臺灣手搖茶飲東協市場拓銷策略研析

Abstract

手搖茶飲產品近年在海外國家形成一股熱潮，相對於國內飲品市場飽和競爭激烈，我國手搖茶飲廠商看準國外市場的龐大商機，著手進行國際化營運以拓展市場。東協國家由於鄰近台灣具有地理位置優勢，其總人口數高並擁有龐大的年輕消費族群，成為台灣手搖茶飲產業進行國際化的首要拓展市場，但東協各國背景、文化及消費習慣有其獨特性，故台灣手搖茶飲品牌在進駐時，須因應當地的商情及消費者喜好調整經營及行銷策略以提升競爭優勢。因此本研究探討台灣手搖茶飲拓展東協市場策略，深入了解其競爭優勢及獨特性，提供相關產業後進借鏡為參考。 本研究以交易成本理論及折衷理論分析探討個案C公司進入東協市場之策略及競爭優勢，透過質性研究之個案深度訪談法以釐清、歸納出臺灣手搖茶飲店輸出國際市場進入模式選擇及成功策略模式，透過次級資料分析予以驗證，藉此找出台灣手搖茶飲進軍國際市場的關鍵成功因素。 本研究歸納出台灣手搖茶飲拓展東協市場成功策略的重點結論如下：一、以新加坡為首要介接東協市場的橋樑；二、以高度差異化且具獨特性定位品牌形象進軍國際市場；三、制定高規格遴選標準嚴選海外代理商；四、鎖定各國精華商圈設立旗艦據點提升國際知名度；五、堅持原汁原味MIT原物料一條龍輸出有效掌控品質穩定度。上述結論提供相關產業作為該市場現況及未來經營策略參考。

Handmade beverage products have become popular in overseas countries recently. Compared to the fierce competition and market saturation of the domestic beverage industry in Taiwan, there are more business opportunities for Taiwanese handmade beverage companies to explore. Taiwanese handmade beverage industry aims at ASEAN as the primary market while developing the international market because of its geographical advantage and demographic dividend. However, due to the diversity of background, culture, and consumption habits in the ASEAN countries, Taiwanese handmade beverage companies must adjust the management and marketing strategies based on local business conditions and consumer preferences to enhance their competitive strength. Therefore, this study focuses on researching the development strategies of the Taiwanese handmade beverage industry in the ASEAN market and hopes to find out its competitive advantage for future references. This study analyses and discusses the business entry strategies and competitive advantage of C company in the ASEAN market based on “Transaction Cost Theory and “Eclectic Theory”. Through an in-depth interview of qualitative research with secondary data verification, this study found out the key factors for the Taiwanese handmade beverage industry to enter the international market successfully. This research summarizes the successful expanding strategies of the Taiwanese handmade beverage industry in the ASEAN market as follows: 1. Choosing Singapore as the primary station while entering the ASEAN market; 2. Entering the international market with a highly differentiated and unique brand image 3. Establishing high-standard selection criteria and carefully selecting the overseas agents; 4. Improving international awareness by establishing the flagship store at the main business districts in each country; 5. Using the MIT ingredient to control the quality of products. The above conclusions would provide relevant industries as a reference for understanding the current market situation and planning future business strategies.