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台灣中小型企業的東協市場進入策略之探討-以Y美妝公司為例

Discussion on the Strategies of Entering the ASEAN Market for SMEs of Taiwan - taking Y Cosmetic Company as an Example

摘要


台灣是典型的海島型經濟體,內需市場小,出口貿易交易模式是重要的對外商業活動。台灣美妝中小企業面對國內市場競爭,及國際大小品牌夾擊之下,必須盡快加速尋求國際化。台灣非東協之一,且中、日、韓大廠早已佈局東協是我們的劣勢與威脅。然而,台灣擁有優於歐美日韓的相對地理位置,台灣美妝產業市場的完整結構,中小企業在面對東協市場不同文化的需求,具備快速應變的能力,是我們的優勢與機會。本研究以美容產業為分析對象,即藉由PESTEL及波特五力來分析外部的機會與威脅;內部運用Mckincey 7S分析個案Y公司;依據SWOT分析來探討可能的TOWS策略;再以Hollensen的五階段決策模式的前三階段,來探討台灣美妝中小企業Y公司的新南向、新市場的可行策略,加速台灣具備全球化的競爭力!

並列摘要


Taiwan is a typical island economic system and has a relatively narrow domestic demand market, so exports have been crucial foreign trading activities to the country. Those small and medium enterprises would have to enforce their awareness to globalization in order to survive in a competitive environment while the domestic market being narrow. Taiwan isn't one of ASEAN, and for Japan, China, and Korea already having layouts in ASEAN is one of our disadvantages and threats. Yet, having a better relative location comparing to those countries and America, the complete structure of Taiwan's beauty industry market, and also for SME's ability to adapt fast when facing various needs to different cultures in ASEAN market, all of them are advantages and opportunities. This research takes the beauty industries as targets, uses PESTEL and Porter's Five Forces to analyze external opportunity and threats; internal analysis uses Mckincey 7S to find out the company's advantage and disadvantage; based on SWOT to analyze the possibility of TOWS strategy; then, it uses the first three stages of Hollensen's five stages of strategic decision, in order to examine the feasible strategy for the individual case of company Y going into the new market and South East Asia, and strengthen Taiwan's ability to have global competitiveness!

參考文獻


Lu,Y, Karpova, E.E, .& Fiore, A.M. (2011 年). Factors influencing international fashion LuYao PP.58-75
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