A Co-opetition-based Empirical Research into the Differences between Marketing Modeling and Performance in Consuming Electronic Products in Taiwan and China-A Case Study on LCD Monitors

• Main Authors: Chen-Liang Yu, 余振良
• Other Authors: Yun-Hua Su
• Format: Others
• Language: zh-TW
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/mr5qh4

碩士 === 靜宜大學 === 管理碩士在職專班 === 94 === This research is aimed at observing the growth and decline of the market demands for CRT Display and LCD Display in Monitoring Industry. This investigation is conducted by using competitive strategy from the perspective of Five Forces Financial Analysis Substitutes by Michael E. Porter. LCD has replaced CRT and is becoming the trend according to the observation. The quality and quantity of Taiwanese color display production is moving toward the first place in the world market. Color Monitor industry plays a crucial role in the Industry Value Chain of color LCD Display Manufacturing. Considering the complement of cross-strait LCD Monitor Manufacturing, both sides should work as partners rather than as competitors and work together toward business expansion. In terms of marketing, the large population, 1.3 billion enables China to establish their own market. The growing LCD Monitor market in China is the main impetus for the fast development of LCD Monitor market in Asian-Pacific Area. Accordingly, China offers the excellence potential for LCD Monitors. China is also the market Taiwan cannot ignore in order to completely develop its global LCD Monitors Manufacturing. This investigation mainly studies the differences between LCD Monitor marketing modeling and its marketing performance. The research questionnaire design, research methods, and data collection and analysis are based on the framework of literature review. The result of this quantitative research shows the similarities and differences of manufacturing marketing modeling and marketing performance. Through analysis, 17 out of 37 investigated items have significant differences in strategic marketing, operational performance and marketing performance. On the other hand, 27 out of 34 tested items respectively have correlation between marketing performance to different extents from the perspectives of five marketing strategies.