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    Please use this identifier to cite or link to this item: http://nccur.lib.nccu.edu.tw/handle/140.119/31295

    Title: Setting up an Agency to Coordinate Spanish Learning and Tourism in Guatemala
    Setting-up an Agency to Coordinate Spanish Learning & Cultural Activities in Guatemala
    Authors: 貝和希
    Jose Rodolfo Perez Penabad
    Contributors: 于卓民
    Joseph Yu
    Jose Rodolfo Perez Penabad
    Keywords: Agency to Coordinate
    Spanish Learning
    Date: 2003
    Issue Date: 2009-09-14 09:44:59 (UTC+8)
    Abstract: Transpacific Investment Corporation –TCI– is a private entity determined to take advantage of the increasing market opportunities arising between Asia and Latin America. TCI is to be incorporated under Guatemalan law in November 2003. The corporation plans to start its operations in Taiwan by February 2004, pioneering into the Spanish Language Industry.

    The Spanish Language Division of TCI will offer price-competitive opportunities to study Spanish and do tourism in Guatemala. The Division’s tasks will be distributed between two agencies: a Promotion and Recruitment Agency in Taiwan and a Coordination Agency in Guatemala. The latter is in charge of selecting the highly-qualified Spanish Learning Centers and Local Tour Operators that will be responsible for executing the language learning and tourism activities provided to TCI’s clients. Additionally, the Coordination Agency will select adequate insurance and security services to ensure maximum safety for the participants.

    The promotional efforts will be targeted at university students currently participating in Spanish language courses, and the marketing mix has been designed according to their needs. The leaders of this venture believe that there is a promising opportunity on this field because of the latent popularity of the Latin culture and the price advantages that Guatemala is capable of offering.

    Currently, more than 1,300 Taiwanese students participate in Spanish language courses. With its diverse products, TCI estimates it can attract at least 33 students on the first year of operations, 49 students on the second year, and 55 students on the third year. These numbers represent, respectively, market shares of 10%, 15%, and 20%, of conservatively defined potential markets.

    The initial investment required for the venture is slightly above NT 500,000. If the market share goals are achieved, it will be possible to reach the payback period in 13 months, and to enjoy net income above NT 200,000 for the second year, and above NT 800,000 for the third year. These results yield a return-on-investment ratio higher than 1.44.

    Section 1: Opportunity Overview
    Section 2: Mission and Milestones
    Section 3: Core Competencies


    Section 1: Market Situation
    Section 2: Target Market and Marketing Mix
    Section 3: Estimation of the Demand
    Section 4: Contingent Entry Strategies


    Section 1: Organizational Structure
    Section 2: Flow of the Services Provided
    Section 3: Human Resource Flow
    Section 4: Installed Capacity
    Section 5: Quality Control Plans


    Section 1: Income Statements: Reduction of Operating Expenses
    Section 2: Income Statements: Development of the Demand
    Section 3: Cash Flow Analysis and Highlights of the Venture
    Section 4: Exit Strategy


    Appendix 2.1: Questionnaire used for the Market Survey (English Version)
    Appendix 2.2: Questionnaire used for the Market Survey (Chinese Version)
    Appendix 3.1: Legal Requirements for the Establishment of a Partnership in Guatemala
    Appendix 3.2: Evaluation Sheet for the Selection of Language Schools
    Appendix 3.3: Evaluation Form to Evaluate the Quality of the Schools’ Teachers
    Appendix 3.4: Evaluation Form to Evaluate the Schools’ Facilities
    Appendix 3.5: Evaluation of Learning Styles: Test, Scoring Sheet and Interpretation
    Appendix 3.6: Evaluation Form to Assess the Quality of the Services Provided by the Tour Operator
    Appendix 3.7: Evaluation Form to Assess the Quality of the Social and Cultural Activities Organized by the School
    Appendix 3.8: Evaluation Form to Assess the Quality of the Accommodation Facilities
    Appendix 3.9: Assessment of the Locus of Control: Test and Scoring Key
    Appendix 3.10: Assessment of Machiavellianism: Test and Scoring Key
    Appendix 3.11: Assessment of Self-Esteem: Test and Scoring Key
    Appendix 3.12: Assessment of Self-Monitoring: Test and Scoring Key
    Appendix 3.13: The Role of the Suppliers
    Appendix 4.1: Income Statements Support Data

    Reference: 2.1 Porter, Michael E. 1998. Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Simon and Schuster, Inc.
    2.2 Madique, Modesto A. and Billie J. Zirger. 1984. A study of Success and Failure in Product Innovation: The Case of the U.S. Electronics Industry. IEEE Transactions on Engineering Management, 19: 5-18
    3.1 Mendenhall, Mark E.; Oddou, Gary and Mark A. Mendenhall. 1999. Readings and Cases in International Human Resources Management. New York: Howard W Sams & Co.
    3.2 Robbins, Stephen P. 1998. Organizational Behavior: Concepts, Controversies, Applications. (International Editon) 8th edition. New Jersey: Prentice-Hall International, Inc.
    3.3 Guatemala Chamber of Commerce Website: www.negociosenguatemala.com/negocios/diligenciaslegales.asp
    3.4 Peter Honey Website: http://www.peterhoney.co.uk/Article/55; Author: Peter Honey. (1983)
    3.5 Rotter, J.B. 1971. External Control and Internal Control. Psychology Today, June, p. 42.
    3.6 Christie, R. and F.L. Geis. 1970. Studies in Machiavellianism. New York: Academic Press.
    3.7 Robinson J.R., and P.R. Shaver. 1973. Measures of Social Psychological Attitudes. Institute of Social Research, 13: 79-80.
    3.8 Lennox R.D. and R.N. Wolfe. 1984. Revision of the Self-Monitoring Scale. Journal of Personality and Social Psychology, June: p. 1361.
    Description: 碩士
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0090933025
    Data Type: thesis
    Appears in Collections:[國際經營管理英語碩士學程IMBA] 學位論文

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