Understanding the Strategy Fit of Competition of Foreign...

Proceedings of the Second Asia-Pacific Conference on Global Business, Economics, Finance

and Social Sciences (AP15Vietnam Conference) ISBN: 978-1-63415-833-6

Danang-Vietnam, 10-12 July, 2015 Paper ID: V541

Understanding the Strategy Fit of Competition of

Foreign Enterprise and Brand Strategy

Cheng-Han Lee,

College of Management Ph.D. Program

National Kaohsiung First University of Science and Technology, Taiwan.,

E-mail: [email protected]

Chien-Lung Tseng,

College of Management Ph.D. Program,

National Kaohsiung First University of Science and Technology, Taiwan.


Kuo-Kuang Chu,

National Kaohsiung First University of Science and Technology,

Department of Marketing and Distribution Management, Taiwan.


___________________________________________________________________________________

Abstract

The enterprises are facing a keen competition of the global business world. An Multinational

Enterprise (MNE) has to know the environmental change to allocate its resource in time in

order to survive. The purpose of this research is to understand the present development of

Taiwan’s MNE in Vietnam and the trend in future. The research also discusses the

competitive strategy of MNE and brand strategy while facing considerable amount of stress

from a variety of market competition. Integrating and inducing the conclusion of the research,

it also provides concrete suggestions and Taiwan’s MNE the competitive strategies’ system.

According to the result of this research, the competitive and brand strategies of Taiwan’s

MNE should focus on decreasing expense and lowering the cost, improving service technique,

quality, differentiation. This will enable the MNE to build cost advantages, differentiation,

centralize advantages, management advantages and global positioning. These advantages

develop drafts for competitive strategies shorten the time for decisions of policies and

responses.

___________________________________________________________________________

Key words: Competitive strategy, brand strategy, MNE’s strategy, brand extension and own

brand strategy

https://www.researchgate.net/publication/262584254_Understanding_the_performance_of_software-as-a-service_based_on_service-dominant_logic

mailto:[email protected]






1. Introduction

1.1 Research Background and Motives

In 1986, Vietnam started a transition process from a centrally-planned economy to a

market-oriented one with the launching of programs of economic reform (doi moi). One of

the aims of this transition process was to promote the private sector. The motivation

underlying this aim was the recognition that central planning fostering only state and

collective ownerships failed to work and that the private sector may play an important role in

boosting investment and spurring economic growth. Reform, which allows private ownership

and activity, among other things, led to a surge of the share of the private sector in Vietnam’s

GDP (Gross Domestic Product).

A FDI inflow into Vietnam is widely believed to benefit the economy in terms of

investment capital, technology transfer, management skills, and job creation. Accordingly,

there has been an increasing number of research on the impacts/contribution of FDI to

economic growth, poverty reduction, industrial upgrading. Consistent with the fact that the

studies on FDI flows are considerably behind the trade literature as pointed out by Blonigen

(2005), although there is now a large body of research on the link between trade liberalization

and growth and poverty reduction in Vietnam, the determinants of FDI and its impacts on the

economy of Vietnam are still under researched.

In this context, this paper is one among several papers written in parallel to provide a

systematic study on the determinants of FDI and its potential impacts on the economy of

Vietnam. The main purpose of this paper is to collect and review FDI related papers on

Vietnam and to provide an updated analysis of the determinants of spatial distribution of FDI

across provinces in Vietnam during 1988-2006. In this paper, we go a step further by

examining the determinants of FDI spatial distribution by source countries. We expect that

the purpose and location consideration of inward FDI from different countries may vary.

Beginning with the application of branding to products for the purpose of product

differentiation, brands have developed and become one of the key success factors in firms

achieving competitive advantage though differentiation. The Vietnamese retail market is

expected to be one of the most attractive retail markets by 2020 (Vietnam net, 2006). More

competition is expected to exist between local and foreign distributors to secure a piece of this

big cake (Vietnam net, 2006). The modernization of retailers in Vietnam has occurred rapidly

during the last ten years which has contributed approximately 0.5% of total estimated sales by

Vietnamese food retailers through the modern super market system with many local and




international brand names. Therefore, this study of brand equity from the retailing perspective

in the Vietnamese market will significantly contribute to the literature on branding, especially

focused on small and independent retailer.

According to the research background and motives, the concrete objectives of this study

are as follows：(1) Understanding the Foreign Enterprise’s Strategies competitive in Vietnam.

(2) Study the critical success factors of Multinational Enterprise (MNE). (3) Provide the

suggestion to building the strong branding for Multinational Enterprise (MNE). This chapter

is aimed at strategy fit of competition of foreign enterprise and brand strategy has done with

the content of the interview results, to conduct data analysis and discuss the meaning, which

is also based on interviews with the subject of three of the papers drawn up future research

purposes.

2. Literature Review

2.1. Multinationals Enterprise (MNE), FDI/R&D on the host economy

Firms in developing countries, which have been isolated from the world Economic by

protectionist policies, may urgently need restructuring after any move towards trade and

investment liberalizing policies. FDI (Foreign Direct Investment) and foreign-owned

Research and Development (R&D) on total factor productivity (TFP) of domestic firms is in

Vietnam’s high-tech industries. Growth in local firm’s TFP is modeled as being dependent on

the local firm’s distance in technology space to foreign affiliates in the same industry, along

with R&D, both foreign-owned and domestic. This model is tested on small-sampled

industry-level data for Vietnam, using a within estimator, panel data approach. The results

show that the technology gap has a significantly positive relation to the improvement of

domestic TFP growth productivity at the industry level. However, we do not find strong

positive effect of foreign-owned R&D on improving local productivity. Domestic firms’ own

R&D, by contrast, is a significant determinant for local industry’s productivity enhancement.

That openness of an economy towards FDI encourages growth in the host economies has been

demonstrated already in the early macro-economic literature (Helpman, 2009).

2.2 A Research on Strategy Fit of Competition of Foreign Enterprise

Issues related to multinational enterprises (MNEs) and the internationalization of

economic activity have sparked both academic and policy attention in recent years. The

current discussion about the sources and consequences of foreign direct investment (FDI)

highlights the interrelatedness of technology, innovation and FDI. Large MNEs are identified

as the main drivers for the globalization of innovation and of research and development




(R&D) activities in the literature.

