跨国企业的全球化公关策略
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摘要
通用电气公司CEO杰克·韦尔奇(Jack Welch)就说:全球化已经成为不容忽视的现实。衡量企业(业绩)成功与否的标准只有一个:国际市场占有率。成功的企业通常依靠在全球各地找到市场而获胜。「企业走出去」,在全球范围内利用资源,从事跨国的生产经营活动,代表企业必须在不同的国家文化环境下开始操作商品、资本与技术的流通。
在此情况下,企业必须进行两种不同的沟通。首先,是一个企业要对分布在全球不同文化的市场进行沟通。其次,则为企业内部的沟通与协调。总部与分公司之间必须进行有效的沟通,协商何种策略与方针可以让企业利益最大化。
而企业的公共关系策略,正结合了这两种沟通。企业必须执行公共关系策略、目标,才能与全球市场沟通互动。为达到这样的目标,总公司又必须与各地的分公司进行沟通,协商出对各在地市场有利,也对整体公司有利的公共策略。因此,研究跨国公关策略的执行,不管对于理论还是实务都有极大的帮助。
在此问题意识下,本论文分析跨国企业在一跨文化经营情境时,其是否有设定全球的公关目标?若有的话,他们又是如何落实全球化公关策略?
具体的研究方式,则是透过在台湾地区的80家跨国企业的公共关系部门的量化调查,及在地区台湾的四家跨国性烟草公司进行深入的质化访谈调查,在全球化的大背景下,检视企业内部当地分公司与全球总部之间如何博弈的过程与机制为何,组织如何进行内部沟通,其间有什么样的模式与问题?不同类型的跨国公司,是否也有不同的内部沟通方式。借由这些研究,了解跨文化管理与跨文化传播。
本研究的发现如下:
跨国企业并不完全如有些学说所言,全球化是新帝国主义的延伸,对第三世界国家不利。本研究发现,成熟的跨国企业并不会强力的影响在地社会,相反地,运作良善的跨国企业,往往兼顾地方特性。而受人强力批判、拥有极强总部沙文主义的跨国公司,恰恰是那些区域性,不够「全球化」的跨国公司。
除此之外,研究还发现,跨国公司因为其组织过于庞大,内部沟通不够顺畅,作为神经中枢的总部与其执行末端的各地分公司,往往对公司整体目标的看法不同,甚至互不理解。这种组织沟通问题,相当程度的限制了跨国企业与不同市场的消费者,及利益相关团体(Stakeholder)的互动,也无法建立其全球一致的形象。
本研究发现,影响跨国公司组织沟通的主要因素有下列四项:
跨国企业的型态:本研究发现,全球化程度越高,及母公司文化越开放的企业,越尊重地方分公司的企业,其组织沟通越完整且细致。
组织沟通的工具:尽管因为科技的进步,越来越多跨国企业以电子邮件(email)、企业内部网站(intranet or eRoom)、视讯会议及电话会议,取代传统面对面的会议、讨论。但是,本研究发现,这些运用新科技的沟通工具,并无法确保总公司与分公司之间有双向沟通,而双向沟通正是分公司,是否能正确「听到」总公司信息的重要关键。
分公司是否正确理解总公司的要求:本研究发现,分公司是否执行总公司的策略,与分公司是否理解总公司的要求有相当的关连性。因此,跨国企业为协助分公司理解及执行其全球化公关策略,通常会在策略之下,再制定明确的指导方针或是公关活动。
总公司的策略对于分公司是否有「意义」:本研究发现,分公司是否执行总公司的策略,最主要基于二大原因。一是总公司是否强制规定,另一则是总公司的策略,对于达成分公司的营销目标是否有帮助。
本研究亦有不足之处,受限于时间与资源,本研究探讨跨国企业的组织内部沟通,是从在地的眼光看跨国企业。或许,从总部的角度来研究跨国企业的内部沟通,可能又呈现另一种面貌。因此,后续有关于跨国企业的内部沟通问题,可尝试从总部的角度进行思考与研究。
Jack Welch, Chairman and CEO of General Electric once said that globalization has already become a realty that can not be ignored. There is only one measurement of success: global market share. Successful corporations normally depend on their ability to capture markets all over the world. Corporations venturing out utilize their global resources to conduct international operations. That also signifies that they will distribute products, invest capitals, and exchange technology in various countries and cultures.
