The Impact of Multinationals Corporation’s Entry Strategy and Marketing Mix on Market Performance

• Main Authors: Chih-Chien Lin, 林志堅
• Other Authors: Wanru Su
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/63551736895653075271

碩士 === 元智大學 === 管理研究所 === 91 === t is the purpose of this research to provide a more systematic overview of the operations of the multinational corporation operation in the Asian Pacific region and, specifically, to analyze the impact of their entry strategy and marketing mix on market performance in Taiwan. Here marketing mix refers to the decisions on product, pricing, and sales mix (which includes sales force and distributors). This research collects global key suppliers’ performance data in the Asian Pacific region, and compares the market situation in Taiwan with those in Japan, Korea, and China. Industry interviews and surveys are conducted to collect further information from sales managers of major suppliers, distributors and customers (i.e., downstream manufacturers) to examine how multinational corporations’ entry strategy and marketing mix influence their performance results. In order to meet the challenges of the fast-changing marketplace and fulfill the need to effectively utilize corporate resources, multinational corporations have adapted the concept of strategic business unit. Each business unit is responsible for its own profit and becomes more independent in its strategic planning and operations. This research demonstrates that although all business units are under the same umbrella company, different business units may choose to adopt different entry strategies and marketing mixes given their differences in market conditions and product characteristics. The results of this research also show that the regional strategy of a multinational corporation affects its resource allocation among different countries within the region, which consequently determines the entry strategy and sales mix at a specific country market. The impact of entry strategy and sales mix on the performance is determined by whether the provided services can meet the requirements of the local customers. Brand name, product characteristics, production portfolio, and regional structure of sales force all work together to influence the supplier’s ability to choose its distributors and the willingness of the distributors to commit their own resources.