2.2.1 Home country effects

Despite internationalization, many authors argue that the business environment of the

home country still determines MNE activities abroad (Porter, 1990; Benito et al., 2002).

Differences in innovative behavior between foreign-owned and domestically owned

enterprises may therefore be also related to ‘corporate nationality’ and the country of origin of

the parent company. Such effects may be caused by differences or similarities in the legal

systems, accounting standards and codes of corporate governance between the MNE’s parent

and host countries (Buckley, 2000). The differences in the governance style can best be

exemplified by looking at control and corporate goals. If two countries are close in cultural

aspects, enterprises may have less need for product adaptations. Products and methods which

worked in the MNE home country may also be a success in the host country, and it may also

be easier for a foreign-owned enterprise to get access to localized knowledge. This

assumption is supported by empirical evidence on co-patenting which shows that

geographical proximity and a common language of two countries significantly explains

mutual patenting activities at the national level (Guellec and Potterie, 2000, 2002). We

therefore expect that foreign-owned enterprises from neighboring countries with a similar

culture, legal tradition and business environment may perform better than enterprises

influenced by a different corporate governance style and cultural background. In particular,

we expect that enterprises from neighboring countries may find it easier to link to the

domestic knowledge base of their home countries.

2.2.2 Firm-specific assets and creates these advantage

There is sound empirical evidence that foreign-owned enterprises differ from

domestically enterprises in a number of economic indicators (Bellak, 2005). A first line of

arguments to explain these differences relates to superior firm-specific assets possessed by the

MNE and specific advantages that the enterprise derives from these assets (Dunning and

Narula, 1995; Caves, 1996; Markusen, 2002). These assets could be, for example, superior

technology, production processes, reputation, brands or management capabilities. The MNE

creates these advantages in the home country, but they are transferable and fully appropriable

within the enterprise. In fact, firm-specific assets are the very reason why multinational

enterprises exist. International expansion is one way, beside exports or licensing, for MNEs to

utilize these assets since they give them an advantage over incumbent competitors in other

countries and therefore enable them to enter foreign markets.




The concentration of the creation of firm-specific assets in the MNE home country is

favored by a number of factors. A centralization of R&D implies scale advantages from a

higher degree of division of labor and staff specialization, allows more secrecy and control

over the results, and avoids co-ordination cost and principal-agent problems arising from

dispersed R&D locations (von Zedtwitz and Gassmann, 2002; Gersbach and Schmutzler,

2006). Moreover, the creation of firm-specific assets is closely linked to the home country

because of strong complementarities between the knowledge base of the MNE and the

technological competencies of the home innovation system (Patel and Pavitt, 1991; Carlsson,

2006). There is strong evidence that MNEs still tend to concentrate R&D and other activities

generating firm-specific assets at the headquarter location (Castellani and Zanfei, 2004). A

gap between foreign-owned and domestically owned enterprises with respect to embeddings

may occur because foreign-owned enterprises are highly integrated in intra-firm networks and

can freely access internal know how and resources of the MNE. This may reduce incentives

to co-operate with domestic partners in the host country. If there is a rich pool of

technological knowledge and expertise within the MNE, incentives of foreign affiliates to

co-operate with external partners in their host country may be lower than in the case of

domestically owned enterprises. We therefore expect foreign-owned enterprises to be less

engaged in domestic co-operation than their domestically owned counterparts.

2.3 Competitive strategies

As mentioned previously, Porter’s (1990) competitive strategies include cost leadership,

differentiation and focus. The cost leadership and differentiation strategies can be considered

as the mode of competition, which refers to a firm’s decision on the methods of developing

competitive advantage. To draw an example from the case studies summarizes the supporting

components for each mode of competition that are commonly found in the 12 companies. The

focus strategy is related to the scope of competition, which refers to a firm’s decision on the

breadth of developing competitive advantage (Kale and Arditi, 2002). This scope of

competition can vary in three dimensions: market/product, geography and function (Cheah,

Kang, and Chew, 2007). In the context of construction, the dimension of market/product

would refer to the different types of projects and market segments. Evidence drawn from the

case study companies confirms that many have indeed diversified into various market

segments and functions, although there is a few that have stayed focused within selected

geographical regions.




2.3.1 Successful factor of key of the competition strategy

Wu (1988) pointed out the factor that the key succeeded, have the following

characteristics: In the particular industry will succeed in competing with people, will need

competition technology or assets. Think too the key succeeds in referring to some

characteristics, conditions or parameters in factor, and if condition these can keep and manage

appropriately and continuously, can competition succeed in, exert an apparent influence

among particular industry to company. The factor that the key succeeds (Key Success Factors,

abbreviated as KSF; Also called Critical Success Factors) Application very the extensive

from developing to the present. Let's turn by tactics one of the theories important of the

managements into already. Hofer (1991) put forward to the characteristic that the key factor

of four items of success there should be, include: Success that can reflect the tactics, it is the

foundation that the tactics are made, be able to encourage administrator and other workers,

very special and can be weighed (Colla and Lapoule,2012). Scholar think the key succeeds is

a competitive assets or ability that must be winning on the market on behalf of the constant

competition advantage which this enterprise has. Though judge the future successful factor of

key is very difficult but it is competition and foundation of development tactics (Aaker,

2012).

2.3.2 Characteristic of the factor that the key succeeds

Scholar Aaker (2012) think and utilize the key and succeed that analyzes the matrix

picture of rival's power in concept development of the factor, utilize key succeed in factor

come, confirm until categorized competitor to succeed in factor display relative importance at

in key mainly, the competitor divided according to power in accordance with the condition

the relative competitive position has happened in the comparison that can be very obvious.

Synthesize the discussion of the above, enterprises must confirm the successful factor of key

instantly through analyzing in the industry constantly, in order to draft the appropriate

competitive strategy, and constant creation competition advantage, reach and organize the

goal of managing performance. Bulien and Rockart (1981) propose that with the objective

relevant department's executives of interview, confirm its goal first in accordance with the

hypervisor by way of interview, and then according to actually affair experience and demand,

come to propose the successful factor of key of personal cognition of theme institute (Wu,

Chang, and Chiu, 2011). To sum up and put enterprises in order out and reach this theme or

goal, successful factor of key should possess by it. Arrange priority at the same time, to

determine enterprise every activity and development, the ones that made the resource and the




ability of enterprise effective were used, caused the activity of key to success to be carried out

and reached.

