摘要
越南位於東南亞策略位置，並擁有豐富的人力資源與諸多的自由貿易協定等競爭優勢，加上自從中美貿易戰開始之後，許多從大陸屹立不動的世界最大工廠的中商和外商開始將全部或者部分的生產線轉移到東南亞區域，更讓離中國不遠的越南明顯成為最佳不二的投資選擇。所以台灣紡織業早就隨著新南向政策前往越南投資，開始國際佈局，其中紡織染整設備業者亦跟著客戶的腳步進入越南投資與經營，故此本研究主要想探討台灣染整設備業者在越南市場上在面臨外部環境所帶來的影響之下，如何將企業自身的優勢發揮到淋漓盡致與把握當地市場所帶來的商機，從而提升企業的競爭能力與贏得當地市場客戶的信任。
本研究藉由「總體經濟分析」、「產業五力分析」、「資源基礎觀點」以及「SWOT分析」作為分析工具，探討與研究台灣紡織染整設備企業在越南市場的經營策略，以台灣L公司為範例。本研究採取訪談個案高階主管的方式取得第一手資料，將所蒐集的次級資料作為研究議題的佐證。
研究結果發現，為了能發揮自身的競爭優勢與把握未來的商機，L公司已採取「品牌行銷策略」以及「強化策略-向政府提出建設示範廠」，以能提升自身品牌在當地市場的認知度與形成品牌口碑。L公司亦採取「改進策略–向政府提出貸款的建議」以及「在地化策略」，以能將企業內外部的文化衝突降到最低，以及解決本公司產品服務具有高價格的劣勢。此外，當面對潛在競爭對手所帶來的威脅，L公司則採取「監控策略」，並隨時注意競爭對手任何動態與經營狀況，以能及時提出因應策略。最後，當企業想要贏得當地市場，必須建立好自己的競爭優勢，前往品牌之路，並不斷投資創新研發部分，以能拉開與競爭對手的距離。此外，需要針對潛在競爭對手保持觀察狀態，以能及時調整本企業的競爭策略。

Abstract
Located in an excellent and strategic position in Southeast Asia, with the advantage of abundant labor resources, Vietnam has actively participated in many international free trade agreements to take advantage and enhance the national competitive advantages. Observing Vietnam as a potential investment destination, many Taiwanese textile and garment companies has already followed the New Southbound Policy to invest in Vietnam. Following this trend, many Taiwanese companies in the supporting industries like textile dyeing machine manufactures have decided to move to Vietnam and set up business there. Taking L company as a successful textile dyeing machine manufacturer in Vietnam, this study aims to analyze and identify the way that business strategies are built and implemented through a various analytical tools, including general environment analysis, Porter’s Five Force analysis, resource-based view and SWOT analysis. Thereby, we hope to provide valuable lessons and useful experiences for other Taiwanese companies on maximizing their own advantages and grasp the business opportunities under the influence of the external environment in Vietnam. In this study, besides primary data obtained from interviews with senior executives of L company, we also collect reliable secondary data to build foundation as well as giving support to the research results. The results of the study reveal that in order to accomplish stable competitive advantages and seize future business opportunities, L company have applied several effective strategies, including brand marketing strategy, SO strategy, WO strategy, localization strategy and ST strategy. These strategies also help the company to overcome many challenges, such as low-brand recognition, cultural differences, intensive price competition, with which many Taiwanese companies in the same field are also dealing with.

目錄
審定書 i
誌謝 ii
摘要 iii
Abstract v
圖次 ix
表次 x
符號說明 xi
第一章 緒論 1
第一節、 研究背景與動機 1
第二節、 研究目的 2
第三節、 研究流程 3
第二章 文獻探討 5
第一節、 企業跨國投資動機與策略相關的定義 5
第二節、 總體環境分析 6
第三節、 產業五力分析 9
第四節、 資源基礎觀點 13
第五節、 SWOT分析 17
第三章 研究方法與設計 20
第一節、 研究方法 20
第二節、 研究對象與範圍 23
第三節、 深度訪談大綱 23
第四章 個案外部環境分析 27
第一節、 越南總體經濟分析 27
第二節、 越南紡織產業現況 41
第三節、 染整產業現況 49
第四節、 紡織染整設備產業之五力分析 52
第五章 個案研究分析 58
第一節、 個案企業介紹 58
第二節、 L公司科技資源基礎觀點分析 65
第三節、 SWOT分析 71
第四節、 L公司在越南市場經營之策略 74
第六章 結論與建議 81
第一節、 結論 81
第二節、 建議 86
文獻參考 88

