Covid-19後多合一快篩試劑開發及國際市場進入策略分析 -以S公司為例

Abstract

企業在追求成長和可持續經營的過程中，進入國際市場是不可避免的階段。特別是台灣企業，由於天然資源匱乏和市場規模有限，因此更需要進入國際市場以求生存。企業應該以何種模式和策略進入國際市場，是一個值得深入探討的主題，這也成為本研究的動機。 本研究選擇研發COVID-19快篩的S公司作為個案研究對象，深入探討其進入歐美國際市場的動機、選擇進入模式與行銷策略的制定，及其在進入國際市場過程中所面臨的問題與應對方式。個案S公司成立於2022年，其母公司在美國成立於2000年，主要從事醫療器材生產批發。由於深知台灣內需製造市場飽和，本土廠商競爭激烈，在台灣產業的猛烈衝擊下，新設S公司重新制定未來方向，投向美國市場及中高階產品的發展，並建立自己的通路，除了經營國際市場外，也與美國政府單位合作，以追求公司長期發展。本研究採用質性方法進行分析，通過深度訪談個案公司執行長並收集次級資料取得研究資料。 S公司對進入美國市場採取不同的行銷策略。在一般大型通路市場，S公司採用white label進入，除了本身產品獨特優勢外，更將產品定位於中階價位，以區別於其他美國和中國的類似產品，進入模式則是與美國W公司合作，採取OEM品牌代工銷售策略，美國W公司為有庫存需求的廠商和品牌通路商，並採取直接銷售方式，直接銷售給北美洲的關鍵客戶。其它政府採購市場則通過授權模式與當地GPO集團採購組織合作，以間接方式佈建至學校、監獄、衛生局、醫院等機構。這些策略是S公司經過多年探索國際市場後，近幾年才制定出的明確目標與政策。由於策略執行時間尚短，加上近兩年的全球經濟不景氣，經營效益可以預期是相對保守。 經過本研究的深入分析，對個案公司得出以下結論：（1）S公司具有豐富的市場經驗和強大的資源後盾。然而，S公司仍需加強研發能力和供應鏈管理；（2）FDA審查要求和快速變動的政策可能延長產品上市時間並增加上市總成本;（3）仍須透過強化品牌形象和客戶服務，提升市場佔有率;（4）國際化動機為市場導向;(5) 國際市場的過程中選擇策略聯盟的方式。本研究對個案公司提出以下建議：（1）TOWS矩陣優先順序為SO戰略 > WO戰略 > ST戰略 > WT戰略。（2）VCA價值鏈分析中仍有可增加的優勢；（3）仍有未開拓的剛性需求市場;(4) 可合併銷售產品;(5) 具有立即且可能遇期性的營運風險需要排除。對後續研究的建議為：（1）可以進行量化研究探討；（2）深入研究新興市場資訊。 本研究在選題、研究架構建立和訪談個案公司高層管理人員方面力求嚴謹，以符合科學原則，但仍存在一些限制：（1）研究對象數量有限；（2）資料蒐集與分析存在限制。

In the pursuit of growth and sustainable operations, entering international markets is an inevitable phase for enterprises. This is especially true for Taiwanese companies, which face limited natural resources and market scale, making international market entry crucial for survival. The mode and strategy of entering international markets are topics worthy of in-depth exploration, and this forms the motivation for this study. This study focuses on Company S, which develops COVID-19 rapid tests, as a case study to explore its motivations for entering the international markets of Europe and the United States, the entry modes and marketing strategies it adopted, and the challenges it faced and how it addressed them. Company S was established in 2022, while its parent company, founded in 2000 in the United States, mainly engages in the production and wholesale of medical devices. Recognizing the saturation of Taiwan's domestic manufacturing market and intense local competition, the newly established Company S redirected its focus towards the U.S. market and the development of mid-to-high-end products, establishing its distribution channels. In addition to operating in the international market, it also collaborates with U.S. government agencies to pursue long-term development. This study employs qualitative methods, conducting in-depth interviews with the company's CEO and collecting secondary data to obtain research materials. Company S employs different marketing strategies to enter the U.S. market. In large retail channels, Company S uses a white label strategy, leveraging its unique product advantages while positioning its products at a mid-level price point to differentiate from other American and Chinese products. The entry mode involves cooperation with American company W, adopting an OEM brand outsourcing sales strategy. Company W, which requires inventory, serves as a supplier and brand channel merchant, using direct sales to key customers in North America. For other government procurement markets, Company S collaborates with local GPO group purchasing organizations through an authorized mode, indirectly distributing to schools, prisons, health bureaus, hospitals, and other institutions. These strategies are the result of years of exploration in the international market, formulated into clear goals and policies in recent years. Due to the short execution time of these strategies and the global economic downturn in the past two years, the business effectiveness is conservatively expected. From the in-depth analysis of this study, the following conclusions were drawn for Company S: (1) Company S has extensive market experience and strong resource backing. However, it still needs to strengthen its R&D capabilities and supply chain management; (2) FDA review requirements and rapidly changing policies may prolong the time to market and increase overall costs; (3) The company needs to enhance brand image and customer service to increase market share; (4) The internationalization motivation is market-oriented; (5) In the process of entering the international market, strategic alliances were chosen. The study offers the following recommendations for Company S: (1) Prioritize TOWS matrix strategies as follows: SO strategies > WO strategies > ST strategies > WT strategies; (2) Value chain analysis (VCA) still has areas for improvement; (3) There are still untapped rigid demand markets; (4) Consider bundling sales with other products; (5) Immediate and foreseeable operational risks need to be mitigated. Future research suggestions include: (1) Conducting quantitative research; (2) In-depth study of emerging market information. This study aims to be rigorous in topic selection, research framework establishment, and interviews with senior management of the case company, adhering to scientific principles, though it still faces some limitations: (1) Limited number of research subjects; (2) Constraints in data collection and analysis.