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    政大典藏 > College of Commerce > MBA Program > Theses >  Item 140.119/149633
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/149633


    Title: 社交娛樂平台的國際化優勢與進入策略:以A直播平台為例
    Internationalization Advantages and Entry Strategies of Social Entertainment Platforms:Case Study of Live Streaming Platform A
    Authors: 陳韋傑
    Chen, Wei-Chieh
    Contributors: 譚丹琪
    陳韋傑
    Chen, Wei-Chieh
    Keywords: 直播平台
    國際化策略
    市場進入
    全球市場
    競爭優勢
    個案研究
    Live Streaming Platform
    Internationalization Strategy
    Market Entry
    Global Market
    Competitive Advantage
    Case Study
    Date: 2023
    Issue Date: 2024-02-01 11:35:05 (UTC+8)
    Abstract: 本研究以台灣本土起家的 A 直播平台為例,探討社交娛樂平台的國際化優
    勢與進入策略。透過深入的個案研究和訪談分析,揭示了全球化市場對直播產業的影響及其在新市場成功發展的關鍵要素。
    A 直播平台自 2014 年在台灣創立,初期雖受限於市場規模,但隨著初期進軍中國大陸市場,呈現出巨大的成長潛力。然而,進入新市場並非一帆風順,A直播平台在這過程中遭遇了多項挑戰,包括技術、資金,以及對新市場的理解和適應。最終,則透過與國際策略夥伴的合作,重新站穩腳步並適應新市場,成功打造一個國際品牌。
    本研究發現,成功的國際化策略需涵蓋以下幾個關鍵元素:1) 彈性的商業
    模式,能夠根據不同市場進行調整;2) 持續創新的技術能力,確保平台系統的穩定性和用戶體驗;3) 強大的資金支持,為企業的全球擴張提供足夠的資源;4) 具有全球視野的領導者,能夠瞭解並適應當地商業環境。
    然而,成功的國際化不僅僅需要策略規劃,還需要有深入理解各個市場的實
    際行動。企業必須在新市場建立起有力的競爭優勢,並通過技術創新、獲取資金,以及對新市場的深度理解和適應,以確保其在全球市場中的持續發展。本研究期許透過對於社交娛樂平台國際化進程中所面臨的挑戰以及有效應對策略之深入理解,對於新進入市場的平台企業,有重要的啟示和參考價值。
    This research focuses on the internationalization advantages and entry strategies of social entertainment platforms, taking the Taiwan-originated Live Streaming Platform A as a case study. Through comprehensive case studies and interview analyses, the impacts of global markets on the live streaming industry are explored, and key factors for successful expansion into new markets are identified.
    Live Streaming Platform A initially encountered constraints due to market size.
    However, with its early venture into the Chinese market, it manifested significant growth potential. Yet, entry into the new market was not without hurdles; Platform A faced numerous challenges, including technological issues, funding, and comprehension and adaptation to the new market. Eventually, through collaboration with international strategic partners, the platform reestablished its footing, adapted to the new market, and successfully evolved into an international brand.
    This study indicates that a triumphant internationalization strategy should incorporate several critical elements: 1) a flexible business model adjustable to different markets; 2) sustained innovative technical capabilities to guarantee system stability and superior user experience; 3) robust financial support to supply ample resources for global expansion; 4) visionary leaders who can comprehend and adapt to local business environments.
    However, successful internationalization requires more than just strategic planning; it also necessitates in-depth understanding and concrete actions in each market. Companies must build substantial competitive advantages in new markets and ensure their continued development in the global market through technological innovation, securing funding, and deep understanding and adaptation to new markets. By gaining a
    thorough understanding of the challenges faced and effective strategies employed during the internationalization process of social entertainment platforms, this study hopes to offer valuable insights and guidance for platform businesses entering new markets.
    Reference: 中文文獻
    中國互聯網絡信息中心(2022),第50次中國互聯網絡發展狀況統計報告,電腦與網路,頁52-54。
    方士奇(2017),我國電子競技產業發展與職業選手職涯規畫之研究,國立政治大學勞工研究所,頁43-55。
    楊以凡(2018),行動直播平台經營模式之研究,國立政治大學科技管理與智慧財產研究所。

    英文文獻
    Das, T. K., & Teng, B. S. (2000). A resource-based theory of strategic alliances. Journal of Management, 26(1), 31-61.
    Hennart, J. F. (2019). Digitalized service multinationals and international business theory. Journal of International Business Studies, 50(8).
    Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (2001). Strategic management: Competitiveness and globalization. South-Western College Publishing.
    Hollensen, S. (2017). Global marketing. Pearson Education.
    Li, J., Chen, L., Yi, J., Mao, J., & Liao, J. (2019). Ecosystem-specific advantages in international digital commerce. Journal of International Business Studies, 50, 1448-1463.
    Peng, M. W. (2017). Global business. Cengage Learning.
    Shy, O. (2001) The Economics of Network Industries. Cambridge University Press.
    Welch, L. S., & Luostarinen, R. (1988). Internationalization: Evolution of a concept. Journal of General Management, 14(2), 34-55.

    網路資料
    李曉曉(2018),海外直播平台行業報告,36氪研究院,擷取於2023年02月03日:
    http://pdf.dfcfw.com/pdf/H3_AP201810221218182123_1.pdf
    郭芝榕(2016),獨家!台灣新創M直播平台被中國亞洲創新集團全資收購,要把1千位「網紅」帶到中國,Meet創業小聚,擷取於2023年03月12日:
    https://meet.bnext.com.tw/articles/view/37766
    劉季清(2018),A直播平台 拚全球用戶破2億人次,工商時報,擷取於2023年02月15日:
    https://readers.ctee.com.tw/cm/20181217/a10aa10/947145/share
    ResearchAndMarkets.(2023-05-26),Global Live Streaming Market Report 2023, Sector is Expected to Reach $14.8 Billion by 2027 at a CAGR of 18.7%, Retrieved 05-28, 2023, from:
    https://reurl.cc/51qOnv
    瑪麗安娜(Mariana Jaureguilorda),2019-06-03,吃播文化:為什麼數百萬人在電腦前看別人大吃大喝,BBC NEWS中文,擷取於2023年01月14日:
    https://www.bbc.com/zhongwen/trad/world-48495172
    錢玉紘,2022-10-06,A直播母公司將透過SPAC赴美上市!拚2023年第一季掛牌,數位時代,擷取於2023年01月14日:
    https://www.bnext.com.tw/article/72015/up-spac-2023
    羅之盈,2022-11-01,療癒型的混血獨角獸!「A直播」母公司將赴美上市,遠見雜誌,擷取於2023年02月02日:
    https://www.gvm.com.tw/article/95873
    美股百科,2022-10-01A直播平台和社交媒体Lamour及CuteU母公司:Asia Innovations Group Limited(ASIG),美股之家,擷取於2023年02月03日:
    https://www.mg21.com/asig.html
    劉慧茹(2018),台灣第一家手機直播 靈感來自韓國吃播秀,鏡週刊,擷取於2023年02月15日:
    https://www.mirrormedia.mg/story/20181102insight003/
    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    110363029
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0110363029
    Data Type: thesis
    Appears in Collections:[MBA Program] Theses

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