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題名 南美市場進入與經營策略個案分析
Market Entry and Management Strategies in South America: A Case Study Analysis
作者 李曉勤
LEE, SIAO CHIN
貢獻者 邱奕嘉
Chiu, Yi-Chia
李曉勤
LEE, SIAO CHIN
關鍵詞 折衷理論
OLI模型
南美市場
Eclectic Paradigm
OLI Model
South America
日期 2025
上傳時間 1-Sep-2025 15:10:45 (UTC+8)
摘要 本章旨在總結本研究針對A品牌於2023年至2025上半年進入南美市場之策略行動的分析結果，並從折衷理論的OLI模型三構面出發，對其國際化邏輯與實務操作提出統整性觀察。 本研究發現指出A品牌之所有權優勢為其啟動南美市場進入策略的基礎，而區位優勢評估則促使其最終選擇制度穩定、市場規模大且合作誘因高的巴西作為核心落腳國。隨著獨家代理制度無法支撐品牌成長，企業透過強化內部化策略（建立多通路、語言社群、當地售後等）實現營運主導權的回收，對應內部化優勢的應用。 在研究結論中，本研究認為OLI模型能有效解釋企業從啟動到擴張的邏輯，並指出區位優勢構面在新興市場應用中需輔以制度與文化理論補強。而內部化構面之動態調整功能，對於高風險市場尤為關鍵，亦展現企業國際化策略之彈性本質。
This chapter summarizes the analytical results of the study on Brand A’s market entry strategy into South America, using the OLI model framework to examine its internationalization logic and strategic adaptation. First, in the "Research Findings" section, the study identifies Brand A’s ownership advantages—such as vertically integrated manufacturing, stable supply capability, and brand management experience—as the foundational resources enabling its initial market entry. The evaluation of location advantages led the firm to choose Brazil as the primary entry market due to its relative institutional stability, market size, and strong distribution incentives. As the exclusive distribution model failed to ensure long-term brand growth, the firm progressively increased its internationalization level by adopting multi-channel supply strategies, building local-language social media presence, and establishing after-sales service centers. In the "Research Conclusion" section, the study affirms that the OLI model effectively explains the sequence from market entry to strategic transformation. However, it also identifies that the location dimension requires complementary frameworks—such as institutional theory and cultural distance models—when applied in emerging markets. Moreover, internalization proves to be particularly critical in risk-prone markets and reveals the dynamic adaptability of international strategy.
參考文獻 英文文獻 1. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. 2. Cantwell, J., & Narula, R. (2001). The eclectic paradigm in the global economy. International Journal of the Economics of Business, 8(2), 155–172. 3. Cantwell, J., Dunning, J. H., & Lundan, S. M. (2010). An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment. Journal of International Business Studies, 41(4), 567–586. 4. Chen, S. F. S., & Hennart, J. F. (2002). Japanese investors' choice of joint ventures versus wholly-owned subsidiaries in the US: The role of market barriers and firm capabilities. Journal of International Business Studies, 33(1), 1–18. 5. DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. 6. Dunning, J. H. (1980). Toward an eclectic theory of international production: Some empirical tests. Journal of International Business Studies, 11(1), 9–31. 7. Dunning, J. H. (1988). The eclectic paradigm of international production: A restatement and some possible extensions. Journal of International Business Studies, 19(1), 1–31. 8. Dunning, J. H. (2000). The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review, 9(2), 163–190. 9. Hennart, J. F. (1982). A theory of multinational enterprise. University of Michigan Press. 10. Hill, C. W. L., Hwang, P., & Kim, W. C. (1990). An eclectic theory of the choice of international entry mode. Strategic Management Journal, 11(2), 117–128. 11. Johanson, J., & Vahlne, J.-E. (1977). The internationalization process of the firm—A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23–32. 12. Johanson, J., & Vahlne, J.-E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411–1431. 13. Khanna, T., & Palepu, K. (2010). Winning in emerging markets: A road map for strategy and execution. Harvard Business Press. 14. Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–432. 15. Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308–324. 16. Meyer, K. E., & Peng, M. W. (2005). Probing theoretically into Central and Eastern Europe: Transactions, resources, and institutions. Journal of International Business Studies, 36(6), 600–621. 17. Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1), 61–80. 18. Meyer, K. E., Mudambi, R., & Narula, R. (2011). Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2), 235–252. 19. Moon, H. C., Rugman, A. M., & Verbeke, A. (1998). A generalized double diamond approach to the global competitiveness of Korea and Singapore. International Business Review, 7(2), 135–150. 20. Narula, R. (2010). Keeping the eclectic paradigm simple. Multinational Business Review, 18(2), 35–50. 21. Narula, R., & Dunning, J. H. (2000). Industrial development, globalization and multinational enterprises: New realities for developing countries. Oxford Development Studies, 28(2), 141–167. 22. Narula, R., & Verbeke, A. (2015). Making internalization theory good for practice: The essence of Alan Rugman’s contributions to international business. Journal of World Business, 50(4), 612–622. 23. North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge University Press. 24. Pan, Y., & Tse, D. K. (2000). The hierarchical model of market entry modes. Journal of International Business Studies, 31(4), 535–554. 25. Papadopoulos, N., & Martín Martín, O. (2011). International market selection and segmentation: Perspectives and challenges. International Marketing Review, 28(2), 132–149. 26. Peng, M. W. (2003). Institutional transitions and strategic choices. Academy of Management Review, 28(2), 275–296. 27. Porter, M. E. (1990). The competitive advantage of nations. New York: Free Press. ISBN: 9780684841472 28. Root, F. R. (1994). Entry strategies for international markets. Lexington Books. 29. Rugman, A. M., & Verbeke, A. (2001). Location, competitiveness, and the multinational enterprise. In A. M. Rugman & T. L. Brewer (Eds.), The Oxford handbook of international business (pp. 150–177). Oxford University Press. 30. Rugman, A. M., & Verbeke, A. (2004). A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), 3–18. 31. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. 32. Verbeke, A. (2013). International business strategy: Rethinking the foundations of global corporate success. Cambridge University Press. 33. Verbeke, A. (2015). Internalization theory for the modern multinational enterprise. In The Oxford Handbook of International Business Strategy (pp. 165–193). Oxford University Press. 34. Williamson, O. E. (1985). The economic institutions of capitalism. Free Press. 網路資料 1. CEPAL. (2024). The value of goods exports from Latin America and the Caribbean will grow 4% in 2024. Retrieved from https://www.cepal.org/en/pressreleases/value-goods-exports-latin-america-and-caribbean-will-grow-4-2024-new-report-eclac 2. DataReportal. (2025). Digital 2025: Brazil. Retrieved from https://datareportal.com 3. IMF. (2024). List of Latin American and Caribbean countries by GDP (nominal). Retrieved from https://en.wikipedia.org/wiki/List_of_Latin_American_and_Caribbean_countries_by_GDP_(nominal) 4. International Monetary Fund (IMF). (2025). World Economic Outlook Database, April 2025. Washington, DC: IMF. 5. Newzoo. (2023). Global Games Market Report. Amsterdam: Newzoo. 6. Reuters. (2025, January 6). Brazil's trade surplus shrinks by nearly a quarter in 2024 on rising imports. Retrieved from https://www.reuters.com/world/americas/brazils-trade-surplus-shrinks-by-nearly-quarter-2024-rising-imports-2025-01-06/ 7. Reuters. (2025, January 20). Argentina marks record trade surplus of nearly $19 bln in Milei's first year as president. Retrieved from https://www.reuters.com/world/americas/argentina-marks-record-trade-surplus-nearly-19-bln-mileis-first-year-president-2025-01-20/ 8. Reuters. (2025, February). MercadoLibre to invest 34 billion reais in Brazil logistics expansion. Retrieved from https://www.reuters.com 9. Tradeimex. (2023). South America trade data. Retrieved from https://www.tradeimex.in/south-america-trade-data 10. Transparency International. (2024). Corruption Perceptions Index 2024. Berlin: Transparency International. 11. UNCTAD. (2023). Review of Maritime Transport 2023. Geneva: United Nations Conference on Trade and Development. 12. Wikipedia contributors. (2024). Economy of South America. In Wikipedia. Retrieved from https://en.wikipedia.org/wiki/Economy_of_South_America 13. World Bank. (2024). World Development Indicators. Washington, DC: World Bank. 14. World Bank. (2024). Worldwide Governance Indicators (WGI). Washington, DC: World Bank.
