跨國企業如何把高科技產品賣給新興市場 - 以通用電器在印度醫材市場為例

以作者查詢圖書館館藏

、以作者查詢臺灣博碩士

、以作者查詢全國書目

、勘誤回報

、線上人數：143

、訪客IP：3.133.133.189

姓名

吳秉璋(Ping-chang Wu) 查詢紙本館藏

畢業系所

產業經濟研究所

論文名稱

跨國企業如何把高科技產品賣給新興市場 - 以通用電器在印度醫材市場為例

相關論文

★ 從電子商務演進-探討銀行電子金融服務創新	★ 財富管理業務之探討─以花旗銀行及合作金庫商業銀行為例
★ 數位相機產業市場結構、行為與績效之研究	★ 企業危機處理策略之探討─以台灣非酒精飲料業為例
★ 台灣航空市場產業分析與營運績效研究	★ LED照明產業市場分析
★ 以軟硬整合思維重新探討智慧型手機商業模式	★ 由社會開放的角度看巨量資料興起-兼論垂直分
★ 印刷電路板產業市場分析與營運績效之研究	★ 台灣地區機車製造業產業分析及營運績效之研究
★ 企業之開放式創新行為探討-以光寶科技為例	★ 再生能源產業發展政策研究-以市場失靈觀點
★ 全球太陽能產業分析-以德國發展為例	★ 國際貨櫃物流港區政策之研究：以鹿特丹港口計畫為核心
★ 美妝產業之開放式創新─以L’Oréal與P&G公司為例	★ 快速時尚管理-找出台灣的下一個ZARA

檔案

[Endnote RIS 格式]

[Bibtex 格式]

[相關文章]

[文章引用]

[完整記錄]

[館藏目錄]

[檢視]

[下載]

本電子論文使用權限為同意立即開放。
已達開放權限電子全文僅授權使用者為學術研究之目的，進行個人非營利性質之檢索、閱讀、列印。
請遵守中華民國著作權法之相關規定，切勿任意重製、散佈、改作、轉貼、播送，以免觸法。

摘要(中)

本研究探討為何有些西方大型跨國企業在擁有充分資源、先進技術及眾多專家情況下，經過多年嘗試仍無法打造出符合新興市場需求的產品。
本研究針對通用電器在印度醫材市場的個案進行研究，比較個案企業組織能力在新興市場成功前後有何差異，並透過理論歸納出背後邏輯。本研究之目的為找出跨國企業在新興市場成功所必須具備之組織能力。本研究發現，部分跨國企業無法成功打進新興市場主要原因，並非廠商不瞭解新興市場的需求或不夠積極，也非資源不足或欠缺必要技術。問題可能是出在，企業過去成功的流程與價值觀在新興市場不再適用。這是因為企業內部掌控組織資源分配、員工考績內容的高階主管不夠重視新興市場，以至於企業無法在當地建立起適合的流程以及凝聚團隊目標。

摘要(英)

This study researches into why some large multinationals have sufficient resources, advanced technology and many experts in case, but after years of attempts are still unable to create a product which can meet the requirements of emerging market demand.
Researcher chooses to study the case of GE in India ECG market. By comparing differences between before and after the success of emerging markets cases of organizational capabilities, and summed up by the theory behind the logic. The study found that to succeed in emerging markets , besides resources, processes and values are also essential. Changing organizational structure is a feasible and necessary approach.

關鍵字(中)

★ 新興市場
★ 破壞式創新
★ 組織能力

關鍵字(英)

