應因國際化趨勢席捲全球，台商應鞏固國內市場外，也必須積極進入國際開發新的商機，台灣位處亞太區域的地理中心置，多數台商選擇該區域為國際化的第一歨，從事研發、製造、行銷、服務等商業活動服務地主國顧客，創造營利貢獻母公司之總成長目標。但面對每一個國家的獨有特性，母公司如何依據地主國的經營環境，制定子公司策略定位；母公司如何分配資源和管理助益子公司績效；子公司如何依據地主國市場特性和顧客需求執行行銷通路策略以及當地化策略，是每一個台商企業國際化的挑戰，實值得探究竟之議題。
本研究共計分為五章，第一章敘述研究動機、問題與目的、研究流程；第二章則探討相關文獻；國際市場進入，開發及選擇策略、國際行銷通路策略、母子關係策略及控管和當地化策略；第三章提出研究方法與架構、訪談綱要與個案公司簡介；第四章為個案描述與分析；第五章結論與建議。
本研究個案的資料分析顯示母公司依地主國環境訂定子公司策略定位並且供給子公司經營之資源，子公司經營團隊發揮自有的特質，利用母公司供給之資源結合地主國環境特性，創新專業技能，強化子公司的角色與能力，也影響母公司之資源分配與管理；子公司發展的創新專業技能回饋母公司與其他子公司扮演內部市場專業貢獻者；母子公司與子公司形成緊密的互賴關係，互通有無提升母公司總體績效。子公司依據地主國環境設立代理商執行第一線行銷，子公司負責培養訓練代理商業務和維修人員並且給予代理商適時適切之支援，強化代理商的專業能力以及競爭力，增加市佔率和營收；子公司持續關注地主國經濟環境和市場之變化以及代理商的表現，採取必要行動調整行銷通路，增加代理商、指定獨家代理商或設立子公司。子公司執行當地化策略之零組件及製造當地化，成功的要件有經營團隊自有之專業技能、主管的強烈企圖心、地主國環境的特色和母公司的資源投入。
最後就個案資料分析之結論，建議業者經營亞太區域可依據地主國環境特性設定子公司之策略定位；依據子公司角色與能力和地主國環境特性，對子公司之資源分配與管理彈性採取差異化和個別化。建議子公司持續關注地主國經濟環境變化、分析及採取適當回應調整代理商；利用資源結合地主國環境特色創造新價值及強化能力，可以影響母公司對子公司之資源分配與管理彈性。對政府提出建議建設台灣成為亞太營運中心，增強台灣全面的競爭力，帶領台灣經濟永續成長發展的契機。

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