Under this circumstance, corporations must undertake two types of communication. Firstly communication aiming at various markets with distinctive cultures has to be carried out. The other one is internal communication and coordination with organizations. Effectivecommunication between head offices and branch offices will facilitate develop strategies and guidelines so as to maximize the benefits for corporations.
Public Relations (PR) strategy of corporations integrates the two kinds of communication. The execution of public relations strategy and goals drives corporations to interact with the global market. To achieve the set goal, head offices must work with individual branch office to come up with PR strategies beneficial to both local market and entire organizations. Consequently the study of executing international companies' PR strategies is thus of great value, theoretically and practically.
Under this argument, the objectives of the thesis will be analyzing whether multinational corporations with a global presence will develop global PR strategies. If they do, how will they carry them out?
The study has conducted a quantitative survey with a sample size of 80 international companies' PR department in Taiwan and a qualitative in-depth survey to interview four international tobacco companies in Taiwan. The survey was focused on reviewing internal communication processes, systems approaches, models and issues between head offices and branch offices. Do multinational corporations in different industries adopt different measures? The study will lead to a better understanding of cross-culture management and communication.
The findings of the study are as follows.
It is not exactly true that globalization is a form of new imperialism and detrimental to underdeveloped countries. The study found out that well-developed international companies do not make significant impacts on local society, but they will take local attributes into consideration instead. Nevertheless, corporations with strong sense of chauvinism shall not only elicit very much criticism but also are regional-focused and of less globalization.
Additionally it is learned that constrained by large organizations the internal communication of international companies are not very streamlined. Branch offices very often do not share common understanding and agreement with head offices regarding companies' goals. It has as a result caused gaps of interaction among corporations, consumers and stakeholders and created an inconsistent global image.
The study has concluded following four main factors that may influence the communication within organizations.
1. Attributes of international companies: The more globalized companies are, the more comprehensive and sophistic communication they will have. So are companies of more open culture and the more respect paid to local companies.
2. Communication vehicles with organizations: With the development of high technology, more and more international companies have replaced traditional face to face meetings with email, intranet or eRoom, video conferences and tele-conferences. The result of the study indicates that the usage of new technology does not guarantee two-way communication which is the key that important messages could be effectively and correctively delivered to audience of branch offices.
3. Branch offices' full comprehension of requirements from head offices: The study has learned that how much branch offices can fully capture head offices' requirements considerably influence their decision of implementing head offices' strategies. International companies consequently would establish clear guidelines or scope of PR activities so that their global PR strategies can be understood and executed.
4. Meaningfulness of head offices' strategies towards branch offices: According to the findings, there are two main reasons accounting for whether strategies developed by head offices will be implemented by branch offices. It is subject to whether it's mandatory or how effectively head offices' strategies will help branch offices achieve business goals.
Confined by time and resources, the study is next to comprehensiveness. The analysis of internal communication within multinational organizations was made from a local's viewpoint. The results may be varied if it's from head offices' perspective. It is suggested that issues resulting from internal communication with international organizations can be investigated from head offices' point of view in the future.
在此情况下,企业必须进行两种不同的沟通。首先,是一个企业要对分布在全球不同文化的市场进行沟通。其次,则为企业内部的沟通与协调。总部与分公司之间必须进行有效的沟通,协商何种策略与方针可以让企业利益最大化。
而企业的公共关系策略,正结合了这两种沟通。企业必须执行公共关系策略、目标,才能与全球市场沟通互动。为达到这样的目标,总公司又必须与各地的分公司进行沟通,协商出对各在地市场有利,也对整体公司有利的公共策略。因此,研究跨国公关策略的执行,不管对于理论还是实务都有极大的帮助。
在此问题意识下,本论文分析跨国企业在一跨文化经营情境时,其是否有设定全球的公关目标?若有的话,他们又是如何落实全球化公关策略?
