應用計畫行為理論分析臺灣農民轉作咖啡之意向-以大阿里山區為例

Abstract

臺灣在種植咖啡上曾歷經多次挫折，迄今平均生產淨利仍遜於具有土地競爭關係的茶葉，自2010年，飲用咖啡的熱潮興起，轉作咖啡的農民也持續增加。大阿里山區的咖啡憑藉原本高山茶的名氣發跡，逐漸成為精品咖啡的代表產區。

本研究以大阿里山區的咖啡農為研究對象，從臺灣咖啡的歷史背景、競合作物做文獻探討、輔以新聞資料庫探討該區特用作物的農產發展過程，拼湊更完整的咖啡農群像。並透過計畫行為理論，制定質性的訪談大綱，以訪談及文獻回顧來理解該區農民當初轉作高門檻的精品咖啡種植之意向考量，及探討咖啡與各項作物的競合與互補，與歸納後續發展與面臨之挑戰。

研究發現，該區農民轉作咖啡年數約六成未達10年，約八成種植於海拔800公尺以上，約半數年產量低於500公斤，除少數專業農外，皆須仰賴兼業維繫生計。初期轉作時的「態度」面向，經濟利益為關鍵因素，如原作物的困境造成推力，或追隨轉作先驅者的成功而投入轉作。另一個面向為「行為控制知覺」，包括風土氣候的適種性、政府政策的支持，及分散勞動力的需求高峰等，在「主觀規範」面向，初期對轉作呈負向的作用，直到近年才有改觀。

在內外部的挑戰上，小農經營問題、專業化趨勢、搶種單一品種等議題，尚待解決與整合，而與其他作物的競合關係上，由茶農轉作或兼作咖啡則為常見的狀況。「大阿里山區咖啡」的精品意象已然確立，預測未來數年產業將持續發展，有形成群聚效應與規模經濟之機會。本研究歸納研究過程中所發現的問題，給予建議如下1)定調發展策略，開拓內需市場; 2) 建立分級制度; 3)後續政府計畫上的再調整; 4)協助新品種之開發; 5)結合觀光爭取銀髮勞動力; 6) 打造共同品牌及處理廠、專業分工化以及供應鏈管理; 7)利用當地風土優勢，異地後製; 8)參考國外精品產區，透過拚配降低成本，以利推廣。

In the history of coffee cultivation in Taiwan, there have been many setbacks and difficulties. So far, the average net production profit is still lower than that of tea with land competition. However, since 2010, Taiwanese started to embrace coffee drinking; farmers have been devoted to the cultivation of coffee one by one. The Great Alishan area of Chiayi County, originally famous for its Alishan tea, becomes a representative area of Taiwan's specialty coffee as time goes by.

This study focuses on the coffee farmers in the Great Alishan area. The literature review starts from the historical background of Taiwanese coffee and its competitive crops. This study not only analyzes the development of special crops in the Great Alishan area through news databases but also summarizes the motivations of the farmers when they switched to coffee farming. A qualitative interview framework was thus developed to understand the motivation behind farmers'' decisions to switch to high-threshold specialty coffee farming in the Great Alishan Area through the Theory of Planned Behavior(TPB) perspective. In addition, this study explores the competitiveness and complementarity between coffee and various crops, and summarizes the subsequent development and the challenges faced.

The study found that about 60% of farmers have switched to coffee farming for less than 10 years, among whom 80% of the farmers choose to cultivate at altitudes above 800 meters, and half of them produce less than 500 kilograms of coffee annually. With the exception of a small number of professional farmers, most of them had to rely on other jobs to make a living.

The major factors to the "Attitude" aspect of the initial switching are the economic interests, including the pressure caused by the hardship of the original crop, the success of the pioneers switching to other crops, and so on. Another aspect is the "Perceived Behavioral Control ", which includes the suitability of terroir and climate, the support of government policies, the demand for dispersed labor during harvest peaks, etc. In the "Subjective Norms" aspect, it discourages farmers from switching the crops initially until cultivation of coffee is getting popular in recent years.

In terms of internal and external challenges, the problems of smallholder farming, the trend of specialization, and the rush to plant a single variety have yet to be solved and integrated. As to the competitive relationship with other crops, many coffee farmers are also engaged in tea cultivation or were former tea farmers. The image of "Alishan Coffee" as a specialty has already been established, and it is predicted that the industry will continue to develop in the following years, with the opportunity to form a cluster effect and achieve economies of scale. This study gives an outline of the problems found in the research process, and brings up the following recommendations: 1) Set the tone for development strategies and explore domestic demand markets. 2) Establish a grading system; 3) Readjust the subsequent government plans for Taiwanese coffee; 4) Assist in the development of new varieties; 5) Combine tourism to attract silver-haired workforce; 6) Create co-brands and processing plants, professional division of labor, and supply-chain management; 7) Utilize the advantages of Chaiyi’s terroir to proceed offsite sun drying; 8) Refer to overseas specialty areas to reduce costs through blending so as to facilitate promotion.