| 摘要: | 企業成長過程中，面對國際化市場是必然經歷且是企業轉型重要階段。特別在市場、政治環境多變的時代，加上中國當地企業快速成長與政策補助，對於台灣廠商的經營更加挑戰。企業再決定跳脫既有市場投入國際市場的方向下，如何把行銷推廣做好來順利接軌國際，將成為首要課題，因此引發研究動機。
本研究選擇生產自動化封裝設備的S公司為個案研究對象，S公司在中國台灣封裝自動化產業耕耘二十餘載，以客戶為本的主軸在快速成長的後金融風暴時代，有不錯的經營成績，但也面對中國當地企業不斷抄襲、累積技術，因而面臨經營挑戰、需要另尋市場。本研究探討其企業與產業背景、進入國際市場之動機、確認進入國際市場的目標國家及客戶、擬定行銷策略，最後檢視行銷策略之有效性並加以優化。
研究以質性分析進行，以Kotler, Keller & Chernev (2022)的進入國際市場模式為理論基礎，首先蒐集並彙整次級資料，再針對個案S公司進行企業內外部重要幹部與客戶意見調查，分析個案公司在進入國際市場前所累積之條件優勢、選定最適當之市場區域、擬訂行銷策略、執行並檢討。本研究應用SWOT分析工具，以客觀角度重新檢視企業於市場中之優劣勢、以及機會與威脅，收斂對不同市場行銷觀念之轉變。最後再檢視結果，以獲得屬於個案公司及其目標市場最有效的行銷策略，並針對行銷成效不佳之處，研擬改善或另找替代方案。
經深入探討分析，本研究歸納出以下結論：1. 半導體設備市場競爭激烈，唯有跟上產業趨勢提前布局，保有競爭力；2. 海外市場挑戰，進入高階市場競爭，善用自身優勢站穩腳步；3. 因地制宜的策略，「Think Global, Act Local」。
最後本研究給予個案公司建議：1. 設計整合行銷溝通計畫，企業品牌對於行銷之幫助，兩者相輔相成互相提升；2. 廣宣宜妥善運用多元化媒體持續累積、完善；3. CRM系統強化，完全發揮其功能可提高客戶滿意，長久合作；4.複製成功經驗擴大應用到更多國際市場，進一步開拓市場。
;In the process of business growth, entering the international market is an inevitable step and a crucial stage of corporate transformation. Especially in today′s volatile market and political environment—coupled with the rapid growth of local Chinese enterprises and government subsidies—Taiwanese manufacturers are facing increasing operational challenges. As companies decide to expand beyond their existing markets and step into the global arena, how to effectively implement marketing strategies to integrate internationally becomes a primary concern, thus forming the motivation for this research.
This study focuses on a case study of Company S, a manufacturer of automated packaging equipment. Company S has been deeply involved in the packaging automation industry in Taiwan for over two decades. With a customer-centric approach, the company has achieved significant performance in the fast-growing, post-financial crisis era. However, the firm now faces growing competition from local Chinese companies, who imitate and accumulate technology, thus challenging Company S′s market position and compelling it to seek opportunities abroad. This research explores the company′s background and industry environment, its motivations for entering international markets, identification of target countries and customers, marketing strategy formulation, and evaluation of the effectiveness of marketing activities for further optimization.
The research adopts a qualitative research approach, using the international market entry framework proposed by Kotler, Keller & Chernev (2022) as the theoretical basis. Secondary data was collected, including insights from key internal and external stakeholders and customers. The analysis covers the company’s internal strengths, market selection, marketing planning, and execution with post-action review. Additional tools such as the 4P & 4C frameworks and SWOT analysis were employed to objectively reassess the company’s competitive positioning, and to adapt marketing perceptions to different market contexts. Finally, marketing actions were reviewed for effectiveness, identifying the most successful approaches for both the company and its target market, while also providing improvement suggestions for less effective strategies.
Key conclusions from the study include:1.The semiconductor equipment industry is highly competitive; only through early alignment with industry trends and proactive planning can companies maintain competitiveness. 2.Expanding into overseas markets presents challenges, particularly in high-end segments, requiring firms to leverage their strengths to establish a firm foothold. 3.The importance of adaptive strategies—“Think Global, Act Local.”
Recommendations for the case company are as follows:1. Strengthen the corporate brand to enhance and complement marketing efforts. 2. Continuously develop and refine promotional materials. 3. Enhance the CRM system to fully utilize its functions, improving customer satisfaction and fostering long-term partnerships. 4. Apply accumulated international experience to more markets for broader expansion. |
