台灣企業投資大陸作為成長策略的省思-以價值鏈分析為基礎的比較研究

Too Much Emphasis in Costs, Too Little on Value: A comparative Analysis of Taiwanese That Invest in China

游文俊(Wen-Chun Yu)

指導教授 ： 吳鑄陶

國立清華大學/工學院/工業工程與工程管理學系/碩士(2007年)

摘要

經濟全球化的市場趨勢下產業微利時代己經來臨，全球許多企業不斷思索降低成本以維持既有的競爭力，而製造業更是首當其衝，而台灣企業過去所發展出的製造競爭能力也面臨低價要求的正面衝擊；中國大陸的低勞力與土地成本則順勢成為各企業解決降低成本的選擇方案，但是企業的經營事實上並非如此簡單，並非取得了較低的勞力與土地成本資源就擁有了競爭力。
本研究以台灣具代表性的製造企業與香港的相關企業公司為個案，經由蒐集個案廠商相關的資料了解其營運概況，運用波特的價值鏈為分析的工具，嘗試用比較分析的方法分析個案廠商之間各自的價值活動，並整理出個案企業對待中國大陸資源的態度與營運策略，並藉此推論企業的成本優勢與差異化的來源，期能提供面對競爭壓力下的企業一些參考的建議。
在分析與推論當中，本研究發現無論台灣或者香港的個案企業皆意識到低成本只是在微利時代的生存競賽中的基本參賽條件，它是必須的生存工具,但是真正的生存與成長確是企業本身的管理與決策。而成功的企業看到的經濟全球化的市場趨勢是全面的，中國大陸的低成本資源只是全球資源的一部份，企業不應局限於當地的資源而忽略了全球化。
而面對低成本的經營策略，本研究對於台灣與香港廠商的走向依據價值活動的邏輯性推論，有以下的結論:
1. 有效經營與管理所處的產業資源與產業價值活動，其所回饋給企業的競爭優勢比低成本資源更大。
2. 因外在環境的影響，台灣企業的競爭優勢偏向於成本優勢，而香港企業的優勢則是差異化。

關鍵字

價值鏈分析 ； 成本優勢 ； 競爭優勢 ； 差異化 ； 低成本

並列摘要

In light of the increasing globalization of the economy, an era of slender profit in many industrial markets has appeared before us. Numerous corporations world-wide have been continuously searching for ways to reduce production cost in exchange for its competitiveness; and the industry of manufacturing is on top of the list. Facilitating reduce cost while maintaining competitiveness have directly impacted Taiwan corporations. While the convenience of mainland China’s low labor and land cost has become an easy solution to the problem, this solution does not appear as simple as it looks; cheaper labor and land cost does not always equal to competitiveness.
This research indicates several examples from manufacturing corporations in Taiwan and Hong Kong. The research consists of a compilation of a collection of data in each targeted corporation’s operational behaviors. These data was analyzed utilizing Michael Portal’s Value Chain theory to come up with a comparison analysis between these corporation’s value activities. Base on these findings and cross analysis, targeted corporation’s operation strategy and attitude shall be observed in contrast to the resources in mainland China. This will enable us to conclude the source of corporation’s cost advantage and differentiation, which can hopefully provide some implications to those who are under pressure.
While conducting this research, we discovered the targeted corporations recognize that reducing cost is the fundamental principle for survival. Thou it is a necessity, however, the corporative behaviors of management and decision-making members are the key to the actual expansion and existence. In view of a successor, the trend of a globalize economy is a full spectrum where mainland China’s low cost is only a part of the global resources; corporations shall not be limited locally despite the importance of globalization
Base on the value activity and logical assumption, the conclusion on this research on the strategic trends of Taiwan and Hong Kong companies pertaining to its operation are presented as follows:
1.Industrial resources and value activities created by effective operation and management have a greater value than lowering production cost
2.Due to influences of external environment, Taiwan corporations have cost advantage where Hong Kong corporations have differentiation advantage.

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