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
108363109
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0108363109
資料類型 thesis
dc.contributor.advisor 邱奕嘉zh_TW
dc.contributor.advisor Chiu, Yi-Chiaen_US
dc.contributor.author (Authors) 李曉勤zh_TW
dc.contributor.author (Authors) LEE, SIAO CHINen_US
dc.creator (作者) 李曉勤zh_TW
dc.creator (作者) LEE, SIAO CHINen_US
dc.date (日期) 2025en_US
dc.date.accessioned 1-Sep-2025 15:10:45 (UTC+8)-
dc.date.available 1-Sep-2025 15:10:45 (UTC+8)-
dc.date.issued (上傳時間) 1-Sep-2025 15:10:45 (UTC+8)-
dc.identifier (Other Identifiers) G0108363109en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/159110-
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) 108363109zh_TW
dc.description.abstract (摘要) 本章旨在總結本研究針對A品牌於2023年至2025上半年進入南美市場之策略行動的分析結果，並從折衷理論的OLI模型三構面出發，對其國際化邏輯與實務操作提出統整性觀察。 本研究發現指出A品牌之所有權優勢為其啟動南美市場進入策略的基礎，而區位優勢評估則促使其最終選擇制度穩定、市場規模大且合作誘因高的巴西作為核心落腳國。隨著獨家代理制度無法支撐品牌成長，企業透過強化內部化策略（建立多通路、語言社群、當地售後等）實現營運主導權的回收，對應內部化優勢的應用。 在研究結論中，本研究認為OLI模型能有效解釋企業從啟動到擴張的邏輯，並指出區位優勢構面在新興市場應用中需輔以制度與文化理論補強。而內部化構面之動態調整功能，對於高風險市場尤為關鍵，亦展現企業國際化策略之彈性本質。zh_TW
dc.description.abstract (摘要) This chapter summarizes the analytical results of the study on Brand A’s market entry strategy into South America, using the OLI model framework to examine its internationalization logic and strategic adaptation. First, in the "Research Findings" section, the study identifies Brand A’s ownership advantages—such as vertically integrated manufacturing, stable supply capability, and brand management experience—as the foundational resources enabling its initial market entry. The evaluation of location advantages led the firm to choose Brazil as the primary entry market due to its relative institutional stability, market size, and strong distribution incentives. As the exclusive distribution model failed to ensure long-term brand growth, the firm progressively increased its internationalization level by adopting multi-channel supply strategies, building local-language social media presence, and establishing after-sales service centers. In the "Research Conclusion" section, the study affirms that the OLI model effectively explains the sequence from market entry to strategic transformation. However, it also identifies that the location dimension requires complementary frameworks—such as institutional theory and cultural distance models—when applied in emerging markets. Moreover, internalization proves to be particularly critical in risk-prone markets and reveals the dynamic adaptability of international strategy.en_US
dc.description.tableofcontents 摘要 I Abstract II 目次 III 表次 V 圖次 VI 第一章　緒論 1 第一節 研究背景與動機 1 第二節 研究目的與研究問題 2 第三節 研究對象與範圍 2 第四節 研究流程 3 第二章 文獻探討 5 第一節 國際市場進入策略 5 第二節 折衷理論 7 第三節 OLI 模型應用於新興市場之挑戰與調整 12 第四節 OLI 模型與其他理論的比較觀點 13 第五節 文獻小結 15 第三章 研究方法 17 第一節 研究方法 17 第二節 研究架構 19 第三節 訪談架構 21 第四章 個案公司 23 第一節 公司介紹 23 第二節 南美市場的選擇 26 第三節 策略調整與通路控制 30 第四節 三構面綜合評估 34 第五章 研究結論與建議 37 第一節 研究發現 37 第二節 研究結論 40 第三節 研究建議 42 第四節 研究限制 43 參考文獻 44zh_TW
dc.format.extent 1122531 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0108363109en_US
dc.subject (關鍵詞) 折衷理論zh_TW
dc.subject (關鍵詞) OLI模型zh_TW
dc.subject (關鍵詞) 南美市場zh_TW
dc.subject (關鍵詞) Eclectic Paradigmen_US
dc.subject (關鍵詞) OLI Modelen_US
dc.subject (關鍵詞) South Americaen_US
dc.title (題名) 南美市場進入與經營策略個案分析zh_TW
