以市場範疇暨經營模式之觀點探討製造業台商大陸佈局

Abstract

本研究根據過去對外投資的相關文獻與代工模式理論，發展出由「市場範疇」與「經營模式」組成的矩陣模型，藉由這兩個維度，將台商的佈局模式分成（一）世界工廠、（二）全球名牌、（三）當地品牌和（四）地區作坊四種類型；再搭配資源基礎理論、代工模式理論、折衷理論，提出由投資策略、經營策略與佈局策略三大構面。第一個構面，是從策略觀點和投資動機來分析公司的投資目的，而第二個構面以代工模式、核心能力來衡量企業的經營活動，最後一個構面，從 區位選擇和和分佈型態來探討執行層面的做法。此外，本研究透過個案研究的方式，驗證鴻海、巨大機械、達芙妮和東陽實業四家知名企業在每一個變數上的關鍵成功因素，以使分析架構更具實務上的參考價值。 研究結果顯示，世界工廠在投資策略方面，著重在全球整合的策略觀點，其前往大陸的投資動機主要是尋求資源與效率；在核心能力上需具備生產製造之能力，主要代工模式為ODM；而佈局策略的做法，應以成本和運輸導向作為區位選擇的條件，而其分佈型態為網絡群聚。全球名牌及當地品牌在投資策略上，也都具備地區回應的策略觀點，但前者是將大陸視為市場、效率的主要尋求動機，而後者的投資動機則只有尋求市場；在核心能力上皆應具備行銷服務的核心能力，而全球名牌又具備生產製造之核心能力，代工模式皆為OBM；在佈局策略的部分，全球名牌及當地品牌皆以運輸和市場導向來選擇地點，而分佈型態皆相同，製造生產面為點狀散佈，行銷服務面皆為棋布星羅。地區作坊在佈局策略的部分，適合地區回應的策略觀點，並以尋求市場和效率做為投資大陸的動機；在核心能力上要有研發設計及製造生產之能力，代工模式為ODM；而佈局策略，則以運輸、市場導向為選擇區位之主要因素，而分佈型態為網絡群聚。

With the rapidly growth of Mainland China, foreign direct investment in China has become the main economic activity for Taiwanese manufacturing firms recently. In the past, Mainland China was often called “World Factory” due to the lower labor cost. But with the gradually growth of GDP increases and purchasing power increases, Mainland China is remarked to be a market with great potential. With revised focus on that, it’s a significant issue for Taiwanese manufacturing firms to learn how to choose the most appropriate strategy leading to competitive advantage and great profit. According to foreign investment literature and international subcontracting theory, this study develops a matrix with two strategic dimensions: market scope and business model. From this two dimensions, the investment configuration of Taiwanese manufacturing firms can be categorized into four types: (1) World Factory, (2) Global Brand, (3) Local Label and (4) Regional Plant. Besides, based on resource-based and eclectic theory, this research proposes a strategic thinking consisting three constructs, which are “investment strategy”, “operation strategy” and “configuration strategy”. Investment strategy emphasizes on the analysis of enterprise’s investment purpose. Strategic viewpoint and investment motivation are selected as main criteria for the first construct. In the second construct, core competence is selected for evaluating integrated resource utilization efficiencies of firms and the business model is selected for explaining the firms’ operating activities. In the last construct, location choice and scattering feature are used to represent the practical conduct of the enterprise. This research uses the case study method to analyze the key successful factors of the four chosen enterprises in different criteria in order to make this framework more practical and useful. The research concludes that Taiwanese manufacturing firms are supposed to enhance their core competence within each business model while reconsidering their roles in each value chain with global thinking perspectives. Taiwanese manufacturing firms can select the locations prone to not only increase their operating effectiveness, but also to increase the probability of successful investment in China.