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題名 餐飲業國際市場進入策略暨營運模式探討-以六角國際與集山實業為例
Foreign market entry mode and business model analysis of food and beverage industry-the case of La Kaffa and WOO Corporation
作者 崔宸源
Tsui, Chen Yuan
貢獻者 吳啟銘
Wu, Chi Ming
崔宸源
Tsui, Chen Yuan
關鍵詞 國際市場進入模式
商業模式創新
餐飲
Foreign market entry mode
Business model innovation
Food and beverage
日期 2017
上傳時間 11-Jul-2017 12:24:10 (UTC+8)
摘要 The food and beverage industry in Taiwan is becoming increasingly competitive. Companies have therefore been trying to expand their operations abroad to different countries, both emerging and developed economies. How the companies expand and operate abroad is a challenging issue faced by every company that tries to enter foreign countries. This research starts out from the practitioners’ perspectives, and addresses critical management issues. The problems of international expansion are dynamic and fairly complicated due to the fast-changing business environment, which means practical decision rules are valuable.

The study tackles this issue by attempting to offer decision rules on three research questions. They include the influence factors on the selection of foreign market entry mode, the mechanism of capturing growth and avoid huge losses and business model innovation in foreign markets.

This research discovers entry mode choice should be accompanied by considering the joint effect of influence factors. And at point of entry, adopting real option perspective leads to better performance in the foreign market because it captures growth opportunities. Furthermore, adjusting the key processes in the business model helps companies realize more efficient operations and in some case, leads to better subsequent performance after entering the foreign country.
參考文獻 1. Agarwal and Ramaswami (1990). Choice of foreign market entry mode: impact of ownership, location and internalization factors. Journal of International Business Studies, 1992.
2. Amit and Zott (2012). Creating Value Through Business Model Innovation. MIT Sloan Management Review. March 20, 2012. Vol. 53, No.3
3. Amit and Zott (2009), “Designing your future business model: an activity system perspective”, working paper. IESE, WP-781.
4. Baena and Cervino (2014). New criteria to select foreign entry mode choice of global franchise chains into emerging markets. Social and Behavioral Sciences 175 (2015) 260-267.
5. Brouthers and Dikova (2010). Acquisitions and Real Options: The Greenfield Alternative. Journal of Management Studies. September 2010. DOI 10.1111/j.1467-6486.2009.00875.x.Source: RePEc
6. Chen, C. (2008). Entry mode selection for international construction markets: The influence of host country related factors. Construction Management and Ecnomomics, 26, 303-314
7. C.M. Sashi and D. Karuppur (2002). Franchising in global markets: towards a conceptual framework. International Marketing Review; 2002; 19; ABI/INFORM Global
8. G. Pohle and M. Chapman, “IBM’s Global CEO Report 2006: Business Model Innovation Matters,” Strategy & Leadership 34, no. 5 (2006): 34-40.
9. H. Wong (2013), Foreign Market Entry Mode Choice: Internal and External Perspective. Cultural and Technological Influences on Global Business. P.46 – 62.
10. Hollensen, Boyd and M. Ulrich (2011). The choice of foreign entry modes in a control perspective. IUP
11. J. Santos, B. Spector and L. Van Der Heyden, “Toward a Theory of Business Model Innovation Within Incumbent Firms,” working paper. INSEAD, Fontainebleau, France, 2009.
12. L. Applegate, L. Schlesinger and D. Delong, “Taco Bell, Inc.: 1983-94,” case no. 9-398-129 (Boston: Harvard Business School, 2001).
13. Levedev, Peng, Xie and Stevens (2014). Mergers and acquisitions in and out of emerging economies. Journal of World Business 50(2015) 651-662
14. M. Eyring, M. Johnson and H. Nair (2011). New business models in emerging markets. Harvard business review. January-February 2011.
15. M. Johnson, C. Christensen and H. Kagermann (20008). Reinventing your business model. Havard Business Review. December 2008.
16. “Business 2010: Embracing the Challenge of Change,” white paper, Economist Intelligence Unit, New York, February 2005, p. 9.
17. Y. Zhang, Z. Zhang and Z. Liu (2007). Choice of entry modes in sequential FDI in an emerging economy. Management Decision Vol. 45 No. 4, 2007 DOI 10.1108/00251740710746015
18. Y. Chen, C. Yang, S. Hsu and Y. Wang (2007). Entry mode choice in China’s regional distribution markets: Institution vs. transaction costs perspectives. Industrial Marketing Management 38 (2009) 702-713
19. Zhu, Wang and Quan (2011). A Study on the Key Factors Influencing International Franchisors’ Choice of Entry Modes into China. Front. Bus. Res. China 2011, 5(1): 3-22. DOI 10.1007/s11782-011-0118-3.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363032
資料來源 http://thesis.lib.nccu.edu.tw/record/#G1043630322
資料類型 thesis
dc.contributor.advisor 吳啟銘zh_TW
dc.contributor.advisor Wu, Chi Mingen_US
dc.contributor.author (Authors) 崔宸源zh_TW
dc.contributor.author (Authors) Tsui, Chen Yuanen_US
dc.creator (作者) 崔宸源zh_TW
dc.creator (作者) Tsui, Chen Yuanen_US
dc.date (日期) 2017en_US
dc.date.accessioned 11-Jul-2017 12:24:10 (UTC+8)-
dc.date.available 11-Jul-2017 12:24:10 (UTC+8)-
dc.date.issued (上傳時間) 11-Jul-2017 12:24:10 (UTC+8)-
dc.identifier (Other Identifiers) G1043630322en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/110887-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 104363032zh_TW
dc.description.abstract (摘要) The food and beverage industry in Taiwan is becoming increasingly competitive. Companies have therefore been trying to expand their operations abroad to different countries, both emerging and developed economies. How the companies expand and operate abroad is a challenging issue faced by every company that tries to enter foreign countries. This research starts out from the practitioners’ perspectives, and addresses critical management issues. The problems of international expansion are dynamic and fairly complicated due to the fast-changing business environment, which means practical decision rules are valuable.

