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題名 台灣醫材廠商海外市場進入模式探討: M公司個案分析
Foreign Market Entry Choice of Medical Device Company: The Case Study of M-Company作者 李宜娟
Lee, Mandy貢獻者 簡睿哲
Jean, Ruey Jer
李宜娟
Lee, Mandy關鍵詞 進入模式
醫療器材
國際化
entry mode
medical device
internationalization日期 2014 上傳時間 3-Feb-2015 10:21:17 (UTC+8) 摘要 台灣醫材廠商海外市場進入模式探討: M公司個案分析
In this study, we investigate the entry mode choice of a leading Taiwanese medical device company and identify the key factors affecting the entry mode selection. When internal and external business environment become different, it is likely companies will change their initial entry modes to better suit current corporate strategies. 4 important factors affecting the entry mode are identified as follows: 1. Business model (ODM or OBM): Companies, who market their own brands, tend to opt foreign direct investment to protect its firm-specific asset – Brand. 2. Market potential: In high market potential countries, foreign direct investment is expected to provide greater long-term profitability. 3. Social network: Building social network helps companies learn about conditions in the host country, a high-commitment entry mode offering high level of control is preferred. 4. International experience: More experienced companies prefer investment modes. Factors like: market potential, social network and international experience are consistent with previous literature. This study contributes by adding a new factor of business model (ODM or OBM).
1. Introduction 1 1.1. Research Background and Motivations 1 1.2. Research Objectives and Research Questions 2 1.3. Research Structure 3 2. Literature Review 4 2.1. Definition of Internationalization 4 2.2. Motives to Go International 4 2.3. Theoretical Perspectives 5 2.3.1. Transaction Cost Analysis and Its Extensions 5 2.3.2. Ownership, Location and Internalization Theory (OLI Theory) 6 2.3.3. Resource-based View Theory 8 2.4. Type of Entry Modes 11 3. Methodology 16 3.1. Research Method 16 3.2. Medical Device Industry Overview 16 3.2.1. Medical Device Definition 16 3.2.2. Global Medical Device Market Overview 17 3.2.3. Taiwan’s Medical Device Industry 19 4. M-company Introduction 21 4.1. M-company Overview 21 4.2. SWOT Analysis 22 4.2.1. Strength 23 4.2.2. Weakness 24 4.2.3. Opportunity 25 4.2.4. Threat 26 5. M-Company’s Internationalization & Entry Mode Choices 28 5.1. Internationalization Process of the M-company 28 5.1.1. Contract Manufacturing (1981~1997) 28 5.1.2. Start Marketing the Own Brand (After 1998) 29 5.2. M-company’s Foreign Market Entry Mode Choices 32 5.2.1. Europe 32 5.2.2. USA 35 5.2.3. Japan 38 5.3. Case Analysis 40 6. Research Findings and Conclusion 44 6.1. Research Findings 44 6.2. Research Conclusion and Contribution 45 6.3. Research Limitations 46 Reference 47參考文獻 Agarwal, S., & Ramaswami, S. N. (1992). Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internalization Factors. Journal of International Business Studies, 23(1), 1-27. Andersen, O. (1997). Internationalization and Market Entry Mode: A Review of Theories and Conceptual Frameworks. Management International Review, 37(Special Issue 2), 27-42. Beamish, A. D. P. (1999). Ownership strategy of Japanese firms: transactional, institutional, and experience influences. . Strategic Management Journal, 20, 915-933. Brouthers, K. D. (2002). Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies, 33(2), 203-221. Cavusgil, S. T., Knight, C., & Riesenberger, J. R. (2012). Framework of international business. New Jersey: Pearson Education, Inc.,. Chang, T.-Y. (2012). Strengths of Taiwan`s Medical Device Industry. International Journal of Automation and Smart Technology, 2(1). doi: 10.5875/ausmt.v2i1.143 Chang, T.