2.4 Brand Strategy

2.4.1 Ingredient or Component of branding

Product branding rules are not always applicable to service branding. Services have

distinctive features that define their own success factors and they entail the need for adapting

the application of traditional strategies (De Chernatony and Segal- Horn, 2003). The

ingredient or component branding strategy is the use of branded ingredient or component on a

product by a brand (Norris, 1992). According to Norris (1992) proposed that the ingredient

branding strategy result in more efficient promotion easier access to distribution, highly

quality product and highly profit margin. More recently, Levin et al (2000, 2010) in the taste

test study found this adding a well-known branded ingredient improves product evaluations of

both unknown and well-known hosts brand more than when an unknown branded ingredient

was added. The finding of these studies is important but limited because in each study at least

one of the two constituent brands involved in such a strategic was fictitious. The question

remains unanswered as to whether and when, the use of the well-known brands ingredient

with a similar host brands generate betters results than the one obtained by the host brand

alone. Simonin and Ruth (1998) defined brand alliances as “the short or long-term association

or combination of two or more individual brands, product and / or other distinctive

proprietary assets”. Drawing upon information integration and attitude accessibility theories,

they empirically tested the antecedents of brand alliance and the effect of brand familiarity.

The author using the component branding context and found that spillover effects are

moderated by the familiarity perception of each of the two constituent brands. The account for

the simultaneous impacts of each the constitution brands and its characteristic in the

evaluating product as suggested by the conceptual combination literature (Hampton, 1987,

1997; Hadjicharalambous, 2013; Osherson and Smith, 1981, 1982). Since the cobranded is

the result of combining two brands to name a product when evaluating that product, one has

to consider the overall fit between the brand pair and the product.

2.4.2 Brand Extension

It is observable that the brand owners must realize that brands are one of the most

precious assets and need to be managed with care and deliberation when deciding to extend

the brand. There are many indicators from the consumer perspective, which the company

might investigate in order to track its external environment’s reaction toward their brand




executions. Such study would help the company to make sure that the indispensable values

and qualities of the brand are clearly understood and communicated to its final consumers.

The essential qualities and attributes of the brand must be perfectly understood by the brand

owner. The brand is not a name, a position or a marketing statement. Instead, it is a promise

made by a company to its customers and supported by the same company. In the same line of

thought, we agree with Aaker and Keller (1990) definition of a parent brand as the name of

the brand that represents the basis for the extension. In an ever more rising competitive

environment, brand marketers are looking for ways to expand their portfolios and at the same

time decrease the costs of the new products introduced as well as diminish the risk of new

product failure (Völckner and Sattler, 2006). One of the most popular ways to achieve this is

to put a new product created in another category under the name of an existing brand. This is

called brand extension (Swaminathan, Fox, and Reddy, 2001).

According to Sood and Keller (2012), one of the most significant advantages of a strong

brand is the fact that it makes it easier for consumers to accept a brand extension. Due to the

fact that brand extension diminishes the risk regarding consumers and decreases the cost with

marketing and promotion, it has become the most frequent product strategy over the last two

decades. To throw light upon Sood and Keller (2012) affirmation, successful and

unsuccessful key factors will be provided in the next paragraphs. And brand extensions help

organizations by increasing their strength, their customer base and their longer viability.

However, according to many authors, brand extension seems to be a risky thing to rely on.

Thus, Chen & Chen (2000) consider, in a study performed in Taiwan that the extended brand

is perceived as cannibalizing the parent brand by eating into the total sales of the main brand.

The key factor in brand extension, according to Murphy (1990), is to understand the main

values that the brand stands for and to develop a well-structured plan of action for the brand’s

equity. Scholars have pointed out that extension is now an essential part of the life of a brand,

for it represents growth, development of scope and market adaptability (Kaynak and Hartley,

2008). Besides this, he believes that the market needs to identify the right time, place and

content for the extension, as well as the methods to be implemented for the launch. The brand

extension, we infer, could appose to new brand development. Perhaps brand extension can

also maintain interest in the parent brand and may help to ensure that it remains sustainable in

the consumer mind.

2.4.3 Own Brand Strategy

In recent decades, retailing world-wide has seen a rationalization towards large




Competition Strategy

Cost leadership Strategy

Differentiation

Branding Strategy

Own Branding

Branding extension

Competition Strategy

Cost Leadership Differentiation


Own Branding Own Branding


Branding Extension Branding Extension

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organizations, a reduction in the number of outlets and major changes in shop location and

shopping-styles. Through mergers and acquisitions it is predicted that centralization will

continue until the structure of UK retailing is dominated by a handful of giant retailers

controlling the distribution of most types of merchandise. Own brands in the packaged

grocery market have impacted upon all manufacturers as retailers have pursued

franchise-building strategies. Own brands have introduced retail based competitors into the

markets built and previously controlled by manufacturers. Lesser branded manufacturers have

disappeared or resorted to mixed brand production. Not all retailers own brands are

considered to be successful. As a result of producing own brands the smaller manufacturers

has gained market share, often substantial, while remaining largely invisible to the buying

public.

All major companies established in the house wares' market have identified structural

changes within the market. These include a shift in the relative importance of various

channels of distribution; a decline in the traditional and independent outlets; and emergence

of multiple retailers in the house wares' market. Many of these "new" house wares' retailers

have already established their own brands in other product areas where they have penetrated

the market and secured sizeable market shares. This research sets out to identify the strategies

of the growth retailers as a basis for developing a proactive approach to brand policies.

3. Research Methodology

3.1 Conceptual Framework

A lot of research has been doing related to this concept, it like that is an important issue to

consider for MNCs international market. Therefore we find this relevant for our research

topic as well. With this modification we believe that our figure sufficient in order to research

our purpose. Based on mentioned key factor we have created a conceptual framework which

is summarized in figure3.1.

