台灣隱型冠軍企業的全球成長策略- 以M公司工業網路事業為例

Abstract

本研究的動機為探討以台灣為根基的利基型工業網路企業，如何克服母國市場狹小，進一步突破企業內部成長的限制，成為可永續經營的隱型冠軍企業。藉由分析個案公司於不同產業生命週期所採取的成長策略，以提供利基型事業未來啟動成長引擎與進行國際化擴張的參考。

本研究發現個案公司的成長策略主要是在選定的利基市場，透過市場滲透、新產品開發與新市場開發三種方式為成長策略。個案公司以隱型冠軍經營模式，以獨特的利基市場選擇觀點，利用台灣豐沛的IT供應鍊與人才與研發技術力，先做強再做大，首先發展高品質高性價比產品，滲透暨有市場。接著持續強化核心技術，加大競爭璧壘。下一波成長策略則延續並擴展核心能力，持續開發新產品。同時間進行市場擴張，在高發展潛力的國家擴大經銷通路，並選定垂直市場，深度經營市場應用。

最後本研究建議有志往全球化發展的利基型企業，可採用隱型冠軍經營策略並及早建立組織文化和品牌，選擇機會風險適中、競爭相對少的利基市場。透過深化核心競爭力，成為技術與品質的領導者，進而以新產品開發、區域與垂直市場擴張為事業成長策略。

This research attempts to explore how a niche industrial network company pursues sustainable development in international market by overcoming the limitation of small domestic market and resource constrains of organization to further develop into a hidden champion company. A case study of M Company is conducted by examining the history of industrial network products and their lifecycle, in conjunction with literature review, to identify their growth strategies as reference growth paths for international expansion of the company M. The study identifies the case company’s growth strategies consist of three phases : market penetration, new product development and new market development. The company M has followed the strategy of hidden champion companies to become the technology and quality leader in selected niche market segments by offering high quality and high performance industrial networking products. Furthermore, the company M continues to build higher entry barriers by strengthen core technologies. Geographical and vertical market expansions are then conducted through building regional sales office and distribution network in high potential countries.