外商在台子公司的在地化策略與跨國管理：以P車廠為例

Abstract

臺灣豪華汽車市場近年來成長顯著，許多高階車廠的掛牌數逐年上升，如P車廠臺灣子公司的銷量屢屢突破歷史紀錄。然而儘管車廠近期營運表現良好，但它的市占率仍大幅落後市場兩大龍頭車廠。在這個競爭環境下，對未來想進一步擴大市場份額的P車廠來說，勢必要全面檢視營運方針，並重新制定競爭策略。 本研究以P車廠臺灣子公司為研究對象並以個案分析法進行研究。首先使用五力分析剖析豪華汽車產業發展並梳理出產業趨勢與挑戰。隨後，透過檢視子公司的市場表現和比較其與競爭者在進入歷程、發展沿革與策略布局等方面，整理車廠的優劣勢，進而提出競爭策略建議。另一方面，本研究亦藉由價值鏈模型審視子公司內部流程，提出子公司可自行掌握之關鍵活動與詳述改善後所帶來的在地化策略效果，以凸顯母公司授權和在全球整合與回應取得平衡的必要性。 研究結果發現，車廠子公司在產品層面，應增加休旅車款配額及提高整體交車效率；產品附加價值層面應透過會員制建立增加顧客消費動機；行銷活動方面，應擴大與豐富化與產業相關的活動參與及俱樂部經營；通路方面，則應增加實體通路據點與建構良性競爭的經銷商體系，並留意通路差異性。另外，在地化策略建議則是分為產品、行銷、人力資源及企業制度活動的改進。車廠子公司除了需要建置進料、生產與物流的資訊整合系統外，不僅要完善顧客資料蒐集流程，更要主導公司內部職員的選用與訓練，並輔以跨企業的制度標準與同步化以提升子公司回應市場需求的效率。總體而言，藉由上述活動的掌握，子公司能尋求更大程度的授權；母公司則能夠提升整體組織的在地回應性，並將上述經驗傳承到在其他重點市場營運的子公司，達到跨國學習效果。最終，希望本研究成果可提供給未來欲進入臺灣設立據點的豪華車廠制定策略的方向與管理意涵。

Recently, Taiwan luxury car market has experienced significant growth, evidenced by the annual increase in registration plates of luxury car. Notably, Company P’s subsidiary in Taiwan consistently surpasses historical records. Despite its commendable performance, the subsidiary’s market share still lags considerably behind two market leaders, prompting Company P to reconsider its operating situation and to formulate a new competitive strategy in order to expand its market presence. This research focuses on Company P’s subsidiary in Taiwan with using the case study method. First, Five Force Analysis is employed to examine the global luxury car market, identifying industry trends and challenges. Then, strategic suggestions are given based on the analysis of the subsidiary’s market performance and the comparison between it and its competitors in the terms of entry modes, historical performance and the difference of strategy. Additionally, this research also uses the value chain analysis to understand the internal processes of the subsidiary. Through this analysis, some key activities which should be managed by the subsidiary can be identified and the enhancement brought by the “Localization Strategy” can be highlighted, too. These results are shown to emphasize the importance of granting the authorization and maintaining the balance between global integration and local responsiveness. The competitive strategies can be summarized into 4 dimensions. First, concerning products, the subsidiary should increase the allocation of SUV models and enhance the efficiency of delivery (to customers). Increasing customer buying behavior by establishing membership can add value to the products. Thirdly, expanding involvement in automotive-related events and club operations are marketing activity suggestions. Finally, for channel improvement, the subsidiary should increase brick-and-mortar stores while preserving their distinctiveness. The dealer network should also keep competitive. To better align with these competitive strategies, the subsidiary also needs more authorization. The best way is via improving the key activities and level up its localization strategy, which then can be summarized into 4 points. Materials, production and logistics data consolidation system should be established. Next, managing customer data is marketing & sales activities improvement. Talent acquisition and training with standardizing trans-organization rules should also be led by the subsidiary. Ultimately, with managing these activities, the subsidiary can have more authorization, the parent company can enhance local responsiveness, and the subsidiaries in other important markets can learn the experience from Taiwan market. Overall, this research provides the direction to formulating the strategy and management implications for international luxury car companies seeking to enter Taiwan Market.