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Signal Generators in Taiwan
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| Title: |
Signal Generators in Taiwan: A Strategic Entry Report, 1996 |
| Date
Published: |
1999-07-07 |
| Pages: |
119 |
| ISBN: |
0741812924 |
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About
the Author(s)/Editor(s) |
Philip
M. Parker
Eli Lilly Chair Professor in Innovation, Business and
Society
INSEAD (Fontainebleau, France & Singapore)
Philip M. Parker is the
Eli Lilly Chair Professor of Innovation, Business
and Society at INSEAD (Fontainebleau, France and Singapore).
He has been a professor there since 1988 where he
teaches graduate and doctoral-level courses on global
competitive strategy and research methodology. He
has taught courses at Harvard University (HBS), the
Hong Kong University of Science and Technology, Stanford
University (GSB), the Massachusetts Institute of Technology
(MIT Sloan School) and UCLA (Anderson School). Dr.
Parker received his Ph.D. in Business Economics from
the Wharton School at the University of Pennsylvania
and has Masters degrees in Finance and Banking (University
of Aix-Marseille, France) and Managerial Economics
(Wharton). His undergraduate degrees are in mathematics
and economics. Some of his work and methodologies
applied in this study were financially supported by
the Research and Development Committee at INSEAD which
is gratefully acknowledged.
|
About
the Series |
This
series helps international managers expand to various
country markets around the world. Each report is a broad
study of a particular product market, but also gives
information useful for entry strategies (trend analysis,
marketing, production, finance, and distribution strategy).
Each study provides ample statistics on market size
and trends, as well as various economic statistics cover
human resources and cross-cultural management. |
Contents |
1 INTRODUCTION & METHODOLOGY
1.1 What does this report cover?
1.2 How to Strategically Evaluate Taiwan
1.3 Latent Demand and Accessibility in Taiwan
2 SIGNAL GENERATORS
2.1 Latent Demand and Accessibility: Background
2.2 Latent Demand: Aspects of Interest
2.2.1 Market Profile
2.2.2 Latent Demand: Statistical Profile
2.2.3 Best Sales Prospects
2.3 Accessibility: The Structure of Competition
2.3.1 Competitive Factors
2.3.2 Domestic Production
2.3.3 Third-Country Imports
2.3.4 U.S. Market Position
2.3.5 End-User Analysis
2.4 Accessibility: Key Factors
2.4.1 Import Climate
2.4.2 Distribution/Business Practices
2.4.3 Financing
2.5 Key Contacts
2.5.1 Public Organizations
2.5.2 R&D Institutes
2.5.3 Useful Contacts: Trade Organizations
2.5.4 Local Agents/Distributors
2.5.5 Trade Promotion Opportunities
3 THE ECONOMICS OF LATENT DEMAND IN TAIWAN
3.1 Executive Summary
3.2 Economic Issues in Taiwan
3.2.1 Economic Dynamics
3.2.2 Dynamic Markets
3.2.3 Public Role in the Economy
3.2.4 Trade Deficit Risks
3.2.5 Quality of Infrastructure
3.2.6 Political Risks
4 EXPORT ACCESSIBILITY IN TAIWAN
4.1 Executive Summary
4.2 Exporting to Taiwan
4.2.1 The Banking System
4.2.2 Foreign-Exchange Controls
4.2.3 Financing Availability
4.2.4 Payment Methods
4.2.5 Financing Projects
4.2.6 Tariffs and Import Taxes
4.2.7 Valuations on Imports
4.2.8 Import Licensing and Other Restrictions
4.2.9 Medical Devices
4.2.10 Pharmaceuticals
4.2.11 Controls on Exports
4.2.12 Documentation Required for Trade
4.2.13 Entering Temporary Imports
4.2.14 Labeling Issues
4.2.15 Restrictions on Imports
4.2.16 Standards, Testing, Labeling, and Certification
4.2.17 Government Procurement
4.2.18 Free Trade Zone Options
4.2.19 Additional Trade Issues
4.2.20 Adherence to Free Trade Agreements
5 DIRECT INVESTMENT ACCESSIBILITY IN TAIWAN
5.1 Executive Summary: Infrastructure
5.2 Executive Summary: Natural Resources
5.3 Executive Summary: Industry
5.4 Direct Investment in Taiwan
5.4.1 The Overall Investment Climate
5.4.2 Attitudes Toward Foreign Direct Investment
5.4.3 Private Ownership Risks
5.4.4 Protecting Property
5.4.5 Direct Investment Incentives and Requirements
5.4.6 Regulatory Corruption Risks
5.4.7 Corruption Risks
5.4.8 The Local Labor Market
5.4.9 Capital Market Risks
5.4.10 Currency Conversion and Transfer Risks
5.4.11 Expropriation Risks
5.4.12 Dispute Settlement Risks
5.4.13 Political Violence Risks
5.4.14 Key Bilateral Investment Agreements
5.4.15 Foreign-Direct-Investment Statistics
6 MARKETING & DISTRIBUTION IN TAIWAN
6.1 Executive Summary
6.2 Marketing and Distribution in Taiwan
6.2.1 Marketing Strategies
6.2.2 Sales Channels
6.2.3 Pricing Issues
6.2.4 Market Exposure
6.2.5 Essential Tips for Entering the Consumer-Goods Market
6.2.6 Department Stores
6.2.7 Specialty Chain Stores
6.2.8 Hypermarkets and Supermarkets
6.2.9 Convenience Stores
6.2.10 Franchising
6.2.11 Direct Marketing
6.2.12 Public Sector Marketing
7 HUMAN RESOURCE ASSESSMENT IN TAIWAN
7.1 Executive Summary
7.2 Human Resources in Taiwan
7.2.1 Unionization in Taiwan
7.2.2 Collective Bargaining in Taiwan
7.2.3 Workweek and Minimum Wages in Taiwan
7.2.4 Forced Labor in Taiwan
7.2.5 Working Ages and Child Labor in Taiwan
8 POLITICAL RISK ASSESSMENT IN TAIWAN
8.1 Executive Summary: Government
8.2 Executive Summary: Military Organization
8.3 Democracy in Taiwan
8.4 Political Issues in Taiwan
9 LEGAL RISK ASSESSMENT IN TAIWAN
9.1 Executive Summary
9.2 Legal Issues in Taiwan
9.2.1 Privacy, Search and Seizure
9.2.2 Trial Justice in Taiwan
9.2.3 Excessive Punishment in Taiwan
10 CULTURAL AND DEMOGRAPHIC RISKS IN TAIWAN
10.1 Executive Summary
10.2 Cultural Issues in Taiwan
10.2.1 Racial, Ethnic and Discrimination Issues in Taiwan
10.2.2 Women's Rights and Gender Issues in Taiwan
10.2.3 Religion in Taiwan
10.2.4 Fundamental Human Rights in Taiwan
11 HISTORICAL BACKGROUND
11.1 Social and Political History
11.1.1 The U.S. And Taiwan
11.1.2 Administration
11.1.3 National Assembly
11.1.4 Political and Governmental History
11.2 Business Customs in Taiwan
11.2.1 Local Business Practices
11.2.2 Travel Issues
11.2.3 Local Holidays Observed
11.2.4 Language
11.2.5 Health Information
11.2.6 Food
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