| 摘要: | 近幾十年來台灣的連鎖飲料業蓬勃發展，儼然成為台灣人生活中不可或缺的飲品，從經濟部統計處歷年營業額統計，可看出台灣飲料市場龐大的商機，即使歷經食安、金融風暴及 (COVID-19) 新冠疫情影響，仍然有許多新創飲料品牌加入戰場，無畏懼這些風暴的衝擊。因此，本研究的目的為探討C公司如何運用經營管理經驗、調整並研擬競爭策略，在高度競爭的環境中突破困境，在眾多連鎖飲料產業品牌的市場中佔有一席之地，保持競爭優勢，永續經營。
本研究以C公司連鎖飲料業新竹合作區為研究對象，採用質性研究中的個案分析法，資料來源包括次級資料的蒐集，及與個案公司相關高階主管訪談，依據Taylor(1919)提出的微觀式經營管理基本元素:「五管」，包括產、銷、人、發、財等，以及Hill, Schilling & Jones (2017)所提出的功能性管理的基本理論，涵蓋內容包括：一、生產管理(如:原材料、生產流程、庫存、品質及成本管理等)；二、行銷管理(如:產品行銷4P、目標行銷STP、客戶關係與經營、拓點與區域發展、形象與口碑推廣等策略)；三、人力資源管理(如:薪資與福利、績效管理、員工關係及培訓與發展等)；四、研究發展與創新管理(如:產品研發、技術創新及公司的榮耀等)；五、財務管理(如:預算編制、成本控制、資金管理、財務報告及制定風險管理策略等)。探討個案公司在此高度競爭的環境下，如何掌握優勢與機會，分析該公司的經營管理與策略上實際運作方式與具體做法，並歸納出個案公司區域發展穩定成長的四項關鍵成功因素，包括：一、創辦人的堅持，以及全員對企業文化與使命的高度認同；二、團隊向心力強、凝聚力極高，核心資深人才；三、總部資源應用，區域利基；四、與時俱進、以核心客戶為導向。
本研究針對個案C公司新竹合作區歸納出三項結論，包括：一、市場競爭面臨生存之戰，重視客戶偏好；二、專注主要目標客戶，深耕市場商圈經營；三、持續精進，永保業界領先地位。以及本研究針對個案C公司新竹合作區提出四項建議，包括：一、過去的關鍵成功因素，不代表未來可行；二、翻轉客戶對品牌既有的刻板印象，吸引新族群的目光；三、持續培養人才，活化團隊；四、市場重新定位，品牌再造刻不容緩。;Taiwan′s chain beverage industry has flourished, and it has become a popular beverage in Taiwanese for decades. From the statistics of the revenue of the Statistics Office of the Ministry of Economic Affairs, it shows Taiwan′s beverage market has enormous business opportunities. Even affected by the food safety, financial crisis and COVID-19 epidemic, there are still many new beverage brands joining the market, fearless of the impact of these storms. Therefore, the purpose of this study is to explore how the C company uses its management experience, adjusts and develops competitive strategies, breaks through the predicament in a highly competitive environment, occupies a place in the market of many chain beverage industry brands, maintains its competitive advantage, and achieves sustainable development. operate.
This study takes the Hsinchu cooperation zone of the Company C as the research object, and adopts the case analysis method in qualitative research. The source of data includes the collection of secondary data and interviews with relevant senior executives. According to Taylor (1919) Basic elements of micro-management: "five managements", including production, sales, personnel, development, wealth, etc., as well as the basic theory of functional management proposed by Hill, Schilling & Jones (2017), covering the contents including: 1. Production Management (such as: raw materials, production process, inventory, quality and cost management, etc.); 2. Marketing management (such as: product marketing 4P, target marketing STP, customer relationship and management, expansion and regional development, image and word of mouth promotion and other strategies ); 3. Human resource management (such as: salary and benefits, performance management, employee relations, training and development, etc.); 4. Research and development and innovation management (such as: product research and development, technological innovation and company glory, etc.); 5. Financial management (such as: budgeting, cost control, fund management, financial reporting and formulation of risk management strategies, etc.). The research tries to find out how the case company grasps its advantages and opportunities in this highly competitive environment, analyze the actual operation mode and specific practices of the company′s management and strategy, and summarize four key success factors for the case company′s regional development and stable growth, including : 1. The persistence of the founder and the high recognition of the corporate culture and mission by all employees; 2. The team has strong centripetal force and high cohesion，core senior talents ; 3. Headquarters resources usage and regional niche market; 4. Keep pace with the times and be core customer-oriented.
This study draws three conclusions on the Hsinchu Cooperation Zone, including: 1. The survival for highly competition, and customer preferences are emphasized; 2. Focus on the target customers and deepen the specific district; 3. Continually improvement and leading position. The study concludes four suggestions for the Hsinchu cooperation zone 1. The key success factors in the past do not mean that the future is feasible; 2. Overturn the existing stereotypes of customers and attract the new customers’ attention; 3. Continue to cultivate talents and activate the team; 4. Market repositioning and brand reconstruction are urgent. |
