漢高台灣分公司齊總經理於2011年讀到總部一份聲明，預計斥資5千萬歐元在上海新建全球最大的熱熔膠生產工廠，以滿足中國和亞太地區市場的需求。新廠年產能將為50萬噸，預計將在2012年底投產。齊總經理也想到不久前UA部門業務經理 Tony向他報告，佔UA部門業績60%的三大客戶，紛紛將其工廠外移而且又有其他新競爭者蠶食下，業績受到很大的衝擊。在全球化的潮流、中國崛起及台灣的經濟環境逐漸惡化的情形下，齊總經理思考著台灣分公司該如何轉變，以因應多變的環境，才能找出自己的競爭優勢，為公司創造出最大的價值？
本個案將藉由漢高公司在中國投資案，開展一系列的企業經營議題探討。跨國企業在其全球化的戰略目標下，會將資源做最有效運用，以達最大綜效。由於亞太地區新興市場是近年來快速成長的地區，2008年前漢高受限於國民澱粉在亞太地區的競爭，一直無法提高市佔率及獲利率，於是漢高董事會決議於2008年收購國民澱粉的接著劑和電子材料業務部門業務，結果除了減少了最大的競爭對手外，也使得漢高亞太地區的2008年銷售額將由原來的8％增至約12％，而亞太市場中30%的銷售增長得益於中國市場的發展。由於中國近十年來經濟的快速發展，中國是漢高公司全球市場上除歐洲以外生產經營集團全部產品的少數地區之一，且經過2009年金融危機歐美股市的暴跌的影響，漢高公司在中國的業務量並未下降。因此看好中國市場的長期發展，計劃在2011年於上海興建世界最大黏合劑工廠，以達成擴張新興市場，發揮成熟市場的領導地位的目標。
而漢高台灣分公司則因客戶在其成本、產業供應鏈的考量下，紛紛外移到中國東南亞地區，導致台灣地區的經營環境愈來愈嚴峻。由於本土企業可自定決策，也可以考量成本移到中國或其他地區設廠。但跨國公司在台的分公司則無如此大的自主權，且要負責當地的營運，且採利潤中心制，要自負盈虧。所以台灣分公司如何在公司願景及戰略目標下，如何利用合作又競爭的競合關係及台灣企業的獨特的創造力，能從雙方面獲取到協同收益或互補收益，來創造出台灣的競爭優勢？台灣分公司又該如何轉變及調整，才能因應環境的變化，能快速反應，彈性調整，以做出相對應的策略，才能為台灣分公司取得優勢且能為公司創造最大價值。

In 2011, Mr. Chyi, General Manager of Henkel Taiwan, read a statement by HQ that expected to spend €50 million on establishing the world’s largest hot melt adhesive plant in Shanghai in order to meet the demands of the markets in China and the Asia Pacific Zone. The annual capacity of the new plant will be 500,000 tons and production is expected to begin at the end of 2012. It occurred to Mr. Chyi that Tony, Sales Manager of the UA Department, had reported to him a while ago, saying the three most important clients, accounting for 60% sales of the UA Department, had moved their factories abroad and other competitors had grown, thus sales had been affected significantly. Under the trend of globalization, China’s emergence and the gradual deterioration of Taiwan’s economic environment, Mr. Chyi pondered how to change Henkel Taiwan in order to respond to the variant environment so that the Company can find its competitive advantage and create maximum value?
This thesis will carry out a series of discussions on issues regarding corporate management by using the case of Henkel Taiwan’s investment in China. Under the tactical objective of globalization, multinational enterprises apply resources to the greatest effect in order to achieve maximum synergy. As the emerging markets in the Asia Pacific Zone had grown rapidly in recent years, Henkel was limited in 2008 by the competition of National Starch and Chemical Company and had not been able to increase market share and profit rate. Therefore, the board of directors decided to purchase the adhesive and electronic material sales department of National Starch and Chemical Company in 2008. In addition to eliminating the greatest competition, the action also increased the 2008 sales in the Asia Pacific Zone from 8% to 12%, and the 30% sales growth in the Asia Pacific market had benefited the development in China market. Since the economy in China had developed rapidly during the last decade, China was one of the few areas in the global market, besides Europe, that manufactured all products of Henkel. Furthermore, Henkel sales in China had not decreased with the fall of financial crisis in European and American stock markets in 2009. Thus, Henkel was positive about the long-term development of China’s market and planned to establish the world largest adhesive plant in Shanghai in 2011 to expand emerging markets and achieve the goal of leading sophisticated markets.
The clients of Henkel Taiwan moved to the southeastern area of China due to cost and industrial supply chains, causing the managerial environment in Taiwan to be more severe. As local enterprises can make their own decisions, they can move to China or establish plants in other areas under the consideration of cost. However, the Taiwan branch of the multinational corporation did not have such great decision-making power, and had to be responsible for local operations, which adopted the profit center system, so the branch must be responsible for its own profits and losses. Under Henkel Taiwan’s visions and tactical objectives, how can it use the competition relationship and the distinct creativity of Taiwan enterprises to obtain collaborative or complementary revenue for creating the competitive advantage of Taiwan? How can Henkel Taiwan change and adjust in order to respond to environment variations to react rapidly and regulate flexibly so that it can make corresponding strategies for obtaining advantages and creating maximum values?

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