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Title:	多國公司子公司在地主國開展新事業之研究--以外商在台之子公司為例 Developing New Businesses by Multinational Subsidiaries -The Case of a Foreign Subsidiary in Taiwan
Authors:	許瓊方 Hsu, Chiung-Fang
Contributors:	于卓民 Yu, Chuo-Ming 許瓊方 Hsu, Chiung-Fang
Keywords:	子公司地主國新事業成長母公司 Host Country Parent Company Subsidiary New Business Development
Date:	2020
Issue Date:	2020-03-02 11:04:30 (UTC+8)
Abstract:	台商在海外投資金額日益增長，且台灣服務業GDP在整體產業結構中佔比將近六成，但服務業具有在地消費的特性，而台灣的出口大多以商品外銷為主，台灣服務業為為貼近市場就近服務，設立海外子公司為重要策略。如何將台灣的服務業成功外銷全球，且能符合當地市場的需求，是台灣目前經濟成長重要的議題。本研究議題為「多國公司在海外子公司如何發展新事業?」。以歐商在台灣(即地主國)之子公司為研究對象，針對其中四個事業部的新事業發展進行歷史資料蒐集，綜合分析和歸納找出影響多國公司海外子公司發展新事業之關鍵因素。本研究先發展影響子公司新事業成長的研究架構(包含母公司資源、子公司能力、新產業、產品、客戶與成長方式)，然後以此架構來分析子公司之新事業成長。本研究針對服務產業，以此歐商成功與失敗的案例為借鏡，其目的在於協助企業了解在海外子公司如何發展新事業，並希望能對台灣中小服務型企業在跨國新事業發展與能夠有所幫助。本研究發現，影響新事業成長共七大面向(包括新產業趨勢、多國公司所擁有的母公司資源、子公司能力、產品、客戶、企業採用的成長方式及競爭優勢)，這是新事業發展的關鍵因素，如能快速掌握新產業趨勢，即能擁有先行者優勢；母公司資源可以透過組織制度與企業網絡轉移至子公司，其中不容易模仿性和難以替代性的資源，是比較有價值的；這些因素中，子公司能力扮演關鍵因素，子公司須具備各種綜合能力，因地制宜與調和各種資源，才能成功拓展新事業；子公司的客戶經營管理，可利用集團既有資源，如既有的客戶、如果能有效經營同產業上、下游客戶、與掌握最有價值的中間商與中心廠客戶，即能有效的管理客戶；產品的開發，如能制定行業規格標準、一站式、客製化、跨足產業上、下游互認的產品或服務，即能墊高客戶陷入成本；企業新事業的成長方式，有三種方式，利用內部資源的有機成長、外部資源的策略聯盟與購併，但如何把外部資源內化是個重要議題；關注外在的競爭環境與掌握如上六大因素，以創造競爭優勢，這七大面向互相影響連動，可以產生正向關聯以協助多國公司之子公司新事業發展。 By examining a European subsidiary in Taiwan, this study addresses the issue of "how multinational companies, via its oversea subsidiaries, develop new businesses in host countries". Comprehensive analysis is based on the historical data regarding new business developments of four business of a subsidiary. The study started by developing a research framework that affects the growth of new businesses, including parent company’s resources, subsidiary’s own capabilities, new industries trends, product characteristics, customers and growth methods. And, based on this structure, analyse the growth of new businesses within the subsidiary. This study of the European subsidiary’s new business development, including successful as well as failed cases, focuses on service industries, with the aim to contribute and assist Taiwanese small and medium-sized service companies to expand internationally. This study finds seven key factors affecting the success of new business development. To be the first mover by capturing new industry trends, the ability to transfer relevant resources with the nature of intangible and inimitability from the parent company to the subsidiary through the organization structure or company networks is very valuable. Furthermore, the competencies of a subsidiary are indispensable. A subsidiary must have broad experiences and the ability to adapt to the local environments by utilizing different resources. Managing customers effectively and strengthening ties with major brands or platform customers while leveraging clients from the parent company, building relationship with industry peers, both upstream and downstream, are very important. With good product development, formulating and creating industry standards, are offering one-stop services or tailored-made services are the ways to raise switching costs to customers. There are three ways to develop new businesses growth, namely organic growth, strategic alliances and acquisitions, and internalize external resources is crucial. Finally, close monitoring competitors and the seventh key factors working together can generate competitive advantages, which contributes to the success of new business developments by a subsidiary in a host country.
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Description:	碩士國立政治大學經營管理碩士學程(EMBA) 106932041
Source URI:	http://thesis.lib.nccu.edu.tw/record/#G0106932041
Data Type:	thesis
DOI:	10.6814/NCCU202000184
Appears in Collections:	[Executive Master of Business Administration] Theses

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