★ Emerging Markets
★ Disruptive Innovation
★ Organizational Capabilities

論文目次

目錄 ................................................................................................................................ I
圖目錄 ................................................................................................................................ IV
表目錄 ................................................................................................................................ V
第一章緒論...................................................................................................................... 1
1-1 研究動機................................................................................................... 1
1-2 研究動機與目的...................................................................................... 1
1-3 論文架構................................................................................................... 4
第二章文獻回顧............................................................................................................... 6
2-1 新興市場................................................................................................... 6
2-1-1 新興市場的範疇....................................................................... 6
2-1-1 新興市場的特性....................................................................... 9
2-2 新興市場的顛覆式創新.......................................................................... 17
2-2-1 商業模式創新挑戰科技創新思維的主流地.................... 17
2-2-2 經營新興市場成功關鍵在於商業模式創新................... 18
2-2-3 創造低成本競爭優勢............................................................... 19
2-2-4 靈活整合價值網絡以創造低成本優勢之顛覆式創新的關鍵能力....................................................................................
20
2-2-5 善用不對稱動機之庇護.......................................................... 21
2-2-6 小結............................................................................................ 22
2-3 進入新興市場所需之資源與能力........................................................ 24
2-3-1 商業模式架構........................................................................... 24
2-3-1 資源的種類與特性................................................................... 25
2-4 「資源-流程-組織價值」- RPV理論...................................................... 31
2-4-1 名持介紹.................................................................................... 31
2-4-2 能力的轉移................................................................... ............ 34
2-4-3 量身打造破壞性新事業組織.................................................. 35
第三章研究方法............................................................................................................... 39
3-1 研究方法.................................................................................................. 39
3-2 研究範圍與限制...................................................................................... 40
第四章印度醫療器材產業現況與競爭.................................................................... 41
4-1 全球醫療器材產業現況.......................................................................... 41
4-2 印度醫療器材產業現況.......................................................................... 43
4-2-1 印度醫療環境........................................................................... 43
4-2-2 印度醫療市場概況................................................................... 44
4-2-3 印度醫療相關政策.................................................................. 47
4-2-4 印度醫療法規概況.................................................................. 48
4-2-5 印度醫材產品之採購流程及通路分析................................. 49
第五章個案企業概述.................................................................................................... 51
5-1 簡介........................................................................................................... 51
5-2 GE Healthcare........................................................................................... 53
5-2-1 GPC時期................................................................................... 53
5-2-2 調整GPC時期.......................................................................... 55
5-2-3 與Amersham合作................................................................... 55
第六章 GE醫療在印度市場的創新............................................................................ 56
6-1 個案背景................................................................................................... 56
6-2 GE在印度醫療市場的創新................................................................... 59
6-2-1 認識問題.................................................................................... 59
6-2-2 提出解決方法並爭取支持..................................................... 59
6-2-3 成立LGT................................................................................... 61
6-2-4 LGT實際運作 & MAC 400..................................................... 65
6-2-5 印度版「立足國家，服務國家」計劃....................................... 68
6-3 解析........................................................................................................... 72
6-3-1 只要清楚新興市場與已開發市場間需求差異，也研究過許多新興市場成功案例且具備所需資源，任何團隊都能在新興市場成功?.....................................................................
72
6-3-2 本個案中，LGT團隊做出哪些價值改變是組織得以成功之關鍵? .....................................................................................
78
6-3-3 本個案中，LGT團隊做出哪些流程改變是組織得以成功之關鍵? .....................................................................................
80
6-3-4 本個案中，對團隊領導人而言，最大的挑戰與障礙有哪些?................ ..............................................................................
81
6-3-5 總結................................. 83
第七章結論與建議........................................... 84
參考文獻 ............................................................................................................................... 87
附錄一 Clark & Wheelwright(1992)-專案團隊的組織分類.................................... 92

