蝴蝶蘭產業經營模式分析-以台灣A公司與荷蘭Anthura公司為例

Abstract

蝴蝶蘭為台灣四項重點發展旗鑑農產品之一，產官學界紛紛投入其中，可謂花卉產業中的明星產業。但荷蘭、中國大陸及其他地理條件與台灣相似的東南亞國家也積極發展蝴蝶蘭產業，其中尤以荷蘭夾帶其農業科技化及經營企業化的實力，對台灣造成最大威脅。台灣蝴蝶蘭業者要如何從自身經營模式中辨明優劣勢，再對照荷蘭以截長補短，藉此促進產業升級，是目前極為值得探討的議題，但目前國內關於蝴蝶蘭的文獻，大多著重在生產技術面的探討，極少涉及管理面，因此本研究將以此議題為中心深入研討。 本研究利用Brandenburger and Nalebuff 提出的價值網先對產業層級作分析，以檢視蝴蝶蘭產業與其週邊產業的關係，接著對個案廠商做分析，定位與其相關的廠商，作為之後經營模式分析的基礎；接著再用Alexandar Osterwalder提出的經營模式架構，對其中的細項作細部分析，以辨明個案公司的經營優劣勢，並加以比較，作為提供建議的基礎。 對產業面作分析後，接著本研究藉由實地訪談與次級性資料蒐集，對在國內具有代表性的A公司與荷蘭與其在國內地位相當也同為家族企業的Anthura公司作個案研討，先藉由價值網建立定位兩公司在產業中的角色再進行經營模式的細部分析，以找出其關鍵成功要素與相異處，並作為提供建議的基礎。 比較後，可發現臺灣蝴蝶蘭產業本於育種及生產環境的優勢，但在管理面上仍稍有缺陷，其實國內也有幾家以管理優良著名的業者，如在海外也揚名的世芥蘭園，不過由於這部份正好是荷蘭大部分企業的強項，因此對目前台灣蝴蝶蘭產業就本研究所得資料，整理出四大可改進的重點如下(1)強調一致性的品質(2)市場導向(3)成本概念(4)行銷。 因此之後台灣蝴蝶蘭產業要進行產業升級，除了生產面的進步之外，也應從財務及管理面進行全面的改造，才可以在之後的世界性戰爭中拔得頭籌。

Phalaenopsis orchids are one of the four agricultural flagship products to be essentially developed in Taiwan. Devoted to by industrial, government and academic circles, they become highly potential in the flower industry. This Phalaenopsis orchid industry, however, is recently threatened by Holland, Mainland China and some Southeast Asian nations sharing the same geographical conditions as in Taiwan, for they are also vigorously expanding their Phalaenopsis orchid industries, especially Holland with both sound technological agriculture and enterprise management on it. What dealers in Taiwan should do to define their vantage and demerits, and then, to even up the strength and the weakness through comparing business models with those of Holland so as to boost upgrades of the industry is a big issue for us to probe into. In the light of the overflowing discourse of productive technology and the deficiency with managerial discussions in domestic literature, this research will focus on the management of this industry. In this research, the Value Network by Brandenburger and Nalebuff is first utilized to analyze the industry level in an attempt to examine the relationship between the Phalaenopsis orchid industry and its peripheral industries. Then, case firms and related ones will be scanned and defined to set up the foundation for further explanations of business models. This will be followed by a structure of the business model by Alexandar Osterwalder. The structure is used to detail the industry for the dealers to distinguish the good and the bad in the management of a firm and to make further advice. Posterior to the analysis of industrial aspects, the research, by field interviews and passive collections of information, moves on to the case study between the representative firm A in Taiwan and the equal-ranking family business firm Anthura in Holland. By first defining the characters of the two firms in the industry through the Value Network and then elaborating their business models, their key factors to success and their discrepancies will be revealed and taken as a foundation for future advice. In the comparison, it is found that the Phalaenopsis orchid industry in Taiwan has predominance of breeding and production environment, but also has defects in management. Actually, some domestic dealers like the overseas-celebrated firm, Shih-Chieh Orchid Garden, remains prominent in the field of business management, but this field is the forte of most enterprises in Holland. Therefore, according to the information gathered in this research, there are four aspects for the Phalaenopsis orchid industry in Taiwan to ameliorate, which are: a) The stress on the consistency of quality b) Market orientation c) The concept of cost, and d) Marketing. In upgrading the Phalaenopsis orchid industry in Taiwan, the dealers should, aside from the upswing on the production aspect, make an entire reformation on both financial and managerial aspects. Only by doing this could they hold a lead in the worldwide business war.