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| Title: | 多角化與國際化策略之探討-以南僑公司為例
A Study on diversification and internationalization strategy |
| Authors: | 汪時渭 |
| Contributors: | 林宛瑩
汪時渭 |
| Keywords: | 多角化
國際化
集團企業
經營策略
diversification
globalization
conglomerate
business strategy |
| Date: | 2009 |
| Issue Date: | 2016-05-09 15:19:57 (UTC+8) |
| Abstract: | 南僑自1952年成立，見證了台灣經濟發展的過程，也經歷了每個大時代環境變動的考驗。在其五十七年的發展過程中，由單純之製造日用品走向多角化而國際化，對其新創事業或既有事業的經營模式，所採之邏輯與策略為何？如何追求企業的永續發展與基業長青？即為本研究分析與探討之重點。
本研究分析結果顯示，南僑自70年起，即基於在相關領域內發展要比跨入不熟悉的行業，能更有效掌握人力與資源，及迅速累積管理經驗的信念下，積極展開多角化的經營。在南僑發展多角化的過程中，從單純的肥皂製造業起家，到後來跨足油脂、餅乾、冷凍麵糰、冰品、速食麵、米果、急凍熟麵及精緻餐飲服務，看似彼此互不關連，但其實都是依循原料、技術、通路與文化四大相關因素，朝上下游及水平相關領域逐漸拓展，因而降低企業跨業經營需面對的風險。
南僑的國際化歷程三個階段，首先藉由與國際大廠合作、商標授權、在台合資新公司、策略聯盟，等方式開展，學習外商的技術、經營與行銷等知識，以縮短產品研發與管理學習時間，加速全球化腳步，為國際化預做準備。第二階段以泰國做為跨出台灣的第一個海外據點，學習因地制宜的產品銷售策略及組織運作與文化融合的跨國管理，以進入中國市場為第三階段，大陸投資的成果更將其經營格局拓展至全球視野的高度，強化南僑的財務體質及提昇集團的競爭能力。
企業的永續經營，必定受到其核心價值的指引。南僑在轉型的每一階段裡，均細心體察經營環境的潛在變化，及早摸索出下一階段的經營方向與重點，並以企業文化為根、四大相關為幹、五大策略為枝，發展成枝繁葉茂的南僑企業集團。南僑經驗可以提供給面臨轉型的傳統企業一個作法及思維的參考。南僑的個案顯示，以剖析因果的邏輯與策略思考為基礎，配合在企業專長與優勢能力領域中，尋找產業的定位與機會，是追求基業長青的法門之一。
Since its establishment in 1952, NamChow has witnessed great economic development in Taiwan and has withstood the test of time. In the past fifty-seven years, NamChow has evolved from a simple detergent goods producer to a diversified and multinational enterprise. This paper addresses the philosophy and strategies of the NamChow business model and offers insight into future directions for existing and new ventures. In addition, the thesis addresses the question of how an enterprise sustains and advances long-term development.
NamChow began actively working towards a multi-faceted business model in the 1970s. Fundamental to the NamChow philosophy was a belief that expansion to related fields, rather than unfamiliar fields, would encourage the accumulation of management knowledge, expertise and experience with existing manpower and resources. NamChow started out as a basic soap manufacturer, and later expanded into oils and fats, cookies, frozen doughs, ice creams, instant noodles, snacks, frozen noodles and gourmet food. Central to all of these seemly unrelated products, however, are four major factors: materials, technology, distribution and culture. By expanding into adjacent industries vertically and horizontally, NamChow greatly reduced its transition risks.
NamChow’s globalization can be divided into three phases. First, through collaboration with a major multi-national manufacturer, a new joint venture was created. This joint venture was authorized to use NamChow’s trademarks in Taiwan so as to form a strategic alliance. Through these actions, NamChow prepared itself to be an international enterprise and speed up its globalization process. It learned from its foreign partners in the areas of technology, management and marketing. It shortened its research and development cycles and learned how to run the plant. Second, NamChow selected Thailand as its first overseas market. There it learned how to run a trans-national, cross-cultural operation by adapting the local marketing strategies. Third, NamChow entered, and invested in, China. This allowed it to operate from a global perspective and further strengthen its financial standing and competiveness among conglomerates.
For any enterprise to sustain itself and become prosperous, it must be guided by certain core values. During each phase of transformation, NamChow paid close attention to the underlying changes in the environment in which it operated, and developed its direction and focus for the next phase. It is rooted in its corporate culture, firmly trunked with the four major factors, branched out with five strategies,
and ultimately flourishing as a conglomerate. Its experiences can shed light on the traditional enterprises that are facing similar transformations. This case study shows that one of the secrets to pursuing long-lasting success is to identify niches and opportunities that take advantage of its strengths and fields of expertise, based on logical analysis and strategic thinking.
第一章 緒 論 1
第二章 文獻探討 4
第三章 研究方法 15
第四章 個案公司研究分析 18
第五章 結論與建議 67
參考文獻 73
表 目 錄
表2-1策略定義彙總表 4
表2-2策略層次與管理構面之策略矩陣與研究範圍 7
表3-1訪談人數與時間 16
表4-1南僑公司沿革 18
表4-2南僑事業版圖與產業分類彙總表 22
表4-3南僑公司股本形成表 25
表4-4南僑公司股利政策表 26
表4-5南僑公司董監經理人及大股東持股表 27
表4-6簡明損益表 28
表4-7每季獲利能力比較表 28
表4-8簡明資產負債表 29
表4-9事業部經營績效比較表 29
表4-10說明南僑選擇新創事業時考量的應該與不應該 33
表4-11南僑餐飲事業品牌 52
表4-12製造事業部主要相關原料對照表 57
表4-13製造事業部主要通路對照表 58
表4-14南僑歷年重要國際合作對象 64
圖 目 錄
圖1-1本研究之基本架構 3
圖2-1 Poter之競爭策略矩陣 6
圖2-2 Ramanujam & Varadarajan多角化分類模式 10
圖3-1本研究流程 17
圖4-1南僑集團投資控股架構圖 23
圖4-2南僑公司組織圖 24
圖4-3南僑公司籌碼分佈圖 27
圖4-4南僑公司股價走勢圖 30
圖4-5近三年來各事業部營收佔比圖 38
圖4-6近三年各事業部稅後純益比較圖 38
圖4-7南僑在冰淇淋市場的雙品牌 52
圖4-8南僑事業版圖多角化的發展 56
圖4-9近三年各地區營收佔比圖 58
圖4-10近三年各地區獲利趨勢比較圖 59
圖4-11創新管理策略地圖 66
圖5-1南僑策略樹圖 70 |
| Reference: | 一、中文文獻
于卓民(2005), 國際企業環境與管理，華泰文化。
司徒達賢(2001), 策略管理新論，智勝文化。
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二、英文文獻
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Ansoff, H. I. (1965), Corporate Strategy, McGraw-Hill Book Company.
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Welch, L. and Luostarinen R. (1988), Internationalization; Evolution of a Corporate, Journal of General Management, 14/2 , pp.34-55。 |
| Description: | 碩士
國立政治大學
經營管理碩士學程(EMBA)
96932048 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0096932048 |
| Data Type: | thesis |
| Appears in Collections: | [經營管理碩士學程EMBA] 學位論文
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