臺灣博碩士論文加值系統

企業基於開拓新市場、取得低成本的生產要素或稀有原物料以及獲取當地市場相關知識或訊息擴展戰略選擇進而增加在國內外市場競爭力等動機，透過出口(export)、授權(licensing)、合資(joint ventures)以及設立子公司(subsidiaries)四種手段來進入海外市場。本研究將研究重心聚焦於傳統企業之國際化過程和上述四種手段探討並且認為，傳統企業就進入海外市場策略演變過程遵照Uppsala model對於企業國際化過程之描述則是從出口、授權、合資以及設立子公司逐步提高對海外市場之資源承諾程度和控制程度。本研究對於企業國際化過程和手段屬於廣泛性地探討，而非著眼於某一市場或企業，其目的在於整合分析各策略在不同市場之優缺點以及其差異性。故本研究建議未來學者可朝向某一企業在某一市場從出口、授權、合資以及設立子公司之一系列過程之探討，例如：德國賓士進入台灣市場策略之演變。

Enterprises enter foreign market through exporting, licensing, joint ventures and subsidiaries four means in order to open up new market and access low-cost factors or local market knowledge thus increasing competitiveness in the domestic or foreign market.This study will focus on traditional enterprises internationalization process and the four means. And this study suggests that traditional enterprises enter foreign market in accordance with the evolution of Uppsala model for the description of internationalization process. The internationalization process is gradually from exporting, licensing, joint ventures to subsidiaries increasing amount of resources commitment and level of control to foreign market.For this study, the internationalization process and four means belongs to widely explore, rather than focusing on a particular market or enterprise which aims to integrate the advantage and disadvantage of each means in different markets. Therefore, this study suggests that future scholars can explore a series of internationalization process toward an enterprise enter foreign market through the four means in a particular market. For example, Mercedes-Benzs Taiwan market entry strategies.

摘要 iv
目次 vi
表目錄 ix
圖目錄 x
第一章 緒論 1
1.1 研究動機與目的 1
1.2 研究方法 1
1.3 研究範圍與限制 2
1.4 預期結果. 2
第二章 企業國際化過程 3
2.1 企業擴展海外市場之範疇 3
2.2 跨國企業對全球經濟之影響 3
2.3 促使國際化之動機 5
2.3.1 獲取稀有的原物料 5
2.3.2 尋找市場 5
2.3.3 取得低成本的生產要素 6
2.4 以產品生命週期理論來說明企業國際化之過程 6
2.5 以Uppsala model來說明企業國際化之過程 9
2.6 海外市場資源承諾程度和控制程度 ..11
2.7 天生國際化企業之探討 12
2.8 小結 14
第三章 出口策略 16
3.1 企業利用出口策略之範疇 16
3.2 間接出口之運用 17
3.2.1 透過出口代理商 18
3.2.2 附帶式出口 23
3.2.3 中繼貿易 24
3.2.4 三角貿易 24
3.2.5 轉換貿易 26
3.3 直接出口之運用 28
3.3.1 透過輸入國之銷售代理人 28
3.3.2 透過輸入國之經銷商或子公司 29
3.4 間接出口和直接出口之差異性 31
3.5 小結 32
第四章 授權或特許經營策略 33
4.1 企業利用授權或特許經營策略之範疇 33
4.2 特許經營之監管 34
4.2.1 特許揭露文件 34
4.2.2 揭露文件之更新 35
4.2.3 各項有關特許經營法令之重疊 35
4.2.4 投資者之法律救濟 36
4.3 隱藏性特許經營 36
4.3.1 美國威斯康辛州訴訟案件－非營利組織 37
4.3.2 美國康乃迪克州訴訟案件－銷售代理人 38
4.3.3 美國伊利諾州訴訟案件－代理商 39
4.4 特許經營之構成要素 40
4.4.1 商標授權要素 41
4.4.2 控制力要素 44
4.4.3 費用要素 45
4.5小結 47
第五章 合資策略 48
5.1 企業利用合資策略之範疇 48
5.1.1 合資策略之運用 48
5.2 績效認定之差異性 49
5.3 知識差異 51
5.4 治理和控制權之差異 53
5.5 國際化過程之差異 55
5.6 文化差異 56
5.7 價值認定之差異性 57
5.8 小結 58
第六章 設立子公司策略 59
6.1 企業利用設立子公司策略之範疇 59
6.2 全球市場整合及回應 59
6.3 母子公司間知識移轉之效果 60
6.4 設立子公司策略運用於高度競爭市場 60
5.6 小結 60
第七章 研究結論與建議 62
參考文獻 64

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五、英文網站資料
1.DigitPro Consultancy Company, “The Uppsala Internationalization Model and its limitation in the new era,” http://www.digitpro.co.uk/.
2.University of North Carolina Wilmington Cameron School of Business, “ Export Gateway,” http://csb.uncw.edu/cbes/exportgateway/.