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Author: 楊森旭
Sen-Hsu Yang
Thesis Title: 窗簾業海外投資策略之個案研究
The Case Study of Overseas Investment Strategy on Curtain Industries
Advisor: 劉代洋
Day-Yang Liu
Committee: 黃彥聖
Yen-Sheng Huang
Woan-Yuh Chang
Degree: 碩士
Department: 管理學院 - 管理研究所
Graduate Institute of Management
Thesis Publication Year: 2008
Graduation Academic Year: 96
Language: 中文
Pages: 71
Keywords (in Chinese): 窗簾產業海外投資策略印尼投資
Keywords (in other languages): Curtain Industry, Overseas Investment Strategy, Indonesia Investment
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  • 我國政府自1990年代以來為分散台商對大陸投資提出「南向政策」,配合鼓勵企業前往東南亞投資設廠,目的是在遏制台商對大陸投資的過度依賴,中國大陸投資除了表面的台海安全問題外,政治問題所衍生出來的投資環境,也讓企業必須三思而後行。然而,本研究的個案公司在早期早已意識到海外投資的重要性,因此前進印尼進行海外投資的動作,在印尼成功設廠,本研究主要即以窗簾產業個案公司至印尼設廠的投資決策進行探討。

    Since 1990, in order to diverse the investment of Taiwanese enterprises in China, Taiwan government proposed the "Southing Policy" to encourage enterprises to invest and set up factories in Southeast Asia. The purpose of this policy is to curb the over investment reliance on China market of Taiwanese enterprises. In addition to the security issue across Taiwan Strait, issues derived from politics also increase the complexity of China investment environment which causes enterprises must think twice before they act. The case company in this study realized the importance of the overseas investment, and successfully set up factory in Indonesia in its early business stage. The purpose of this study is to discuss the investment strategy in Indonesia of a curtain company.
    This study is based on the result of studying relevant literature and also supported with in-depth interviews to conduct various analyses. In the internal strength/weakness analysis, by using the interview result of value chain analysis to further analyze the advantages and disadvantages of the case company in the main business processes and supportive processes. In the external opportunity/threat analysis, by using the interview result of Five Force Analysis to further discuss the industry competitiveness situation of the case company. Moreover, to explore the opportunities and threats of the case company faces after applying the result from macro environmental analysis.
    In addition to the conclusions from the SWOT analysis, also based on the strategic planning of TWOS to propose business strategy recommendations. The conclusions and recommendations of this study can be a reference of the other companies to Indonesia or other potential locations overseas investment.

    中文摘要 I ABSTRACT II 誌謝 III 目錄 IV 圖目錄 V 表目錄 VI 第一章 緒論 1 第一節 研究背景與動機 1 第二節 研究目的 3 第三節 研究流程與論文架構 3 第四節 研究限制 6 第二章 文獻探討 7 第一節 策略規劃理論 7 第二節 外部環境分析理論 14 第三節 價值鏈分析 24 第四節 經營策略 27 第三章 研究方法 32 第一節 個案研究法定義與種類 32 第二節 個案研究法的類型 34 第四章 產業分析及個案公司介紹 37 第一節 產業分析 37 第二節 個案公司介紹 40 第五章 個案分析 48 第一節 投資策略之背景及動機 48 第二節 投資策略方法 54 第三節 投資之困難及挑戰 56 第四節 未來規劃 62 第六章 結論與建議 64 第一節 研究結論 64 第二節 研究建議 66 參考文獻 70 一、 中文部分 70 二、 英文部分 70 三、 網頁部分 71

    一、 中文部分
    1. 司徒達賢(1995),策略管理,台北:遠流出版社。
    2. 黃營杉(1999),策略管理,台北: 華泰出版社。
    3. 黃朝盟(2000),「策略規劃之直接評估途徑與應用」,中國行政評論,第67期:29-52頁。
    4. 經濟部投資業務處(2006),「印尼投資環境簡介」,經濟部
    二、 英文部分
    1. Andrews, K.R. (1980). The Concept of Corporate Strategy. Homewood, IL:Richard Irwin.
    2. Berry,F.S.,(1994),“Innovation in Public Management:The Adoption of Strategic Planning”, Public Administration Review, Vol.54(4)。
    3. David , F. R. (1997). Conceps of Strategic Management. NJ: Prentice-Hall.
    4. Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 4(14), 532-550.
    5. Herman, K. (1991). Stragetic Planning in Education. Pennsylvania: Technomic Publishing Company.
    6. Hill,C.W.and G.R.Jones(1998), Strategy Management Theory, Dallas:Houghton Mifflin.
    7. Lorange, P. (1980). Corporate Planning: An Executive Viewpoint. N.J: Prentice-Hall Inc.
    8. McQuail, D. (1994). Mass Communication Theory. London: Sage.
    9. Melcher, B. H. & Kerzner, H. (1988) Strategic Planning:Development and Implementation, PA:TAB Books, p5
    10. Miles, R.E. & C.C. Snow (1978) Organizational Strategy, Structure and Process, McGraw-Hills.
    11. Moore, M. H. (1995). Creating Public Value:Strategic Management in Government London: Camdriade, Mass.
    12. Neuman, W. L. (1997). Social Research Methods: Qualitative and Quamtitative Approaches. Boston: Allyn and Bacon.
    13. Porter, M. E. (1979). How Competence Forces Shape Strategy. Havard Business Review.
    14. Porter, M.E. (1980), Competitive Strategy, New York: Free press.
    15. Porter, M.E. (1985), Competitive Strategy, New York: Free Press.
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    17. Robinson, R. B. and Pearce, J. A. (1988), “ Planned patterns of Strategic Behavior and Their Relationship to Business-Unit Performance,” Strategic Management Journal, Vol.9, pp. 43-60
    18. Stake, R. E. (1994), Case studies, In N. K. Denzin & Y.S. Lincoln(Eds.), “Handbook of Qualitative Research”, pp. 236-247. Thousand Oaks, CA:Sage.
    19. Steiner, G. A. & John B. M.(1977) Management Policy and Strategy: Text, Readings and Case, Mc-millan Publishing Co., New York.
    20. Shank,J.K. & V.Govindarajan (1993) Strategic Cost Management, Free Press。
    21. Strauss, A., & Corbin, J. (Eds.) (1997). Grounded theory in practice. Thousand Oaks, CA: Sage.
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    三、 網頁部分
    1. ITIS智網
    2. 中華經濟研究院
    3. 隆美窗簾
    4. 經濟部投資業務處
    5. 經濟部統計處