國際工程服務業跨國市場策略：以A公司煉油石化工程個案為例

Abstract

全球直接投資規模的成長，帶動了全球基礎設施建設計畫的成長，而這些基礎設施的規劃係為一強大的拉力-對國際工程服務業與國際工程公司的巨大需求。想成為跨國頂尖國際工程公司，國際工程公司的跨國市場發展策略便益顯重要，不僅要考慮公司本身在發展上所要面臨的難題，更必須掌握整個國際工程產業在特定時間、地區、事件、所必須權衡的規劃與謀略。 本研究係以煉油石化工程為討論主軸，透過個案A公司在伊朗的煉油石化工程專案，來探討國際工程服務業的在跨國煉油石化工程市場的發展，以及國際工程公司在煉油石化工程跨國市場策略上所能著墨的關鍵。研究發現，A公司的跨國市場策略主要是鑲嵌在市場開發國的狀態，在面對跨國市場的進駐，除了衡量自身的實力外，現實上必須對跨國地緣政治有更深層的了解，以避免潛在的政治成本、經濟成本、以及財務成本。除此之外，栽培的專業人才，對A公司在跨國市場的經營管理與品牌建立上都非常重要，然而當地專業人才與來自其他地方的專業人才是否會有文化上的隔閡而造成工程的延宕或失誤，亦是公司必須檢視的。

The elevation of global foreign direct investments drive the quantitative growth of global infrastructure plans and as well as become the strong traction for the tremendous demands of international engineering industry and its affiliated companies. To be the top international engineering company, the strategies of entering transnational market are critical not only for the considerations of the internal conditions of company itself but also for the concerns of controlling their scheme and tactic for development. The research is to focus on refining and petrochemical engineering, and by scrutinizing the specific project held by the case A company in Iran, the development of transnational refining and petrochemical engineering market and their key strategies are discussed. Based on the ascertainment, the main strategies of A company are embedded in the conditions of market country; A company not only has to measure its capability but also should confront to the realities of geopolitics, attempting to avoid latent political costs, economic costs, and financial costs. Furthermore, the plans of cultivations of professional should be frequently reviewed to escape from the mistakes and postpones made by cultural barriers and cultural impacts.