早期在先進國家裡，中醫藥還未能進入醫藥保健主流市場。加入WTO 後，歐美國家(如德、法等)的製藥公司開始研究傳統中成藥，並進軍國際市場；中醫藥的國際市場，主要在歐盟、美國、日本市場，預估2015年國際植物醫藥品市場會突破330億美金，全球市場的需求量是相當驚人。
本研究將透過個案研究方式，收集個案公司的內外資料，配合相關的策略管理觀點，瞭解個案公司如何分析本身所具備的優勢、劣勢、機會及威脅，來說明個案公司目前的營運情況。最後分析相關資料找出公司的競爭能力，並提出進入馬來西亞中藥市場的最適進入策略。
研究結果發現，個案公司進入馬來西亞市場的最適策略，可以切入二大部份，分別為進入市場的方式與中草藥產品。由於個案公司擁有中草藥的競爭優勢，可以採取dominant-equity來主導此次國際合資案；在中草藥的產品部份，配合個案公司的高規格檢驗、優良製藥廠及中醫醫療整合管理軟體開發系統，可以採取出口模式來進行。

Early in the advanced countries, the Chinese medicine also failed to enter the mainstream pharmaceutical and healthcare market. After joining the WTO, European countries (such as Germany, France, etc.) pharmaceutical companies began to study traditional Chinese medicine, and enter the international market; international market of Chinese medicine, mainly in the European Union, the United States, the Japanese market, estimated in 2015 the market of International Plant Pharmaceuticals will exceed 33 billion US dollars, the global market demand is quite amazing.
In this study, by way of case studies, case data collected inside and outside the company, with the relevant policy management point of view, to learn how to analyze case company itself has strengths, weaknesses, opportunities and threats, to illustrate the case the company's current operating conditions. Finally, it analyzed the relevant data to identify the company's competitiveness and propose optimum into Malaysia Chinese market entry strategy.
Study found that cases of companies to enter the Malaysian market's optimal strategy that can cut into two major parts, are a way to enter the market and herbal products. The company has a competitive advantage due to the case of Chinese herbal medicine, can take dominant-equity case to lead this international joint venture; part of herbal products, with the company's high-profile test case, fine pharmaceutical and traditional Chinese medical management software development system integration, it can take the export mode for.

論文審定書 i
摘要 ii
ABSTRACT iii
目錄 iv
圖次 v
表次 vi
第一章　緒論 1
第一節　研究背景與動機 1
第二節　研究目的 3
第三節　研究流程 4
第二章　文獻探討 5
第一節　五力分析 5
第二節　SWOT分析 8
第三節　進入模式 11
第三章　研究設計 18
第一節　研究方法 18
第二節　研究進行的方式 20
第四章　經營環境簡介與個案公司分析 21
第一節　中草藥整體市場簡介 21
第二節　馬來西亞市場簡介 26
第三節　個案公司簡介 31
第四節　個案公司分析-五力分析 37
第五節　個案公司分析-SWOT分析 39
第六節　個案公司分析-進入策略 41
第七節　個案公司策略分析小結 44
第五章　結論與建議 45
第一節　結論 45
第二節　建議 47
參考文獻 48
中文部份 48
英文部份 48

中文部份
方至民(2011)。國際企業槪論 : 應用導向。新北市：前程文化。
方至民(2012)。策略管理 : 建立企業永續競爭力。新北市：前程文化。

英文部份
Agarwal, S., & Ramaswami, S. N. (1992). Choice of foreign market entry mode: Impact of ownership, location and internalization factors. Journal of International business studies, 1-27.
Brouthers, K. D., & Hennart, J. F. (2007). Boundaries of the firm: Insights from international entry mode research. Journal of Management, 33(3), 395-425.
Brouthers, K. D., Brouthers, L. E., & Werner, S. (2003). Transaction cost‐enhanced entry mode choices and firm performance. Strategic Management Journal, 24(12), 1239-1248.
Chang, S. J., & Rosenzweig, P. M. (2001). The choice of entry mode in sequential foreign direct investment. Strategic Management Journal, 22(8), 747-776.
Contractor, F. J. (1984). Choosing between direct investment and licensing: Theoretical considerations and empirical tests. Journal of International Business Studies, 167-188.
Davidson, W. H. (1980).The Location of Foreign Direct Investment Activity: Country Characteristics and Experience Effect. Journal of International Business Studies, 9-22.
Davidson, W. H. (1982). Global strategic management. New York: Wiley.
Davis, P. S., Desai, A. B., & Francis, J. D. (2000). Mode of international entry: An isomorphism perspective. Journal of International Business Studies, 239-258.
Hill, C. W., Hwang, P., & Kim, W. C. (1990). An eclectic theory of the choice of international entry mode. Strategic Management Journal, 11(2), 117-128.
Jain, K., & Vazirani, V. V. (2001). Approximation algorithms for metric facility location and k-median problems using the primal-dual schema and Lagrangian relaxation. Journal of the ACM (JACM), 48(2), 274-296.
Kogut, B., & Singh, H. (1988). The effect of national culture on the choice of entry mode. Journal of international business studies, 19(3), 411-432.
Kuehn, A. A., & Hamburger, M. J. (1963). A heuristic program for locating warehouses. Management science, 9(4), 643-666.
Maignan, I., & Lukas, B. A. (1997). The nature and social uses of the Internet: A qualitative investigation. Journal of Consumer Affairs, 31(2), 346-371.
Malhotra, S., & Sivakumar, K. (2011). Simultaneous determination of optimal cultural distance and market potential in international market entry. International Marketing Review, 28(6), 601-626.
Palenzuela, V. A., & Bobillo, A. M. (1999). Transaction Costs and Bargaining Power: Entry Mode Choice In Goreign Markets. Multinational Business Review,7, 62-75.
Porter, M. E. 2011. Competitive advantage of nations: creating and sustaining superior performance: Simon and Schuster.
Shama, A. (2000). Determinants of entry strategies of US companies into Russia, the Czech Republic, Hungary, Poland, and Romania. Thunderbird International Business Review, 42(6), 651-676.
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage.