台商紡織業大陸投資經營策略之研究－以中興紡織公司為例

Research of Business Strategy for Taiwanese Textile Company Investing in Mainland China－A Case Study on Chung Shing Textile Co., Ltd.

傅恆揚(Heng-Yang Fu)

指導教授 ： 蔡信夫

淡江大學/管理學院/管理科學研究所企業經營碩士在職專班/碩士(2006年)

https://doi.org/10.6846/TKU.2006.00469

摘要

基於1980年代勞工運動迭起、環保意識高漲、勞力短缺、工資上漲、新台幣升值、土地取得成本上揚等問題，使得以勞力密集為主之紡織成衣業的發展逐漸衰退，再加上傳統產業受到新興工業化國家產品競爭的威脅，不利於台灣紡織成衣業的出口，對台商而言，中國大陸市場沒有語言及文化的差異，且地理位置接近，又適逢中國大陸實行「改革開放」，並提供各種優惠措施，因此中興紡織考慮對中國大陸投資，以降低生產成本，創造利潤，達永續經營之目的。
本研究共探討十個議題：赴大陸投資的動機與目的、所有權形態、投資環境與風險分析、成衣業之競爭力分析、行銷管理、生產管理、研發管理、人力資源管理、財務管理及策略評估等議題，並以個案研究法，針對中興紡織大陸投資之經營策略，包括：行銷、生產、研發、人力資源、財務管理等，從個案本身的內、外部環境和競爭優勢從事訪談，並收集相關資料以探討中興紡織公司在大陸投資之經營策略。
從本研究中歸納個案公司在大陸投資之經營策略認為：中興紡織成衣事業決定外移的策略是正確的，但對整個市場過於樂觀而導致投資中期行銷策略的誤判，關鍵還是在於人的因素，經由領導者及行銷策略的改變使經營情況逐漸好轉，所以形容大陸市場是充滿商機，亦是佈滿荊棘的市場，應是相當貼切的。
最後本研究建議中興紡織在先進大陸與品質優良的產品優勢下，若能在生產規模上適度的調整，符合規模經濟，進而改善財務結構，再加上策略聯盟擴張市場行銷，對中興紡織成衣事業大陸投資而言將是成功的關鍵因素。

關鍵字

開端式 ； 企業資源規劃

並列摘要

In 1980, textile companies in Taiwan have to close to move their production sites overseas, Mainly due to the labor campaign movements & rising wages, China has become the most attractive choice.

We embark on ten topics on business strategy in this report, namely: motive of the china investment; forms of ownership; analysis on investment environment and hazards; analysis on competition in textile industry; retail management; production management; research & development management; human resources management; financial management and assessment of strategy etc. This research report is mainly conducted on a case study relating to business strategy of Chung Shing Textile Co. Limited, this including: retail selling, production, research, human resources, financial management and so on. We have conducted interview that based on the external factors and advantage of competition so to collect the relevant information on economic strategy of investment in China.

Base of this research report, which induces the Company's business strategy investment in China: Chung Shing Textile Co Limited had made a correct and good decision on shifting the industry outward. During the period, a wrong over optimistic judgment on strategy of retailing in the entire market. This is solely human factor. Business soon improved after the adjustment in strategy of retailing by the top management. Therefore, it is most appropriate to say that China is a vast market with plenty of business opportunity, yet it is full of thistles and thorns.

On the last part of this report we suggested that Chung Shing Textile Co., Ltd. with the advantage of investing in China at the most early stage and with its fine products. Should it make a balance adjustment between the scope of production to the scope of economic, thus to improve its financial structure. With the enhancement on joint venture retailing strategy. It will be the main factor of success for Chung Shing Textile Co. Limited investment in China.

並列關鍵字

ODM ； OEM ； OBM ； ERP ； Open End

參考文獻

十八、 經濟部，2004，大陸地區從事投資或技術合作許可辦法。

十一、 台灣區電機電子工業同業公會，2005，中國大陸地區投資環境與風險調查，商周出版社。

二十二、 賴森本，2005，風險管理之迷失與真相，會計研究月刊，238期，9月。

參考文獻

一、 中央銀行經濟統計處，2001，國內投資經營環境調查與改善對策之研究，1月。