康師傅控股在日本市場的國際化策略研究

Abstract

本論文的研究對象是一家在臺灣發跡，事業版圖橫跨大中華區的頂新國際集團旗下的康師傅控股公司(以下“康師傅”)。康師傅為最具代表性的大陸台商，也是大陸最知名的食品及飲品品牌之一。康師傅在大中華區持續拓展業務的同時也積極思考如何更加國際化，以及如何在日本佈局新業務或取得日本企業先進技術、知名品牌等策略。 本論文選用多種模型及研究工具以開展全面客觀的分析，包括採用宏觀環境(“PESTEL”)模型、波特的鑽石及價值鏈模型，策略群組模型；透過PESTEL模型及鑽石模型全面分析了康師傅的外部策略環境及國際競爭力。同時也運用了VRIO框架及價值鏈模型確定了康師傅的持久競爭力以及核心價值。另外，通過策略群組以及SWOT分析瞭解了康師傅所在的策略群組內企業競爭的主要著重點，使康師傅更加認識行業環境的機會和威脅，明確康師傅需採納SO策略，實現內外部資源最優化，從而更好佈局日本市場。 基於上述綜合研究，在企業國際化策略道路上，康師傅應採用“跨國公司”策略，並明確兩個策略里程碑。近期里程碑是充分研究日本市場，將日本相關經驗吸收並應用於大陸市場，通過參股形式投資日本企業，提高集團國際化水準；遠期里程碑是通過控股形式整合日本企業並與日本企業全面競爭，發揮集團綜效，並將企業利益最優化。本論文也為康師傅在日本市場的國際化策略佈局提出八項建議，包括：注重管理層本地化,融入日本當地文化;實踐日企管理精神，提高食品安全品質; 積極參與市場競爭,提高研發創新能力;抓住中日友好機遇,享受產業集群效應;發揮大陸市場經驗,引領日企進軍大陸; 結合組織龐大資源,創造集團內外綜效;開展國際外派管理,強化國際人才資源;及善盡企業社會責任,成為優良世界公民。 本論文對康師傅在日本的國際化策略佈局進行全面分析並提供相關建議。對於在大中華區擁有良好根基，但在國際知名度及競爭優勢仍相對薄弱的企業具有一定參考價值。由於外部宏觀環境差異導致本論文無法對康師傅在其他國家的國際化策略佈局直接貢獻，但本論文採用的研究方法論仍具一定理論與應用價值。

This thesis focused on Tingyi (Cayman Islands) Holding Corporation (“Master Kong”), a company of Ting Hsin International Group which started business in Taiwan and now having operations across Greater China. “Master Kong” is one of the most well-known Taiwanese enterprises and food stuff brands in Mainland China. While Master Kong will continue expanding in Greater China, it will also consider various strategies to internationalize itself, including strategies for the Japanese market for new business and acquisition opportunities of Japanese enterprises or brands. A variety of research and analysis tools have been used throughout this thesis, e.g. PESTEL model, Michael Porter’s diamond model and value chain analysis, and the strategic groups model. Through the PESTEL and diamond models, Master Kong’s international competitiveness were defined. In addition, VRIO and value chain analyses helped to reaffirm Master Kong’s sustainable competitiveness. The strategic groups model and SWOT analysis were utilized to identify Master Kong’s respective competitive areas in each strategic group. This analysis concluded that “SO strategy” should be adopted to optimize internal and external resources for Master Kong to enter into Japan. In addition, it is suggested that Master Kong should take the “transnational” strategy and set two milestones: i.e. it should participate minority investments in Japanese companies and be more “international” in short term, and for longer term, it should consider mergers & acquisitions of Japanese enterprises to maximize its group synergy. The author also provided 8 recommendations for Master Kong’s to enter into Japan, i.e. integrating and localize itself into Japanese business and management culture, adopting Japanese quality control system to further improve food safety, participating market competition and upgrading its R&D capabilities, taking advantages of improved Sino-Japan relationship, helping Japanese enterprises to go to China, maximizing its group resources to create overall synergies, considering staff secondment with more efforts in international human resource management, and fulfilling corporate social responsibilities to be a responsible global citizen. This thesis presented the salient points of Master Kong’s development and implementation process of internationalization strategy. For a company which has solid foundation in Greater China but with limited reputation and/or international competitiveness, this thesis should provide some guidance. Given the macro environment could significantly differ from one to the other, this thesis would only be relevant to Japanese market. This thesis should, however, serve some purposes in the way of summarizing relevant theories and applications in internationalization strategy.