臺灣食品加工業轉型策略之研究：以C公司發展保健營養品為研究對象

Abstract

臺灣食品加工業中，九成為中小型食品業者，與上市櫃食品業者相較，規模及資源條件較缺乏優勢，而近年來隨著外在環境變動劇烈，加上消費者需求變化快速，使許多中小型食品業者面臨企業轉型的挑戰與壓力。全球及臺灣保健營養品市場模不斷成長，且已建構完整之產業鏈，加上部分生產技術與食品業相關性高，近年來許多臺灣大型食品業者相繼轉型進入保健營養品市場，本研究發現除了產品成分、配方特殊性之外，產品劑型已成為保健營養品差異化之關鍵要素。 本研究運用波特五力分析找出中小型食品業者進入保健營養品產業之利基市場與關鍵成功因素；以臺灣中型食品加工廠之個案公司為研究主體，分析轉型之動機與競爭者相較之關鍵資源分析，運用安索夫成長矩陣探討未來產品市場多角化之發展策略；運用「C-SOP」架構，輔以個案公司集團董事長之深度訪談，建構企業轉型之全面性思維。 本研究結論顯示，個案公司可以藉由發展「友善劑型OEM/ODM」進入保健營養品市場，並運用關鍵資源提升差異化，在轉型發展新事業同時亦可提升本業之能耐，降低轉型風險，達到短期目標－產品市場多角化，並同時朝中長期目標－全面產品高值化發展，此一漸進式轉型策略與建議，可以作為其他中小型食品業者轉型策略之參考與借鏡。

In Taiwan's food processing industry, 90% are the small and medium-sized food companies; comparing with stock-listed food companies, they lack advantages in terms of scale and resources. In recent years, the increasing external environmental pressure and the changes in consumers demands led to the enterprise transformation in dealing with this challenge. The market size of dietary supplement continues to grow globally, and because of the well-constructed supply chain and the correlation of production technology with food industry, many large Taiwan food companies have successively developed their own-branded dietary supplement business in the past few years. Therefore, this research finds that in addition to the particularity of product ingredients and formulations, product dosage forms have become a key factor in the differentiation of dietary supplement. Through Michael E. Porter's analysis of the five forces, the result revealed the niche market and key success factors for small and medium-sized food companies to enter the dietary supplement industry. This research takes the case of a Taiwan medium-sized food processing factory as the research subject, analyzing the motivation and key resources of transformation, and using Ansoff's corporate strategy to explore the strategy of future product market diversification. By adopting the 'C-SOP' framework and supplemented by an in-depth interview with the chairman of the case company group, this research construct a comprehensive thinking of enterprise transformation. The conclusion of this research shows that the case company can enter the dietary supplement market by developing 'OEM/ODM of user-friendly dosages' and use its key resources to enhance differentiation. While transforming and developing new businesses through developing OEM/ODM of user-friendly dosages, the case company could improve the ability of the original industry, reduce the risk of transformation, and achieve short-term goal - diversification of the product market, and prepare the resource to meet the medium and long-term goal – level up all products. The gradual transformation strategy and suggestion can be used as a reference for other small and medium-sized food industry companies in Taiwan.