臺灣發展藏紅花產業之研究

Abstract

藏紅花有三千多年的使用歷史，伊朗，古代的「波斯」因為氣候相當適宜藏紅花生長，加上勞力便宜，因此可以提供品質穩定，且價格合理的藏紅花，並且供應全世界96%的藏紅花。藏紅花是「香料女王」和黑松露、鵝肝、魚子醬在美食殿堂上並稱三王一后，若以重量衡量，藏紅花是世界上最昂貴的香料。不僅如此，藏紅花還擁有中藥多方用途，且價格不斐，但國內相關研究卻仍有限，如主要用途與通路、消費者認知程度更是付之闕如。站在促進我國中草藥產業發展的角度，應是值得研究之課題。 本研究透過深度訪談諮詢產業界人士，蒐集資訊與意見，探討台灣發展藏紅花產業的可能性，如生產條件、市場潛力等；其次透過SWOT分析藏紅花在台灣競爭優勢並討論其經營策略。 在網路問卷部份，經由交叉分析及χ2檢定後得知，消費者背景與其購買意願不相關，因此應該加強全面宣傳藏紅花功能的推廣策略。搭配文創的潮流、注入時尚的元素，創造品牌共鳴，而增加忠誠度。 依Miles and Snow(1987) 歸納出就現行台灣經濟狀況，防禦性策略與前瞻性策略比應為8:2。有餘力再開發藏紅花新功能及新市場之機會，追求創新及成長。與異業結合，創造藏紅花產業新價值。長期策略，則以結合異業進行品牌行銷，普及且有效的曝光度，使藏紅花的印象深植民心，增加藏紅花的熟悉度，俾利提昇藏紅花使用頻率。以3-5年時間，建立藏紅花自身的品牌。開發更多食材用途等方式，消減使用紅花替代品的誘因後，即可結合其他商品行銷，建立獨有的通路與品牌，以最大化滿足提昇產品附加價值，藏紅花產業始得在台灣蓬勃發展。

Saffron Crocus has a history of 3000 years of use. Iran, or ancient Persia, has weather conditions suitable for saffron growth as well as cheap labor, and therefore provides a steady supply for saffron with consistency in quality at reasonable prices, which makes up 96% of the world saffron supplies. Saffron is the Queen of Spices; in the world of gourmet foods, it stands alongside black truffles, foie gras, and caviar, which are called the “3 Kings and 1 Queen.” If measured by weight, saffron would be the most expensive spice in the world. Saffron has a variety of uses in Chinese medicine, selling at high prices. Our domestic research has limited data on it, such as primary purpose and marketing channels, as well as a lack of consumer awareness. On the standpoint of stimulating the development of our domestic herbal industry, saffron is a subject worthy of research. This study collects the data and opinions from industry experts via in depth interviews to explore the possibility of developing a saffron business in Taiwan, including the aspects of production conditions and market potentials. Afterwards, SWOT is utilized to analyze the competitive edge and possible business strategies for saffron in Taiwan. As for the Internet survey, cross-analysis and χ2-test showed that there is no relationship between consumer background and buying interest. Therefore, marketing strategies that promote the use of saffron should be emphasized, reinforced by cultural and creative trends, and infused with fashion elements to create brand recognition and loyalty. According to Miles and Snow (1987), corresponding to Taiwan’s current economic situation, the ratio of defensive strategies to prospective strategies should be 8:2. There is spare capacity in seizing the opportunity of developing new functions and markets for saffron, pursuing innovation and growth; conducting cross-industry collaboration to create new value in the saffron business; implementing long-term strategies, which focus on cross-industry collaboration to enhance brand marketing, popularity, and effective exposure; rooting the impression of saffron in the public to strength the familiarity of saffron and to increase its frequency of use; building a saffron brand in 3 to 5 years’ time; developing more uses for food ingredients to reduce the incentives of using saffron substitutes, and then engaging in integrated marketing with other merchandise to create an exclusive channel and brand; and using maximized consumer satisfaction to elevate the added value of products, enabling a thriving saffron business in Taiwan.