Figure 3.1: Conceptual Framework




3.2 Sampling Design and Data Collection

In this study, the data source with multinational enterprise through the company’s

business in charge of the in-depth interview, their view of business with the company to

verify the status of each comparison. The induction of more competition in the line with the

general strategy to achieve this study was clarifying the purpose of problems addressed. In

addition the study data collection is the mining of multiple sources of evidence include

documents, files, records, interviews, direct observation. Second data collection data mining

based approach supplemented by primary data. Which is the primary data collection through

interviews with manufacture to understand the views of strategy and the provision of briefings

to obtain information in writing? However depth interviews may also be a result of the

respondents were subject of personal factors or sensitive to face the University of the Articles.

And event refused to accept the interview. Evident in the development of the series of chain

links and proposition of consisted with the principle source information. The objective of this

study is the case for more information in the research findings as the main basic for derivation

Data collection related mainly to provide researchers understand the industrial company

and company profile case, as well as business strategy of this cases. The resource of a case the

company’s Website, annual reports, newspapers assessment, information magazines, and the

internet search vendor of information. Interviews with industry experts, in the observation of

experts ., data analysis on the secondary impact on Taiwan’s list of production industry may

be an important factor that made the most important factors in the elements together as a

group, into questionnaire. And measured pre-test questionnaire: the questionnaire before

interviews. Cases studies are appropriate for small scale researches that handle few unit in the

narrow perspective and where in an in-depth is going to be conducted. The further explains

that a case study focuses on relation and process to get a perspective of how these linked

together. The research is also conducted in a natural environment without control over

situation and it also provides the researcher the opportunities to have different source and

methods. Since our research’s aim was an in-depth understanding of certain situation and

since the research questions had a character of “how”, a case study is suitable. Since we

perform a multiple-case study, multiple case and single units of analysis was used.

One source of this research discusses was used in this thesis: interviews. According to

Denscombe (2003) an interview is a guided conversation between two or more people.

Furthermore, he states that a semi-conducted interview is an interview where the researchers

have conducted the interview questions prior to the interview. However, the respondent can




speak freely and expand the answers to have a dialogue with the researchers. According to

Jakobsen (1993) there are two kinds of interviews: face-to-face interviews and telephone

interviews. In order to rather valuable information we conducted an interview. We conducted

the interview questions prior to the interview, and the interview guide was sent to the

respondents in advance. The respondents were given room for reflections and explanations

and the respondents were also able to ask questions during the interview. Additionally

supplementary information from three companies was added to the cases.

3.3 Research Method

Based on the purpose of analysis of Taiwan’s MNE, for three companies within the

industry and its current situation, do a preliminary investigation and understanding, so that the

three companies know that in the current environment the status of Taiwan; Secondly, to

investigate the three companies to understand the history of the past and grasp market trends,

and predict the future trend of industrial development; the last inquiry, and MNE to identify

foreign market opportunities and provide direction for the development of competitive

strategy. Upon completion of the basic MNE analysis, competitive analysis that is entering

the stage is among the manufacturers in products, production techniques, manufacturing costs,

brand strategy and competitive strategies to discuss several aspects, through expert interviews

and a questionnaire survey. Finally, on the critical success factors make MNE competitive

strategy and brand strategy.

The case study itself opposed to the objective existence of the world's view that

knowledge from the experience of people with social interaction and construction of

generation, it is to explain the philosophy department (interpretive philosophy) the basis for

the argument. It also is a strategy used more frequently (Yin, 2003), case study research

strategy in its purpose, can be divided into exploratory case studies, descriptive case studies

and empirical case studies. This study used qualitative (Qualitative) of the descriptive study

(Descriptive study) case study method. The purpose of this study to explore strategic

competitive advantage, understanding the Foreign Enterprise’s Strategies competitive, the

study the critical success factors of MNE, provide the suggestion to building the strong

branding for MNE, as the industry is changing at any time, for different stages of the

competition and the evolution of different changes in the competitiveness of industry

cooperation in an interactive state, the impact of the strategy also The difference, it is difficult

to use quantitative (Quantitative) approach to the specific data to measure the dynamics of

environmental change impact on industrial competitiveness, it is used in this study are




qualitative (Qualitative) of the descriptive study (Descriptive study) case study method. Only

to describe the phenomenon of some of the facts and does not involve a causal relationship

between the logic of the process, and by secondary data collection, summed up the entire

management and analysis of future conduct. Operation of the industrial environment for

researchers to do the macro view of the overall sample and for a specific individual to do the

micro-view of the extensive collection of secondary information, including adjuvant or

historical information and the workplace based on personal experience, direct observation and

case information interviews to find out the status of industry, characteristics and trends, do a

systematic analysis of industrial competitiveness and the competitive advantage of case

manufacturers and the evolution of strategy in depth.

4. Data Analysis

4.1 Main competitive strategy

Taiwan is currently electronic industry which is a mature stage of industry, each

company’s competitive strategy to adopt in order to maintain industry profitability and at the

same time to each individual to defend the competitive advantage of enterprise-based.

Interviews process is still trying to find various properties of electronic industry and

company’s styles of leadership, strategy and it success formula and branding strategy of MNE

Enterprises. According to Porter’s competitive strategy theory description of law, he believes

that industry competitive strategy should use the low cost advantage, differentiations and

advantage of centralized competitive advantage to established future strategies and so can be

more competitive industry power. In the interview data analysis, we found that most of three

companies is also competitive strategy towards the development of these three advantages. To

explore the electronic industry, companies are generally the transportation strategy, it is

aggregate data will be follows.

4.1.1 Low cost strategy

In addition to Enertech engineering, Sonjiu electronic and Chiming are often low cost of

issuing coupons to attract customers door to door. As the capacitor is maintain from

international sales specially. Taiwan manufacturers turn living space with low profits, need

expansion of own-branding sales channels and competition in order to improve gross margins,

lower production cost risk. Compare to these companies, is entirely difference styles under

the list of new product and new strategy to attractive customers, the low proportion of

discount and sometimes it is the reverse operation to the introduction of high-priced area

every other customer market. Clear communication with customers is different from the




others high-style features.

