中國大陸十年來經濟快速發展,國民所得與知識水準隨之提高,消費能力大幅提升,對台灣服飾品牌是非常有吸引力的市場。本研究欲探討台灣服飾品牌,如何制定進入中國大陸市場的模式,透過個案研究探討台灣服飾品牌面對中國大陸迅速發展的市場,如何選擇合適的進入策略。研究發現:台灣服飾品牌進入中國大陸市場時,是採用複合的方式並進,一級城市旗艦店為直營或百貨專櫃獨資為主,二、三級城市交由加盟店或經銷商進行通路拓展。直營或百貨專櫃獨資的掌控程度高,可避免合資時合作夥伴的糾紛。此外企業獨立經營可預防內部專屬資產外流及投機行為。加盟店或經銷商拓展二三級城市,可降低當地政策法令上的風險及財務收入,並拉近地方文化距離。
Due to the rapid economic development over a decade in China, the income and knowledge level are increased; meanwhile the buying power has also improved extensively. We use case study to explore the entry modes of Taiwan clothing brands to China market. The results following: Many Taiwan clothing brands use wholly owned subsidiary to get into the China market with fully control and responsibilities. Wholly owned subsidiary can avoid the transaction costs; also prevent leaking of firm specific asset and speculation. Nevertheless, they also use franchising strategy to reduce the country risk and heavy financial investment, government restrictions and the cultural distance.