台灣資訊品牌歐洲市場進入模式與經營策略

Abstract

台灣資訊產業的發展，一直是由代工模式所主導，但隨著資訊產業的成熟，代工微利化的時代迅速來臨，如何使台灣的資訊產業由代工的蝶蛹中，往高附加價值的品牌及研發的方向移動，而羽化成主導國際品牌的蝴蝶，是現階段台灣國家、社會及企業所思考的問題。歐洲一向是我國重要的出口市場之一，2004年其出口總額占我國出口總額的13.47%；而歐洲市場由於其市場規模大、多國家、多語言的特性，已成為目前台灣欲從事自創品牌的企業最重視的區域市場。然而，台灣廠商在歐洲市場成功的案例，迄今仍相當有限。 因此，本研究針對三家領先在歐洲市場建立自有品牌活動的台灣資訊電子廠商，希望藉由深度個案分析，歸納建立這些品牌廠商的進入模式、跨國經營組織控管模式、以及整體成長策略，以提供台灣廠商未來在歐洲市場經營品牌之決策參考。 總結本研究的發現，包括： (1) 台灣廠商往往受制於資源、人才及管理能力缺乏等問題，而採取資源導向的進入模式決策；此外，廠商所面對的是零組件市場或是系統品牌，也影響了對資源需求的強度。 (2) 台灣品牌母公司的管理能耐往往成為品牌國際化成功或挫敗的關鍵。若企業本身的國際管理能耐不足，卻採取迅速進入國際市場，加以分權的國際企業管理，則母公司亦擔負極高的營運風險。 (3) 台灣資訊品牌應採取獨資進入及直接管理的國際化模式，才能夠增加其缺乏的國際行銷及管理能力，並且應經由此過程培養符合企業文化的國際行銷人才。此外，企業的高階管理者也應堅持直接控制國際企業，並從中增加母公司的管理能耐。 (4) 本研究提出一進入模式選擇矩陣，說明在「能否建立未來母公司的管理能耐」的前提下，「原母公司的管理能耐」及「對多國籍企業管控」兩要素，對進入模式選擇的影響。 (5) 本研究亦提出母公司建立其管理能耐的方法，藉由母公司運作的五大特質與自創品牌的成功關鍵因素的合適性，來討論母公司如何從每天與子公司的互動中，建立其國際管理及行銷能力。

OEM/ODM model has been a dominant business model for Taiwanese companies to gain global competitiveness, especially in the IT industry sectors. However, as the industry is getting matured and concentrated, the OEM/ODM model has reached razor-thin profitability level. Therefore, developing own-brand businesses has become the most critical strategic issue for Taiwanese IT players. For own-brand business, with multi-national and multi-lingual characteristics, Europe has been one of the major export markets and becomes the most attractive market to explore for Taiwanese brands. However, there are still quite a few successful stories so far. The purpose of this research is to examine how leading Taiwanese IT brands develop market foothold and dominance in the European markets through in-depth case studies, with the hope that our findings could provide practical guidance to perspective entrants. We especially focus on entry modes these firms undertook, reasons driving differential entry decisions, and control/coordination mechanisms adopted for implementing business strategies. Our research results show that: (1) the entry modes of Taiwanese brands are very likely to be limited by the scarcity of resources and qualified managers possessed by the entrants; (2) the management competencies of Taiwanese brands are the key to successful internationalization. We suggest that Taiwanese brands shall both take direct investments and a tight control mode over foreign subsidiaries in order to accumulate their international marketing and management competencies. This study also proposes an entry mode selection matrix based on “brand management competency” and “multi-national organization control” for practical usage. This study further suggests ways of building international brand management competencies based on required headquarter functions and key successful factors of own-brand development.