| Summary: | 碩士 === 國立臺灣大學 === 臺大-復旦EMBA境外專班 === 107 === This thesis focused on Tingyi (Cayman Islands) Holding Corporation (“Master Kong”), a company of Ting Hsin International Group which started business in Taiwan and now having operations across Greater China. “Master Kong” is one of the most well-known Taiwanese enterprises and food stuff brands in Mainland China. While Master Kong will continue expanding in Greater China, it will also consider various strategies to internationalize itself, including strategies for the Japanese market for new business and acquisition opportunities of Japanese enterprises or brands.
A variety of research and analysis tools have been used throughout this thesis, e.g. PESTEL model, Michael Porter’s diamond model and value chain analysis, and the strategic groups model. Through the PESTEL and diamond models, Master Kong’s international competitiveness were defined. In addition, VRIO and value chain analyses helped to reaffirm Master Kong’s sustainable competitiveness. The strategic groups model and SWOT analysis were utilized to identify Master Kong’s respective competitive areas in each strategic group. This analysis concluded that “SO strategy” should be adopted to optimize internal and external resources for Master Kong to enter into Japan.
In addition, it is suggested that Master Kong should take the “transnational” strategy and set two milestones: i.e. it should participate minority investments in Japanese companies and be more “international” in short term, and for longer term, it should consider mergers & acquisitions of Japanese enterprises to maximize its group synergy. The author also provided 8 recommendations for Master Kong’s to enter into Japan, i.e. integrating and localize itself into Japanese business and management culture, adopting Japanese quality control system to further improve food safety, participating market competition and upgrading its R&D capabilities, taking advantages of improved Sino-Japan relationship, helping Japanese enterprises to go to China, maximizing its group resources to create overall synergies, considering staff secondment with more efforts in international human resource management, and fulfilling corporate social responsibilities to be a responsible global citizen.
This thesis presented the salient points of Master Kong’s development and implementation process of internationalization strategy. For a company which has solid foundation in Greater China but with limited reputation and/or international competitiveness, this thesis should provide some guidance. Given the macro environment could significantly differ from one to the other, this thesis would only be relevant to Japanese market. This thesis should, however, serve some purposes in the way of summarizing relevant theories and applications in internationalization strategy.
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