新創在新興市場成功的關鍵因素：以Grab爲例

Key Factors for Start-up to succeed in Emerging Market: Grab as an example

陳聰健(Cong Kean Tan)

指導教授 ： 連勇智

國立臺灣大學/管理學院/國際企業學研究所/碩士(2022年)

https://doi.org/10.6342/NTU202201068

摘要

近年來，東南亞新創環境隨著網絡用戶爆發式增長和經濟的成長而趁勢而飛。截至今日，在東南亞已有超過35家獨角獸科技公司，甚至也有了一些十角獸新創企業如Grab，Go-Jek, Sea Limited等。雖然這些新創的成功故事一直被媒體大肆渲染，但事實上有許多新創都熬不過初期，尤其是身處在那些極度缺乏制度的國家與市場中。本研究主要探討新興市場新創企業的創始者所擁有的特質與背景，也期望可以在本次研究中找出新創企業如何在新興市場獲得成功。希望可以在分析過程中找到一些創始人的特性與能力，為未來創業者、已創業者或創業和新創相關單位如創投機構、教育機構提供一些心得與方向。除此之外，本研究也希望可以為想要踏入新興市場的企業或想要在制度缺失的國家創業的創業家提供一些方法與建議。
本論文是採用個案分析法的研究方式，所研究的企業是東南亞新創科技龍頭-Grab Holdings。首先會先對該企業的背景歷史和產品種類做簡單的介紹，接下來會對Grab的創始人進行分析。這個部分會根據創始人的成長背景、性格特性和能力進行分析。後會依據過往文獻中的提到的創業能力和管理能力，探討在新興國家的創業家是否需要同時具備這兩種能力才會成功。接下來，本研究也會使用Palepu和Khanna學者在1998年所提出的建設新興市場制度所需的五大步驟的架構，然後用Grab在東南亞發展時所使用的策略去分析。
本研究發現，想要在新興市場成功，新創企業的創始者必須要同時具備創業能力與管理能力。而且創業者小時候的創業經驗也會形塑他們的創業能力。除此之外，新創企業領導者之間的能力必須可以互補，方能相輔相成。接著，新興市場的新創企業想要成功，就必須對當地政治環境有一定的洞察力和擁有政治敏感度，并且和當地的政府機構合作解決制度上的缺失。同時，新創企業也必須瞭解高技能人才的重要性和人才分佈狀況以方便招募與雇用。

關鍵字

制度缺失 ； 新興市場 ； 創業者能力 ； 新創企業

並列摘要

In recent years, the start-up environments in Southeast Asia is blooming due to the exponential growth of internet users and the economic expansion in this region. As of now, more than thirty-five technology unicorn start-ups have founded in Southeast Asia and even there are several technology decacorn start-ups such as Grab, Go-Jek, Sea Limited etc. Although the stories from those successful start-up have been exaggerated enormously by the media, there are still many start-up failed in their early stage, especially those start-ups in the markets or countries with institutional voids. This paper mainly discusses the traits and backgrounds possess by the founders of start-ups in emerging market, and hope to find out what makes the start-ups succeed in emerging market. In this research process, it is hoped that some characteristics and abilities of the founders could be found in order to provide some directions and insights for the future entrepreneurs, current entrepreneurs or start-up-related mechanisms such as venture capital, and educational institutions. In addition to this, this research hopes to provide some insightful ideas and suggestions for the firms that want to step into emerging market and the entrepreneurs who would like to launch its business in markets with institutional voids.
This paper adopts case study method, and the company studied in this paper is Grab Holdings, the leading technology start-up in Southeast Asia. The first part will be the introduction of this company, which composed of the background, the history, and the types of products offered by this company. After that, the founders of Grab Holdings will be analysed. The backgrounds of the founders, their characteristics, traits, skills and abilities will be investigated accordingly. This part will be based on the entrepreneurial skills and management skills mentioned by the previous studies to examine whether the entrepreneur in emerging markets requires both entrepreneurial skills and management skills in order to succeed. In the following part, the steps in institutional building proposed by Palepu and Khanna in 1998 will be used as the theoretical framework to study the strategies used by Grab in Southeast Asia.
It as been found that, to be successful in emerging markets, the entrepreneurs of the start-up have to possess both entrepreneurial skills and management skills. The entrepreneurial experience during the young youth period will shape the entrepreneurial skills. Other than that, in order to succeed, the skillsets between the leaders of a start-up should be able to complement each other. In addition, the start-ups in emerging market should be sensitive to the political issues, have some keen insight into the local political environment, and collaborate with the local regulators to fill the institutional voids. At the same time, the start-ups should understand the importance of highly skilled talent to facilitate the recruitment and hiring process.

並列關鍵字

institutional voids ； emerging markets ； entrepreneurial abilities ； start-ups

參考文獻

Adomako, S., Amankwah-Amoah, J., Dankwah, G. O., Danso, A., Donbesuur, F. (2019). Institutional voids, international learning effort and internationalization of emerging market new ventures. Journal of International Management, 25(4), 100666.

Agarwal, E. (2018). Making the most of introverted leadership in a world of extroverts. ABOUT THE JOURNAL page, 2, 21.

Ahmad, N. H., Ramayah, T., Wilson, C., Kummerow, L. (2010). Is entrepreneurial competency and business success relationship contingent upon business environment? A study of Malaysian SMEs. International Journal of Entrepreneurial Behavior Research.

Anulika, N. N. (2021). Role of Government Policies in Addressing Business Startup Issues in Nigeria.

Arnold, D. J., Quelch, J. A. (1998). New strategies in emerging markets. MIT Sloan Management Review, 40(1), 7.