Relationship among International Entry Mode, Strategic Fit of Brand Strategy and Channel Strategy with Performance- Comparison of Taiwanese IT Industry Entry Europe, U.S. and China Market

• Main Authors: Ping Kao, 高萍
• Other Authors: Horng-Der Lu
• Format: Others
• Language: zh-TW
• Published: 2005
• Online Access: http://ndltd.ncl.edu.tw/handle/mgz5x7

碩士 === 中原大學 === 企業管理研究所 === 93 === From ten years, global businesses aggressively enter Europe, U.S. and China market due to the blossom of the three economic units. According to MIC survey, many Taiwanese IT products occupy the highest market share in the world, such as notebook 72.4% and motherboard 78.3%. Therefore, it’s a big issue that Taiwanese IT factories how to compete with Japanese and the States businesses in the future and upgrade international brands further. Brand and Channel are always the very important and thorny problems in the global process. According to former researches, both the strategies affect businesses’ performance critically. Hu, Jo-Yao(1994) stated that building the independent channels is valuable for businesses. Lindemann, director of Interbrand, indicates more and more Taiwanese IT factories value OBM business due to the decrement of OEM/ODM gross profit. In views of this, this research adopts international market as the context variable to analyze the relationship among entry mode, brand strategy and channel strategy with performance. And expect to provide IT factories an applied framework. The followings are the research’s conclusion and discovery: 1. In Europe market, Taiwanese IT factories may adopt waterfall entry mode and single-brand integrated channel/single-brand independent channel strategic fit. 2. In U.S. market, Taiwanese IT factories may adopt waterfall entry mode and single-brand integrated channel strategic fit. 3. In China market, Taiwanese IT factories may adopt sprinkler entry mode and dual-brands independent channel strategic fit.