4.1.2 Position strategy

Chiming company: Avoid the competition, does not make the price war, set about from

quality from quality, from serving。Enertech Engineering co.,LTD: Current position is

followed, the profit-based strategy will be those who have the most profit. Sonjiu on its

market leading position, with the exception of active multi-market expansion strategy Tong

Road, the order not to consolidate the existing market strategy。Unfortunately, low-cost way

prevents the entry of new competitors. Sonjiu is emphasized its experts and actively involved

in other businesses are already operating the specific type of market. Its low market share,

with the exception of the operating principles with the head office to the ad hoc manner

strategic marketing market, but also as distinct from others the impression of different styles

to run a special brand of consumer groups, to communicate its warm. The challenges, there is

much market share the space

4.1.3 Differentiations strategy

Enhance its services and strategic differences, different from the stereotypical MNE

Enterprise gives the impression that Chiming company: It is computer control too for

quantization not to manage: first let all figure at all quantization, the second constant

education and training, improve the professional knowledge, and avoid the risk that is

managed MNE stressed the point now is to make the product and customers services, and its

interaction with the customer friendly approach in its possession an important factor in the

market. Enertech Engineering co.,LTD: Improve the quality and strong financial advantages.

4.1.4 Strategies to increase product innovation

The development of new products is MNES to do it’s utmost in the operation of d, and

not only to the introduction of new goods, but also different from other product, but also to

raise the threshold obstacle to imitate others. Chiming company: R&D serves customer, so

carry on R&D when the customer have the demand. Does not research and develop and sell

to the customer well, what the customer needs to grind to the customer again. Various MNE

wants to expand through innovative strategies to enhance differentiation to innovative model

of goods and services to meet the needs of more consumers, cultivate more loyal customers in

the market in order to maintain the advantage of a unique situation.

4.2 Strategy Fit

4.2.1 Differentiation-Brand extension strategy

Differentiation cost. The direct costs of differentiation include higher-quality inputs,




better-trained employees, higher advertising, and better after-sales service. The indirect costs

of differentiation arise through the interaction of differentiation variables with cost variables.

If differentiation narrows a firm’s segment scope, it also limits the potential for exploiting

scale economies. If differentiation requires continual product upgrading, it hampers the

exploitation of experience curve economies. One means of reconciling differentiation with

cost efficiency is to postpone differentiation to later stages of the firm’s value chain. Chiming

company: It is computer control too for quantization not to manage: first let all figure at all

quantization, the second constant education and training, improve the professional knowledge,

and avoid the risk that is managed Sonjiu Electronic Enterprise. CO., LTD: Major competitors

at home and abroad in accordance with the existing analysis can be seen that by grasping the

company’s competitive advantage, manufacturing capacity powerful, sales of low price, fast

delivery, provide a high degree of restrain of the product. Economies of scale and the cost

advantages of standardization are frequently greatest in the manufacturing of basic

components. Modular design with common components permits scale economies while

maintaining considerable product variety. All the major automakers have reduced the number

of platforms and engine types and increased the commonality of components across their

model ranges, while offering customers a greater variety of colors, trim, and accessory

options. New manufacturing technology and the internet have redefined traditional tradeoffs

between efficiency and variety. Flexible manufacturing systems and just-in-time scheduling

have increased the versatility of many plants, made model changeovers less costly, and made

the goal of an “economic order quantity of one” increasingly realistic.

Global positioning – brand extension campaigns can often be global enterprises and are

different from traditional territorial agreements. There are obvious implications on royalty

reporting internationally which must be taken into account. So too does the differing national

registrations of products and packaging. What must also be considered is the international

organization of any deal in the commercial sense as very few companies can claim

realistically to have global distribution in place. This is often a difficult hurdle to surmount

for brand owners who do not expect a complex web of distribution partners and the logistical

marketing issues involved.

Translation, negotiating and maintaining consistency in a foreign language poses a

challenge for most brand owners. Chiming company: Because I just talked about our

company made industrial products. We do the industrial products, the customer is more weak

to the brand of the products of my door, stronger to the names of the company instead, for




example look like Mock, they do chemistry to make, they have a lot of brands but basically so

long as everybody hear Mock, it is good that Mock produces no matter what brand it is, so

basically we should speak the brand that it is not the appellation in this trade of ours to extend

from one of the brand, but loud degree of company's name. Enertech Engineering co.,LTD:

Lack of international financial, logistical support difficult, with inexperienced management

personal abroad.

4.2.2 Cost Leadership –Own Branding Strategy

Cost leadership requires aggressive construction of efficient scale facilities, vigorous

pursuit of cost reductions from experience, tight cost and overhead control, avoidance of

marginal customer accounts and cost minimization in areas like R &D, service, sales force,

advertising and so on. Low cost relative to competitors becomes the theme running through

the entire strategy, though quality, service and other areas cannot be ignored. Sonjiu

Electronic enterprise. CO., LTD: Reduce the human cost and error rate including: online

transaction management transactions, reducing costs and staff to deal with human error rate.

Chiming company: Function as the budget control of the cost Low cost provides a defense

against powerful suppliers by proving more flexibility to cope with input cost increases. The

factors that lead to a low-cost position usually also provide substantial entry barriers in terms

of scale economies or cost advantages. The cost position gives the firm a defense against

rivalry from competitors, because its lower costs men that it can still earn returns after its

competitors have competed away their profits through rivalry. Chiming company: We can

expand economic scale and reduce manufacturing cost basically. And then in the internal

systems management, whole information is our cost advantage. Enertech Engineering

co.,LTD: Maintain the quality of the manpower advantage good and financial sound,

understanding the customers’ needs

Own brands originally developed where manufacturers' brand were weak particularly in

the international market. In own the brands carry a high profile with the four leading

manufacturers accounting for over 60 per cent of the market. Whilst those retailers totally

committed to own brands will continue to develop a share of the market, the manufacturers

need to adopt proactive strategies to restrict the growth of own brands. Chiming company:

Industrial products it issue to create brand, industrial products it have how long 's quality

concept of holding etc. already in the market it will be the company name relatively. The

natural intention brand is possible. Enertech Engineering co.,LTD: From energy conservation

and environmental protection professionals concerned about the established of brand image




company.

