| Summary: | 碩士 === 國立臺北科技大學 === 管理學院EMBA大上海專班 === 106 === The increased interactions in economic, cultural exchanges and cooperation since 1980s has brought about the influx of Taiwanese investment into Mainland China due its geographical proximity, access to resources and market and the distinctive cost advantages.
Taiwanese organizations in China for the last 30 years have gone through the infancy, rapid to stable then diversification/transformational growth. Service industry has always been a popular choice with long-term/sustainable operation strategy in mind.
Shanghai seems an obvious choice for Taiwanese organizations as it is one of the earliest cities that embrace internationalization and modernization and the most comprehensive in term of adaptation. There is certainly no lack of competitions and competitors from other international domains and amongst all industries. Organizations from different spectrums compete vigorously in terms of their management and strategic supremacy.
This paper consists of five chapters that explore the development of Taiwanese organizations in Shanghai.
Chapter 1 illustrates the research background, objectives and the relevant procedures using China, Shanghai and Taiwan as the base and the operating strategy of Taiwanese investments in Shanghai as the analysis objectives.
Chapter 2 describes theories on SWOT analysis, 4P, new business tactical and corporate strategies.It also looked into how these have been adopted, the relevant underlying assumptions and its applications.
Chapter 3 describes and analyzes the rational of set up and the development of Taiwanese investments in Shanghai, the diversification trends of manufacturing to service industry, using SWOT to illustrate the underlying competitive circumstances and its expansion strategy.
Chapter 4 summarizes the interview result with Taiwanese investments in Shanghai. Base on Paulaner’s operating and diversification strategy, to analyze its entrance into Shanghai market, the opportunities and challenges faced by the business and the implemented tactical strategies.
Chapter 5 conclusion and recommendations.
|
|---|
