動態能力演化─以王品集團進軍中國市場之轉型與挑戰為例

Abstract

王品集團成立於1993年，為現今台灣第一大餐飲集團，今年營業額更高達149億新台幣。然而相較於台灣市場的穩定成長，其在大陸之事業群自2003年上海展店以來發展將近十年，其營業額也僅佔集團之21%，顯現其在中國之事業成長速度不如預期。面對此新進市場之轉型與挑戰，王品集團也透過在調整自身策略定位後將內外部資源予以整合，期望為集團帶來新一波成長動能。 本研究主要觀察環境、策略以及執行三大層面之互動以分析其成長動能。在此研究中發現王品集團在發展的二十年間主要透過外部環境驅動，重新調整公司整體的策略定位後調整其內外部資源的運作以利策略的執行，進而形成其動態能力。

Established in 1993, Wowprime is now the biggest food and beverage empire in Taiwan. The sales revenue of Wowprime achieved NT$14.9 billion in 2013. But instead of the rapid growth as experienced in Taiwan, Wowprime’s business in China is growing at a rate far slower than expected. The proportion of sales revenue in China is only about 20% of Wowprime’s total sales revenue. Struggling in the gigantic emerging Chinese market, Wowprime is still adjusting its strategy, related resources and capabilities. This study is aimed to analyze the dynamic capabilities of Wowprime from three different aspects: environment, strategy and execution (including building resources and capabilities). This research found out that the key driver of Wowprime is the ability to adapt to its environment and thus adjusted its resulting strategies and dynamic capabilities.