中國大陸企業於內銷市場競爭策略

Abstract

過去中國以投資帶動經濟成長的模式逐漸形成產能過剩的情形，中國當局意識到增加消費在經濟成長中的重要性，2006年所實行的「十一五規劃」，明確指出要將經濟成長模式調整為消費帶動，一個更開放的消費市場儼然成形。預期未來中國大陸經濟改革，將為民營企業提供較大的發展空間，進而在中國大陸市場或國際市場上，對中國大陸投資的台商形成相當程度的競爭壓力與發展契機。近年來已有不少中國大陸本土企業崛起，突破重圍超越跨國大企業，從過去名不見經傳的小廠商成長為全國的知名企業，在短期之內均創造了卓越的成績。然而過去台灣對於中國內銷市場的研究主要著重於個別廠商的個案探討，且多以台商或是外商為主，較少針對中國大陸各產業的當地廠商做一整體性的研究。本研究主要針對九個中國當地企業在某段期間所採取的競爭策略，探討其面臨競爭對手時的回應方式，進一步加以分析其成功之處，並以產業經濟學中的廠商競爭理論加以將個案歸納，探討其策略效果，找出在不同情境下的廠商競爭模式，最末提供欲進入中國大陸內銷市場的廠商，理論與實務上的建議。本研究結果發現： 1. 在進入市場初期，廠商可能面臨市場中的既有大廠和國際企業，大陸市場各地的消費習慣差異極大，必須採用明確的目標市場和產品定位；而在選擇市場與產品線上，可迴避大廠主要的地區市場或顧客群，避免遭受抵制的行動，謀求生存空間。.若想避免往後陷入價格戰的泥淖，可在進入初期即集中資源塑造高品質的形象，或模仿跟隨市場中的高端領導者。 2.進入市場初期，以民族品牌自居對於二三級城市而言，較能獲得消費者的共鳴，並取得生存的空間，進而與跨國企業相抗衡，但民族品牌的優勢未來不一定能夠適用於崇尚新潮流的大城市和年輕世代。 3. 取得市場領導地位後，可轉而向高端產品發展取得更多的利潤，並健全整體市場的發展，也可立即建立進入障礙以鞏固市場地位。因競爭環境的變化與各企業成長階段的不同，企業也必須與時俱進轉換策略，妥善配置資源，不斷調整產品，因應當地市場需求。

During the past years, the method of investment, which was adopted to improve Chinese economic growth, has gradually resulted into over capacity. Therefore, the Chinese government authority has realized the importance of increasing consumption for economic growth, and a greater domestic market is forming. The Eleventh Five-Year Plan for Economic and Social Development has advocated developing economics with consumption. Besides, the economic reformation in the future could be expected to help the local private enterprises develop, and further offer the opportunities or competitive stress for Taiwanese firms in Chinese or international markets. Recently, many Chinese enterprises have sprung up, surpassing the international conglomerates and becoming the famous companies throughout the country. Furthermore, they soon performed well in industries. However, the Taiwanese past research about the Chinese domestic market mainly focused on the case studies of individual firms, which were Taiwanese or foreign companies mostly. There was less integral research about the local private enterprises. Consequently, this thesis emphasizes the competitive strategies of nine successful Chinese enterprises during some specific terms, and discusses their responses to their competitors. Moreover, this thesis analyzes and summarizes the successful reasons with the theories of industrial organization to find the diversified modes of competitive strategies relative to different situations. Finally, the theoretical and practical results and recommendations are addressed in the end for the firms which attempt to enter the Chinese market. According to the research, there are several propositions of the thesis: 1. During the early stage of entering industries, firms must have clear target markets and product positions when encountering large incumbents or international conglomerates. Besides, the new entrant could select the different regions or customers from the incumbents to get the survival space by avoiding the deterrent action. If the new entrant attempts to avoid the future price wars in the long term, it could establish an image of high quality or imitate the inherent leader with the high-end image. 2. During the early stage of entering industries, the firms with national brand could get more responses in the second and third markets. Furthermore, by doing so, they can survive and grow to compete with the foreign countries. However, the advantage of national brands does not necessarily suit the young generations who admire new fashions, especially in big cities. 3. After getting the leading positions of the market, firms could transfer to the high-end product to get more profits, developing a healthy competitive market. In addition to this, firms can also build entry barriers to strengthen their market status. With the changing environment and different growing stage, firms must transform their strategies and allocate resources properly, adjusting their products to satisfy the needs of customers.