台灣中小型室內設計公司海外市場進入與營運策略

Abstract

海外市場的進入與經營是近來台灣室內設計產業熱議的議題，除了因為台灣室內設計的水準已具國際化，產業發展進入成熟期也使得台灣室內設計公司必須選擇透過海外市場的擴張讓公司規模及業績成長，而大陸則是台灣室內設計產業進入海外市場的首選。由於台灣室內設計公司規模都屬中小型，要進入海外市場經營必需要更有策略才能達到以小博大的目的。本研究即透過質化研究方式，透過已進入海外市場－大陸，並於在地設立公司進行組織經營的7家台灣室內設計公司深度訪談及歸納分析，依進入前的進入方式及進入後的案源、產業價值活動重建、企業策略型態提出了研究結果，結論如下： 1. 跟隨業主雖較易進入海外市場，卻並非保證，最重要是在地的經營。 2. 工程管理能力與客戶關係經營，才是決定後續案源的關鍵。 3. 外包管理是進入海外市場後，需重新學習強化的能力。 4. 企業策略型態的選擇，要先行於組織結構的調整，才能減少變動。 5. 越晚跟隨進入海外市場者，投入當地市場的行銷力道要更強，且投入成本高。 6. 台灣室內設計公司在大陸市場優勢漸失，再投入者需尋找市場新缺口或再尋海外新市場。 本研究的重點在於台灣室內設計公司海外市場進入與營運策略，研究最終目的與期望是，台灣室內設計公司能透過進入大陸市場的經驗找尋下一個海外市場而不只限於大陸，真正走向國際化。

關鍵字：室內設計、海外市場進入、折衷理論、多國籍企業策略型態、大陸市場

Expansion into overseas markets has become a key goal of Taiwanese interior design companies, as the Taiwanese interior design market has become saturated, and the quality of Taiwanese interior design is of an international standard. In order to increase company scale and sales volume, China is the priority overseas market for Taiwanese interior design companies. Since most of these companies are of small or medium size, market entering strategies need to be carefully thought through. This study examined strategies pur-sued by seven Taiwanese interior design companies which founded companies and/or organized businesses in China. Particular attention was paid to initial market entry strategies, post-entry customer acquisition, the construction of industrial value, and corporate strategic typology. Additional qualitative research and deep interviews were also performed. The following conclusions were reached:

1. Although it is easier to enter an overseas market through a business relationship with existing customers, this does not guarantee success. Local management quality is of greatest importance. 2. High quality production management and customer relationship management are key to facilitating new customer acquisition. 3. Management outsourcing needs to be enhanced and intensified. 4. In order to reduce variation, the selection of corporate strategic typology should precede the adjustment of organizational structure. 5. The later a company enters an overseas market, the stronger the sales focus required, and the greater investment necessary. 6. The advantage and dominance of Taiwanese companies in China is decreasing. Companies which intend to reinvest need to find new strategies to penetrate the market or seek new overseas markets. The subject of this research is the market entry and overseas market operation strategies pursued by Taiwanese companies. The purpose of the research is that Tai-wanese interior design companies can seek further overseas markets in addition to China, gaining by their experiences from entering the Chinese market and truly be-coming internationalized.

Keywords：interior design, overseas market entry, eclectic theory, strategic typology for multi-national enterprises, Chinese market.