-Y. (2013a). 2013 Global Medical Equipment Overview. from http://www.hbmsp.sipa.gov.tw:9090/itri/en/images/en_NewsList1030305_01.htm Chang, T.-Y. (2013b). 2013 Medical Devices Industry Yearbook: Industrial Economics & Knowledge Center (IEK). Deresky, H. (2011). International Management Managing Across Borders and Cultures (7 ed.): Pearson Education, Inc.,. Digitimes. (2014). Investment Advantages of Taiwan`s Medical Equipment and Medical Channel Industries. Dunning, J. H. (1988). The Eclectic Paradigm of International Production: A Restatement and Some Possible Extensions. Journal of International Business Studies, 19, 1-31. doi: 10.1057/palgrave.jibs.849037 Dunning, J. H. (1993). Multinational Enterprises and the Global Economy. : Addison Wesley Publishing Company. Dunning, J. H. (2000). The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review, 9, 163-190. Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management, 14(10), 532-550. Erin Anderson, H. G. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3), 1-26. Gatignon, H., & Anderson, E. (1988). The Multinational Corporation`s Degree of Control over Foreign Subsidiaries: An Empirical Test of a Transaction Cost Explanation. Journal of Law, Economics, & Organization,, 4(2), 305-336. Hill, C. W. L. (2011). Global Business Today (7 ed.). New York: McGraw-Hill Companies, Inc.,. Hsueh, J.-T., & Hsueh, C.-Y. (2008). Core Competence to Build the People-Oriented Service Brand: Microlife Corporation. Journal of Information Management, 15, 149-165. Jan Johanson, J.-E. V. (1977). The Internationalization Process of the Firm - A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8, 23-32. doi: 10.1057/palgrave.jibs.8490676 Jane W. Lu, P. W. B. (2002). THE INTERNATIONALIZATION AND PERFORMANCE OF SMEs ASAC 2002(86096). Joe R. Feagin, A. M. O. a. G. S. (1991). A case for case study. Chapel Hill: NC: University of North Carolina Press. Katharina Laufs, C. S. (2014). Foreign market entry mode choice of small and medium-sized enterprises: A systematic review and future research agenda. International Business Review, 23(6), 1109-1125. doi: 10.1016/j.ibusrev.2014.03.006 Keith D. Brouthers, L. E. B. a. S. W. (1996). Dunning`s Eclectic Theory and the Smaller Firm: the Impact of Ownership and Locational Advantages on the Choice of Entry-modes in the Computer Software Industry International Business Review, 5(4), 377–394. doi: 10.1016/0969-5931(96)00019-4 Medical Device Industry Profile 2013 (Industry Canada). from https://www.ic.gc.ca/eic/site/lsg-pdsv.nsf/eng/h_hn01736.html MOEA. (2008). Taiwan medical device industry analysis & investment opportunities. Taipei: Ministry of Economic Affairs. MOEA. (2014). 2015 Introduction to Biotechnology and Pharmaceutical industries in Taiwan, Republic of China. Taipei: Industrial Development Bureau, MOEA. Peng, M. W. (2001). The resource-based view and international business. Journal of Management, 27(6), 803-829. Prashantham, S. (2011). Social Capital and Indian Micromultinationals. British Journal of Management, 22(1), 4-20. Raeside, A. (2012). World Preview 2018 - A Consensus View of the Medical Device and Diagnostic Industry. London, United Kingdom: EvaluatePharma Ltd.,. Roashan, R. (2013). World Market for Blood Pressure Monitors 2013 Edition. Los Angeles, USA: IMS Research. Root., F. R. (1994). Entry strategies for international markets: Lexington Books. Varinder M. Sharma, M. K. E. (2004). Resource-Based Explanation of Entry Mode Choice. Journal of Marketing Theory and Practice, 12(1), 1-18. Welch, L. S., & Luostarinen, R. (1998). Internationalization: Evolution of a Concept. Journal of General Management, 2, 34-55. Wiedersheim-Paul, J. J. F. (1975). The Internationalization of the Firm - Four Swedish cases. Journal of Management Studies, 12(3), 305-322. . Worldwide Medical Market Forecasts to 2018. (2013): Espicom Business Intelligence. Yigang Pan, D. K. T. (2000). The Hierarchical Model of Market Entry Modes. Journal of International Business Studies, 31(4), 535-554. Yin, R. K. (2003). Case Study Research: Design and Methods. Newbury Park, CA: Sage Publishing. 描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