參考文獻

1. Aaker, D.A.(1989), “Managing assets and Skills: The Key to a Subainable Competiive Advantage.”, Caflifornia Management review, 31: pp.91-106.
2. Agtmael, A.V.(2007), The Emerging Markets Century, Free Press.
26.Barney, J.B.(1991), “Firm resources and sustained competitive advantage,”, Journal of Management, 17(1), pp.99-120.
3. Amit, R. and Schoemaker, P.(1993), “Strategic asset and Organization rent.” Strategic Management Journal, 14(1), pp.33-64.
4. Anderson, C.(2006), “The Long Tail︰Why the Future of Business is selling Less of More,” Wired Magazine
5. Anthony, S.D., Johnson, M.W., Sinfield, J.V.,and Altman E.J.(2008), The Innovator’s Guide toGrowth: Putting Disruptive Innovation to Work, Perseus Distribution Services
6. Barney, J., Firm resources & sustained competitive advantage, Journal of Management, 17, 1991.
7. Bhattacharya, A.K., Michael, D.C.(2008),How Local Companies Keep Multinationals at Bay
8. Bryce, D.J. and Dyer, J.H.(2007), “Strategies to Crack Well-Guarded Markets,” Harvard Business Review, no.5
9. Christensen, C.M. and Bower, J.L.(1996), “Customer Power, Strategic Investment, and the failure of Leading firms,” Strategic Management Journal, 17, no.3(March): pp.197-218.
10. Christensen, C.M.(1997), “The Innovator’s Dilemma: When New Technologies Cause Great Firms to fail,” Boston: Harvard Business School Press
11. Christensen, C.M. and Overforf, M.(2000), “Meeting the Challenge of Disruptive Change,” Harvard Business Review, 78,no.2: pp.66-76.
12. Christensen, C.M. and Hart, S.(2001), “The Great disruption,” Foreign Affairs 80, no.2
13. Christensen, C.M. and Raynor M.E.(2003), “The Innovator’s Solution: Creating and sustaining Successful Growth.” Boston: Harvard Business School Press
14. Christensen, C.M., Anthony, S.D., and Roth e.A.(2004), “Seeing What’s Next: Using the Theories of Innovation to Predict Industry Change,” Boston: Harvard Business School Press
15. Collis, D. J., Montgomery, C. A., “Corporate Strategy: Resources and the Scope of the Firm”, Chicage: Irwin, 1997.
16. Cooper, A., Dan, S.,( 1976) "Strategic Responses to Technological Threats,"Business Horizons, Vol. 19, No. 1, February 1976, Pp. 61-69.
17. D′Andrea, G., Marcotte , D., Morrison ,G.D.,(2010),”Let Emerging Market Customers Be Your Teachers” , Harvard Business Review,(December)
18. Dorothy, L.B.(1998), Wellspring of knowledge: Building and Sustaining the Sources of Innovation, Harvard business School Press
19. Eisenhardt K.M. and Martin J.A.(2000), “Dynamic capabilities: what are They？” Strategic Management Journal, 21:pp.1105-1121.
20. Fernández-Aráoz, C.(2014) ,“21st-century talent spotting”, Harvard Business Review,(June)
21. Gadiesh, O. and Leung, P. and Vestring, T. (2007), The Battle for china’s Good-Enough Market, Harvard Business Review,(September), pp1-12.
22. Govindarajan, V., Trimble, C.(2012), “Reverse Innovation: Create Far From Home, Win Everywhere”, Harvard Business Review Press
23. Grant, R.M.(1991), “The Resource-Based Theory of Competitive Advantage: Implications ofr Strategy Formulation.” California Management Review, 33:pp.114-135.
24. Henderson, R. M. and K. B. Clark (1990), “architectural innovation: The reconfiguration of existing product technologies and failure of established firms”, Administrative Science Quarterly, 35, pp.20-30.
25. Johnson, M.W., christensen, C.M. and Kagermann H.(2008), “Reinventing your business Model,” Harvard Business Review, 86, no.12
26. Johnson, M. W., Wunker, S., (2010) “ Seizing the White Space: Business Model Innovation for Growth and Renewal”, Harvard Business Press
27. Johnson, M., Eyring, M., Nair, H.,(2011) “New Business Models in Emerging Markets”, Harvard Business Review,(January)
28. Karamchandani, A., Kubzansky, M., Lalwani, N.,(2011) “Is the Bottom Of the Pyramid Really for You?”, Harvard Business Review,(March)
29. Khanna, T., Palepu, K.G. ,(2006)“Emering Giants: Building World-Clalss Companies in Developing Countries.” Harvard Business Review, pp.60-71, October
30. Lindgardt, Z., Kachaner, N., Michael, D. , (2011) "Innovating low-cost business models", Strategy & Leadership, Vol. 39 Iss: 2, pp.43 – 48
31. Lindgardt, Z., Nettesheim, C., Chan, T., (2012) "Unlocking Growth in the Middle: How Business Model Innovation Can Capture the Critical Middle Class in Emerging Markets", The Boston Consulting Group, Inc. 2012. All rights reserved.5/12 Rev. 8/12
32. Khanna T. and Palepu K. G.(2006), “Emering Giants: Building World-Clalss Companies in Developing Countries.” Harvard Business Review, pp.60-71, Oct.
33. McKinsey & Company(2012) “Winning the $30 trillion decathlon: Going for gold in emerging markets”
34. Mintzberg, H.(1987), “Crafting Strategy,” Harvard Business Review, pp.66-75.
35. Prahalad, C. K.(2005), “The fortune at the Bottom of the Pyrmid: Eradicating Poverty Throght Profits,” Pearson Education, Inc, New Jersey
36. Prahalad, C.K., Mashelkar, R.A. (2010), “Innovation′s Holy Grail”, Harvard Business Review, 88
37. Rangan, V.K., Chu, M., Petkoski, D.,(2011), “Segmenting The Base of The Pyramid”, Harvard Business Review, (June)
38. Reed,R., Defillippi,RJ., (1990), “Causal ambiguity, barriers to imitation, and sustainable competitive advantage”, Academy of management review,(January),vol. 15 no. 1 88-102
39. Simanis, E.,(2012), “Reality Check at the Bottom of the Pyramid”, Harvard Business Review, (June)
40. Singh, J.,(2013) “GE Healthcare (A): Innovating for Emerging Markets”, INSEAD
41. Teece, D.(2007), “Explicating dynamic Capabilities: The Nature and Microfoundations of(Sustainable) enterprise Performance,” Strategic Management Journal, 28:13(December)
42. Khanna, T., Raabe, E.A.,(2007)“General Electric Healthcare, 2006”, President and Fellows of Harvard College.(April)
43. Zeng, M., Willialson, P.J. (2007), “Dragons at Your Door: How Chinese Cost Innovation Is Disrupting Global Competition”
中文文獻
1. 吳思華, (2000), "策略九說(三版),"
2. 工研院,(2012),前進新興市場系列八:敲開白色巨塔大門 – 前進中國大陸、印尼、印度、越南醫療器材產業

指導教授

王弓、張明宗(Kane Wang Ming-chung Chang)

審核日期

2014-7-30

推文