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標題: | 傳統養殖漁業的轉型升級-以Y公司為例 Transformation and upgrading of traditional fish-farming industry: Taking Y company as an example |
作者: | 徐嘉伶 Chia-Lin Hsu |
指導教授: | 謝明慧 Ming-Huei Hsieh |
關鍵字: | 一級產業,轉型,RAS系統,C-SOP架構, first-tier industry,transformation,RAS,C-SOP, |
出版年 : | 2023 |
學位: | 碩士 |
摘要: | 漁農業作為一級產業,是典型的靠天吃飯,在全世界皆對環保意識抬頭,食品安全要求提高,永續發展成為必須的時代,如何能讓消費者吃得健康安心,又能符合未來的環保永續發展,是對漁農產業極大的挑戰。自2016年開始,中國大陸出臺長江保護法,於是大陸的漁業飼養開始增速下降,但仍然佔有全世界的35%。養殖漁業其實是鏈條很長的產業,從育種、種苗生產、養殖及加工、銷售、在2020年初,新冠疫情對全球的漁農都產生了巨大的影響,人員封鎖、線下商業停滯、供應鏈斷裂。許多漁農面臨轉型或是直接轉行。臺灣漁農平均年齡57.3歲,在此時刻更有大量漁農直接放棄生產,萌生退意。
本文主要研究目的在制定適應後疫情時代,漁農公司的轉型戰略,並且使用C-SOP作為戰略思考主軸來擬定出具體的行動方案。基於此本文以位於臺灣地區台南市的Y公司作為案例,採用個案研究法的方法,根據Y公司從2000年初創業至今,一路顛簸經過從沿海傳統開放養殖,到建立能封閉生產的RAS園區。進而行銷方向從線下走到線上,進而線上線下結合。經歷疫情期間,仍逆勢成長的過程。 使用了SWOT矩陣分析來探討傳統漁農生產的模式以及RAS(Recirculation Aqua system)的內外部差異性,解釋並概述RAS何以從環境保護和生產管理穩定上優於傳統漁農的養殖方式。 而在面臨後疫情時代,網路生意出現快速泡沫化,消費回到線下的時代,本文意圖探討Y企業的第二曲線,一是拓展海外穆斯林市場,二是模組化並成為問題解決商,探討要如何以C-SOP架構從“策略佈局”、“組織協同”、“興業領導”、“文化形塑”等方向來探討從企業轉型的成長可行策略和落實的方法。 Aquaculture as a first-tier industry, is basically living at the mercy of elements. As the wind of environment protection is blowing so strong, people started having higher sense of “food should only be food” and better food is to produce less CO2 to support sustainable development. The Challenges to aqua farmers are how to harvest good food as applying sustainable practices. For example, China has published the law of Yangzi River protection, which is to protect the waters of Yangzi river not to be over-developed. The consequence is the growth rate of harvest quantity of China aquaculture started declining till now. Even though China is still the biggest producer, 35% of all, of global market. Aquaculture is a long chain industry including species selection, fry cultivation, farming, post-harvest processing, and sale. During COVID-19 period, the lock down and broken supply chain had harmed the aquaculture seriously. Many fish farmer has to transform or to switch to other industry. The avg age of fish farmer in Taiwan area is around 57.3-year-old. So many of time chose to retire as facing this hit. In the post- COVID-19 era, Consumer started having higher requirement of health food and environment protection sense. So, I chose company Y as the example to describe how a traditional fish farming company could transformed to RAS growing and then to overcome from COVID-19 by combining on-line and 0ff-line business models together. To analyze the internal and external difference between traditional aqua farmer and RAS, I used SWOT analysis and to explain how and why RAS is more efficient on environment protection and production management than traditional aqua farming. As an aquaculture company, how Y company adapt to new ear as post- COVID-19. As the on-line business is bubbled and the possible 2nd growing curve of Y company could be opening oversea market, like Muslim market, second is to build module of production and become a professional problem solver of RAS and provide infrastructure and service to other fish farmers. Based on these two-future strategies, I applied the structure of C-SOP to settle tangible strategy and practical means to execute the future plan from 1.Strategy, 2.Organization, 3.Leader, 4.Culture. And it could become the business directory of company Y. |
URI: | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/91367 |
DOI: | 10.6342/NTU202304326 |
全文授權: | 同意授權(全球公開) |
顯示於系所單位: | 臺大-復旦EMBA境外專班 |
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