臺商食品業在跨國投資與經營策略分析—以南僑及大成長城投資中國經驗為例

淡江大學機構典藏 > 商管學院 > 國際企業學系暨研究所 > 學位論文 > Item 987654321/31897

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题名:	臺商食品業在跨國投資與經營策略分析—以南僑及大成長城投資中國經驗為例
其它题名:	An analysis on international investments and operational strategies of Taiwanese food industry : case studies on investments in China of namchow and dachan great wall group 台商食品業在跨國投資與經營策略分析—以南僑及大成長城投資中國經驗為例
作者:	梁至慧;Liang, Chih-hui
贡献者:	淡江大學國際貿易學系國際企業學碩士在職專班林江峰;Lin, Chiang-fang
关键词:	多角化;市場區隔;diversification strategies;segmentation strategies
日期:	2007
上传时间:	2010-01-11 01:23:16 (UTC+8)
摘要:	台灣一直是對外投資大國，在聯合國貿易與發展委員會（UNCTAD）最新的調查中，2003-2005年台灣的對外投資表現排名世界第29名，在亞洲僅次於免稅天堂香港與新加坡。若進一步瞭解台商之對外投資行為，我們可合理推論香港與新加坡的許多對外投資，其實是來自台商的第三地轉投資行為。也就是說，台商對外投資內涵其實遠超過由台灣自身直接對外投資之表現！也因此，台商的跨國投資與經營策略是一個非常值得探討的課題。本研究係以台商食品業作為研究對象，而由於台商食品業投資中國的案例不少，1991年至今共有22家企業，投資金額也持續增加中，因此本研究內容便關注探討台商食品業投資中國進行內銷佈局的概況與趨勢演變，選擇南僑集團與大成長城企業進行個案探討。研究結果發現，台商食品業在中國市場多採多角化或市場區隔策略，同時由於同文同種之優勢，台商食品業在中國市場也會進行有效的文化行銷策略；然中國市場之通路模式、員工管理與中國政府治理方式是影響台商食品業進軍中國市場成功與否之需適應與亟待掌握的部份。以南僑集團與大成長城企業為例，南僑集團投資中國成功之關鍵在及早進入市場、針對市場差異性採取多角化經營及市場區隔策略，並進行觀念性的品牌行銷。至於大成長城集團在中國則採取延伸本業的垂直整合與市場區隔策略，並藉助其品牌實力與中國對外之貿易談判成果，發展日本、韓國、新加坡、中東與美國等外銷市場，與南僑集團同為台商食品業對中國市場投資成功之範例。 Taiwan has long had large scale outward direct investment. According to the newest survey undertaken by UNCTAD (United Nations Conference on Trade and Development), Taiwan’s outward FDI Performance world ranking is 29th during the period 2003 and 2005, only falling behind Hong Kong and Singapore among Asian countries. A reasonable reason of this can be inferred: A great amount of Hong Kong’s and Singapore’s outward FDI is contributed by the reinvestment of Taiwanese companies through a third party. That is, the real amount of Taiwan’s outward FDI is underestimated. Hence, the topic relating to the outward investment strategies of Taiwanese companies has long been an interesting one for research. This research focuses on food industry in Mainland China, and especially on food companies run by Taiwanese businesses. Besides, the performance and strategies of these countries are also reviewed and discussed. Among all the Taiwanese food companies which invest in Mainland China, Namchow and Dachan Great Wall Group are chosen for the case study. A conclusion can be drawn from the case study that Taiwanese food companies in Mainland China always pursue diversification and Segmentation strategies. However, the Supply chain management (SCM), management for local Employees and the policies of the government are problems to be overcome. Take Namchow for example; with its early entry strategies into Mainland China, together with its diversification and segmentation strategies, Namchow has become a successful brand in China. As for Dachan Great Wall Group, it has vertically integrated the supply chain and taken segmentation strategies as well. In addition, with its negotiation power bargaining with China, Dachan Great Wall Group has successfully developed other markets including Japan, Korea, Singapore, mid-east countries and U.S.A. In sum, the experiences in Chinese market of these two companies are great models to be followed.
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