Multinational Enterprise’s Market Entry Strategy in the Retail Industry in Taiwan- A Case Study of Audio-visual Sound Equipment Company

• Main Authors: WANG, WEN-JUNG, 王文容
• Other Authors: WAN, TUNG-HSUAN
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/7mh77g

碩士 === 銘傳大學 === 管理學院高階經理碩士學程 === 106 === When globalization the major driving force for business growth, it has become much more important to select appropriate entry timing and target market of an overseas area. This article will use a world-renowned audio and video electronic company as an example to explore the different considerations and corresponding strategies during the different phases of its globalization process. This article analyzes the entry mode of the case company, a multinational audio and video electronic company in the retail industry, in its expanding overseas market, and intends to explain why the company has selected different entry modes in different stages, as well as the impact of the overseas market entry mode on the marketing strategy in the host country from the perspective of the eclectic paradigm. The final section discusses the reason why the role of the branch company in the host country has changed. Case study is the main method used in this study. Aside from data collection, the research process is also based on the comparison of different market entry strategies of multinational corporations and with reference to the eclectic paradigm. The study tries to seek some merits from the globalization progress of the case company. In the end, seven research topics are summarized and relevant research suggestions are presented. Some points are put forward from the study of the six topics. When multinational corporations are entering the overseas market, differentiated products will help develop the market channel in the host country and would seize the market opportunities and gain the profit. When the multinational corporation has abundant experience in internationalization and the advantage of tangible and intangible assets, it tends to enter the market with a high-control mode of direct investment so that it can get hold of the resources of the host country and avoid the operation risk caused by uncertain factors from partners. When the domestic demand is too small and the development potential is not big enough in a regional market, multinational corporations will integrate the regional markets and adjust internal operation modes to utilize the enterprise resources in a most effective way. The study suggests that the multinational corporation well-reputed and owns internationally renowned brands and differentiated products, and its partners in the host country have the ability to develop market channels. Only under such circumstances can the brand of the multinational corporations stand out of numerous local brands and attract consumer’s attention. Before they decide to enter the host country market with the mode of establishing retail channels, multinational corporations should evaluate their internal advantages, including capital, knowledge and experience of management, familiarity with overseas market, sufficient local partners, brand advantage, their own image and retailer system support.