南美洲國際市場進入策略之研究—以 W&W 集團為例

Abstract

本論文藉由W&W集團的個案為例，探討南美洲市場進入策略的成敗關鍵，並透過Hofstede文化分析構面以及PEST總體環境分析，回顧1990年代至21世紀南美洲市場的文化、經濟、社會與技術變遷以及差異。研究方法基於質化研究理論，採用半結構式深度訪談進行訪綱設計，訪談W&W集團創辦人及共同經營者，藉此釐清集團商業模式的轉變、集團價值鏈的關鍵夥伴、不同時期策略制定的緣由。

研究發現，1990年代台商仰賴低進口關稅優勢及巴拉圭東方市的地理樞紐地位，快速切入當地進口商品批發與零售市場，生產基地則多設於台灣與中國，以本研究之個案W&W集團而言，依靠良好供應商關係，得以與中國服飾工廠訂製款式，進而成為巴拉圭當地的服飾領導廠商。進入21世紀後，隨著南錐共同市場（Mercosur）的成立，當地的免稅優惠條件提高，因此企業須評估設廠的進入模式。此外，當地文化逐步由集體主義向個人主義轉變、不確定性規避程度下降、短期導向與長期導向並存，因此對於21世紀有意進入當地經商的人士而言，過去九零年代台商對於當地文化的應對法則，難以全牌採用。基於個案研究，本研究提出新興市場進入策略架構，包括：一、因地、因時選擇非投資、合資或全資模式；二、以文化構面動態調整策略；三、結合PEST分析並調整市場定位與商業模式；四、運用數位化工具優化供應鏈與客戶關係管理。最後，本研究不僅為南美洲市場進入模式之研究打開先河，亦為有意進入南美洲新興市場的企業提供具體建議，並強調策略制定與在地化經營的重要性。This paper examines the success and failure of entry strategies in the South American market through the case of W&W Corp., and reviews the cultural, economic, social, and technological changes and differences in the South American market from the 1990s to the 21st century through the Hofstede's cultural analysis and the PEST environmental analysis. The research methodology is based on qualitative research theories, and semi-structured in-depth interviews were conducted with the founders and co-founders of the W&W Corp. to identify the changes in the group's business model, the key partners in the group's value chain, and the reasons of strategic different.The study found that in the 1990s, Taiwanese companies relied on the advantages of low import tariffs and the geographic hub of Eastern Paraguay to quickly enter the wholesale and retail markets for imported goods, with most of their production bases located in Taiwan and China. In the 21st century, with the establishment of Mercosur, companies have had to evaluate the entry type for setting up factories in Paraguay because of the tax exemptions. In addition, as the local culture is graduallychanging from collectivism to individualism, uncertainty avoidance is decreasing, and both short-term and long-term orientations are co-existing, it is difficult for those who wish to enter the local business in the 21st century to adopt all the cultural responses from the first generation of intermediary traders. Based on the case studies, this study proposes a framework for market entry strategies, which includes: 1) choosing non-investment, joint venture, or wholly owned modes of entry based on local conditions; 2) dynamically adjusting strategies based on cultural aspects; 3) combining PEST analysis and adjusting market positioning as well as business model; and 4) using digital tools to optimize supply chain and customer relationship management. Finally, this study not only sets a precedent for the study of market entry patterns in South America, but also provides recommendations for companies that intend to enter the emerging markets of South America and emphasizes the importance of strategy development and localized operations.