友訊科技－為何「對」的人怎麼會「不對」?

友訊科技為專注品牌的網通企業，友訊國際將D-Link品牌深耕到世界各地，該事業體10年來營收由800萬美元成長到4億美元，淨利更由3萬美元大幅成長到2800萬美元，然而回首來時路，並非皆能所向披靡，反而要不斷地面對挑戰，更要盡快地由困境中破繭而出。本文以個案呈現跨國企業管理的一些細節，以巴西市場開發的經典案例，探討行銷策略、人力資源管理、價值鏈等課題。加上跨國企業管理上必需面對，卻不常被深究的民族性與文化因素相關課題，充份發揮個案研究對綜合性管理議題具體而深入的特性。此案例透過個案實務，讓學術探討有相當的延伸空間，而非止於本文的內容分享。更能讓讀者體會當企業會面對困境時，如何思索解決之道，進而在海外開天闖地，是以友訊科技之所以成馮具有國際知名品牌的台灣企業，實非偶然。

關鍵字

行銷策略；品牌；人力資源管理

並列摘要

D-Link, a network company, has already focused in brand management and the international division was successfully cultivated D-Link brand in the worldwide markers. In ten years, the revenue raise from USS 8 million to US$ 400 million and net profit raise from 30 thousand to 28 million U.S. dollar. However, D-Link should not only face difficult challenges continuously, but also should conquer hardships again and again. This paper presents some details in business administration for transnational enterprises. In cultivating Brazil markets for D-Link as an example of this case study, this paper not only investigates marketing strategies, human resource management, and value chain issues but also concerns nationality and culture issues, since enterprises must face for transnational business administration. So, this case study will develop comprehensive business issues concretely and discuss these issues in depth. By way of this practical case study, it will extend the space of thinking for academic investigation and discussion except sharing contents of this case study. In addition, by introducing this case, readers will realize how D-Link solves issues while facing all kinds of challenges through mutual discussions, and then exploit these new markets. Thus, D-Link gains insights in establishing an international brand without occasion.