臺灣博碩士論文加值系統

在公司進軍國外擴張之前，需要知道市場環境或市場競爭力。選擇市場進入策略是很多事情需要考慮。每個國家的進入模式是不同的，它受到外部因素和內部因素的影響，這些因素是動態的，並且隨著不確定性情況的不斷變化。

公司進入國外市場的成功也是由於公司如何向客戶交付產品和服務以及滿足他們的需求。每個公司都有其關鍵的成功因素，能夠在競爭中生存，因為並非所有公司都有單一的方式來實現成功。

在這項研究中，通過選擇華碩公司作為研究的對象，通過探索，描述和分析哪些因素影響華碩進入模式決定和什麼是華碩在競爭的關鍵成功因素進行案例研究。

結論表明，華碩逐步進入國外市場，逐步進入模式和市場反應和承諾的程度，強迫華碩必須修改出口活動的進入模式到全資子公司。特別是在新興市場，如印度尼西亞和越南，選擇性進入，以避免由於不確定的市場情況的風險。華碩通過與當地分銷商合作選擇出口活動，與雙方之間的相互協議一起成長。然而，由於市場情況和反應，華碩還選擇全資子公司的進入模式，以捕捉市場機會，並嚴格控制運營，製造和營銷以及東道國如中國和美國市場。

影響華碩進入模式的戰略決策的幾個因素，分為：內部因素和外部因素。對於內部因素是華碩的一個主要關注，因為它有目標通過基於公司資源和能力向其他國家轉移固定成本銷售額外的數量，然後堅定承諾成為台灣ICT行業的代表的全球性的作用。此外，外部因素受市場規模，有時無法避免的市場障礙，競爭力和技術變化的影響。

華碩的主要成功因素表明，它能夠以更優質的產品和價格為客戶銷售產品。專注於設計和技術能力將使這家公司成為全球頂級全球品牌之一。針對不同級別的客戶，由於產品範圍廣泛，能夠在不同業務部門利用他們的資源，因此也適用。最後，更好的企業文化和堅實的管理團隊使華碩能夠生存進入國外。

關鍵詞：戰略決策，戰略，進入模式，主要成功因素，資源和能力，目標市場，工業PC。

Before company doing expansion into foreign countries need to know how the market environment or the competitive forces in the market place. Selection market entry strategies are many things need to consider. Entry modes in each country are not the same as it was influenced by external factors and internal factors that are dynamic and continuously changing over time of uncertainty situation.
Success of companies in to foreign market is also due to how the firm delivered products and services to the customers and meet their need. Each company has its key success factors to be able to survive in the competition because not all companies have a single way to achieve success.
In this study, conduct a case study by choosing ASUS Incorporation as the object of the study, by explore, describe and analyze what factors affected ASUS entry mode decision and what are the key success factors of ASUS in rivalry.
The conclusion showed that ASUS entered the foreign market sequentially, step by step entry modes and varies in terms of the degree of market response and commitment that forced ASUS have to revise the entry mode of exporting activities to a wholly owned subsidiary. Selective entry especially in emerging markets like Indonesia and Vietnam to avoid risk due to uncertainty market situation. ASUS selecting exporting activity by collaborate with local distributors to grow together with the mutual agreements between two parties. However, due to market situation and responses, ASUS also choose the entry mode by the wholly owned subsidiary to capture market opportunity and tight control over the operations, manufacturing, and marketing as well in host countries such as in China and U.S market.
Several factors that influenced strategic decision for ASUS entry modes, categorized into: internal factors and external factors. For internal factors is a major concern of the ASUS because it has goals to sell extra volume by transfers fixed cost to the others countries based on firm resources and capabilities they have, then firm commitment to become a global player as representative of Taiwanese ICT sector. Furthermore, external factors influenced by market size, market barriers that sometimes can’t be avoided, competitive intensity and rapid technological change.
Key success factors for ASUS showed that for its ability to sell the product with better quality products and affordable price to customers. Focus on design and technology capability will make this company can become one of the Top Global brand worldwide. Targeting different level of customers also applied due to wide product range and be able to utilize their resources in different business units. And lastly, better corporate culture and solid management team that makes ASUS can survive into foreign countries.

Title Page i
Approval Page ii
Authorization Paper iii
Chinese Abstract iv
English Abstract v
Acknowledgements vii
Table of Contents ix
List of Tables xi
List of Figures xii
Chapter 1 Introduction 1
1.1. Research Background 1
1.2. Research Motivation 4
1.3. Research Purposes 5
1.4. Research Questions 5
Chapter 2 Literature Review 6
2.1 Strategic Decision 6
2.1.1 Definition of Strategic Decision 6
2.1.2. Characteristics/Features of Strategic Decisions 7
2.2. Entry Modes 8
2.2.1. Definition of Entry Modes 8
2.2.2. Elements of Entry Strategy 14
2.2.3. Entry Modes Factors 15
2.3 Key Success Factors 22
2.3.1. Definition of Key Success Factors 22
2.3.2. Four views on key success factors 23
2.3.3. Identifying key success factors 25
Chapter 3 Research Methodology 27
3.1. Case Study 27
3.2. Case Selection 28
3.3. Sources of Data 29
3.4. Research Framework 31

Chapter 4 Research Findings 34
4.1. Introduction of ASUS Company 34
4.1.1. The meaning of ASUS 35
4.1.2. ASUS DNA 36
4.2. ASUS Business Operation 37
4.2.1. Business Scope 37
4.2.2. Market Segment 37
4.3. Personal Computing (PC) Industry Overview 38
4.3.1. Nature of Competition 40
4.3.2. Progress and development of PC Industry 40
4.4. Entry modes of ASUS into Foreign Market 42
4.4.1. Market Selection 43
4.4.2. Entry mode and Strategy 46
4.4.3. Summary of ASUSTeK International Entry modes
and Corporate Affiliates 51
4.5. Case: Indonesia Market 52
4.5.1. Market Overview 52
4.5.2. ASUS Entry Modes in Indonesia 54
4.5.3. Intensity of Competition 55
4.6. Factors Affected ASUS’s Entry Modes Decision 57
4.7. Key Success Factors in rivalry 64
4.7.1. Prerequisites for Success 65
4.7.2. Key Success Factors of ASUS 65
Chapter 5 Discussion and Conclusion 68
5.1. Discussion 68
5.2. Conclusion 69
5.3. Limitation and Future Research 70
References 72
Appendix 1 76
Appendix 2 79
Appendix 3 85
Appendix 4 90
Appendix 5 93

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Websites:
 http://asus.todayir.com.tw/attachment/20150805174915450928439_en.pdf
 http://www.managementstudyguide.com/strategic-decisions.htm
 http://fortune.com/worlds-most-admired-companies/asustek-computer-100000/
 https://www.asus.com/ae-en/About_ASUS/The_Meaning_of_ASUS/
 http://csr.asus.com/english/file/ASUS_CSR_2015_EN.pdf
 http://www.asusdesign.com/about_branch/branch.htm