台灣籍高階管理階層於中國大陸任職之挑戰—以直銷企業為例

Abstract

中國大陸直銷業起步晚，並且相較於台灣的報備制，在大陸牌照是採取申請制，手續資料繁瑣。從1996年開放到2017年，22年來中國獲牌直銷公司只有95家，管理非常嚴格，不僅管理企業員工更要規範市場直銷商銷售行為。如此在大陸直銷業高階管理人才缺乏，對人才需求產生迫切性。本文之兩家中國直銷大陸企業：Ａ、Ｂ兩公司，均與養生、健康有關，強調以自然之方法回復年輕保持活力，營養品保健產品之銷售。企業主均為中國人士，所帶領之直銷商全為中國人士。分別設在東北及湖南地區。兩家特別延請台灣高階職業經理人前去進行運營管理。然而，不只是兩岸的文化差異和經濟體系差異，直銷法令不同，其他相關法令及兩岸關係也有明顯差異，使得台灣高階經理人於規劃、執行管理時，對於人力資源方面遭遇相當多的困難。本研究對高階職業經理人之前往中國大陸任職，其間於相關法令之適應、管理階層與企業主、直銷商之間之摩合，以文獻分析及訪談法進行研究。得出研究成果有三: 1.台籍高階主管於中國大陸之直銷業可謂面對總體急功近利之價值觀。 2.台籍高階主管之因應方式為回歸受雇白領之基型。台籍高階經理人員亦需回到：自己不過是一個受雇的白領，而非整個公司的支持者或業績及經營績效的承擔者的最原始基型。 3.中國一片火紅市場，是為台籍直銷業高階經理人才之藍海。若能夠克服初期文化並價值觀之適應，並取得陸籍人士之支持，而形成一個團隊，那麼中國之直銷市場勢必為台籍經理人才之藍海。The direct selling industry started late in China. In comparison with the report system in Taiwan, the application system in China has more tedious procedures. The system opened from 1996 to 2017, and there were only 95 licensed direct selling companies in China in past 22 years. Not only management of employees but also regulation of condition of direct sales is strict. Therefore, the direct selling industries in China lack executive, and they all demand for talent urgently. There are two direct selling enterprises of China in the research: A Company and B Company, both of them are related to regimen and health, and they sale nutritional health products that emphasize restoring youthfulness and maintaining vitality by natural way. The business owners are Chinese people, and all distributor they lead are all Chinese. It is located in the northeast and Human area. They invited Taiwanese senior professional managers to manage the industries in China. However, between Taiwan and China, there are many significant differences such as cultural differences, economic differences, and policy of direct selling, so that Taiwanese senior managers would encounter difficulties about human resources when they planned and executed management. The study will be made through the interview method about the adjustment of relative policy and the running-in with management echelon, business owners, and direct distributor with senior professional managers. Following are three research results: Firstly, Taiwanese senior managers in direct selling industries in China can be described as the value of seeking quick success and instant benefits. Secondly, the adaptive method of Taiwanese senior managers is return to the base type of white-collar employment. Taiwanese senior managers need to go back to: they just hired white-collar workers, rather than the supporters of the entire company or undertakers of sales performance and management performance in the primitive base type. Thirdly, the competitive market in China is the blue ocean for Taiwanese direct selling senior managers. If they can overcome the initial culture and adapt to the values, and obtain the support of Chinese, and form a team, then China's direct selling market is bound to be the Blue Ocean of Taiwanese talent managers.