101933016
103資料來源 http://thesis.lib.nccu.edu.tw/record/#G0101933016 資料類型 thesis dc.contributor.advisor 簡睿哲 zh_TW dc.contributor.advisor Jean, Ruey Jer en_US dc.contributor.author (Authors) 李宜娟 zh_TW dc.contributor.author (Authors) Lee, Mandy en_US dc.creator (作者) 李宜娟 zh_TW dc.creator (作者) Lee, Mandy en_US dc.date (日期) 2014 en_US dc.date.accessioned 3-Feb-2015 10:21:17 (UTC+8) - dc.date.available 3-Feb-2015 10:21:17 (UTC+8) - dc.date.issued (上傳時間) 3-Feb-2015 10:21:17 (UTC+8) - dc.identifier (Other Identifiers) G0101933016 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/73268 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營管理英語碩士學位學程(IMBA) zh_TW dc.description (描述) 101933016 zh_TW dc.description (描述) 103 zh_TW dc.description.abstract (摘要) 台灣醫材廠商海外市場進入模式探討: M公司個案分析 zh_TW dc.description.abstract (摘要) In this study, we investigate the entry mode choice of a leading Taiwanese medical device company and identify the key factors affecting the entry mode selection. When internal and external business environment become different, it is likely companies will change their initial entry modes to better suit current corporate strategies. 4 important factors affecting the entry mode are identified as follows: 1. Business model (ODM or OBM): Companies, who market their own brands, tend to opt foreign direct investment to protect its firm-specific asset – Brand. 2. Market potential: In high market potential countries, foreign direct investment is expected to provide greater long-term profitability. 3. Social network: Building social network helps companies learn about conditions in the host country, a high-commitment entry mode offering high level of control is preferred. 4. International experience: More experienced companies prefer investment modes. Factors like: market potential, social network and international experience are consistent with previous literature. This study contributes by adding a new factor of business model (ODM or OBM). en_US dc.description.abstract (摘要) 1. Introduction 1 1.1. Research Background and Motivations 1 1.2. Research Objectives and Research Questions 2 1.3. Research Structure 3 2. Literature Review 4 2.1. Definition of Internationalization 4 2.2. Motives to Go International 4 2.3. Theoretical Perspectives 5 2.3.1. Transaction Cost Analysis and Its Extensions 5 2.3.2. Ownership, Location and Internalization Theory (OLI Theory) 6 2.3.3. Resource-based View Theory 8 2.4. Type of Entry Modes 11 3. Methodology 16 3.1. Research Method 16 3.2. Medical Device Industry Overview 16 3.2.1. Medical Device Definition 16 3.2.2. Global Medical Device Market Overview 17 3.2.3. Taiwan’s Medical Device Industry 19 4. M-company Introduction 21 4.1. M-company Overview 21 4.2. SWOT Analysis 22 4.2.1. Strength 23 4.2.2. Weakness 24 4.2.3. Opportunity 25 4.2.4. Threat 26 5. M-Company’s Internationalization & Entry Mode Choices 28 5.1. Internationalization Process of the M-company 28 5.1.1. Contract Manufacturing (1981~1997) 28 5.1.2. Start Marketing the Own Brand (After 1998) 29 5.2. M-company’s Foreign Market Entry Mode Choices 32 5.2.1. Europe 32 5.2.2. USA 35 5.2.3. Japan 