The Key Success Factors of On-Line Game Company''s International Strategy

• Main Author: 樊凌雲
• Other Authors: 封德台
• Format: Others
• Language: zh-TW
• Published: 2004
• Online Access: http://ndltd.ncl.edu.tw/handle/20538571069000260189

碩士 === 大葉大學 === 國際企業管理學系碩士班 === 92 === The breakthrough and innovation in the media over the years has had changed the information needs of the users. The most successful and attention attracting domain of digital content of the information market comprises entertainment and education contents. The breakthrough of on-line games even surpassed its scope and meaning as games. The functions and needs of on-line games had indeed derived huge business opportunities. In this study, the development of the on-line game industry in Taiwan would be described and assessed under the strategic theories, the factors for the success of the industry and operation performance. Literature review and in depth interviews with the industry and relevant experts, and field studies were conducted. This study is indeed an attempt to trace the “The key success factors of company’s international strategy” and map out a theoretical framework for the success of the international operation of the on-line games firms in Taiwan. This study indicated that the on-line games firms in Taiwan are highly responsive to the change in the macro economic environment. In cooperating with foreign games firms, local firms never cease to enhance their strategic positioning. Through cooperation in research and design, local firms are able to create their own brands. With the changes of the external environment to acute competition, these firms persistently adjust and change their strategic positioning in the industry. This is a unique mode of development for the on-line games industry in Taiwan. Case study is used in preparing this paper. The objects of study are the five major on-line games firms in Taiwan. The findings of the study led to the following propositions: 1. The development of new products and markets may not be congruent with operation performance in international operation of on-line games firms. 2. The ability of securing the licensing of advanced games may not be congruent with operation performance. 3. Firms more capable of managing customer (member) relations tend to demonstrate better operation performance. 4. The ability in channeling and management of channels tend to be congruent with operation performance. 5. Firms more capable of keeping people and training people tend to demonstrate better operation performance. 6. Firms demonstrate better skills in operation and capital management tend to have better operation performance.