Title page for etd-0704117-143158


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URN etd-0704117-143158
Author Ariana Myrah Ohana
Author's Email Address aohana3@gmail.com
Statistics This thesis had been viewed 5217 times. Download 2 times.
Department Master of Business Administration Program in International Business
Year 2016
Semester 2
Degree Master
Type of Document
Language English
Title Successful Sustainable Competitive Advantage for Entering the US Market: A Practical Case Study of a Taiwanese Manufacturer
Date of Defense 2017-07-14
Page Count 66
Keyword
  • alliance management capabilities
  • strategy execution
  • sustainable competitive advantage
  • resources and capabilities
  • Strategic alliance
  • best-cost provider strategy
  • Abstract Practical case studies to this date have failed to give a complete, systematic model
    of all the necessary steps required for a local Taiwanese company, such as Sheh Fung to
    further develop their business in the United States and attain sustainable competitive
    advantage. Moreover, local screw manufacturers don’t have the perfect recipe for
    attaining sustainable competitive advantage by managing alliances more effectively,
    strengthening their resources and capabilities, focusing on being the best-cost provider,
    and executing key strategies that would overcome their competitors abroad.
    This paper begins by introducing Sheh Fung Screws Co. and their strategic alliance
    with Phillips Screw Co. as a practical case study for a deeper understanding of how a
    company’s resources, competitive capabilities, market strategies, and strategic alliance
    play an important role in the strategy-making process for obtaining sustainable
    competitive advantage. Then, it uses some of the most fundamental perspectives such
    as, PESTEL, Porter’s five forces, SWOT, TOWS, and RBV to analyze Sheh Fung’s
    competitive market environment for the purpose of formulating three-key
    organizational-building actions. These key organizational- building actions revolve
    around managing Sheh Fung’s employees more effectively, improving their alliance
    management capabilities, refining underperforming processes, and organizing the firm’s
    structure for the US branch. The proposed organizational-building model hopes to
    complete this recipe for obtaining a successful sustainable competitive advantage for
    entering the US market.
    Advisory Committee
  • Linda Chen - chair
  • Chao-Hsien Sung - co-chair
  • Shyh-Jer Chen - advisor
  • Files
  • etd-0704117-143158.pdf
  • Indicate in-campus at 3 year and off-campus access at 3 year.
    Date of Submission 2017-08-15

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