湯明哲臺灣大學：國際企業學研究所伍淑蘭WU, AnneAnneWU2007-11-282018-06-292007-11-282018-06-292007http://ntur.lib.ntu.edu.tw//handle/246246/60535This thesis examines the US market entry strategy within the context of the case study firm, a Taiwanese GPS. The firm initially was an original device manufacturer for GPS firms with established brands but made the strategic choice expand beyond manufacturing and forward integrate into marketing and sales. Already with a presence in Europe and Asia, the case study company wants to build an international brand by entering the American GPS market. The company originally started from PC manufacturing but due to shrinking margins and the difficulty of establishing a brand within the mature PC industry, the case study company chose the GPS industry to form a new international brand for Taiwan. This study is divided into two phases beginning with research in the summer of 2005 and ending with conclusions drawn from two years of following the progress of the case study company. Phase I research introduces the American GPS market and its consumers and delves further to examine the GPS competitive landscape and niche markets in America, research that is needed before the case study company enters the US market. Phase II of the study begins after the case study company has entered the US market and introduces the company’s actual strategies. From the two year time frame of this study, the actual strategies from Phase II are compared to the conclusions from Phase I, revealing the difference between strategies formed from analysis and strategies that have weathered the fickle marketplace.Chapter 1 Introduction 1 1.1 Introduction 1 1.2 Research Motives 1 1.3 Research Objectives 3 Chapter 2 Literature Review 4 2.1 Importance of Global Strategy and Global Marketing 4 2.2 Global-local Dilemma 4 2.3 Market Entry Strategies (exporting, licensing, SA, FDI) 5 2.3.1 Exporting 5 2.3.2 Licensing 5 2.3.3 International Strategic Alliances 6 2.3.4 Foreign Direct Investment (FDI) 9 2.4 Deciding on a Market Entry strategy 9 2.4.1 Global Strategic Issues and Market Entry Strategy 10 2.4.2 Distinctive Competency 11 2.4.3 Nature of the Industry 11 2.4.4 Environmental variables 12 2.5 Adaptation vs. Extension Strategy 12 Chapter 3 Research Methodology 14 3.1 Phase I- Summer 2005 14 3.2 Phase II- Spring 2007 15 Chapter 4 Case Study of Taiwanese GPS Firm PHASE I 16 4.1 Company Introduction 16 4.2 Overview of America 18 4.3 American GPS market 20 4.4 Competitive Analysis 21 4.4.1 Garmin Ltd. 22 4.4.2 Magellan (Thales Navigation, Inc.) 23 4.4.3 Lowrance Electronics, Inc. 25 4.4.4 TomTom 27 4.4.5 Sprint Nextel 31 4.5 Niche Market 34 4.5.1 Women 34 4.5.2 Young Car Enthusiasts 35 4.5.3 Seniors 37 4.6. Travel Market 37 4.6.1 Rental Car 40 4.6.2 Auto Clubs 43 4.7 Buy Magellan 43 4.8 Test Market 44 Chapter 5 Case Study of Taiwanese GPS Firm 47 PHASE II 47 5.1 Two-Fold Strategy 47 5.1.1 Cost Leadership 48 5.1.2 Differentiation Strategy 50 5.2 M&A 51 5.2.1 Acquire Navman 52 5.2.1 Acquire Magellan 54 5.3 Company Figures 55 5.4 2007 Target 55 5.5 New Products 57 5.6 Location-Based Services 58 Chapter 6 Conclusion and Suggestions 60 6.1 Market Entry Strategy for Case Study Company 60 6.2 Conclusions from Phase I 63 6.3 Conclusions from Phase II 65 References 681571334 bytesapplication/pdfen-US美國GPS市場US Market Entry Strategy, GPSthesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/60535/1/ntu-96-R93724086-1.pdf