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國際化動機、營運與績效關係之研究─以台灣餐飲業為例

A STUDY ON THE RELATIONSHIP BETWEEN INTERNATIONALIZATION MOTIVES、OPERATIONS AND PERFORMANCE ─ ILLUSTRATED BY TAIWAN’S RESTAURANT INDUSTRY

指導教授 : 梁文貴
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摘要


西元2004年的台灣,在電腦科技日新月異,網際網路無遠弗界,以及WTO市場開放之下,少數餐飲業者正績極地跨國經營。 本研究透過個案訪談,詳實探討餐飲業先驅的國際化動機、營運與海外績效的現況,歸納如下: 一、國際化的動機以企業本身考量為主,業者想要運用現有的技術賺取更多的利潤。 二、國際化營運包括國際化歷程、海外市場的進入模式、國際分工和標準化、當地化的運作。經由四個個案的推論,架構出台灣餐飲業的國際化歷程,並且發現海外市場的進入模式以合約方式為多數,國際分工的原料和設備是由母國供應,人員採用當地人力,而作業流程與教育訓練會標準化,產品口味會當地化。 三、海外的績效評估有四分之三的業者給予國外績效肯定的評價。 由以上的研究結果推論出以下幾點: 一、國際化的動機不論是主動或是被動,都會促使業者做國際化的經營。 二、當業者有國際化動機之後,又以「心理距離」為國際化經營之始,亦即以「心理距離的遠近」為優先順序來跨國經營。 三、具有「所有權優勢」,是業者跨足國際經營的利基。 四、台灣餐飲業的國際化類型屬於「顧客服務需求型」與「投資移民需求型」。 五、業者將國際化視為一種新的嘗試,並且透過經驗的累績,來強化國際涉入或是淡出國外市場。 六、缺乏「產業網路概念」的單打獨鬥,造成業者「單獨國際化」,各自跨國經營或是轉進國內市場。 七、企業國際化的控制因子會因企業的不同而不同,但對於經營績效沒有顯著影響。 八、台灣餐飲業國際化的特點為「產品獨一無二」、「特有的Know How」以及「較少的官僚制度,加深產品的獨特性」,與美國小型公司國際化的特點雷同。 九、國際化的動機愈強,則其國際化的績效愈高,亦即國際化的動機與經營績效呈正相關。 驀然回首,赫然發現,原來台灣的餐飲業正步入加工出口厚利多銷的營利模式,在西元2004年。

並列摘要


Because of updating computer technology, worldwide access of Internet, and becoming one member of WTO, Taiwan in 2004 sees some restaurants aggressively expanding their business territory. This study probes into the motivation of internationalization, current operations and overseas performance after interviewing some precursors in restaurant circle. Here is a brief summary: 1.The motivation of internationalization mainly results from the entrepreneurs themselves. Enterprises want to make more money based on current skills and technologies. 2.International operations include the process of internationalization, overseas entry model, division of labor, standardization, and localization. A basic process of internationalization is built up from the four studies cases. Moreover, it is found that most companies enter a foreign market by signing a contract. First, the ingredients and equipment are transported from the mother country. Second, the employees are local residents. Third, the operational process and educational training are standardized, while the taste of commodities is localized. 3.Three out of four studied companies give good recommendation on overseas performance. Conclusions drawn from the study results are: 1.The motivation of internationalization, regardless of being active or passive, will drive corporations to conduct internationalization. 2.Mental distance is the beginning of international operations. In other words, shops are launched in different nations according to the familiarity with the culture, language, law, etc. of those countries. 3.Ownership is the advantage for companies to step into multinational operations. 4.There are two origins of internationalization for restaurants in Taiwan: “needs from customers’ requests” and “needs from investment & immigration”. 5.Firms treat internationalization as a new attempt and the commitment to internationalization is strengthened or reduced after accumulating some experience in the international market. 6.Lacking the concept of business network makes companies to carry out internationalization by themselves. Each firm makes a decision to progress further into the international market or back tract to the domestic market. 7.The controlling factors of corporate internationalization are not the same in different companies. However, these factors don’t have a significant influence on operational performance. 8.The characteristics of Taiwanese restaurants’ internationalization are uniqueness of products, exclusive know-how knowledge and fewer bureaucracy. These traits are the same as those of SMEs in the United States. 9.The stronger the motivation of internationalization, the higher the international performance. Simply put, there is a positive correlation between the motivation of internationalization and operational performance. In 2004 restaurants in Taiwan are advancing into the operational model with the characteristics of gaining hefty profit from large amounts of sales in import and export.

參考文獻


53.盧淑惠,民92,台灣連鎖藥局成長策略與關鍵成功因素之關聯性研究,私立中原大學企業管理研究所碩士論文。
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