文獻參考
一、 越南文部分
An, H. (2019). 85% lao động ngành dệt may Việt Nam trước “báo động đỏ” từ Cách mạng công nghiệp 4.0. Retrieved from https://tapchitaichinh.vn/tai-chinh-kinh-doanh/85-lao-dong-nganh-det-may-viet-nam-truoc-bao-dong-do-tu-cach-mang-cong-nghiep-40-312937.html
Anh, Q. (2021). Báo Nga ca ngợi Việt Nam thành công trên nhiều bình diện. Retrieved from https://nhandan.com.vn/binh-luan-quoc-te/bao-nga-ca-ngoi-viet-nam-thanh-cong-tren-nhieu-binh-dien-633762/
Chính, H. (2021). Quy mô kinh tế Việt Nam vượt 1 nghìn tỷ USD theo sức mua tương đương. Retrieved from http://baochinhphu.vn/Kinh-te/Quy-mo-kinh-te-Viet-Nam-vuot-1-nghin-ty-USD-theo-suc-mua-tuong-duong/418480.vgp
Công, Đ. (2020). Tỷ lệ nội địa hóa trong một số ngành công nghiệp nước ta. Retrieved from https://tapchicongthuong.vn/bai-viet/ty-le-noi-dia-hoa-trong-mot-so-nganh-cong-nghiep-nuoc-ta-76668.htm
Hà, T. (2018). Hơn 26.500 dự án FDI vào Việt Nam trong 30 năm. Retrieved from https://nhandan.com.vn/tin-tuc-kinh-te/hon-26-500-du-an-fdi-vao-viet-nam-trong-30-nam-337062/
Kê, T. C. T. (2021). XUẤT, NHẬP KHẨU NĂM 2020: NỖ LỰC VÀ THÀNH CÔNG. Retrieved from https://www.gso.gov.vn/du-lieu-va-so-lieu-thong-ke/2021/01/xuat-nhap-khau-nam-2020-no-luc-va-thanh-cong/
Trang, P. (2021). Kỳ 1: Dệt may Việt Nam và những thách thức nội tại. Retrieved from https://baochinhphu.vn/Chinh-sach-va-cuoc-song/Ky-1-Det-may-Viet-Nam-va-nhung-thach-thuc-noi-tai/427784.vgp
Thương, B. C. (2017). BÁO CÁO XUẤT NHẬP KHẨU VIỆT NĂM 2016. Retrieved fromhttps://aecvcci.vn/Uploaded/Users/Admin/files/2018/Bao%20cao%20XNK%202016%20Bo%20Cong%20Thuong.pdf
Thương, B. C. (2018). BÁO CÁO XUẤT NHẬP KHẨU VIỆT NĂM 2017. Retrieved from http://ngkt.mofa.gov.vn/wp-content/uploads/2018/03/1521762504-20180322-Bao-cao-XNK-Viet-Nam-2017.pdf
Thương, B. C. (2019). BÁO CÁO XUẤT NHẬP KHẨU VIỆT NĂM 2018. Retrieved from https://aecvcci.vn/Modules/News/Uploaded/Document/2021051116472514_pdf.pdf
Thương, B. C. (2020). BÁO CÁO XUẤT NHẬP KHẨU VIỆT NĂM 2019. Retrieved from https://congthuong.vn/stores/customer_file/phuonglan/042020/24/Noi_dung_sach_Bao_cao_XNK_2019.pdf
Thương, B. C. (2021). BÁO CÁO XUẤT NHẬP KHẨU VIỆT NĂM 2020. Retrieved from https://congthuong.vn/stores/customer_file/phuonglan/042021/19/Sach_XNK_2020.pdf
 
二、英文部分
Bank, W. (2021). Vietnam Overview. Retrieved from https://www.worldbank.org/en/country/vietnam/overview
Khoa, D. (2020). Vietnam stands high on human capital index. Retrieved from https://e.vnexpress.net/news/news/vietnam-stands-high-on-human-capital-index-4163357.html#:~:text=An%20above%20average%20score%20has,the%202020%20Human%20Capital%20Index.
Montgomery, C. A. E. (2011). Resource-based and evolutionary theories of the firm: towards a synthesis. Springer Science & Business Media.
Nam, P. V. (2020). Doing Business in Viet Nam 2020.
Penrose, E., & Penrose, E. T. (2009). The Theory of the Growth of the Firm. Oxford university press.
Report, U. S. N. W. (2021). Overall Best Countries Ranking. Retrieved from https://www.usnews.com/news/best-countries/overall-rankings 

三、中文部分
方至民. (2006). 國際企業管理 - 建構全球營運優勢. 前程文化〈前程企管〉.
方至民. (2015). 策略管理 - 建立企業永續競爭力. 前程文化.
方至民. (2019). 國際企業 - 應用導向. 前程文化.
黃俊英, & 陳世穎. (2003). 市場基礎資産之角色: 資源基礎理論觀點. 開南大學, 運籌研究集刊.
李美華等（譯）(1998)。Babbie, E. R.著。社會科學研究方法（上）。台北：時英。
李水璉. (2020). 流亞在地化、國際行銷及創新品牌豐收. 取自 https://www.chinatimes.com/newspapers/20201204000288-260210?chdtv
今周刊. (2019). 別再單打獨鬥台灣應以策略聯盟闖進新南向. 取自https://www.businesstoday.com.tw/article/category/80393/post/201906260068/%E5%88%A5%E5%86%8D%E5%96%AE%E6%89%93%E7%8D%A8%E9%AC%A5%E3%80%80%E5%8F%B0%E7%81%A3%E6%87%89%E4%BB%A5%E7%AD%96%E7%95%A5%E8%81%AF%E7%9B%9F%E9%97%96%E9%80%B2%E6%96%B0%E5%8D%97%E5%90%91
潘振雄. (1999). 管理學: 理論與實務. 高立出版.
雙邊貿易一組. (2019). 歐盟與越南自由貿易協定（EVFTA）和越南與歐盟投資保護協定(EVIPA)重要內容」專題報告. 取自https://www.trade.gov.tw/Pages/Detail.aspx?nodeID=1828&pid=674812&dl_DateRange=all&txt_SD=&txt_ED=&txt_Keyword=&Pageid=0
心南向 心成長. (2019). 紡織染整智慧化，流亞新南向「A Team」打天下. 取自 https://itritech.itri.org.tw/blog/logicart/
張小玫、何思穎. (2020). 歐盟與越南貿易協定EVFTA即將正式生效. 取自 https://iknow.stpi.narl.org.tw/Post/Read.aspx?PostID=16368
自由時報. (2020). 疫情促供應鏈脫中？企業反因現金流降低增遷移困難. 取自 https://ec.ltn.com.tw/article/breakingnews/3192181