碩士 / 東吳大學 / EMBA高階經營碩士在職專班 / 98 / Ever since 1973, faced with labor shortage, soaring labor costs, increasing awareness of environmental protection, and new labor laws enacted by Taiwan’s government, several SMEs for its lack of resources and capital and the power to compete with other mega-companies, had no choice but to put down roots overseas in order to survive.
Extensive research has been focused on the Taiwanese manufacturers’ investment in China, while the research on the rooting deep in Southeast countries, such as Philippines, Vietnam, Thailand, Indonesia, is insufficient. As a result, this paper chooses TF-company, a subsidiary company of TH, a listed company in Taiwan, as the research target for a successful case company investing in the Philippines. Through in-depth research, we investigated the different stages of the case company: early stage, growth stage, and transformation stage. The purpose of research consists of three perspectives: (1) to investigate success and failure factors of overseas investment, (2) to explore the strategies enterprises made in different life cycles, and (3) to generalize the experience enterprises have in overseas investment for the implications for future investors.
The research results indicate that, the reasons why the case company chose to invest in the Philippines can be described in three aspects:
(1) For the short term, to solve the labor shortage, expand the production lines and capabilities, smooth the communication with clients.
(2) For the mid- term, to improve the management system, compensate the drawback of the existing organization, and to stabilize the organizational development, to cope with the expansion of the organization, increase of manpower resources.
(3) For the long term, to transform the enterprises in response to the change of business environment and corporate organization to achieve the sustaining existence of the enterprise.
Overseas investment has become the absolute choice for the survival of the enterprises. The investment mode, the corporate organization, management system, and cultural exchange are key to growth of a company rooting deep overseas. Most important of all, compliance with the legal regulations, unbiased and respectful treatment of employees, creation of a unique corporate culture, and cohesion to the organization are the sustaining competitive advantage of a company. To the contrary, short-sighted SMEs may survive, but not for long.
In summation, the success of TF-Company lies in its:
(1) Adopting manufacturing techniques transferred from TH-Company, which generates even more abundant and effective capabilities.
(2) Improving new manufacturing techniques, using high power equipment to produce perfect products, reduce labor cost, and enhance corporate competitiveness.
(3) Avoiding fast expansion for the risk of failure. Since its creation, the size of the company increased steadily, with the increase of the business volume. Later on, as the need to upsize of the company increases, the company expands the organization and capabilities.
(4) Being fair to suppliers, in good relationship with clients, and providing low cost to grasp the prioritized business opportunities.
(5) Making use of local resources at the start of the company. Establishing a reward system, promoting welfare and bonus system. Being the initial founder of Taiwanese SMEs rewarding the local employees in the Philippines.
(6) Enhancing the on-the-job training, rotation system, cultivating multi-skills of employees to build up employees’ confidence.
This thesis concludes key factors for SMEs putting down roots overseas. Further implications are suggested to future investors heading southwest and future researchers for their evaluation and reference.
| Identifer | oai:union.ndltd.org:TW/098SCU05457007 |
| Date | January 2010 |
| Creators | Hwei-jye YANG, 楊惠捷 |
| Contributors | none, 翁望回 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 81 |
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