dc.title (題名) Market Entry and Management Strategies in South America: A Case Study Analysisen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 英文文獻 1. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. 2. Cantwell, J., & Narula, R. (2001). The eclectic paradigm in the global economy. International Journal of the Economics of Business, 8(2), 155–172. 3. Cantwell, J., Dunning, J. H., & Lundan, S. M. (2010). An evolutionary approach to understanding international business activity: The co-evolution of MNEs and the institutional environment. Journal of International Business Studies, 41(4), 567–586. 4. Chen, S. F. S., & Hennart, J. F. (2002). Japanese investors' choice of joint ventures versus wholly-owned subsidiaries in the US: The role of market barriers and firm capabilities. Journal of International Business Studies, 33(1), 1–18. 5. DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. 6. Dunning, J. H. (1980). Toward an eclectic theory of international production: Some empirical tests. Journal of International Business Studies, 11(1), 9–31. 7. Dunning, J. H. (1988). The eclectic paradigm of international production: A restatement and some possible extensions. Journal of International Business Studies, 19(1), 1–31. 8. Dunning, J. H. (2000). The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review, 9(2), 163–190. 9. Hennart, J. F. (1982). A theory of multinational enterprise. University of Michigan Press. 10. Hill, C. W. L., Hwang, P., & Kim, W. C. (1990). An eclectic theory of the choice of international entry mode. Strategic Management Journal, 11(2), 117–128. 11. Johanson, J., & Vahlne, J.-E. (1977). The internationalization process of the firm—A model of knowledge development and increasing foreign market commitments. Journal of International Business Studies, 8(1), 23–32. 12. Johanson, J., & Vahlne, J.-E. (2009). The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership. Journal of International Business Studies, 40(9), 1411–1431. 13. Khanna, T., & Palepu, K. (2010). Winning in emerging markets: A road map for strategy and execution. Harvard Business Press. 14. Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of International Business Studies, 19(3), 411–432. 15. Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308–324. 16. Meyer, K. E., & Peng, M. W. (2005). Probing theoretically into Central and Eastern Europe: Transactions, resources, and institutions. Journal of International Business Studies, 36(6), 600–621. 17. Meyer, K. E., Estrin, S., Bhaumik, S. K., & Peng, M. W. (2009). Institutions, resources, and entry strategies in emerging economies. Strategic Management Journal, 30(1), 61–80. 18. Meyer, K. E., Mudambi, R., & Narula, R. (2011). Multinational enterprises and local contexts: The opportunities and challenges of multiple embeddedness. Journal of Management Studies, 48(2), 235–252. 19. Moon, H. C., Rugman, A. M., & Verbeke, A. (1998). A generalized double diamond approach to the global competitiveness of Korea and Singapore. International Business Review, 7(2), 135–150. 20. Narula, R. (2010). Keeping the eclectic paradigm simple. Multinational Business Review, 18(2), 35–50. 21. Narula, R., & Dunning, J. H. (2000). Industrial development, globalization and multinational enterprises: New realities for developing countries. Oxford Development Studies, 28(2), 141–167. 22. Narula, R., & Verbeke, A. (2015). Making internalization theory good for practice: The essence of Alan Rugman’s contributions to international business. Journal of World Business, 50(4), 612–622. 23. North, D. C. (1990). Institutions, institutional change and economic performance. Cambridge University Press. 