| Summary: | 碩士 === 國立政治大學 === 經營管理碩士學程(EMBA) === 96 === In this thesis, we have taken “H Company” in china, established by the founder of “Taiwan instrument Group”, as a study case. Prior to the establishment of “H Company” in china, the business model of “Taiwan instrument Group” was the import of surveying measure into Taiwan, and the sales and services of these instruments, without any investments in the manufacturing of these instruments. Even without manufacturing capability, “H Company” was able to create sufficient competitive advantages to expand the business rapidly in china for some time. The theme of this study is (1) to observe how the strategies developed by “H Company” was influenced by the rapid changes of the B2B market and the other environmental factors in China, (2) to analyze the surveying instrument market in china and the changes of the competitive advantages of “H Company”, (3) to give some suggestions for “H Company” in the future.
After analyzing with “Retrospective Longitudinal Approach” and “Case Study Approach”, four research propositions has been indentified:
1.In the early stage, compared to other foreign companies and local companies, Taiwanese companies have the advantages due to similar language and culture compared to foreign companies, while possessing superior marketing and business strategies compared to the local companies.
2.H Company could only maintain the competitive advantages from the model of exclusive distributorship for a limited time period.
3.By using the Transaction Cost Theory, one can explain the different transaction costs to gain the competitive advantages in different stages. As the market matures and becomes more efficient and transparent, competition will intensify, thereby reducing information searching cost, increasing the importance of explicit cost, moral transaction cost, and switching cost.
4.In a short run, competitive advantages due to successful strategies of place, price and promotion can overcome short comings of the product competitiveness, but in the long run, but competitive advantages from the product will be key factor to ensure long term success.
The finding of the thesis is that difference transaction costs has to be considered in different competitive stages, and designing/manufacturing one’s own brand of products with good quality in the surveying instrument industry in China will be the next step for “H Company” to grow and evolve from its past business model of distributor.
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