國際商務擴張是在商業策略討論中的一個熱門話題，所以企業和商業組織不斷地在探索新的潛在市場空間。基於其能夠帶來的可觀增長預期，通過國際擴張進入新興市場已經成為企業把握新興商業機會，發展規模的熱門方式。本論文的主要創作目的是為一間名為UNIHA Wasser Technologie的奧地利公司識別一些有吸引力的東南亞國家市場，並且給出一個高效的市場進入策略。實驗數據來自對案例公司的業務開發經理的採訪和論文作者的個人經驗。基於清單模型，馬來西亞被選為東南亞最有吸引力的新興市場。此外，研究成果顯示， UNIHA Wasser Technologie GmbH 應該通過綠地工程的模式進入馬來西亞市場，並且借助本土中間商的幫助。以跟隨者的方式儘快的進入馬來西亞市場，可該企業有更大的可能性去獲取難得的業務機會並且實現它的國際化目標。

International business expansion is a hot topic among the strategy discussion of businesses. Consequently, companies are continuously searching for new, unreached market potential. Due to the promising growth prospects, international expansion into emerging markets has become a desirable approach for businesses to capture new business opportunities, grow and develop. The main objective of this thesis is to identify attractive target countries in Southeast Asia for the Austrian case company UNIHA Wasser Technologie GmbH and develop an efficient market entry strategy. Empirical data stems from an interview with the business development manager of the case company and the personal experience of the author. Based on the checklist model, Malaysia was identified as attractive emerging market in Southeast Asia. Moreover, the findings suggest that UNIHA Wasser Technologie GmbH should enter the Malaysian market through Greenfield and with the support of a local agent. By entering the Malaysian market as a follower as soon as possible, the company will likely be able to capture great business opportunities and reach its internationalization objectives.

Validation Letter i
摘要 ii
Abstract iii
Table of Contents iv
Table of Figures vi
Table of Tables vii
1. Introduction 1
1.1. Background of the research 1
1.2. Problem discussion 2
1.3. Aim of the thesis 3
1.4. Course of action 4
2. Theoretical Review 5
2.1. Market selection process 5
2.2. Market entry strategy 7
2.3. Market entry modes 9
2.3.1. Exporting 10
2.3.2. Licensing 12
2.3.3. Management contracting 13
2.3.4. Joint venture 14
2.3.5. Acquisition 15
2.3.6. Greenfield 16
2.4. Factors influencing the decision of entry mode 17
2.4.1. Company motives for entry to foreign market 18
2.4.2. Company´s internal resources 19
2.4.3. Cultural distance 22
2.5. Entry nodes 23
2.6. Entry timing 24
3. Empirical study 26
3.1. The author´s personal experience and motivation 26
3.2. The interview 29
3.3. UNIHA Wasser Technologie GmbH 30
4. Analysis 32
4.1. Country selection 32
4.2. UNIHA´s motives for entry to foreign market 37
4.3. UNIHA´s internal resources 38
4.4. Cultural distance 41
4.5. Market entry barriers 44
4.6. Industry situation 47
4.7. Entry strategy 48
5. Conclusion 52
6. References 54
7. Appendix – Interview UNIHA Wasser Technologie GmbH 60

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