The purpose of this study is to analyze the oversea expansion development of KKday Taiwan, a quite young and small – sized Taiwan travel company which has a new business models that meet the needs of many customers in Vietnam market as well as other markets in the region. The expecting growing number of Vietnamese peoples travel abroad as well as the new demand which has not been fulfilled in the market are the main reasons for KKday to go international. Vietnam is a potential market for KKday due to many reasons, not only because of the customers but also the trend of e-commerce increasing in this country recent years. By going to Vietnam, the company hopes to success in other Southeast Asia countries in upcoming years also.
A case study is used to analyze the international strategy of KKday in Vietnam market. Information in this study came from interviewing the authorized people in KKday Vietnam team and collecting secondary data. In which, five-force model and SWOT analysis are used to analyze the competitiveness of Travel & Tourism industry in Vietnam and KKday’s pros and cons once enter Vietnam market.
By establishment a Representative Office, KKday enters Vietnam market to fulfill the demand of a huge emerging market. The localization strategy, priority on customers and quality as well as uniqueness in marketing are the core factors of success in KKday’s international strategy. KKday is able to keep its milestone is providing excellent service at lower cost and less operations risk in Vietnam market thank to good policy of human resources and good timing. The company has achieved early success in the market but there are still a lot of challenges ahead that they need to overcome. With the mindset of “We don’t grow when things are easy; we grow when we face challenges.”, the company deeply understands that there are countless challenges in KKday’s entrepreneurial career, but knowledge and countless happy moments also came from facing challenges and resolving problems.

The purpose of this study is to analyze the oversea expansion development of KKday Taiwan, a quite young and small – sized Taiwan travel company which has a new business models that meet the needs of many customers in Vietnam market as well as other markets in the region. The expecting growing number of Vietnamese peoples travel abroad as well as the new demand which has not been fulfilled in the market are the main reasons for KKday to go international. Vietnam is a potential market for KKday due to many reasons, not only because of the customers but also the trend of e-commerce increasing in this country recent years. By going to Vietnam, the company hopes to success in other Southeast Asia countries in upcoming years also.
A case study is used to analyze the international strategy of KKday in Vietnam market. Information in this study came from interviewing the authorized people in KKday Vietnam team and collecting secondary data. In which, five-force model and SWOT analysis are used to analyze the competitiveness of Travel & Tourism industry in Vietnam and KKday’s pros and cons once enter Vietnam market.
By establishment a Representative Office, KKday enters Vietnam market to fulfill the demand of a huge emerging market. The localization strategy, priority on customers and quality as well as uniqueness in marketing are the core factors of success in KKday’s international strategy. KKday is able to keep its milestone is providing excellent service at lower cost and less operations risk in Vietnam market thank to good policy of human resources and good timing. The company has achieved early success in the market but there are still a lot of challenges ahead that they need to overcome. With the mindset of “We don’t grow when things are easy; we grow when we face challenges.”, the company deeply understands that there are countless challenges in KKday’s entrepreneurial career, but knowledge and countless happy moments also came from facing challenges and resolving problems.

Altinay, L. (2007). "The internationalization of hospitality firms: factors influencing a franchise decision‐making process." Journal of Services Marketing 21(6): pp.398-409.
Björkman, I. and S. Kock (1995). "Social relationships and business networks: The case of Western companies in China." International Business Review 4(4): pp.519-535.
Brouthers, K. D., L. E. Brouthers and S. Werner (1996). "Dunning's eclectic theory and the smaller firm: The impact of ownership and locational advantages on the choice of entry- modes in the computer software industry." International Business Review 5(4): pp.377-394.
Buckley, P. J. and P. N. Ghauri (2015). International business strategy : theory and practice. London ; New York, Routledge.
Connor, J. M. and W. A. Schiek (1997). Food processing : an industrial powerhouse in transition. New York, Wiley.
Edvardsson, B., L. Edvinsson and H. Nyström (1992). Internationalisering i tjänsteforetag (Internationalisation in Service Companies), Studentlittercetur, Lund.
Ekeledo, I. and K. Sivakumar (1998). "Foreign market entry mode choice of service firms: A contingency perspective." Journal of the Academy of Marketing Science 26(4): pp.274- 292.
Engelbertink, M. (2010). Internalization of service SMEs - The case of the language travel market. Master Master’s Thesis, Univerity of Twente.
Erramilli, M. K. (1990). "Entry Mode Choice in Service Industries." International Marketing Review 7(5): pp.50-62.
Erramilli, M. K. and C. P. Rao (1993). "Service Firms' International Entry-Mode Choice: A Modified Transaction-Cost Analysis Approach." Journal of Marketing 57(3): pp.19-38.
Gronroos, C. (1990). "Service Management: A Management Focus for Service Competition." International Journal of Service Industry Management 1(1): pp.6-14.
Grönroos, C. (1990). Service management and marketing : managing the moments of truth in service competition. Lexington, Mass., Lexington Books.
Hellman, P. (1996). "The internationalization of Finnish financial service companies." International Business Review 5(2): pp.191-208.
Hitt, M. A., R. D. Ireland and R. E. Hoskisson (2016). Strategic management : Competitiveness & globalization Concepts. Australia Boston, MA, Cengage Learning.
Hoffman, R. C. and J. F. Preble (2004). "Global franchising: current status and future challenges." Journal of Services Marketing 18(2): pp.101-113.
Johanson, J. and J.-E. Vahlne (2009). "The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership." Journal of International Business Studies 40(9): pp.1411-1431.
Johanson, J. and J. E. Vahlne (1990). "The Mechanism of Internationalisation." International Marketing Review 7(4): pp.11-24.
Knickerbocker, F. T. (1973). "Oligopolistic reaction and multinational enterprise." The International Executive 15(2): pp.7-9.
Kwon, Y. C. and L. J. Konopa (1993). "Impact of Host Country Market Characteristics on the Choice of Foreign Market Entry Mode." International Marketing Review 10(2): pp.60- 67.
Luostarinen, R. and L. Welch (1990). International business operations. Helsinki, Finland, Helsinki School of Economics.
Moutinho, L. (2011). Strategic management in tourism. Wallingford, Oxfordshire ; Cambridge, MA, CABI.
Palmer, A. and C. Cole (1995). Services marketing : principles and practice. Englewood Cliffs, NJ, Prentice Hall.
Ramón Rodrı́guez, A. (2002). "Determining factors in entry choice for international expansion. The case of the Spanish hotel industry." Tourism Management 23(6): pp.597- 607.
Taylor, S. (2000). Chapter 8 - Hotels A2 - Lashley, Conrad. Franchising Hospitality Services. A. Morrison. Oxford, Butterworth-Heinemann: 170-191.
Wachowiak, H. (2006). Tourism and borders : contemporary issues, policies, and international research. Aldershot, England ; Burlington, VT, Ashgate.
Welch, L. S. and R. K. Luostarinen (1993). "Inward-Outward Connections in Internationalization." Journal of International Marketing 1(1): pp.44-56.
Zhao, J. L. and M. D. Olsen (1997). "The antecedent factors influencing entry mode choices of multinational lodging firms." International Journal of Hospitality Management 16(1): pp.79-98.