海外子公司的進入策略與調整：以一台灣公司為例

Abstract

臺灣經歷貿易快速的擴增，從早期的進口替代政策到1960年代的出口擴張政策，以至當前的貿易自由化、國際化、制度化政策，對外貿易實已成為台灣經濟發展的主要動力所在。企業在面對全球化趨勢之快速變遷，如何保持其競爭優勢及在其經營目標下，慎選海外投資進入模式及隨後的控制管理，將是一項重大挑戰及學習。 本文的研究目的，是以「XX股份有限公司」為研究的主要物件，整理XX股份有限公司在全球營運下子公司的發展演變過程，並探討下列議題：(1)市場焦點或覆蓋面的變化？如何選擇目標市場？(2)進入策略的變化？是否為動態調整？(3)子公司與總部之間的關係？子公司角色是否隨著時間變動? 本文以個案研究法為主要方法，除透過資料收集外，研究過程中亦比對國際市場進入策略、目標市場選擇與控制管理的相關理論，作為分析基礎，檢視XX股份有限公司在全球營運下子公司的發展演變過程是否有那些可取與不足之處。 研究結論發現，XX股份有限公司全球營運下子公司發展演變過程，已在進入模式選擇上與過去研究相似。但本研究更進一步探索了在國際化的歷程中，進入模式的轉變過程，更經歷一連串的調整行動，以使各地子公司模式轉變後彰顯其效能。在子公司發展演變過程中，子公司的進入模式及角色會隨著企業的策略及時間而做調整，但是關鍵的成功要素就在於演變過程中，母公司需具有調整與各地子公司的關係，例如有些區域需結束關係、有些需改變股權結構、母子公司控制系統(如流程,結構---)的設計等。此外，透過本研究亦發現母公司策略轉換亦需調整子公司市場區域，透過新興市場的開發有助於達到母公司的策略目標-全球資源整合。

From the adoption of import substitution policy in early stage to export expansion policy in the 1960s, and to today’s adoption of trade liberalization, internationalization and institutionalization policies, Taiwan has experienced rapid trade expansion, and foreign trade has become a major driving force for the economic development in Taiwan. It is a significant and challenging task for all companies to learn how to adapt to the rapid evolutions under globalization, how to maintain their competitive advantages and how to select the right entry models to foreign investments and subsequent monitoring management methods in order to achieve the business goals. The main purpose of this research is to examine the evolving process of the subsidiaries of a company under globalization by putting XX International Co., Ltd. as the key study subject, of which the following topics will be discussed: (1) Changes of market focus or coverage? How to choose the target market? (2) Changes of entry strategies? Do changes adjust dynamically? (3) The relationship between subsidiaries and headquarter? Do roles of the subsidiaries change over time? Through research by case study, apart from data collection, the research process has also analyzed and compared different international market entry strategies, target market selection and control management to related theories to achieve better understanding of how subsidiaries’ operation evolve over time under globalization and learn from the experiences. By the conclusion of this research, we have learnt that the entry model selection of XX International Co., Ltd. is very much identical to the research studies in the past, however this research has explored deeper to discover that continuous adjustments will be enacted in the process of internalization and transformation of entry models so as to strengthen the functions of each subsidiary after the evolution. It is for certain that entry models and roles of the subsidiaries will eventually change in the evolution process in order to adapt to the Group’s business strategies at different periods, however the key factor to success is the management of Headquarter’s relationship with its subsidiaries, as the Headquarter needs to adjust accordingly for subsidiaries of different regions, for instance some subsidiaries might need to be closed down, shareholders’ structure might be required to change, the design of control operation flow of headquarters and subsidiaries might be re-designed and etc. The research also demonstrated the need for regional adjustments in the Headquarter’s business strategies; especially for business developments in emerging markets which is highly beneficial for the company’s target strategy- Globally Integrated Enterprise (GIE).