果汁原料供應商經營成長策略之個案研究：以KY鮮活果汁公司為例

Abstract

大陸現調飲料市場近幾年來快速成長，使得眾茶飲品牌前仆後繼地加入市場競爭，失敗而結束的品牌遠比成功品牌來的多。在這樣競爭激烈的產業環境中，鮮活果汁這家從台灣發跡、在大陸市場成長的廠商，以十五年不到的時間從家庭式小工廠，成為大陸市場的領導廠商，更成為典型的台商成功案例。為了萃取此一成功案例背後的經營智慧，本研究針對鮮活果汁公司進行深度個案式研究，剖析產業結構與競爭動態，並發掘個案公司的成功關鍵，以及探討其動態策略調適的作法，期能作為未來台商進軍大陸的參考。 本研究首先收集次級資料與文獻，應用產業競爭五力分析模型、價值鏈理論及經營管理的C-SOP架構，分析並歸納出大陸現調茶飲市場的現況與發展趨勢，並深入探討大陸現調茶飲市場所面臨之主要競爭動態。其次，再針對個案公司解析其成功因素、經營模式與轉型作法。本研究發現大陸現調茶飲業原料供應商，及與其下游相關之大陸餐飲業，皆與大陸內需市場有高度的相關關係，隨著大陸之現調茶飲內需市場持續地成長，其產業面之前景穩健。個案公司藉由使經銷商成為幅員廣大之大陸各個地方的小型物流中心(Logistics Center)，讓經銷商也可以與時俱進，避免淹沒在數位轉型的大潮流之中。同時，個案公司的精實生產管理支持經銷商零庫存的政策推動，加以中試生產線的運用，快速開發多元的新產品因應市場需求，快速研發、精實生產管理及銷售通路緊密結合，互相影響缺一不可，形成不易攻破的競爭優勢。 本研究以個案研究，針對現調茶飲業之原料供應商在大陸經營的成功策略，並提出相關發展模式的建議，期能不僅對大陸現調茶飲相關行業台商的發展，具有借鏡效果，更希望有助於後續相關研究的發展。

The beverage market in mainland China has grown rapidly in recent years, and many tea brands have entered into the market one after the other. The number of failed brands is many more than that of successful. In such a highly competitive industrial environment, Fresh Juice (FJ, hereafter) , a raw material manufacturer from Taiwan has grown up from a small family-owned company and become a leading manufacturer in the mainland China market in less than 15 years. It has become a typical Taiwanese manufacturer business success story. In order to extract the business wisdom underlying such a successful case, this study conducts an in-depth case study on FJ, analyzes the industry structure and competitive dynamics, and explores the key to the success of the case company, as well as the practice of dynamic strategy adjustment, which can be used as a reference for Taiwanese businessmen in mainland China. This research first collects secondary data and go through literature review, applies the five-force analysis model of industrial competition, the theory of value chain and the C-SOP structure of operation and management, analyzes and summarizes the current situation and the trend of the tea market in Mainland China, and explores the severe local competition facing the tea beverage players. Next, we analyze the success factors, business models and transformation practices of the case company. This study found that the raw material suppliers of the mainland's current blended tea beverage industry, as well as its downstream related mainland catering industry, have a high degree of correlation with the mainland domestic demand market. The outlook is solid. By making dealers as small logistics centers in various parts of the country, FJ helps dealers avoid being drowned in the trend of digital transformation. Meanwhile, FJ implements lean production system and makes zero inventory policy a reality for the whole supply chain. Further, FJ uses pilot production lines to shorten product development cycle to meet the market demand. Fast research and development, lean production management and sales channels are integrated closely, which eventually becomes competitive advantage that is difficult to be replicated. Overall, the present thesis provides an in-depth case analysis to unravel the success formula of a raw material supplier of juice beverage in mainland China, which can serve as competitive benchmark for other Taiwanese companies in mainland China facing similar competition. Implications and suggestions based on our research results are also discussed.