多國籍企業回應當地需求因素之研究一以行銷組合當地化為例

Why MNCs' International Marketing Mix Adaptation

黃銘章(Ming-Chang Huang)；溫福星(Fur-Hsing Wen)；陳虹如(Hung-Ju Chen)；卜唯平(Wei-Ping Pu)

市場導向 ； 子公司角色 ； 當地市場重要性 ； 行銷組合當地化 ； Market Orientation ； Role of Subsidiary ； Importance of Local Market ； Adaptation of Marketing Mix

企業管理學報

66期（2005 / 09 / 01）

41 - 76

繁體中文

近年來隨著國際競爭的加劇，多國籍企業面臨全球整合與回應當地需求的雙重壓力與日遽增，因此，國際行銷方案在不同國家之間，標準化的程度應該如何一直是個關注的問題。然而我們認為，各地主國市場的重要性程度，因為其在全球策略位置的差異而有所不同，換句話說，不同的海外子公司所面臨的情境不一所以，對於不同的子公司有必要以不同的方式來處理，盱衡過去的研究，大部分專注於多國籍企業的全球策略，對於地主國市場的回應相對受到忽略，但也有研究指出，應該探討多國籍企業回應當地需求的相關議題，然而我們並不意謂回應地主國市場需求的策略較好，或是較為重要，而我們所要探討的是為甚麼子公司會回應地主國市場的需求？依據90家在大陸進行海外直接投資的問卷，我們發現當子公司市場導向程度愈高、地主國市場重要性愈高及子公司的角色愈自主，則行銷組合當地化程度越高。

International competition was more intensive than before. In the global environment, the dual pressure of global integration and local responsiveness that MNCs faced were increasing. Thus, the level of standardization for the international marketing programs that are dispersed in different countries is a critical issue. However, according to the position of the global strategy the importance of host country market could be varied. In another word, the situations that foreign subsidiaries to face are different. Subsidiaries can't be treated by a standardized strategy. Unfortunately, previously researches were focused on the MNCs' global strategy and local responsiveness had been ignored. We do not mean the local responsiveness is better or more important. In this article, we just to explore why subsidiaries response the demands of local market. The 90 questionnaires were received from People Republic of China shows that the higher the market orientation, the higher importance of host country, and the more autonomous of the role of subsidiary, the higher the adaptation of subsidiary's marketing strategy.

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