日本酒代理商品牌操作研究：以綠芽酒藏為例

Abstract

在這篇論文開始之前，想先問大家一個問題，如果要你馬上講出一個酒的種類，答案會是什麼？我猜應該是葡萄酒、威士忌、啤酒，這三個答案其中之一。的確，台灣的飲酒市場，葡萄酒、威士忌、啤酒的市場可以說是相當成熟，相較於日本酒、龍舌蘭等酒種，討論度及關注度都相對低很多，整體市場更影響了酒類代理商的操略操作。 代理這個詞，可以解讀成『代替打理』。不少想進軍他國市場的品牌，會找尋當地代理商合作，借用代理商在地的人脈、資源，替自家商品開拓商機。代理商賣的不是自家產品，沒有產品所有權，只透過買、賣的交易過程，賺取中間利潤，就像是品牌的發言人、化妝師，協助品牌處理在當地的所有大小事。從企業角度來看，若是挑選到國外知名的商品，談到雙方都合宜的代理條件，加上足夠的銀彈替商品在台灣打通路，代理這種商業模式，不用從零開始，少了『創立品牌』的壓力和成本，看上去似乎是門『較省力』生意，但對於企業來說，只有商品販售權沒有製造主導權，想要創造新市場機率相對自有品牌來得低，如何在已經成熟的台灣酒類代理市場模式中，走出自己的專屬道路，接續創造第二曲線，本論文將以代理日本酒的企業『綠芽酒藏』為研究個案，參考文獻資料，並運用個種模型工具，針對代理品牌如何制定策略，以及走向創新之路為分析。 研究重點如下： 一、 在葡萄酒、威士忌成熟的台灣市場，綠芽酒藏為何選擇切入小眾的日本酒商機？ 二、 從品牌策略到行銷方法，綠芽酒藏如何耕耘日本酒市場？ 三、 當代理品牌趨近成熟，下一步該如何發展…？

Before starting this paper, I would like to ask you a question. If you were asked to name a type of wine right away, what would the answer be? I guess it should be wine, whiskey, beer, one of the three answers. Indeed, Taiwan's drinking market, wine, whisky, and beer markets can be said to be quite mature. Compared with Japanese sake, tequila, and other wines, the degree of discussion and attention is relatively low, and the overall market has also affected alcohol agent’s operations. The word agency can be interpreted as 'replacement of care'. Many brands that want to enter the market of other countries will find local agents to cooperate, and use the local contacts and resources of the agents to develop business opportunities for their own products. Agents do not sell their own products and do not have product ownership. They only earn intermediate profits through the transaction process of buying and selling. They are like spokespersons and makeup artists of the brand, assisting the brand in all local matters. From a corporate point of view, if you choose a well-known foreign product, you need to talk about the appropriate agency conditions for both parties, plus enough silver bullets to open a channel for the product in Taiwan, this business model of agency does not need to start from scratch, less the pressure and cost of 'creating a brand' seems to be a 'less labor-saving' business, but for enterprises, they only have the right to sell goods and not to dominate the production. The chance of creating a new market is lower than that of their own brands. How? In the mature Taiwan liquor agency market model, we will go out of our own way and continue to create the second curve. This thesis will take the Japanese liquor agency 'Greens Sake' as a research case, refer to literature materials, and use various models. Tools to analyze how agency brands strategize and move toward innovation. The research focuses are as follows: 1. In the Taiwan market where wine and whisky are mature, why did Luya Liquor choose to cut into the niche Japanese wine business opportunity? 2. From the brand strategy to the marketing method, does it affect the pulse of the Japanese sake market in Taiwan? 3. When the agency brand is approaching maturity, how should it develop in the next step...?