亞洲區跨文化差異與海外線上通路培訓：半導體廠商之個案研究

Abstract

跨國通路的合作關係正日漸普及，但文化差異是彼此合作間的一大障礙，易導 致較高的溝通成本，使通路商的銷售績效降低。因通路商不單只銷售一間供應商的 產品，所以供應商必須盡可能得到較高的市佔率與品牌影響力。跨國企業需要提供 給外部銷售人員有效的誘因及客製化的銷售工具，促使他們更有動力去銷售產品。 這篇論文探討的是基於霍夫斯坦德的國家文化模型和馮斯·瓊潘納斯七種文化構 面的理論下，分析不同的培訓風格與計畫，目的是能更有效管理國際通路。並針對 某跨國企業在台灣、日本、新加坡的通路商，研究是否因文化差異而產生不同的培 訓需求。 首先分析此跨國企業亞太區通路培訓課程現況，接著探討是否有進一步客製化 的需求。研究顯示不同國家具有不同的文化特徵與偏好，因此，基於個案分析與訪 談結果，提出了策略建議及客製化模型。最後指出國際通路培訓的延伸應用與未來 可能的研究方向。

Cross-national channel partnerships are on the rise, and divergent cultures may engender higher costs and heightened misunderstandings, which have a deleterious effect on channel performance. Distribution channels often carry products from more than one supplier; therefore, it is imperative that the supplying firm can gain market share and mind share of their distributors. Multinational corporations need to motivate their indirect salesforce with effective incentives, and provide them with customized selling tools. This study explores the extent to which different training styles or programs, predicated on Hofstede’s Dimensions of National Culture and Trompenaars and HampdenTurner's Seven Dimensions, can be effective strategies in managing international distribution channels. It is a study on how cultural differences may affect the needs of a multinational corporation’s distribution channels in Taiwan, Japan, and Singapore. An analysis of the training program for a MNC’s Asian Pacific distribution channels is conducted. Whether customization should be considered while designing distributor training programs is investigated. The findings indicate that different countries have distinct cultural traits, therefore, strategies and a customized model are proposed based on the case study and interview results. Finally, international channel training implications and directions for future research are suggested.