4.3 Competitive advantage of MNE and critical success factors

MNE and critical success factors, mainly composed by two parts, one a competitive

advantage, and the other are a business advantage. Competitive advantage is the extension of

competitive strategy and the future, namely, low-cost advantages, differences and advantages

and advantages of decentralization, it is to analyze the critical success factors are as follows:

4.3.1 The cost of leading edge

Although the MNE are the growth face of clinical performance pressure, but also

low-cost strategy that is market access the fastest method of performance. Chiming company:

We can expand economic scale and reduce manufacturing cost basically. And then in the

internal systems management, whole information is our cost advantage. Enertech Engineering

co.,LTD: Maintain the quality of the manpower advantage good and financial sound,

understanding the customers’ needs that is, the number of branches of the performance of

stores, profitability and management of profit and loss and service quality, future payment of

performance bonus as the standard, so more and more stores that give low-cost strategy and

the additional short-term possession of goods is the best way to market. Sonjiu is not the

performance of the system in order to profit as the goal, but set a number of other quality

management project, which lost its low-price promotion is more subtle. The most of company

has been long-term profit, it still needs to make use non-price strategy is to strengthen the

uniqueness of new products. In addition, three MNE with its international parent company

able to provide the resources, the MNE can be greatly reduced, therefore the costs of

investments in R & D and trial and error due to the risk of loss, the relative cost of its

development can be effectively reduced to its successful introduction of new competitive

products with a great contribution, the differences and advantages.

Sonjiu Electronic Enterprise. CO., LTD: Major competitors at home and abroad in

accordance with the existing analysis can be seen that by grasping the company’s competitive

advantage, manufacturing capacity powerful, sales of low price, fast delivery, provide a high

degree of restrain of the product. Chiming company: The first is the cost .The second is the

education and training. The third is the growth of the turnover. Enertech Engineering co.,LTD:

The maintenance of good human qualities and advantage of financial, fast to meet customer

needs. Let customer have confidence in our company. Enhanced quality of service to keep

abreast of market segmentation, companies can create differences with competitors, and is the

key to long-term success. MNE is significant for service industry types, in particular focusing




on the uniqueness of products and services to enhance quality, and would like to meet the

customers before the customers needs, and must persevere in order to show the various

companies differences of. And then the product, service patterns, environment and facilities,

access to their stores to show, so that the income derived from diversified sources.

Most of company to enhance the quality of service to win customers agrees to enhance

the quality of service to make a wide range of customers in the MNE to become the loyal

customer. MNE and should have a clear grasp of the needs of modern customers to develop a

variety of goods and a variety of services to help benefit the research and development of

different goods and services in the individual market have a certain competitive advantage,

but the company does not achieve long-term benefit, but enhance the company's corporate

image and marketing of the market share of goods. All-round physical preparation of the

advantages of the company to obtain market share, rather than through price competition to be

the commodity side of the business is the best strategy.

4.3.2 Centralized advantage

Development of market trends of a particular commodity or investment objectives to

drive the market's special needs, such as the development of abroad market, Chiming

company: Developing resources and reducing expenditures, the business is reached and

uncertain the cost will increase, it has no relevance, basically do quantization to manage, only

so-called cost budget management, the budget management of the cost means how much it is

spent that you estimate this in advance, that basically accountant will have a warning of one

alarm soon while stocking up, so basically control the cost first, control the cost on doing the

cost budget. Enertech Engineering co.,LTD: The cost of leading the use of business strategy

to achieve cost control rate and rate, in fact, is positively related to the cost of control rate as

well, and low cost will enhance competitiveness and improve business operations will help to

reach a rate reached a low rate because of cost enhance the competitiveness. What is more

service industry to enhance customer service-oriented, emphasizing the goods is made to

attract market-specific customer groups, and warm and enthusiastic service to customers and

win consumer appreciation of mental, to win more of the added value of products industry.

Products can also be directed towards a particular product characteristics, quality of service

factors to select a particular market segment, where he observed the growth of market

segments, as well as the main factors affect the growth and analysis of advantages of business

degree, I believe that the MNE corporate brand and business networks increases more able to

extend the tentacles, but also learn from other ancillary services or products related to the




exploitation of resources.

4.3.3 The operating advantages

In addition to the three competitive advantages, the need to test the company's core

resources volume competitiveness, such as: cultural differences. Three MNE enterprises for

the training of its staff are very positive, they are convinced that "people" are the most

important assets, is the most worthwhile investment of resources. The company's vision and

culture through education and training are passed down from generation to generation.

Aspects of the Company's financial position, product development capacity, the company's

degree of science and technology information, the international company's support to the

customer side of brand image and brand experience survey to explore the importance rating

and a profit are the core of the case to compete for resources. Scattered in various regions of

the store is the company vision and culture of the show, the professional manager who are

forward-looking leadership, store personnel have sufficient education and training

opportunities for staff with high enthusiasm for active learning, ... and so on. Competitiveness

of these core resources are the creation of MNE of hostilities between the extents of

competition to win the opponent's business advantage.

5. Conclusion and Suggestion

Enterprises completely remove the risk if it is absolutely not possible. The purpose of

business is the disposal of the existing resources effectively, with a view to the future, to get

the most benefits, and risks of competition are not the course of business challenges can be

avoided. Therefore, the enterprises operating in the efforts by management to increase profit

opportunities and competitive ability at the same time, it should strive to reduce and to avoid

complicated business environment and in response to the needs of modern life resulting from

a variety of competitive disadvantage. MNE enterprise the rapid expansion in the scale of

operation at the same time, the tangible or intangible assets of equipment management and

possible competition trends, metropolis will be accompanied by the rapid growth of enterprise

and become more complex, that is, the competitiveness of enterprises in strategic planning the

more the more important future.

5.1 The conclusion of the study

This study aimed at understanding the development of Taiwan's MNE enterprise, as well

as the development trend of the future and to explore the new investment environment in the

other country in the face of strong competition in the market parties, under the pressure of

their competitive strategy should be developed. Besides, they always pay attention to built




strong branding and branding extensions strategy. Synthesize the research findings, and make

specific recommendations so that Taiwan's industry to provide the industry's future in the

competitive strategy formulation, and related development policies to develop the competent

authority of reference. This article might not be the final expression of the ideal in order to

provide follow-up researchers to explore in depth.

