| dc.contributor.advisor | 謝凱宇 | zh_TW |
| dc.contributor.advisor | Hsieh, Kai-Yu | en_US |
| dc.contributor.author (Authors) | 楊宜瑄 | zh_TW |
| dc.contributor.author (Authors) | Yang, Yi-Syuan | en_US |
| dc.creator (作者) | 楊宜瑄 | zh_TW |
| dc.creator (作者) | Yang, Yi-Syuan | en_US |
| dc.date (日期) | 2025 | en_US |
| dc.date.accessioned | 4-Aug-2025 13:45:16 (UTC+8) | - |
| dc.date.available | 4-Aug-2025 13:45:16 (UTC+8) | - |
| dc.date.issued (上傳時間) | 4-Aug-2025 13:45:16 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0112363040 | en_US |
| dc.identifier.uri (URI) | https://nccur.lib.nccu.edu.tw/handle/140.119/158437 | - |
| 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) | 112363040 | zh_TW |
| dc.description.abstract (摘要) | 本研究以台灣 AI 軟體新創公司 Profet AI 為個案，探討其在中國、日本與泰國三個國際市場的進入模式與合作策略，並分析其因應不同市場特性所採取的實務做法與面臨挑戰。透過半結構式訪談與質性資料分析，研究發現 Profet AI 採取具高度彈性且因地制宜的市場策略，而非單一標準化模式。在中國，該公司透過與大型本地企業合資的方式進入市場；在日本，則結合多家代理商合作，並設立在地子公司以強化推廣；在泰國，從初期以技術導向的概念驗證試點（PoC）為主，逐步轉向以 bootcamp 為核心的教育型推廣模式。整體而言，在地合作夥伴於各市場中不僅負責銷售推進，更在信任建立與用戶教育方面發揮關鍵作用。本文進一步提出兩項策略建議：（一）於其他東南亞新興市場複製「顧問型夥伴」推廣模式；（二）與硬體設備商建立策略合作，以提升系統整合程度。期盼本研究能為其他技術導向新創企業提供具參考價值的國際市場進入策略啟示。 | zh_TW |
| dc.description.abstract (摘要) | This study examines the international market entry strategies and partnership models of Profet AI, a Taiwanese AI software startup, through a case analysis of its expansion into China, Japan, and Thailand. It further explores the company’s practical approaches and challenges in responding to the distinct characteristics of each market. Based on semi-structured interviews and qualitative data analysis, the findings show that Profet AI adopts highly flexible and market-specific strategies rather than a single standardized approach. In China, the company entered the market through a joint venture with a major local partner; in Japan, it adopted a combination of multiple agency partnerships along with the establishment of a local subsidiary to strengthen its presence; and in Thailand, the strategy evolved from initial technology-driven proof-of-concept (PoC) trials to a bootcamp-based educational model. Across all three markets, local partners played a critical role not only in driving sales but also in building trust and educating users. This study proposes two strategic recommendations: (1) replicating the “consultative partner” model in other emerging Southeast Asian markets; and (2) forming strategic partnerships with hardware vendors to enhance system integration. It is hoped that this research can provide meaningful insights for other technology-driven startups seeking effective international market entry strategies. | en_US |
| dc.description.tableofcontents | 第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究目的與範圍 2
第三節 研究架構 2
第二章 文獻回顧 5
第一節 AI趨勢與產業簡介 5
第二節 國際市場進入模式 7
第三節 軟體產業的國際市場進入模式 10
第三章 研究方法 12
第一節 個案研究法 12
第二節 半結構化訪談 13
第四章 個案研究分析結果 15
第一節 公司背景與產品概述 15
第二節 中國市場特性與進入策略分析 20
第三節 日本市場特性與進入策略分析 24
第四節 泰國市場特性與進入策略分析 29
第五節 國際市場進入策略比較分析 33
第六節 研究發現與建議 35
第五章 結論與建議 38
第一節 AI 軟體企業國際化的策略啟示 38
第二節 研究限制與未來研究方向 40
參考文獻 42 | zh_TW |
| dc.format.extent | 1242067 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0112363040 | en_US |
| dc.subject (關鍵詞) | 人工智慧 | zh_TW |
| dc.subject (關鍵詞) | 國際市場進入模式 | zh_TW |
| dc.subject (關鍵詞) | 新創企業 | zh_TW |
| dc.subject (關鍵詞) | 杰倫智能科技 | zh_TW |
| dc.subject (關鍵詞) | Artificial Intelligence | en_US |
| dc.subject (關鍵詞) | Market Entry Strategy | en_US |
| dc.subject (關鍵詞) | Startup | en_US |
| dc.subject (關鍵詞) | Profet AI | en_US |
| dc.title (題名) | Profet AI 國際市場進入策略之個案研究 | zh_TW |
| dc.title (題名) | A Case Study of Profet AI’s International Market Entry Strategy | en_US |
| dc.type (資料類型) | thesis | en_US |
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