| dc.description.abstract | 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. | en_US |