跨文化維度對國際工程公司關係行銷策略之影響：C公司六大目標市場個案研究

Abstract

本研究旨在探討文化差異如何影響國際工程公司（以中鼎工程為例）於臺灣、中國、東南亞、印度、中東與美國市場中之關係行銷策略執行與成效，並以Hofstede（1980）文化維度與Samaha等人（2014）之跨文化RM模型為分析架構，首次將跨文化RM架構應用於EPC產業並發現新構面。 透過公開紀錄與文件資料分析，歸納出高權力距離與集體主義文化中，人際互動與信任關係尤為關鍵；而在低權力距離與高個人主義文化中，契約精神與專業履約則為信任基礎。研究最終提出「文化適應型關係行銷策略組合」與設立跨文化RM專責機制之建議，期能協助企業有效提升國際市場競爭力。

This study examines how cultural differences influence the implementation and effectiveness of relationship marketing strategies by an international engineering firm-CTCI in Taiwan, China, Southeast Asia, India, the Middle East, and the United States. Using Hofstede (1980) cultural dimensions and Samaha et al. (2014) cross-cultural RM model as an analytical framework, this study applies the cross-cultural RM model to the EPC industry for the first time, uncovering new dimensions. Through analysis of public records and documentary data, the study concludes that in cultures characterized by high power distance and collectivism, interpersonal interaction and trust are particularly crucial; whereas in cultures characterized by low power distance and high individualism, a spirit of contract and professional commitment underpin trust. The study ultimately proposes a “culturally adaptive relationship marketing strategy portfolio” and the establishment of a dedicated cross-cultural RM mechanism, hoping to help companies effectively enhance their international competitiveness.