台灣自1980年代以來,國內經濟發展快速,企業面臨工資、土地等生產要素價格上漲,適逢中國政府實施改革開放,提供國外企業租稅等優惠政策,吸引各國企業前來中國投資,而我國因地緣關係,與中國不僅種族相近,文化背景與風俗習慣相似,共同擁有屬於中國人的歷史,另一方面,中國地大物博,勞動力充足,生產要素價格低廉,於是便開啟了台商第一波中國投資熱。時至今日,台商在中國的據點遍布各地,類別橫跨各項產業,投資規模也逐年攀升,是故,台灣企業進入中國市場在實務界已漸趨成熟,兩岸的經貿發展為學者及企業界持續關注之議題。 本研究以台灣多國籍企業投資中國並在當地設立海外子公司者為研究對象,探討子公司的進入模式、集團內部網絡資源與地主國行銷策略(4P)的關係,並以杭州味全生技、津味(上海)食品、廣州風神汽車及上海巨鳳自行車這四家分別於不同時點在中國成長快速的經濟發展區域設立的企業,且經由蒐集次級資料採用內容分析法發展出本研究命題,分析結果後發現:台商進入中國市場,其進入模式為獨資,中國市場行銷策略傾向選擇行銷標準化策略;若與多國籍企業內部互動較為頻繁之中國台商子公司,中國市場行銷策略傾向選擇行銷標準化策略。
The rapid development of the domestic economy in Taiwan, since the 1980s. Firms were facing rising price of wages, land and other production factors. At the same time, Chinese government not only implemented the reform and open to the outside world, but also provided tax benefits and other preferential policies to attract foreign enterprises to invest in China. Because of geopolitical relations of Taiwan and China, Chinese people and Taiwanes people have similar race, customs, cultural background and common history. On the other hand; China has vast territory, abundant resources and low price in production factors, so Taiwanese businessmen started to investment in China. Today, The firms of Taiwanese businessmen in China across the country, across all industry categories, the scale of investment is also increasing year by year. Thus,that Taiwan firms enter the Chinese market has matured in the practical realm, and the issues of economic and trade development in the cross-strait are concerned continually in academics and the business community. In this study, the objects of study are Taiwan multinational enterprises which invest in China and set up overseas subsidiaries in the local. I chose four firms which set up in the different timeing and in the fast-growing economic development area. Discussing the relationship between the subsidiary entry mode, the Group's internal network resources and marketing strategies in the host country. The results show the first one is the subsidiary adopts a wholly-owned entry mode into a host country, the degree that the subsidiary employs marketing standardization will be increased. The second is the more internal network linkages a subsidiary has with the headquarters and other subsidiaries, the likely that the subsidiary will implement marketing standardization.