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Knowledge transfer and greenfield investment: A case study of Japanese MNC's subsidiary in Taiwan
Japanese multinational corporations
In the consumer market, many Japanese branded companies have set up branch offices across the sea to Taiwan, and most seen are with the catering and apparel industries in the past decades. In 2014, Japan's fashion eyewear chain brand "OWNDAYS" came toTaiwan, subverting the existing business model of traditional eyewear stores, emphasizing brand design, fast pickup, and transparent prices to attract consumers. The next year, Japan's third largest eyewear chain brand "JINS" also entered Taiwanese market. According to statistics from the Watch and Eyewear Association of the ROC, there were approximately 5,240 eyewear stores in Taiwan as of 2018, of which 1,158 are chain store business models, and the remaining approximately 4,082 belong to small local chains and independent eyewear stores. In such a highly competitive environment, foreign-funded enterprises are still keen to invest in the Taiwan market. The decline in Japan’s birth rate and the aged tendency of population have led to changes in the consumer market structure. The domestic business operations have continued to shrivel. Many local companies have already launched countermeasures to solve the problem of decreasing domestic market demand due to the impact of aging and low birth rates. From the case of the parent company’s establishment of overseas subsidiaries as a framework, this study elaborates in depth of the subsidiary establishment process, including capital preparation, personnel organization, license application, establishment of standard operating procedures, logistics center planning, inventory management, etc. The research theory of management matrix and case study confirm each other. This study mainly discusses how newly established overseas subsidiaries acquire knowledge transferred from the parent company and adapt locally. During the establishment process of the subsidiary company, based on the parent company’s standard operating procedures, the company first introduces the “management process” to transfer the resource from the parent company. Then further begin to build "operational process" that tends to adapt locally. The integrity of the price book process affects the decision-making and knowledge of the subsidiary, so it gradually reduces its dependence on the parent company’s resources. The subsidiary builds up decision-making power, increases the independence and develops local innovation. It not only integrates with the parent company’s process, but also complies with the global brand strategy.
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