A Case Study on the Growth Strategy of Subsidiary BU of Multinational Corporation in the Emerging Market

本研究以一家多角化經營的大型跨國企業為個案，研究其子事業體在中國此一新興市場中，如何尋求自身的發展，並建立起完整的功能性組織，與母公司間的協調互動過程如何進行，以及領導者所扮演的角色。藉由策略、組織、領導三方面的結構分析，歸納出子事業體如何在母公司中突顯自己的策略定位，並如何協助母公司持續擴展在新興市場的版圖。藉由這些問題的分析，找出成功的關鍵因素，進而對跨國企業的國際化做法提出實務建議。 研究結果發現，跨國企業的組織設計與協調機制，子公司領導者的管理模式，以及母公司對本地回應的心態對於新興市場的發展策略成功與否影響至鉅。跨國企業本身的核心競爭力必須能與新興市場的地理區位優勢相配合，而組織間的協調互動機制是母公司能否彈性回應本地需求的關鍵因素。擴大當地決策的授權程度有助於彈性回應，但必須基於彼此良好的互信與溝通基礎。子公司也要能在本身不同的發展階段中強化對母公司的貢獻度，以持續一致性的績效產出獲得母公司支持，藉以尋求更多的資源投入。領導階層需要扮演跨國界差異的解釋者，而非僅是總公司策略的執行角色，才能讓母公司的成長策略符合當地市場與產品的需求特性。而人才的培育與重視，則是策略與組 織是否奏效的必要條件。 本研究建議跨國企業在擬定海外事業發展策略時，必須同步思考本身的核心優勢與當地市場的適配度，設計整合性的跨國組織結構，慎選具備興業精神的子公司領導者，並且瞭解企業行政傳承的優點與限制。新興市場的專屬特性必須予以高度重視，適時調整市場及產品開發策略，不能以全球標準化的思維企圖滿足各個市場，以強化既有的市場地位並迎接來自本土新興企業的挑戰。Taking a conglomerate multinational enterprise as a subject for in-depth study, the present research endeavors to explore how subsidiary BU develops growth initiative in an emerging market and conducts a comprehensive organization in China, and also tries to explain the process of interactions with corporate headquarters and the functions of subsidiary leadership. By considering diemensions of strategy, organization, and leadership, this research attempts to find out how subsidiary BU makes its strategic position within the organization and the way to assist parent organization to develope business in the emerging market. By identifying key factors of subsidiary success, we hope to provide practical suggestions to MNC’s internationalization. This research found that organizational design and coordination mechanisms, management style of subsidiary leaders, and mind-set of corporate team on local responsiveness will significantly influence local strategy. MNC core competence must fit with geographical advantage of emerging market. Intra-organizational coordination mechanism is a key to the flexibility of corporate in response to local market. Autonomy is essential to subsidiary decision-making; however, it needs a high degree of mutual trust among cross-boarder teams. Subsidiary needs to make financial contribution in different growing stages by consistently delivering performance to get more resource investment in return. Not simply being an executive, local leadership team should be interpreter of cross-boarder difference to accommodate a corporate strategy to country-specific market. Throughout the whole process, talent development is critical to success of strategy and organization. This research suggests that MNC consider fitness between core competence and local market features while planning international strategy, including designing a coherent cross-boarder organization, selecting entrepreneurial subsidiary leader, and recognizing advantages and limitations of corporate administrative heritage. Instead of applying global standards in a rigid manner, marketing and product development strategy must be accommodated to emerging market-specific demand, reinforce market position to overcome local firms challenge