當前有關巿場進入策略的研究主要致力於跨國公司和傳統產品的市場進入，而非針對年輕的軟體公司。針對此一研究缺口，本論文以一家新進的德國機器人軟體公司進入臺灣的機器人自動化市場為例，研究進入新巿場的策略。在這項研究中，根據文獻綜述共得出了六個假設並透過專家訪談的方式進行驗證。一個主要結果是，由於對工業相關的自動化潛力以及良好的政治和法律條件，臺灣對於年輕的德國軟件公司而言是一個有吸引力的市場。主要挑戰是潛在客戶對價格較具敏感性。鑑於人際網絡「關係」(Guānxì) 在臺灣市場中的重要性，大多數接受訪談的專家建議新進巿場的軟體公司採用合作的間接進入模式。此外，臺灣也可以被視為通往其他亞洲市場的試金石。但是，從進入臺灣市場所獲得的經驗並不能不加反思地轉移到其他亞洲市場。儘管人際網絡和合作夥伴是進入臺灣市場所需，但其他競爭優勢，例如能夠進行差異化交流或提供高服務水平的亦是重要的。此外，「德國製造」的好印象是具有競爭優勢的，儘管臺灣的工業客戶對其他採購考量（例如性價比）更為重視。根據本研究的這些發現，可發展各種不同的巿場進入策略。比如，與系統整合廠商合作是比較建議的。訪談專家也建議可透過參加相關活動（例如加入協會或巿場組織）以提高市場知名度。另外，也可透過調整軟體公司的定價和產品策略來應對進入新巿場的挑戰。

Current research regarding market entry strategies is mainly dedicated to multinational companies and traditional products, not addressing young software firms. Due to this research gap, the present thesis examines a case study of the market entry of a young German robot software company into Taiwan. In this research, based on a literature review six hypotheses were derived and tested by employing expert interviews. One main result is that Taiwan represents an attractive market for a young German robot software company due to an industry-dependent automation potential and favorable political and legal conditions. The main challenge is the price sensitivity of potential customers. Given the importance of networks (‘Guānxì’) within the Taiwanese market, the majority of experts suggests a cooperative, indirect entry mode. Furthermore, Taiwan can be regarded as a stepping stone to other Asian markets. However, the experience gained from the market entry in Taiwan cannot be transferred to these markets without reflection. Despite the necessity of a network and a partner within the Taiwanese market, other competitive advantages are required, such as the ability to communicate differentiation or to offer a high service level. In addition, ‘Made in Germany’ functions as a competitive advantage, although other purchasing criteria such as cost-performance ratio are considered more relevant by industrial customers in Taiwan. Taking these findings into account, various entry strategies were developed. For instance, collaborating with a system integrator partner is strongly suggested. Additional activities (e.g. joining associations) outlined by the experts are encouraged to increase market visibility. Another result is to revise the pricing and product strategy of the software company to meet the challenges mentioned above.

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