跨國企業在台子公司轉型策略之探索研究

Abstract

跨國企業隨著對進入國的市場了解與市場潛力，進而決定控制活動的多寡與資源之投入，而發展適切的進入與營運模式，以提高子公司的營運效率，創造綜效。然而，隨著中國市場的潛力與成長，台灣子公司在跨國企業的角色因而逐漸式微，進而面臨永續經營的難題。 本論文利用個案研究的方式，探討消費性產品跨國公司在台之發展歷程，觀察跨國子公司的發展與變化，並進一步討論在台子公司轉型機會與方向，並以競爭優勢等相關理論作為研究依據，為個案公司重新定位其在母公司的價值，並期以成功案例，能提供在台子公司經理人在實務發展上的參考。 跨國企業進入模式與演進的歷程，其轉變並非因為技術突破造成產品與市場的變化，而是隨著台灣內需市場的演變，影響了跨國企業選擇的進入模式。此歷程可大致分成四個階段：極早期、進入期、成長期、成熟期。在四個階段中，跨國企業因為動機的轉變，從被動取得額外銷售、開始探索開發潛在市場、求取投入市場最大效益，到尋求最佳成本效益的營運模式，而選擇不同的進入模式，營業額與利潤也隨之變化，而此演變形式與產品生命週期非常相似。 本論文選擇了背景相當不同的兩案例，Reckitt Benckiser和美強生（Mead Johnson）兩家跨國企業在台灣的子公司發展歷程，闡釋其轉型策略所代表的意義。本研究發現，同樣面對外商發展的第四階段（成熟期），兩家跨國企業的子公司，在不同背景下，面對類似處境而有不同的轉型策略。然兩家外商的轉型，已經跳脫既定的進入模式，轉而尋求新的市場契機，以維持既有的營收規模、甚至增加企業的營利，導引出第二條成長曲線。 此外，母公司營運管理模式的轉變，給予子公司因地制宜差異化的調整空間，實為兩個台灣子公司轉型成功的關鍵要素之一。同時，因應市場的趨勢和特性，跨國企業子公司應更為主動地提出策略轉型的提案，方能有益於子公司於逆勢中再創成長的契機。 關鍵字：跨國企業子公司、進入模式、轉型策略

An Exploratory Study on the Subsidiary's Renewal Strategy of Multinational Corporation in Taiwan Multinational companies decide her control levels and investment commitment, much based on their familiarization of the host market and the potential they expect. They’ll then choose an appropriate entry mode and operating model accordingly in order to optimize their investment. This research undertook a case study approach to unravel the development history of multinational consumer product companies in Taiwan, and discuss the opportunity and direction for Taiwanese subsidiary to further change the course. Multinational consumer product companies chose various entry modes in the Taiwan market and evolved through different stages, mainly because of the development of market demands and market structure instead of technology breakthrough. We identified four phases of such an evolution; they are Early Trading, Start Up, Growth, and Stagnancy. The motives began with passive additional sales, then started to explore the market opportunity, optimized the market potential, and finally came to lately look for most cost effective operating models. As such, they took different entry modes in each phase and thus achieved different sales and profit performance through each phase. This trend resembles the structure of a product life cycle. We selected two cases, Reckitt Benckiser and Mead Johnson, for in-depth study in this research. With different backgrounds in different business categories, both companies came into Stagnancy phase and took different strategies coping with the change. Both delivered very positive results, in terms of sales/profit and market leadership, with their new operating model and market approach. It seems to create another new product life, such that the subsidiaries can ride on it to create sustainable growth. Local responsiveness is the key factor for the change in both cases. It’d be even more helpful to identify the right timing and the strategy for appropriate changes, if the managers of subsidiaries could proactively initiate the study and the proposal themselves. Keywords: MNC's Subsidiary, Entry Mode, Renewal Strategy.