38 5.3. Case Analysis 40 6. Research Findings and Conclusion 44 6.1. Research Findings 44 6.2. Research Conclusion and Contribution 45 6.3. Research Limitations 46 Reference 47 - dc.description.tableofcontents 1. Introduction 1 1.1. Research Background and Motivations 1 1.2. Research Objectives and Research Questions 2 1.3. Research Structure 3 2. Literature Review 4 2.1. Definition of Internationalization 4 2.2. Motives to Go International 4 2.3. Theoretical Perspectives 5 2.3.1. Transaction Cost Analysis and Its Extensions 5 2.3.2. Ownership, Location and Internalization Theory (OLI Theory) 6 2.3.3. Resource-based View Theory 8 2.4. Type of Entry Modes 11 3. Methodology 16 3.1. Research Method 16 3.2. Medical Device Industry Overview 16 3.2.1. Medical Device Definition 16 3.2.2. Global Medical Device Market Overview 17 3.2.3. Taiwan’s Medical Device Industry 19 4. M-company Introduction 21 4.1. M-company Overview 21 4.2. SWOT Analysis 22 4.2.1. Strength 23 4.2.2. Weakness 24 4.2.3. Opportunity 25 4.2.4. Threat 26 5. M-Company’s Internationalization & Entry Mode Choices 28 5.1. Internationalization Process of the M-company 28 5.1.1. Contract Manufacturing (1981~1997) 28 5.1.2. Start Marketing the Own Brand (After 1998) 29 5.2. M-company’s Foreign Market Entry Mode Choices 32 5.2.1. Europe 32 5.2.2. USA 35 5.2.3. Japan 38 5.3. Case Analysis 40 6. Research Findings and Conclusion 44 6.1. Research Findings 44 6.2. Research Conclusion and Contribution 45 6.3. Research Limitations 46 Reference 47 zh_TW dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0101933016 en_US dc.subject (關鍵詞) 進入模式 zh_TW dc.subject (關鍵詞) 醫療器材 zh_TW dc.subject (關鍵詞) 國際化 zh_TW dc.subject (關鍵詞) entry mode en_US dc.subject (關鍵詞) medical device en_US dc.subject (關鍵詞) internationalization en_US dc.title (題名) 台灣醫材廠商海外市場進入模式探討: M公司個案分析 zh_TW dc.title (題名) Foreign Market Entry Choice of Medical Device Company: The Case Study of M-Company en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) Agarwal, S., & Ramaswami, S. N. (1992). Choice of Foreign Market Entry Mode: Impact of Ownership, Location and Internalization Factors. Journal of International Business Studies, 23(1), 1-27. Andersen, O. (1997). Internationalization and Market Entry Mode: A Review of Theories and Conceptual Frameworks. Management International Review, 37(Special Issue 2), 27-42. Beamish, A. D. P. (1999). Ownership strategy of Japanese firms: transactional, institutional, and experience influences. . Strategic Management Journal, 20, 915-933. Brouthers, K. D. (2002). Institutional, cultural and transaction cost influences on entry mode choice and performance. Journal of International Business Studies, 33(2), 203-221. Cavusgil, S. T., Knight, C., & Riesenberger, J. R. (2012). Framework of international business. New Jersey: Pearson Education, Inc.,. Chang, T.-Y. (2012). Strengths of Taiwan`s Medical Device Industry. International Journal of Automation and Smart Technology, 2(1). doi: 10.5875/ausmt.v2i1.143 Chang, T.-Y. (2013a). 2013 Global Medical Equipment Overview. from http://www.hbmsp.sipa.gov.tw:9090/itri/en/images/en_NewsList1030305_01.htm Chang, T.-Y. (2013b). 