In this study, first of all explore the related literature, the theoretical basis for the study,

and then depth interviews conducted from the following conclusion: After almost two

decades of gradual reform, Vietnam is a mixed economy with a vibrant private and foreign

investment sector competing in fast growing markets, yet also with state-controlled

enterprises and remnants of central planning. Opportunities for 28 international business arise

both in the fast growing local market driven by rising incomes and population growth, and

based on the inexpensive low to medium skilled workforce. Moreover, specific investment

opportunities arise in sectors prioritized by government policy such as telecommunications,

software development and shipbuilding. For potential business partners in Vietnam created a

basis for trade and investment, and business flourished since. Vietnam’s WTO membership,

which will create new business opportunities.

Companies considering engaging in business with Vietnam will encounter a business

culture that shares many traditions with other East Asian nations, and a legal framework that

is incomplete but rapidly evolving. Thus, building personal relationships with potential

business partners and careful analysis of the institutional framework governing the targeted

industry may be appropriate first steps to prepare the business.

5.1.1 The main competition strategy of Taiwan’s MNE in Vietnam

New entrants into the market or market segment must be taken to price the cost of

damage leading strategies in order in a short time immediately successful in the market. The

introduction of any such type of goods or services to a smooth entry into the market, so that

the investment firm in the market place.

MNE, low-price competition strategy is a short-term competitive strategy, the only

difference of commodities, differentiated services, professional differences, and in order to

create profit, which is the MNE’s long-term strategy.

Innovative strategic commodity in the modern lifestyle, the multi-pass road has become a

trend, the leader of MNE should seek to understand and response to consumer demand, and

actively developed for a variety of adverse or changing consumption patterns and to meet




customer demand for various types of goods. In this approach to saturation to the mature

stage open up a broader market space.

The development of new strategies, in order to effectively reduce operating costs low to

pass marketing of diversified, to sharing and to reduce operating costs and enhance

competitiveness. But also by creating new pathways to develop new markets, to meet the

more consumers, and create sources of revenue to increase profits. This Council can take this

training more loyal customers in the market a unique advantage.

The development of centralized marketing strategy, the Department is a one-to-many

marketing, to be able to reduce the cost of pass routes, but also to create the goods or services

to sell their own profession or the image is not easy to imitate competitors the development of

a strategic highway pass can be doubly effective.

5.1.2 The competitive advantage of Taiwan’s MNE in Vietnam and critical success factors

MNE in future competitiveness depends on the price competition strategy of market

penetration, followed by new product development and the establishment of a new type of

restaurant, manufacturing, and competitors of the unique differences. Only difference is also

in order to create long-term and stable profits.

Strategies to enhance service quality, strategic alliances and the development of new pass

routes to carry out in full swing, the industry should consider the services provided by

multi-pattern type has to meet the needs of customers; whether providing high-quality

standards of modern consumers of services, because the only good service and a variety of

different types of services, in order to maintain the ever-changing degree of consumer loyalty.

The development of market trends of a particular commodity or investment objectives to

drive the special needs of the market is to highlight the strength of MNE the best way to

market. Won appreciation not only of consumers, but also enable the consumer has become

the MNE's loyal customers and win more of the added value companies and the corporate

brand and business networks was more an extension of the antenna increases broad.

MNE strategy in general and the competitiveness of core resources, corporate culture,

heritage, the company's attempt to vision, education and training opportunities for learning,

active employees and enthusiasm are the competitiveness of its core resources, the

cornerstone of Taiwan’s MNE are also critical success factors.

Readers of this chapter will be struck by the operational paradox of national

responsiveness. The asymmetrical strategic framework suggests that Taiwan’s MNE

managers can rarely achieve success in the triad markets without being nationally responsive,




whereas triad managers, on average, can get by without national responsiveness when doing

business in Vietnam. The reason of course is that triad managers can choose a cost or

differentiation strategy and beat the average competitor on a trial basis, virtually ignoring the

marginal in Vietnam which is of relatively trivial economic size. A successful triad business

rolls out the product across various regions in sequence and it treats an MNE as a minor

end-of-production line region. The WTO reinforce this strong single-diamond, home-base,

strategic vision.

None of this is as easy for MNE managers doing business in the triad.

While they still need to beat the average competitor on cost or differentiation margins,

they also need to overcome discretionary entry barriers to the triad market. Such entry barriers

can arise when discriminatory measures are introduced by triad governments, often at the

behest of triad-based private sector rivals.

A related issue is whether the competitiveness of company is weakened or enhanced by

relocating critical value-chain activities to the triad. Porter (1990) would argue that the core

competitive advantage of a company must be drawn from the cluster of the home-base

diamond. While it would be theoretically simpler if this could occur, in practice we observe

that virtually all resource-based, manufacturing and service companies rely on access to the

triad market for the success of their business; for example on average the great majority of

sales of resource-based and labour-intensive products occur in triad markets. Given this

dependence on the triad markets, the contingent location of production and distribution in the

triad, instead of in MNE alone, can never weaken the performance of MNE firms, given that

the alternative is to lose access to the triad market and go out of business.

5.2 Research suggestion

Taiwan's industry in the direction of competitive strategy, it should be towards the

development of new products in order to reduce costs and enhance the advanced service

capabilities in line with the trend and pattern of concentration to create a unique advantage in

order to create demand for the development of differences in three areas. So Taiwan’s MNE

strategy for success in the future should be towards the development of the following three:

5.2.1 Reducing expenses and reduce costs

Today's soaring prices of various industries have raised prices of its pressure, but also

because of the intense competitive environment, often there are still a wait-and-see attitude.

Competitors seem to be waiting for action when prices rise, and then observe the reaction of

consumers to decide whether they should follow the rise. Between the existences of this cost




pressure, affect the level of industry profits to the giant. Taiwan's industry's competitiveness

in the face of the parties, in order to achieve greater cost advantage, and to fend off low-cost

competitors to snatch market, is committed to the development of new products to overcome

this problem is the best solution. However, careful development of new products, there is a

certain crisis. And the development of new products through the use of the assets of both

commodities, and to change and use the most effective manner, often also capable of

stimulating sales. So that goods, it does not have too many new assets to invest, that is, both

products make use of the old assets and equipment, research and development of new

products, the same emphasis on the characteristics of the old goods and taste the goods, it is

much easier. Or adjust the contents of the old portfolio of products to give old products a new

life, to re-launch in the market, create new products to market. These are all effective to

reduce the cost pressure, but also to give old products new life extension. Marketing does not

have to completely innovative, industry will be able to go back again to view the company's

core products and assets, whether or not have been fully utilized to extend from the core

products, not only can reduce the risk, but also allows the brand can be extended to a more

secure and complete.

