我們以臺灣某一筆記型電腦公司試圖進入越南投資為例，說明我們所提出之實務上評選進入模式的進行步驟。獨資經營、合資經營、契約式協議、直接出口、與間接出口，五種進入模式列入評選，應用層級分析程序(Analytic Hierarchy Process, AHP)以交易對本經濟學與體制觀點。構建出一決策分析樹，第一層分為四個主要因素，第二層共有十二項指標。並以該公司之利益關係人包括如主要股東、主要之上下游廠商、公司之高階經理人員、以及職工代表，形成集體決策。此一致性的群體決策形成的過程，也讓利益關係人體認競爭之環境內涵，也了解到各人間的相互依賴關係，各人角色立場所持之觀點對於海外投資決策所具有之價值。
We propose an entry modes selection process for an enterprise to invest in a specific foreign nation. We illustrate the process by the case of a notebook computer company in Taiwan considers to enter Vietnam market. We established an Analytic Hierarchy Process (AHP) decision tree that base upon the main theories in International Business Management: Transaction Cost Economics and Institutional Approach. The participative selection process is particular designed to have a consensus entry mode by the group of stakeholders such as shareholders, managers, and employees. This group decision empowers employees and shareholders to become active participants in shaping the environmental context of their company. This process also enables shareholders and employees to recognize the significance of their mutually dependent relationships and to value the perspectives of other involved in the foreign subsidiaries.
