| Summary: | 碩士 === 國立臺北科技大學 === 管理學院EMBA泰國專班 === 107 === Air-conditioning has been accompanied by Taiwans economic development for more than 50 years. With the increase in national income, air-conditioning equipment has become a necessity for todays life and industry. With Taiwans industrial and economic development, in the past few decades, driven by the vigorous development of related industries, Taiwan was once the third largest air-conditioning chiller market in the world. In 2012, the domestic sales volume reached nearly one million units, creating an output value of 15 billion yuan. . However, in the past decade, Taiwan’s economic growth rate has slowed down, the air-conditioning market is saturated, and the air-conditioning industry is striving for survival and growth. It should actively deploy overseas markets and move towards international development. However, in response to international competition challenges such as cultural differences, products and talents, we will formulate overseas growth competition strategies and focus on internationalization.
This study explores the information on Taiwans air-conditioning industry and academia. It is less common to operate overseas markets in other regions outside the mainland, and it is rare to discuss successful cases of industry-university integration. Domestic air conditioners with economic scale are required. Chinas international competitiveness is limited. However, the commercial air-conditioning industry has heavy system integration capabilities. Taiwan has many years of independent technology and integration capabilities, and its competitiveness has reached international standards. If you can integrate the worlds second largest manufacturing country in the air-conditioning industry in Thailand and the cost advantage, the industry interaction between Taiwan and Thailand can learn the theory of geese, the industrial settlement, and the diamond model complement each other.
This study uses the international tactical expert international diamond model as the basis of the international competition strategy to explore the complementarity of the case company between Taiwan and Thailand in the PEST macro environment. Integrating the two settlement resources of Taiwan and Thailand, and dividing the work of the dual diamond model, will form an advantage in international competitiveness to support overseas development.
Secondly, in line with the continuous strategy management process, the organization sets the mission and strategy, examines the current competitiveness, adjusts the relevant resources, formulates the management and marketing competition strategy, then summarizes the in-depth interview information, adjusts the business model and formulates the dynamic growth strategy to respond. Industrial competition, seeking sustainable development. Case companies operate commercial air-conditioning overseas and Thailand growth strategies, or can provide peer and other industry references.
|
|---|
