蔡氏精釀啤酒的商業模式研究

Abstract

酒是人類社會文化的一部分，在歷史發展中，酒不僅與農業密不可分，甚至能反映出社會的經濟發展狀況，數千年來世界各地也因為酒衍生出許多商機。啤酒的淵源最早可追溯至西元前7000年，而真正有文獻記載則是在西元前3000年，可見啤酒的歷史十分悠久。啤酒主要由麥芽、啤酒花、酵母以及水製成，啤酒的風味會因釀酒師的調配方式不同而有不一樣的風味。在歐美國家的發展較早，隨著釀造工藝成熟後，樹立現今的啤酒文化。隨著工業技術的革新，啤酒製造商為了商業考慮，使啤酒能夠短時間內大量且標準化生產，也就是現在一般市售啤酒。 臺灣的啤酒產業發展甚早，消費市場龐大。過去在專賣制度下，啤酒種類單一化，且以商業啤酒為主。隨著啤酒市場開放及精釀風潮興起，2002年開放民間釀酒後，許多在地精釀啤酒品牌陸續成立。與商業啤酒相比，精釀啤酒具有差異性與獨特風味，獲得不少消費者青睞。近年來隨著消費習慣的改變，大眾對於啤酒鑒賞能力提升，消費者願意付出更多去嘗試與享受。本研究以蔡氏啤酒為研究對象，並回顧過去啤酒產業發展沿革，探討精釀啤酒與商業啤酒之差異。 研究發現全球的啤酒市場雖然競爭激烈，但卻持續在成長，隨著國民可支配所得提升，消費者更願意也更有能力消費，精釀啤酒市場有了發展茁壯的機會。此外，在民間開放製酒後，精釀啤酒供應商也陸續增加，也開始有許多酒廠結合在地特色推出相關商品，建立品牌特色。經由商業模式的分析，蔡氏啤酒應該提供具有在地獨特性的產品服務，未來發展目標著重在公司的價值主張，打造出蔡氏啤酒的特色文化，並可結合創意行銷，提升市場曝光度，增加銷售機會。也可以透過策略聯盟的方式，像是與餐酒館合作，規劃特別節日促銷、或是尋找其他在地農產，做為新開品開發之原料，如此可在競爭激烈的市場中，為蔡氏啤酒建立其獨特競爭優勢，以在市場佔有一席之地。 根據分析結果，本研究也提出個案公司未來發展方向與實際可行方案，例如建立品牌特色、加強拓展品牌知名度、增加網路通路的曝光率、持續開發新產品，甚至是鎖定會員管理、通路拓展及內部管理績效制定，透過這些方式整合個案公司的優勢與劣勢對公司的未來發展進行規劃。

Wine is a part of human society and culture. In historical development, wine and agriculture are inseparable. The situation of the wine industry can reflect the economic development of the society. For thousands of years, many business opportunities have been created by the development of wine around the world. All have a certain needs for wine. The origin of beers can be traced back to 7000 BC, and the exact documentary records are in 3000 BC, which shows that the history of beer is very long. Beer is mainly made of malt, hops, yeast and water. The flavor of beer will be different due to the different blending of raw materials by the brewer. Early development in European and American countries, as the brewing technology matures, and the current beer culture is established. With the innovation of industrial technology, beer manufacturers, for commercial considerations, enable beer to be produced in large quantities and standardized in a short time, which is now generally available in market. The beer industry in Taiwan has developed very early, and the consumer market is huge. Under the monopoly by government, the type of beer was single, mainly with industrial beers. With the opening of beer market in 2002 and the rise of craft beers, many local craft beer brands have been established. In comparison with industrial beers, craft beers have differences and unique flavors, which have won consumer’s favor. Along with the change of consuming habits in recent years, consumers are increasingly able to differentiate and appreciate craft beer are willing to pay more to try and enjoy. Taking Tsai’s Actual Brewing as an example, this research reviews the development of the beer industry in Taiwan and explores the differences between craft beers and industrial beers. The research finds that the global beer market is extremely competitive, but continues to grow. With the increase of people’s income, consumers are more willing to accept higher price of product. The craft beer market gains the opportunity to develop. Otherwise, since the opening of brewing society, the suppliers of craft beer have gradually increased. Some breweries have begun to launch products related with local characteristic to established brand characteristic. Through the analysis of business model, Tsai’s Actual Brewing should provide local unique products and services then focus on the company’s value proposition in the future development. To create a unique culture of case company, and combine with creative marketing to increase market exposure and opportunities for sales. Otherwise, through strategic alliances, such as cooperating with restaurants and bars, planning special holiday promotions, or looking for other local agricultural products for development of new products. So that, it can establish unique competitive advantages for Tsai’s Actual Brewing in the highly competitive market and occupy a portion in the market. According to the results, the research proposes the future development direction and practical solutions for the case company, such as setting up brand characteristics, strengthening and expanding brand reputation, increasing exposure on network, continuing on new product development, even target on membership management, expand new channels and conduct internal performance management. Through these suggestions, case company can think how to integrate the advantages and disadvantages to sketch the blueprint for future development.