| Summary: | 碩士 === 臺灣大學 === 商學研究所 === 95 === During the past years, the method of investment, which was adopted to improve Chinese economic growth, has gradually resulted into over capacity. Therefore, the Chinese government authority has realized the importance of increasing consumption for economic growth, and a greater domestic market is forming. The Eleventh Five-Year Plan for Economic and Social Development has advocated developing economics with consumption. Besides, the economic reformation in the future could be expected to help the local private enterprises develop, and further offer the opportunities or competitive stress for Taiwanese firms in Chinese or international markets. Recently, many Chinese enterprises have sprung up, surpassing the international conglomerates and becoming the famous companies throughout the country. Furthermore, they soon performed well in industries. However, the Taiwanese past research about the Chinese domestic market mainly focused on the case studies of individual firms, which were Taiwanese or foreign companies mostly. There was less integral research about the local private enterprises. Consequently, this thesis emphasizes the competitive strategies of nine successful Chinese enterprises during some specific terms, and discusses their responses to their competitors. Moreover, this thesis analyzes and summarizes the successful reasons with the theories of industrial organization to find the diversified modes of competitive strategies relative to different situations. Finally, the theoretical and practical results and recommendations are addressed in the end for the firms which attempt to enter the Chinese market. According to the research, there are several propositions of the thesis:
1. During the early stage of entering industries, firms must have clear target markets and product positions when encountering large incumbents or international conglomerates. Besides, the new entrant could select the different regions or customers from the incumbents to get the survival space by avoiding the deterrent action. If the new entrant attempts to avoid the future price wars in the long term, it could establish an image of high quality or imitate the inherent leader with the high-end image.
2. During the early stage of entering industries, the firms with national brand could get more responses in the second and third markets. Furthermore, by doing so, they can survive and grow to compete with the foreign countries. However, the advantage of national brands does not necessarily suit the young generations who admire new fashions, especially in big cities.
3. After getting the leading positions of the market, firms could transfer to the high-end product to get more profits, developing a healthy competitive market. In addition to this, firms can also build entry barriers to strengthen their market status. With the changing environment and different growing stage, firms must transform their strategies and allocate resources properly, adjusting their products to satisfy the needs of customers.
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