| 摘要: | 隨著中國與台灣於2001年相繼加入WTO （世界貿易組織）後，中國成為世界經濟的重要一員，兩岸關係起了很大的變化，期間中國經濟對外開放，台灣與中國的經濟交流也隨著兩岸關係轉變更加熱絡，在市場拉抬下，大量台商湧入中國市場，加上同文同種的文化背景，更使台商進入中國門檻比其他外资低；當時台灣股價高、房價高、工資也大漲，再加上台幣升值，業者都感受到極大的成本壓力，不得不思考因應對策。而中國經濟正蓬勃發展，在一片降低成本及尋找出路的呼聲中，許多台商選擇進入中國市場，也看到另一個契機；20年間的確曾登上高峰，卻也在後面幾年遭逢巨變，近年來中國大陸的經濟環境從高處跌落谷底，在此潮起潮落的過程，及種種挑戰及困難的經濟環境，引發了本研究探討的動機。
本研究主要針對台灣閥業之領導品牌之一，閥類製造業者Ｗ公司，探討其在中國大陸上海地區成立之S子公司的經營策略及其關鍵成功因素，選擇個案S公司作為研究對象，採用質性研究中的個案分析法，資料來源涵蓋次級資料的蒐集、彙整、分析與評估；同時，邀請個案S公司之關鍵人員進行深入訪談，主要訪談對象為：個案S子公司的負責人兼總經理、行政管理部經理、業務課長、技術顧問，進而依訪談內容整理成本研究之初級資料。本研究首先說明W母公司的經營概況，其次描述個案S子公司的資源與能力。接著，參考泰勒的管理五管理論，包括：生產與庫存管理、市場行銷管理、人力資源管理、研發創新與品質控制、以及財務管理，簡稱：產、銷、人、發、財，深入探討個案S子公司進入中國市場的發展歷程與經營策略。最後，本研究歸納出個案S子公司在中國成功的關鍵因素。
本研究針對個案S公司之經營管理策略進行深入探討及解析，做出以下結論：一、堅持服務至上，以客戶為導向，全方位滿足客戶需求，提升客戶滿意度；二、閥門應用領域廣泛，國際品牌日增競爭激烈，唯有持續提升競爭優勢，與時俱進，洞察先機，始能逆水而上，順勢成長；三、建立優秀活躍團隊，培育人才，立於不敗之地；四、同業策略聯盟，資源共享。而近年來歷經疫情 (COVID-19)、美中贸易衝突、房地產崩盤等衝擊, 中小企業如何在龐大的中國市場中立足生存， 中小企業如何在眾多世界品牌匯集中贏得競爭優勢 並穩定成長， 以期能成為中小企業進入中國市場營運之參照。本研究針對個案S公司提出下列建議：包括：一、確實掌握人工智能AI趨勢及發展，應用於自動化智應；二、整合集團力量，促成產品升級及降低採購成本；三、積極拓展海外通路。
每個研究都有所限制，本研究亦不例外，由於空間及時間等因素而無法涵蓋所有
的影響因子，本研究歸納以下存在之限制：一、研究方法之限制；二、研究對象之限制； 三、時間之限制。
同時，本研究亦整理針對個案S公司未來的研究建議方向：一 、宜聚焦於閥門產業之發展進程趨勢進一步研究與分析；二、採用量化分析之方式，使研究結果更充份展現市場現況；三、擴大對客戶群以及同業群之研究；四、更深入分析與探討目標地區之經濟環境及地方政策。;Following China and Taiwan′s accession to the WTO (World Trade Organization) in 2001, China became a key player in the global economy, resulting in significant changes in cross-strait relations. During this period, as China opened its economy to the world, economic exchanges between Taiwan and China became more active due to shifting cross-strait relations. Driven by market opportunities, a large number of Taiwanese businesses entered the Chinese market. The cultural and linguistic similarities further lowered the barriers to entry for Taiwanese businesses compared to other foreign investors. At the time, Taiwan faced challenges such as high stock prices, skyrocketing housing costs, wage increases, and the appreciation of the Taiwanese dollar, putting immense cost pressures on businesses and forcing them to seek countermeasures.
Meanwhile, China′s economy was flourishing, and in the face of demands for cost reduction and exploring new opportunities, many Taiwanese businesses chose to enter the Chinese market, seeing it as a new opportunity. Over the course of 20 years, they reached significant peaks but also encountered major upheavals in later years. In recent years, China′s economic environment has plummeted from its heights, marked by ups and downs, and facing various challenges and difficulties. These dynamics inspired the motivation for this study.
This research focuses on one of Taiwan’s leading valve manufacturers, Company W, and explores the business strategies and critical success factors of its subsidiary, S Company, established in Shanghai, China. The study selects S Company as the case study and adopts a qualitative research approach using case analysis. Data sources include the collection, compilation, analysis, and evaluation of secondary data, along with in-depth interviews with key personnel from S Company. Interviewees primarily include the person in charge and general manager of S Company, the administrative management manager, the sales team leader, and a technical consultant. The interview content is organized into primary data for the study.
The research begins with an overview of the parent company W′s business operations, followed by a description of the resources and capabilities of the case company S. It then references Taylor′s five management theories, covering production and inventory management, marketing management, human resources management, research and development (R&D) innovation and quality control, and financial management (abbreviated as production, sales, personnel, R&D, and finance). These frameworks are used to deeply examine the development history and business strategies of S Company in entering the Chinese market. Finally, the study identifies the key factors behind S Company’s success in China.
This study provides the following conclusions on S Company’s business management strategies:
Upholding a service-first, customer-oriented approach to comprehensively meet customer needs and improve customer satisfaction. The wide application of valves, expanding market demand, and increasing international brands have led to intense competition. Establishing a proactive and excellent team, cultivating talent, and maintaining a competitive edge. Forming strategic alliances with industry peers and sharing resources.
In recent years, challenges such as the COVID-19 pandemic, US-China trade conflicts, and real estate market crashes have significantly impacted small- and medium-sized enterprises (SMEs). This study aims to provide insights into how SMEs can secure their footing in the vast Chinese market, compete with global brands, and achieve stable growth. It aspires to serve as a reference for SMEs operating in the Chinese market.
The study proposes the following recommendations for S Company: Accurately grasp trends and developments in artificial intelligence (AI) and apply them to intelligent automation. Leverage the collective strength of the group to facilitate product upgrades and reduce procurement costs. Actively expand overseas distribution channels.
Every research study has its limitations, and this one is no exception. Constraints such as time and scope prevented the inclusion of all influencing factors. The identified limitations of this study are: Limitations in research methodology. Limitations of the research subjects.
Time constraints. Furthermore, the study outlines potential future research directions for S Company: Conducting further research and analysis on the development trends of the valve industry. Utilizing quantitative analysis methods to better reflect current market conditions in the findings. Expanding research on customer groups and industry peers. Deepening the analysis and exploration of the target region’s economic environment and local policies. |