2013 Medical Devices Industry Yearbook: Industrial Economics & Knowledge Center (IEK). Deresky, H. (2011). International Management Managing Across Borders and Cultures (7 ed.): Pearson Education, Inc.,. Digitimes. (2014). Investment Advantages of Taiwan`s Medical Equipment and Medical Channel Industries. Dunning, J. H. (1988). The Eclectic Paradigm of International Production: A Restatement and Some Possible Extensions. Journal of International Business Studies, 19, 1-31. doi: 10.1057/palgrave.jibs.849037 Dunning, J. H. (1993). Multinational Enterprises and the Global Economy. : Addison Wesley Publishing Company. Dunning, J. H. (2000). The eclectic paradigm as an envelope for economic and business theories of MNE activity. International Business Review, 9, 163-190. Eisenhardt, K. M. (1989). Building Theories from Case Study Research. Academy of Management, 14(10), 532-550. Erin Anderson, H. G. (1986). Modes of Foreign Entry: A Transaction Cost Analysis and Propositions. Journal of International Business Studies, 17(3), 1-26. Gatignon, H., & Anderson, E. (1988). The Multinational Corporation`s Degree of Control over Foreign Subsidiaries: An Empirical Test of a Transaction Cost Explanation. Journal of Law, Economics, & Organization,, 4(2), 305-336. Hill, C. W. L. (2011). Global Business Today (7 ed.). New York: McGraw-Hill Companies, Inc.,. Hsueh, J.-T., & Hsueh, C.-Y. (2008). Core Competence to Build the People-Oriented Service Brand: Microlife Corporation. Journal of Information Management, 15, 149-165. Jan Johanson, J.-E. V. (1977). The Internationalization Process of the Firm - A Model of Knowledge Development and Increasing Foreign Market Commitments. Journal of International Business Studies, 8, 23-32. doi: 10.1057/palgrave.jibs.8490676 Jane W. Lu, P. W. B. (2002). THE INTERNATIONALIZATION AND PERFORMANCE OF SMEs ASAC 2002(86096). Joe R. Feagin, A. M. O. a. G. S. (1991). A case for case study. Chapel Hill: NC: University of North Carolina Press. Katharina Laufs, C. S. (2014). Foreign market entry mode choice of small and medium-sized enterprises: A systematic review and future research agenda. International Business Review, 23(6), 1109-1125. doi: 10.1016/j.ibusrev.2014.03.006 Keith D. Brouthers, L. E. B. a. S. W. (1996). Dunning`s Eclectic Theory and the Smaller Firm: the Impact of Ownership and Locational Advantages on the Choice of Entry-modes in the Computer Software Industry International Business Review, 5(4), 377–394. doi: 10.1016/0969-5931(96)00019-4 Medical Device Industry Profile 2013 (Industry Canada). from https://www.ic.gc.ca/eic/site/lsg-pdsv.nsf/eng/h_hn01736.html MOEA. (2008). Taiwan medical device industry analysis & investment opportunities. Taipei: Ministry of Economic Affairs. MOEA. (2014). 2015 Introduction to Biotechnology and Pharmaceutical industries in Taiwan, Republic of China. Taipei: Industrial Development Bureau, MOEA. Peng, M. W. (2001). The resource-based view and international business. Journal of Management, 27(6), 803-829. Prashantham, S. (2011). Social Capital and Indian Micromultinationals. British Journal of Management, 22(1), 4-20. Raeside, A. (2012). World Preview 2018 - A Consensus View of the Medical Device and Diagnostic Industry. London, United Kingdom: EvaluatePharma Ltd.,. Roashan, R. (2013). World Market for Blood Pressure Monitors 2013 Edition. Los Angeles, USA: IMS Research. Root., F. R. (1994). Entry strategies for international markets: Lexington Books. Varinder M. Sharma, M. K. E. (2004). Resource-Based Explanation of Entry Mode Choice. Journal of Marketing Theory and Practice, 12(1), 1-18. Welch, L. S., & Luostarinen, R. (1998). Internationalization: Evolution of a Concept. Journal of General Management, 2, 34-55. Wiedersheim-Paul, J. J. F. (1975). The Internationalization of the Firm - Four Swedish cases. Journal of Management Studies, 12(3), 305-322. . Worldwide Medical Market Forecasts to 2018. (2013): Espicom Business Intelligence. Yigang Pan, D. K. T. (2000). The Hierarchical Model of Market Entry Modes. Journal of International Business Studies, 31(4), 535-554. Yin, R. K. (2003). Case Study Research: Design and Methods. Newbury Park, CA: Sage Publishing. zh_TW
