臺灣水泥業進入中國大陸市場之研究：以台泥及亞泥為例

臺灣水泥業歷經近百年的發展，在臺灣經濟及建設發展過程中扮演舉足輕重的地位，唯臺灣已進入已開發國家，國內水泥消耗量也持續的萎縮，以及政府並無推動重大的公共工程，再加上西部石灰石採礦權在1997年也停止，且因環保因素致使東部採礦及新增水泥產能不易，在此情形下，臺灣水泥業者須尋找發展出路。然而，中國大陸歷經三十年改革開放，經濟快速成長，基礎建設與公共工程對水泥需求殷切，唯開放初期工業基礎薄弱，還缺乏新型水泥生產技術，為了加快開發新技術，採取對外開放的政策。當地政府提供諸多優惠及配合提供優質石灰石礦源，臺灣水泥業者掌握此發展機會，台灣水泥公司、亞洲水泥公司等業者以豐沛資金、優良生產技術及管理經驗，紛紛在中國大陸市場進行大規模長期投資計劃。因此，自1993年起陸續開啟對中國大陸市場投資設廠及併購當地業者等一連串的經濟活動。本研究的主要目的以臺灣水泥業者為例，在臺灣水泥產業經歷成熟發展，為順利延續在臺灣發展的經驗及再創企業成長，轉進中國大陸市場，探討水泥業者在中國大陸發展近二十年，進入中國大陸市場模式，與當地業者合作的策略，中國大陸經濟發展政策對水泥業者未來經營方向與擴充產能策略調整，期望以此參考運用正確發展模式逐鹿中國大陸市場，進而建立在中國大陸永續經營的能力與策略。本研究成果發現如下:(1)業者初期進入以自建產能為主，為擴充產能及掌握原料而採行併購方式。(2)為避免市場衝突，採取與區域同業合作方式。(3)中國大陸十三五計畫，配合一帶一路方式尋找新的海外市場。(4)本研究建議臺灣業者須審視中國大陸競爭環境，進行整併或設置共同投資模式，進入前中國大陸前十強，取得長期競爭優勢。

關鍵字

水泥產業；進入模式；合作策略；國際化動機；海外投資

並列摘要

Taiwanese cement manufacturing industry has successively experienced the development in a hundred years. It plays a decisive role in Taiwan economy and the construction development. As Taiwan has gone into the developing country, different kinds of reasons made the consumption of domestic cement productivity recessionary; for instance, the government didn’t give fresh impetus to major public construction as well as the limestone mining rights in western Taiwan have been expired since 1997 and due to environmental protection factors, it is hard to develop mining and raise cement productivity in eastern Taiwan. Under these circumstances, Taiwanese cement enterprises need to find the potential development in the future. Besides, Mainland China has gone through the reform and opening-up in the last thirty years, due to this rapid development, Mainland China has risen up highly cement demand from infrastructure. However, in the initial stage, the industrial foundation was weak and still lack of new technique for cement production. To accelerate the new technique of development, Mainland China needed to adopt reform and opening-up policy. Taiwanese cement enterprises had grasped this opportunity which provided from local government with many preferential policies and high-quality limestone mineral source. Therefore, Taiwanese cement enterprises such as Taiwan Cement Corporation and Asia Cement Corporation have made plans to expand their long-term investment in the Mainland China market based on their plentiful funds, superior production technique and experience of management. Therefore the government has allowed a succession of economy activity such as factory investment or to merge the local enterprises and make them open to public access since 1993. The main purpose of this study is about Taiwanese cement enterprises seeking for better investment opportunities in Mainland China in order to create their enterprise growth and also to maintain their Taiwan development experience. Furthermore, this study investigates Taiwanese cement enterprises’ business mode for get into the Mainland China market and the collaborative strategies in the last twenty years. In the meantime, this study also discusses the effect of Mainland China economy development policy toward the direction of operation and the strategy adjustment in the future. And to expect this study can apply a suitable development mode for Taiwanese cement enterprises to establish management ability and strategies for their sustainable development in Mainland China. The results in this study show as follows: (1) In the early entering stages, Taiwanese enterprises had set up productivity on their own and had used merger and acquisition for expanding productivity and controlling raw materials. (2) To avoid marketing conflicts, the enterprises would adopt collaboration with the regional and local same trades. (3) Enterprises should follow Mainland China 13th Five-year Plan and use the Belt and Road strategies to expand new overseas markets. (4) This study suggests that Taiwanese enterprises have to examine the competitive environment in Mainland China and then to undergo integration or to set up common investment mode in order to achieve the top 10 in Mainland China. All of these will make the Taiwanese enterprise to acquire long-term competitive advantages.