具体的研究方式,则是透过在台湾地区的80家跨国企业的公共关系部门的量化调查,及在地区台湾的四家跨国性烟草公司进行深入的质化访谈调查,在全球化的大背景下,检视企业内部当地分公司与全球总部之间如何博弈的过程与机制为何,组织如何进行内部沟通,其间有什么样的模式与问题?不同类型的跨国公司,是否也有不同的内部沟通方式。借由这些研究,了解跨文化管理与跨文化传播。
本研究的发现如下:
跨国企业并不完全如有些学说所言,全球化是新帝国主义的延伸,对第三世界国家不利。本研究发现,成熟的跨国企业并不会强力的影响在地社会,相反地,运作良善的跨国企业,往往兼顾地方特性。而受人强力批判、拥有极强总部沙文主义的跨国公司,恰恰是那些区域性,不够「全球化」的跨国公司。
除此之外,研究还发现,跨国公司因为其组织过于庞大,内部沟通不够顺畅,作为神经中枢的总部与其执行末端的各地分公司,往往对公司整体目标的看法不同,甚至互不理解。这种组织沟通问题,相当程度的限制了跨国企业与不同市场的消费者,及利益相关团体(Stakeholder)的互动,也无法建立其全球一致的形象。
本研究发现,影响跨国公司组织沟通的主要因素有下列四项:
跨国企业的型态:本研究发现,全球化程度越高,及母公司文化越开放的企业,越尊重地方分公司的企业,其组织沟通越完整且细致。
组织沟通的工具:尽管因为科技的进步,越来越多跨国企业以电子邮件(email)、企业内部网站(intranet or eRoom)、视讯会议及电话会议,取代传统面对面的会议、讨论。但是,本研究发现,这些运用新科技的沟通工具,并无法确保总公司与分公司之间有双向沟通,而双向沟通正是分公司,是否能正确「听到」总公司信息的重要关键。
分公司是否正确理解总公司的要求:本研究发现,分公司是否执行总公司的策略,与分公司是否理解总公司的要求有相当的关连性。因此,跨国企业为协助分公司理解及执行其全球化公关策略,通常会在策略之下,再制定明确的指导方针或是公关活动。
总公司的策略对于分公司是否有「意义」:本研究发现,分公司是否执行总公司的策略,最主要基于二大原因。一是总公司是否强制规定,另一则是总公司的策略,对于达成分公司的营销目标是否有帮助。
本研究亦有不足之处,受限于时间与资源,本研究探讨跨国企业的组织内部沟通,是从在地的眼光看跨国企业。或许,从总部的角度来研究跨国企业的内部沟通,可能又呈现另一种面貌。因此,后续有关于跨国企业的内部沟通问题,可尝试从总部的角度进行思考与研究。
Jack Welch, Chairman and CEO of General Electric once said that globalization has already become a realty that can not be ignored. There is only one measurement of success: global market share. Successful corporations normally depend on their ability to capture markets all over the world. Corporations venturing out utilize their global resources to conduct international operations. That also signifies that they will distribute products, invest capitals, and exchange technology in various countries and cultures.
Under this circumstance, corporations must undertake two types of communication. Firstly communication aiming at various markets with distinctive cultures has to be carried out. The other one is internal communication and coordination with organizations. Effectivecommunication between head offices and branch offices will facilitate develop strategies and guidelines so as to maximize the benefits for corporations.
Public Relations (PR) strategy of corporations integrates the two kinds of communication. The execution of public relations strategy and goals drives corporations to interact with the global market. To achieve the set goal, head offices must work with individual branch office to come up with PR strategies beneficial to both local market and entire organizations. Consequently the study of executing international companies' PR strategies is thus of great value, theoretically and practically.
Under this argument, the objectives of the thesis will be analyzing whether multinational corporations with a global presence will develop global PR strategies. If they do, how will they carry them out?
The study has conducted a quantitative survey with a sample size of 80 international companies' PR department in Taiwan and a qualitative in-depth survey to interview four international tobacco companies in Taiwan. The survey was focused on reviewing internal communication processes, systems approaches, models and issues between head offices and branch offices. Do multinational corporations in different industries adopt different measures? The study will lead to a better understanding of cross-culture management and communication.
The findings of the study are as follows.
