早期台商進入中國大陸投資，傳統產業大多聚集於廣東珠江三角洲附近為主，電子行業聚集於江浙區域，經歷了15年的變革，基於工資上漲及缺工情況嚴重，需要往內陸及東南亞遷移以利後續台商經營，此次遷移奠定了台商第二次15年的發展。歷經廣東及河南遷廠，家雄公司在大陸地區能夠三十幾年如一日的持續發展，那就是本人獨特的戰略性眼光，憑著一步一腳印，腳踏實地的經營企業，使家雄公司發展成為電光源裝飾燈泡產業一顆耀眼的明珠。
目前台商在大陸投資已超過30年，現面臨招工難，勞資糾紛，環保管控壓力，拆遷及土地徵收補償，隱名投資的風險，中美貿易戰關稅提高，工資上漲（五險一金）等的困境及挑戰。
依據本人對中國大陸投資經驗， 分別提出銷售面（品牌建立行銷通路，經由兩岸ECFA協議的搭橋，積極開拓中國的內需消費市場，透過中國市場平台，創造華人特有的品牌，企業轉型為生產高單價高品質產品），公司治理面（招工難，勞資糾紛防範措施），中國政府政策面（環保整治，拆遷徵收補償權益，隱名投資風險防範及糾紛處理方式），以及東南亞遷廠計畫（解決工資上漲及中美貿易戰關稅提高問題）等解決之道，幫助台商在大陸發展有一定的借鏡作用。

In the early days, Taiwanese businessmen invested in several traditional industries in mainland China, where most of them were concentrated near the Pearl River Delta in Guangdong. The electronics industry, in particular, was concentrated in the region of Jiangsu and Zhejiang. However, 15 years of reform led to rising wages and severe labor shortages, and the businesses inevitably shifted inland and towards Southeast Asia in search of more opportunities. This migration facilitated subsequent Taiwanese business operations and resulted in another 15 years of growth and development. After shifting factories from Guangdong to Henan and despite facing several challenges that came with economic modernization, ChiaHsiung Company Limited (ChiaHsiung) was able to continue developing in the mainland for more than 30 years. The vision behind the success of ChiaHsiung follows a gradual, humble strategic direction, which ultimately led the company to rise to the forefront of the electronic industry.

At present, Taiwanese businesses have invested in the mainland for more than 30 years. The aforementioned challenges they are currently facing include talent recruitment, labor disputes, environmental management pressures, compensation for demolition and land expropriation, risks of anonymous investments, increased tariffs from the Sino-US trade war, and finally, higher wages (five insurances and one fund), amidst several others.

Based on my investment experience in mainland China, I propose a set of recommendations in the areas of marketing, corporate governance, governmental policies and regulations, and strategic relocation to help other Taiwanese businesses grow, scale and expand. Firstly, in terms of marketing, the paper will discuss distribution channels, cross-strait ECFA bridges, domestic demand, local marketing platforms, establishment of strong Chinese-owned brands, and high-quality products for corporate transformation. Secondly, corporate governance topics include recruitment difficulties and preventive measures against labor disputes, while governmental policies and regulations will explore environmental protection, compensation rights for demolition and relocation, anonymous investment risk prevention and dispute settlement methods. Lastly, strategic relocation planning details the shift to the Southeast Asia region in order to solve wage and tariff increases inflicted by the Sino-US trade war.

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