從台灣公司探討東南亞國家之投資策略-華豐橡膠個案研究

Abstract

1980年代，台灣製造業面臨國內勞工、土地成本的上漲壓力，紛紛思考轉型或者外移之路。此時，與中國大陸的關係尚未穩定，而泰國挾其低廉且充沛的勞動力、土地及租稅優惠等積極招商引資，成功吸納不少台灣廠商前往覓地設廠投資。為深入分析投資策略，本研究選擇以海外獲利性佳的橡膠業公司作為研究母體，進一步篩選出國內最早赴泰投資之華豐橡膠公司作為個案研究對象。本研究主要從三構面:進入時點、進入模式及設廠區位來分析、歸納該公司成功因素。本研究歸納之結論為，華豐於泰國廠的投資，其進入時點的選擇至為關鍵。早期因保護主義，外資持股比例受到約束，至1977年泰國修訂投資促進法後，不僅對外資更為開放、且提供諸多投資獎勵，遂讓1987年進入泰國設廠的華豐，在進入模式的選擇上，反較更早於泰國佈局之世界輪胎大廠為大。而在泰國子公司成立之初，華豐選擇獨資經營方式進入，除了考量管理權的掌握外，另一主要原因為，申請可享有各式租稅優惠BOI公司約束條件中，所生產製品皆需100%外銷之規定，實與華豐的產銷計畫一致。另因泰國廠落腳於北欖府，為泰國當局規劃之第一級工業園區，基礎建設較完善，亦為汽車工業重鎮，許多汽車、輪胎大廠皆定址於此，產業聚落明顯；且地理位置優異，利於外銷及內陸配銷，降低運輸成本。在上述三項優勢配合下，俾使華豐公司於泰國投資績效亮眼。而從泰國華豐橡膠在2003年於泰國證交所上市掛牌交易，2010年回台發行TDR，近年仍穩定貢獻台灣華豐母廠合併獲利近三成，可看出華豐公司的泰國投資策略是相當成功的。In the 1980s, Taiwanese manufacturing industry struggled at the pressure of domestic labor and land cost, most of them started oversea investments. Since the relationship with China has not yet stabilized, lots of Taiwanese manufacturers turned to fund Thailand for its cheap labor, land and tax concessions. In order to further assess entry strategies, we targeted good overseas profit-rubber industry and screened out Hwa Fong Rubber, HFR, which was the earliest investor of Taiwan tire manufacturers in Thailand, as the case study object. This study mainly analyzes the success factors of the company from three aspects: entry timing, entry mode and location. This study points that the entry timing is key to its HFR’s success. With a view to the three perspectives of entry mode, entry timing and location, HFR gained competitive advantages from its wholly-owned ownership for HFR’s operation. Meanwhile, the location in Samut Prakan plays an important role for HFR as well. As located in well-planned industrial park, HFR could benefit from its infrastructures feasible to nearby automobile、tire industry; in addition, this location is beneficial to both export and inland distribution. From the Thailand subsidiary’s stable contribution to the parent company HFR’s profit, its Thailand's investment strategy was quite successful.