台灣中小企業進入海外市場策略: 以Ｓ公司進入美國市場為例

Abstract

大型跨國企業因為市場、成本、原料、投資等因素，在足夠的資本推動下持續國際化的發展，然而台灣有高達百分之九十七為中小型企業。處於有限的市場環境，許多成熟的企業也尋求拓展海外發展的機會。中小企業在有限的資源下，審慎評估適當的進入模式與策略，儘管是需要投入大量資本的傳統製造業廠商，也能有適合的國際化發展策略。

本研究以Ｓ公司為研究對象，透過個案研究的方式探討其海外進入模式的歷史與未來發展。該公司為中型傳統製造業，著重於內銷市場，深根台灣四十餘年，曾有過一次美國市場失敗的經驗。近年由於台灣市場飽和，欲積極拓展海外市場，經由該公司提供的資訊重新評估目標，建議再次進入美國市場時可以選擇與供應商成立合資公司，降低對陌生市場、法規、文化等不確定性。同時應積極建立再創產品價值的商業模式，達到永續經營的目標。

MNEs entering foreign markets because of the factors including, market, cost, resources, and investment…etc. The sufficient capital supports their international development continually. However, 97% of Taiwan’s businesses are SMEs. They are also seeking opportunities to oversea markets with limited resources. By assess the entry modes carefully; even the traditional manufacturer can have a suitable entering strategy.

A case study of S Company will present in this research. S Company is a medium sized traditional manufacturer who focusing on the domestic market for 45 years. By review its internationalization history, failure entering experience, and current information it has provided, jointed venture with its distributor is recommended for its second time entering the US market. It can reduce risks that S Company might facie including the unfamiliar market, government regulation, culture differences…etc. At the same time, it should create value to its product and seek for other profitable business model in order to keep the 45 years business sustainable.