It is not exactly true that globalization is a form of new imperialism and detrimental to underdeveloped countries. The study found out that well-developed international companies do not make significant impacts on local society, but they will take local attributes into consideration instead. Nevertheless, corporations with strong sense of chauvinism shall not only elicit very much criticism but also are regional-focused and of less globalization.
Additionally it is learned that constrained by large organizations the internal communication of international companies are not very streamlined. Branch offices very often do not share common understanding and agreement with head offices regarding companies' goals. It has as a result caused gaps of interaction among corporations, consumers and stakeholders and created an inconsistent global image.
The study has concluded following four main factors that may influence the communication within organizations.
1. Attributes of international companies: The more globalized companies are, the more comprehensive and sophistic communication they will have. So are companies of more open culture and the more respect paid to local companies.
2. Communication vehicles with organizations: With the development of high technology, more and more international companies have replaced traditional face to face meetings with email, intranet or eRoom, video conferences and tele-conferences. The result of the study indicates that the usage of new technology does not guarantee two-way communication which is the key that important messages could be effectively and correctively delivered to audience of branch offices.
3. Branch offices' full comprehension of requirements from head offices: The study has learned that how much branch offices can fully capture head offices' requirements considerably influence their decision of implementing head offices' strategies. International companies consequently would establish clear guidelines or scope of PR activities so that their global PR strategies can be understood and executed.
4. Meaningfulness of head offices' strategies towards branch offices: According to the findings, there are two main reasons accounting for whether strategies developed by head offices will be implemented by branch offices. It is subject to whether it's mandatory or how effectively head offices' strategies will help branch offices achieve business goals.
Confined by time and resources, the study is next to comprehensiveness. The analysis of internal communication within multinational organizations was made from a local's viewpoint. The results may be varied if it's from head offices' perspective. It is suggested that issues resulting from internal communication with international organizations can be investigated from head offices' point of view in the future.
引文
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[15]郑武国译,Gidden,A.着.第三条路[M].台北市:联经,1999.
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[17]张佩杰译,Ries,A.&Trout,J.着.攻心:定位策略[M].台北市:远流,2001.
[18]孙治本译,Beck,U.着.全球化危机-全球化的形成、风险、与机会[M].台北市:商务,1999.
[19]孙秀蕙.公共关系-理论、策略与研究实例[M].台北市:正中书局,1997.
[20]陈芸芸译.Lull,J.着.全球化下的传播与文化[M].台北市:韦伯,2003.
[21]陈芸芸译,Lull,J.着.媒介、传播与文化[M].台北市:韦伯,2001.
[22]黄柏棋译,Ohmae,K.着.无国界的世界[M].台北市:联经,1993.
[23]黄家佩,袁世慧译,杜恩卡耐普着.品牌思维:打造优势品牌的五大策略[M].台北市:麦格罗希尔,2001.
[24]黄深勋,郑自隆,孙秀蕙,王方平.企业公共关系[M].台北市:空中大学,1997.
[25]盛敏、元明顺、刘艳玲.市场营销学案例[M].北京市:清华大学,2005.
[26]萧湘文、吴宜蓁、蔡树培、张文瑜.企业公共关系[M].台北市:空中大学,2004.
[27]萧羡一译,詹姆士瓦森着.麦当劳成功传奇-跨文化经营启示录[M].台北市:经典传讯,2000.
[28]韩怀宗译,Schultz,H.&Yang,D.J.着.STARBUCKS咖啡王国传奇[M].台北市:联经,1998.
[1]日本跨国烟草企业公司总部网站.(一) http://www.jti.com/english/
[2]贝克.谁在全球化.(一) http://www.books.com.tw.
[3]江静玲.专访攻治导师安东尼纪登斯 第三条路政潮 全球化中破浪行.(一) http://blog.roodo.com/rivegauche/archives/2162617.html
[4]余忠丽.企业形象公关策略.(一) http://manager.kooso.com.cn/html/197/200710/24/1308251438.shtml
[5]英美跨国烟草企业台湾分公司网站.(一) http://www.battaiwan.com/OneWeb/sites/BAT_5F7F5S.nsf/vwPagesWebLive/C1256D670033D977C125709100504C4B?opendocument&SID=&DTC
[6]帝国跨国烟草企业公司总部网站.(一) http://www.imperial-tobacco.com/
[7]菲利普莫里斯跨国烟草企业台湾分公司网站.(一) http://www.philipmorrisinternational.com/HK/pages/zho/Default.aspz.
