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立 政 治 大 學
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售功能（例如外部策略夥伴網絡連結、客服、行銷、行政管理、人才培育、
子公司間交流等輔助功能之架構），並逐漸建立出能適應次區域或國家差異 化(adaptation)之解決方案，以強化子公司在當地之競爭力。
另外，從母公司派遣人力過多會不會影響品牌國際化發展？子公司發展初期 階段之國家負責人選擇，仍以從母公司派遣、已植入母公司文化和有新市場開拓 經驗者為主，並以中央集權 top down 方式來耕耘新市場。若是在產業界挖角或併 購來解決海外擴點的方式，則找來的人能否立即融入母公司文化是最大考驗。
最重要的一點，國際化時須遵守地主國法令和規定。子公司設立運作與品牌 營銷，一定要依照當地政府規範來走，若以節省費用便宜行事者，日後當規模做 大時有可能須花更大代價去修補。在合法規範下，借助當地代理商之力量與子公 司分工，分頭進行市場之耕耘。
第四節 後續研究建議
本研究係針對單一個案公司在特定產業、特定區域等因素下所進行之研究，
研究發現可能無法適用於各產業。此研究為高科技產業，後續可朝其他產業在區 域總部之設計關聯性是否有所不同，或是不同特質企業的區域整合作法亦值得未 來深入研究，下述相關議題均值得研究：
一、探討多國企業如何利用產品流、資訊流和資金流，進行區域整合和套利策略;
二、針對相對中小型的多國企業，探討其區域整合作法，以及經營管理上的限制;
三、同一公司各區域總部之間的同儕競合和內外部網絡之關係;
四、企業併購他家或是被併購時區域總部角色之影響。
此外，也可研究次區域概念崛起後，次區域總部與區域總部之間的功能分工 和權力消長之關係，是否會完全取代區域總部的角色。
另外，對於台灣多國企業而言，除大中華區之外，亦可針對特定次區域(如
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Emerging Role of Regional Headquarters”, RIM: Pacific Business and Industries, 24(1), pp. 28-39.8. Bartlett, C. and S. Ghoshal (1989), Managing Across Borders: The Transnational Solution. Boston, MA: Harvard Business School Press.
9. Buckley, P. J. and N. Hashai (2004), “A Global System View of Firm Boundaries”, Journal of International Business Studies, 35(1), pp. 33-45.
10. Chandler, A. D. (1962), Strategy and Structure: Chapters in the History of the Industrial Enterprise, Cambridge, MA: MIT Press.
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11. Devinney, T. M., Midgley,D. F. and S. Venaik (2000), “The Optimal Performance of the Global Firm: Formalizing and Extending the Integration-Responsiveness Framework”, Organization Science, 11(6), pp. 674-695.
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25. Prahalad, C. K. and Y. Doz (1987), The Multinational Mission: Balancing Local Demands and Global Vision, NY: Free Press.
26. Pugh, D. S., Hickson,D. J., Hinings,C. R. and C. Turner (1969), “The Context of Organization Structures”, Administrative Science Quarterly, 14(1), pp. 91-114.
27. Rugman, A. M. and A. Verbeke (2004), “A Perspective on Regional and Global Strategies of Multinational Enterprises”, Journal of International Business Studies, 35(1), pp. 3-18.
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51-75.
32. Yeung, H. W. C., Poon, J. and M. Perry (2001), “Towards a Regional Strategy: The Role of Regional Headquarters of Foreign Firms in Singapore”, Urban Studies, 38(1), pp. 157-183.
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主機板：MB (Motherboard) 顯示卡：VGA
筆記型電腦：NB (Notebook) 桌上型電腦：DT (Desktop) 小筆電：Netbook
平板電腦：PAD 或 Tablet 桌上型一體機：All In One PC
二合一變型筆記型電腦：Transformer 2 in 1 NB 單一產品事業群：BU (Business Unit)
全球業務負責人：BG Sales team VP 經營管理者：Business Controller 行政管理者：Administration Controller
區域總部：個案公司內簡稱 TPM (Territory Product Manager)，以區域產品管 理為導向；外界則泛稱 Regional HQ 或是 RHQ
次區域協調人：Sub-regional head 國家總負責人：CH (Country Head)
國家業務負責人：BDM (Business Development Manager) 國家產品經理：CPM (Country Product Manager)
客戶經理：AM (Account Manager) 通路經理：CM (Channel Manager) 行銷人員：MKT (Marketing Staff) 銷售後勤：SA (Sales Assistant)
客服單位：CSC (Customer Service Center)
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立 政 治 大 學
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子公司行銷單位/客服單位：Local MKT/ Local CSC 開創式產品：Game Changer
英雄式產品：Hero Product 國家組合：Country Mix 區域組合：Regional Mix 次區域組合：Sub-regional Mix 通路組合：Channel Mix 產品組合：Product Mix 銷售第一線：Last Mile
電信零售通路：TCR (Telecom Chain Reseller) 電子商務：e-commerce
電信運營商：Operator
業務需求預先規劃：Plan Ahead
預算式損益表：Budgetary Income Statement 滾動追踪式損益表：Rolling Income Statement 降價保護：Price Protection
銷售折讓：Credit Note 售後返點：Sell Out Rebate 終端零售價：MSRP
獲利損虧：P&L (Profit and Loss)
獲利可貢獻回總部金額：Contribution Dollar 市場規模：TAM (Total Available Market) 代工廠：EMS
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立 政 治 大 學
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l Ch engchi University
從經銷商賣給最終用戶：Sell Thru. (Sell Through)
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立 政 治 大 學
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Na tiona
l Ch engchi University