24. Pan, Y., & Tse, D. K. (2000). The hierarchical model of market entry modes. Journal of International Business Studies, 31(4), 535–554. 25. Papadopoulos, N., & Martín Martín, O. (2011). International market selection and segmentation: Perspectives and challenges. International Marketing Review, 28(2), 132–149. 26. Peng, M. W. (2003). Institutional transitions and strategic choices. Academy of Management Review, 28(2), 275–296. 27. Porter, M. E. (1990). The competitive advantage of nations. New York: Free Press. ISBN: 9780684841472 28. Root, F. R. (1994). Entry strategies for international markets. Lexington Books. 29. Rugman, A. M., & Verbeke, A. (2001). Location, competitiveness, and the multinational enterprise. In A. M. Rugman & T. L. Brewer (Eds.), The Oxford handbook of international business (pp. 150–177). Oxford University Press. 30. Rugman, A. M., & Verbeke, A. (2004). A perspective on regional and global strategies of multinational enterprises. Journal of International Business Studies, 35(1), 3–18. 31. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533. 32. Verbeke, A. (2013). International business strategy: Rethinking the foundations of global corporate success. Cambridge University Press. 33. Verbeke, A. (2015). Internalization theory for the modern multinational enterprise. In The Oxford Handbook of International Business Strategy (pp. 165–193). Oxford University Press. 34. Williamson, O. E. (1985). The economic institutions of capitalism. Free Press. 網路資料 1. CEPAL. (2024). The value of goods exports from Latin America and the Caribbean will grow 4% in 2024. Retrieved from https://www.cepal.org/en/pressreleases/value-goods-exports-latin-america-and-caribbean-will-grow-4-2024-new-report-eclac 2. DataReportal. (2025). Digital 2025: Brazil. Retrieved from https://datareportal.com 3. IMF. (2024). List of Latin American and Caribbean countries by GDP (nominal). Retrieved from https://en.wikipedia.org/wiki/List_of_Latin_American_and_Caribbean_countries_by_GDP_(nominal) 4. International Monetary Fund (IMF). (2025). World Economic Outlook Database, April 2025. Washington, DC: IMF. 5. Newzoo. (2023). Global Games Market Report. Amsterdam: Newzoo. 6. Reuters. (2025, January 6). Brazil's trade surplus shrinks by nearly a quarter in 2024 on rising imports. Retrieved from https://www.reuters.com/world/americas/brazils-trade-surplus-shrinks-by-nearly-quarter-2024-rising-imports-2025-01-06/ 7. Reuters. (2025, January 20). Argentina marks record trade surplus of nearly $19 bln in Milei's first year as president. Retrieved from https://www.reuters.com/world/americas/argentina-marks-record-trade-surplus-nearly-19-bln-mileis-first-year-president-2025-01-20/ 8. Reuters. (2025, February). MercadoLibre to invest 34 billion reais in Brazil logistics expansion. Retrieved from https://www.reuters.com 9. Tradeimex. (2023). South America trade data. Retrieved from https://www.tradeimex.in/south-america-trade-data 10. Transparency International. (2024). Corruption Perceptions Index 2024. Berlin: Transparency International. 11. UNCTAD. (2023). Review of Maritime Transport 2023. Geneva: United Nations Conference on Trade and Development. 12. Wikipedia contributors. (2024). Economy of South America. In Wikipedia. Retrieved from https://en.wikipedia.org/wiki/Economy_of_South_America 13. World Bank. (2024). World Development Indicators. Washington, DC: World Bank. 14. World Bank. (2024). Worldwide Governance Indicators (WGI). Washington, DC: World Bank.zh_TW