台灣物流業者進入中國市場的經營模式探討-以S公司為例

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题名:	台灣物流業者進入中國市場的經營模式探討-以S公司為例
作者:	謝振昌;Hsieh,Chen-chang
贡献者:	管理學院高階主管企管碩士班
关键词:	物流產業;產業分析;產業策略矩陣;進入模式;entry model;industrial strategy matrix;industry analysis;logistics industry
日期:	2010-04-21
上传时间:	2014-05-08 15:36:34 (UTC+8)
出版者:	國立中央大學
摘要:	近年來，台灣產業隨著全球化的趨勢開始外移，相對影響台灣進出口量。而台灣物流市場也已趨飽和，其市場成長率更是明顯下滑，許多業者在結合產銷策略、資訊系統與國家整體發展的考量下，也開始出走台灣前往國際市場。 2008年雖受國際金融危機等因素影響，但中國官方配合政策的推行、基礎建設的推動，使物流產業備受官方注目，目前依然保持20%的增長速度；而快遞市場的規模增長率更是在30%以上。許多業者看準商機前進中國大陸開啟物流產業的發展。本研究之研究目的，主要探討台灣物流業者前進中國大陸之外部環境及其產業發展狀況，深入分析個案公司進入中國市場的動機與針對不同的地區所採取的經營模式，並仔細評估個案公司在中國大陸之競爭策略及未來發展方向，以提供作為未來進入國際市場業者之參考依據。本研究經由個案分析進行探究，以Kotler & Keller (2003)「企業進入國際市場的模式」做為理論基礎進行深入分析。個案公司在進入大陸市場前先進行物流產業環境的評估與調查，而後在當地政府的協助下以獨資的方式進入市場；針對各地區所採取不同的營運方針，先後在長三角、珠三角以及閩南地區，配合各地區的經濟環境進行適宜的開發：以深圳作為發跡地、在珠三角發展以運送山寨品做為主要貨源；在長三角一帶以台商做為主要服務客源；伴隨小三通的開放，在閩南一帶進行兩岸小額貿易運輸。此三地區的運貨量以珠三角、長三角一帶為高，但由於內部人事管理方面，其獲利以珠三角為最高，在閩南地區一帶由於無法發揮快遞優勢故無法達到明顯的經濟規模。對於個案公司經營層面的相關策略，本研究採用產業策略矩陣分析進行評估。結果顯示個案公司須積極開拓產品廣度與深度並找尋其利基市場，建構完整的物流中心，利用在台網絡優勢以先進的資訊技術提升競爭力，以向其他東南亞市場拓展。 ;Under the recent trend of globalization, many of Taiwanese companies have started to relocate, thus impacting the imports and exports of Taiwan to a certain degree. As the logistics market in Taiwan has become saturated with significantly declining market growth rates, many companies involved in the supply chain businesses have begun to leave Taiwan for the international markets. In the process, they have combined their production and marketing strategies with information systems and have taken the overall national development into consideration. Although there was an international financial crisis in 2008, the logistics industry in China still grew by 20%, with the express delivery market growing by more than 30%, because the Chinese government has pushed forward some policies to promote the construction of infrastructure and paid much attention to the logistics industry. Many Taiwanese logistics service providers have thus stepped into the China logistics industry to explore the business opportunities there. The purpose of this study is mainly to discuss the external environment and the industrial development that the Taiwanese logistics industry has to face in China. A Taiwanese company is chosen for in-depth analysis on its motivation to enter into the China market and the business models it has adopted in different areas of China. The case is then carefully evaluated on how competitive its strategy is and what direction it should head for its future development in China. It is hoped that the research results of this study can be a good reference for those companies which would explore the international markets. This study adopts the case-study method and the "business model for international market entry" proposed by Kotler & Keller (2003) as a basis for theoretical analysis. It is found that the S Company has first investigated and assessed the environment of logistics industry in China before entering into the markets. It has then founded a 100% owned company with the assistance of the local government. It has adopted different market development strategies to fit the needs of economic environments of different regions, such as Yangtze River Delta, Pearl River Delta, and southern Fujian region. In the process, the S Company has first established its base in Shenzhen. It has then developed its main business in the Pearl River Delta by delivery of “Shan-zhai” goods — products copied from internationally known brands. In the Yangtze River Delta area, the main customer base of the company is mainly composed of Taiwanese companies. Since the opening of the so-called “three mini-links”, the company has been engaged in the cross-strait transportation and delivery of goods for trades in the Fujian region. Among the three areas, the company has enjoyed good business in the Pearl River Delta and Yangtze River Delta areas. However, its business in the southern Fujian region has been slim because it has not owned any advantage in express delivery and has not yet reached significant economies of scale. In terms of profitability, the Pearl River Delta has made the highest contribution due to better internal personnel management. This study used the “industrial strategy matrix” to evaluate the corporate-level strategies of the case company. The results show that the case company should actively develop breadth and depth of its products and find niche markets for them to build up a comprehensive logistics center. It should also use its advantages in advanced information technology in Taiwan to improve its competitiveness and to expand to other Southeast Asian markets.
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