subjects is to consider the importance, conclusive, typical and representation of the subject’s position on its field. Therefore, this study considered the most representative Taiwanese enterprises in Myanmar and interviewed 30 major manufacturers among all the actual businesses. This study adopted stratified purposive sampling to separate the enterprises based on their capitals, large (more than USD 1 million), medium (USD 100 thousand to 1 million) and small (below 100 thousand), and selected 10 companies from each category namely, the manufacturing industry, production industry and service industry, as sampling distinction. Firstly, in the critical success factor (KSF) of Taiwanese enterprises in Myanmar, the emerging countries sorted out by this study underwent strategic measurement and the enterprises with the highest influencing factor under the three dimensions are explored and analyzed. With regards to the operating performance of the overall business strategy, the Myanmar companies have provided control and audit reports and provided a clear and complete explanation and specific improvement suggestions to improve the efficiency of the business operations. The company has suggested an incentive system to encourage employees and seek suggestions for procedure improvement. Secondly, with regards to implementation system, it used each of the management system of the company that has cross-cutting control relationships to promote more robust internal controls. Lastly, with regards to strategic operations, the company should aim to produce new technological knowledge and should pursue its product or process technology designs to promote a new industry standard or mainstream design. If new Taiwanese enterprises have the intention to enter the Myanmar market, the influential factors shown above will constitute as key factors in their competitive advantage.

Keywords: International new ventures; Business strategic management

並列關鍵字

International new ventures ； Business strategic management

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