[8]詹中原.全球化之国家主权与经济-两岸加入WTO的分析.(一) http://www.npf.org.tw
[9]廖东连.企业公关中的形象、信誉和情感要素.(一) http://www.aiou.edu/banews/062004/01062004.doc
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[1]王乃纯译,Tungate,M.着.媒体巨擘-全球二十大媒体品牌的行销策略[M].台北市:华文网,2006.
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[20]陈芸芸译.Lull,J.着.全球化下的传播与文化[M].台北市:韦伯,2003.
[21]陈芸芸译,Lull,J.着.媒介、传播与文化[M].台北市:韦伯,2001.
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[25]盛敏、元明顺、刘艳玲.市场营销学案例[M].北京市:清华大学,2005.
[26]萧湘文、吴宜蓁、蔡树培、张文瑜.企业公共关系[M].台北市:空中大学,2004.
[27]萧羡一译,詹姆士瓦森着.麦当劳成功传奇-跨文化经营启示录[M].台北市:经典传讯,2000.
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[1]日本跨国烟草企业公司总部网站.(一) http://www.jti.com/english/
[2]贝克.谁在全球化.(一) http://www.books.com.tw.
[3]江静玲.专访攻治导师安东尼纪登斯 第三条路政潮 全球化中破浪行.(一) http://blog.roodo.com/rivegauche/archives/2162617.html
[4]余忠丽.企业形象公关策略.(一) http://manager.kooso.com.cn/html/197/200710/24/1308251438.shtml
[5]英美跨国烟草企业台湾分公司网站.(一) http://www.battaiwan.com/OneWeb/sites/BAT_5F7F5S.nsf/vwPagesWebLive/C1256D670033D977C125709100504C4B?opendocument&SID=&DTC
[6]帝国跨国烟草企业公司总部网站.(一) http://www.imperial-tobacco.com/
[7]菲利普莫里斯跨国烟草企业台湾分公司网站.(一) http://www.philipmorrisinternational.com/HK/pages/zho/Default.aspz.
[8]詹中原.全球化之国家主权与经济-两岸加入WTO的分析.(一) http://www.npf.org.tw
[9]廖东连.企业公关中的形象、信誉和情感要素.(一) http://www.aiou.edu/banews/062004/01062004.doc
[1]Anderson,G..Global Look at Public Relations[M].In B.Cantor & C.Burger(Eds.).Exprrrs in Action(2ed).New York:Longman,1989.
[2]Andersen, P., Hecht, M., Hoobler, G. & Smallwood, M.. Nonverbal Communication Across Cultures[M]. In W. B. Gudykunst & B. Moody (Eds.). Handbook of International and Intercultural Communication(3ed.). Thousand Oaks, CA: Sage, 2002.
[3]Aldrich, H. E. & Herker, H. Boundary Spanning Roles and Organization Structure[J]. Academy of Management Review, 1977, 2(2): 217-230.
[4]Berger, P. L. & Huntington, S. P.. Many Globalizations[M]. New York: Oxford University, 2002.
[5]Buzzell, R. D.. Can You Standardize Multinational Marketing?[J]. Harvard Business Review, 1968,46: 102-113.
[6]Campbell, A., Alexander, M. & Goold, M.. Corporate-level Strategy: Creating Value in the Multibusiness Company[M]. New York: J. Wiley, 1994.
[7]Chandler, F. G.. Fundamentals of Business Communication[M]. Chicago: IRWIN, 1995.
[8]Cutlip, S. M.. The Unseen Power: Public Relations: A History[M]. New York: Lawrence Erlbaum Assoc, 1994.
[9]Cutlip, S. M., Center, A. H. & Broom, G. M.. Effective Public Relations(8ed)[M]. New Jersey: Prentice Hall, 1999.
[10]Daniel, K. & Kahn, R.. The Social Psychology of Organizations [M]. New York: John Wiley, 1976.
[11]Davis, K.. Human Relation in Business[M]. New York: McGraw-Hill, 1985.
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