The study tackles this issue by attempting to offer decision rules on three research questions. They include the influence factors on the selection of foreign market entry mode, the mechanism of capturing growth and avoid huge losses and business model innovation in foreign markets.

This research discovers entry mode choice should be accompanied by considering the joint effect of influence factors. And at point of entry, adopting real option perspective leads to better performance in the foreign market because it captures growth opportunities. Furthermore, adjusting the key processes in the business model helps companies realize more efficient operations and in some case, leads to better subsequent performance after entering the foreign country.
en_US
dc.description.tableofcontents Chapter 1 Introduction 1
Chapter 2 Literature Review 2
Chapter 3 Case Study 9
Chapter 4 Conclusion 37
References or Bibliography 40
Appendices 43
zh_TW
dc.format.extent 1862489 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G1043630322en_US
dc.subject (關鍵詞) 國際市場進入模式zh_TW
dc.subject (關鍵詞) 商業模式創新zh_TW
dc.subject (關鍵詞) 餐飲zh_TW
dc.subject (關鍵詞) Foreign market entry modeen_US
dc.subject (關鍵詞) Business model innovationen_US
dc.subject (關鍵詞) Food and beverageen_US
dc.title (題名) 餐飲業國際市場進入策略暨營運模式探討-以六角國際與集山實業為例zh_TW
dc.title (題名) Foreign market entry mode and business model analysis of food and beverage industry-the case of La Kaffa and WOO Corporationen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 1. Agarwal and Ramaswami (1990). Choice of foreign market entry mode: impact of ownership, location and internalization factors. Journal of International Business Studies, 1992.
2. Amit and Zott (2012). Creating Value Through Business Model Innovation. MIT Sloan Management Review. March 20, 2012. Vol. 53, No.3
3. Amit and Zott (2009), “Designing your future business model: an activity system perspective”, working paper. IESE, WP-781.
4. Baena and Cervino (2014). New criteria to select foreign entry mode choice of global franchise chains into emerging markets. Social and Behavioral Sciences 175 (2015) 260-267.
5. Brouthers and Dikova (2010). Acquisitions and Real Options: The Greenfield Alternative. Journal of Management Studies. September 2010. DOI 10.1111/j.1467-6486.2009.00875.x.Source: RePEc
6. Chen, C. (2008). Entry mode selection for international construction markets: The influence of host country related factors. Construction Management and Ecnomomics, 26, 303-314
7. C.M. Sashi and D. Karuppur (2002). Franchising in global markets: towards a conceptual framework. International Marketing Review; 2002; 19; ABI/INFORM Global
8. G. Pohle and M. Chapman, “IBM’s Global CEO Report 2006: Business Model Innovation Matters,” Strategy & Leadership 34, no. 5 (2006): 34-40.
9. H. Wong (2013), Foreign Market Entry Mode Choice: Internal and External Perspective. Cultural and Technological Influences on Global Business. P.46 – 62.
10. Hollensen, Boyd and M. Ulrich (2011). The choice of foreign entry modes in a control perspective. IUP
11. J. Santos, B. Spector and L. Van Der Heyden, “Toward a Theory of Business Model Innovation Within Incumbent Firms,” working paper. INSEAD, Fontainebleau, France, 2009.
12. L. Applegate, L. Schlesinger and D. Delong, “Taco Bell, Inc.: 1983-94,” case no. 9-398-129 (Boston: Harvard Business School, 2001).
13. Levedev, Peng, Xie and Stevens (2014). Mergers and acquisitions in and out of emerging economies. Journal of World Business 50(2015) 651-662
14. M. Eyring, M. Johnson and H. Nair (2011). New business models in emerging markets. Harvard business review. January-February 2011.
15. M. Johnson, C. Christensen and H. Kagermann (20008). Reinventing your business model. Havard Business Review. December 2008.
16. “Business 2010: Embracing the Challenge of Change,” white paper, Economist Intelligence Unit, New York, February 2005, p. 9.
17. Y. Zhang, Z. Zhang and Z. Liu (2007). Choice of entry modes in sequential FDI in an emerging economy. Management Decision Vol. 45 No. 4, 2007 DOI 10.1108/00251740710746015
18. Y. Chen, C. Yang, S. Hsu and Y. Wang (2007). Entry mode choice in China’s regional distribution markets: Institution vs. transaction costs perspectives. Industrial Marketing Management 38 (2009) 702-713
19. Zhu, Wang and Quan (2011). A Study on the Key Factors Influencing International Franchisors’ Choice of Entry Modes into China. Front. Bus. Res. China 2011, 5(1): 3-22. DOI 10.1007/s11782-011-0118-3.
zh_TW