5.2.2 Improve service quality and service skills

In addition to continuing in the market place to the position of cost leadership, the

Taiwan-oriented Taiwan’s MNE has been in transition from manufacturing to

service-oriented. Because the threshold cannot easily be copied and higher, so by the

difference of service and customer satisfaction to provide a service strategy, you can retain

more loyal customers and the development of potential customers. Therefore, the most of

MNE in Taiwan not only to provide advanced technology and multi-service patterns to meet

the needs of customers, and to provide better information and improve services, the use of

technology to enable efficient service delivery. In addition, the use of science and technology

management also can reduce the waste of raw materials costs, operating on the channel even

more useful. These are Taiwan’s industry to create higher value-added, so that consumers are

more willing to come to the consumer, and even more with the industry are willing to pay the

meal cost is higher. In addition to service hours to meet the efficiency, extend the sales period,

and create more efficient access. And extended delivery, take-away service, which will allow

a broader range of services, the Taiwan’s industry to serve as an open reduction, reduce the

risk of opening and the burden of investment costs. Taiwan's industry's competitiveness in the

service system development strategy, in addition to improving the quality of services, the




diversification of types of services should also continue to innovate, to enhance the design of

services to consumers. Taiwan’s industry should take the initiative to create a demand-driven

market, consumer preferences in order to meet modern needs fresh, to keep up with the

current pace of change in social life.

5.2.3 Centralized marketing strategy to promote

The investment of MNE limited resources, to apply their resources to the development of

the market concentration, marketing and promotion, to create a industrial products and other

differences between different points. Taiwan's industry has a direct market competition, rising

raw materials costs, and beverage industry competition, which is the biggest test of the last

ten years. Slowing down of growth as the market hit a shot in the arm, and also the immediate

interference from competitors, so that consumers know at a convenient, cheap, there is

high-value products experience there. Furthermore, Taiwan’ MNE to develop a centralized

advantage of its limited resources are often available to substantial recovery, and open

differences with competitors and become a unique market advantage, our competitors in the

short term is very in this area difficult to account for the immediate advantage.

5.3 Managerial Implication

In recently, MNE invested to China and Vietnam. In order for the consumer business,

product development and channel management more efficient, reduce costs, to win the

proceeds, and the brand will be the spirit of industry products and services extended to the

level of brand value and assets to improve efficiency, are a very important industry issues.

How to build the strong brand of Taiwan’s MNE in new market? In addition, the market does

not have to complete the development of innovation, back again to view the company's core

products and assets, whether or not have been fully utilized to extend from the core products,

not only can reduce the risk, but also allows the brand can be extended to a more secure and

complete. Building new strategy in order to allow the brand maintain competitive advantage.

5.3.1 Training of professionals to enhance the professional quality

Taiwan's industry towards the liberalization of the market is bound to the development of

the inevitable future competition in the market industry, MNE for the sake of survival and

sustainable development, is necessary to improve operational efficiency and service quality.

Professional manager of service management and MNE is still the mainstream market, so

diversified in the face of future marketing to promote the development of company, the MNE

should step up training of personnel in line with the diversification marketing system can

cooperate with each other in the changing market in order to maintain competitiveness due.




5.3.2 Price competitions

Taiwan's MNE price competition at the same time is the existence of non-price strategy

and competitive strategy. Becoming more and more open in the international market, it will

face more variable clinical transnational keen inter-industry competition; there are local raw

materials imports and the dramatic impact of the cost and relative price shocks are also

competitive. Company in Taiwan will be taken from time to time the cost of undermining the

leadership of the price strategy, the short term the market in order to occupy a certain status,

and to inhibit the growth of competitors. However, low-cost competitive strategy is a

short-term competitive strategy; the long run consumers will eventually be discarded, and

only with the multi-product differentiation advantages of decentralization in order to create

profits, but also long-term strategy is. So whether it is workers, management or class of

operators of MNE should abandon the past, price competition malicious myth. If still a long

time to adopt and implement the traditional malicious quality low-price competition may be

eliminated by consumers face clinical fate.

5.3.3 Enhance the service skills and service patterns

Taiwan’s MNE in Vietnam to service-oriented, the need by providing differentiated

service strategy to meet the needs of consumers, in order to retain more loyal customers and

the development of potential customers. Quality and customer service can have a healthy

interaction, reduce customer service staff in direct contact with the sense of not determined,

but also allows customers to purchase the will have to increase the loyalty degree. The

diversification of types of services should also be active to create, to take the initiative to

create a service type to meet the needs of modern consumers.

5.3.4 To create a multi-market expertise and sales channels

Taiwan's MNE's future competitive strategy depends on the non-price competition,

market penetration, product development, quality service and worry pioneering pathway.

Complete and correct analysis of the R & D system, and to help MNE to understand the

characteristics of potential customers, and for the different needs of target customers to carry

out product research and development and service delivery, but cannot drop so low the

company's marketing costs, more can be together all the needs of customers. And because the

threshold cannot easily be copied and higher, this difference will also ensure that the MNE

clearly separated from other competitors. Brought on behalf of customers because of higher

added value, and ensure the loyalty of more customers, which is the development of industry

marketing cornerstone pass Road. Taken by different companies in different competitive




strategy, it will affect the whole body corporate allocation of resources, careful planning must

be the introduction of product promotion strategy and follow-up can be achieved in a

competitive advantage to ensure that the market and to maintain profits.

Taiwan’s MNE in Vietnam to narrow the development of the region crowded with

competition is that, unlike other countries, the development of the phenomenon. Whether in

the MNE density, intensity of competition as well as many types of customers to choose in

international market and other factors, all with the existence of its unique significance.

Therefore, Taiwan’s MNE can be in the development and competitiveness of Taiwan's

experience available to other foreign-related businesses to learn the reference of its expansion

in the international arena and the competition is to have a positive effect.

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