沈永正Shen, Yung-ChengPOWEN LEELee, Po-Wen2019-09-03不公開2019-09-032017http://etds.lib.ntnu.edu.tw/cgi-bin/gs32/gsweb.cgi?o=dstdcdr&s=id=%22G0105596104%22.&%22.id.&http://rportal.lib.ntnu.edu.tw:80/handle/20.500.12235/94454無中文摘要A proud family-owned dermatological pharmaceutical company started in Auckland, New Zealand in 1950, ACV Healthcare began its global invasion in the 1990s. After successful landing in the Middle East after the gulf war, ACV turned its attention to the (South) East Asia countries, Hong Kong, Singapore, Malaysia and Taiwan. More than a decade after investing in the region, Taiwan remains as one of ACV’s biggest headache in Asia. Not only did it experience a series of setbacks including mediocre performances, parting ways with its long-term distributor, and its country manager recently, ACV also faces transformation from a more medical channel focus strategy to consumer channels focus. This paper highlights some of the difficulties ACV faces in the marketplace in the past five years and ACV’s strategies in terms of pricing, channel and HR.CosmeticsPharmaceuticalACVPharmaceuticalACVCosmetics