乘風破浪－手搖餐食產業之經營發展策略分析：以六角國際為例

Abstract

台灣，以強大的研發及代工能力，聞名於世，從晶圓到粉圓，皆受到世界各地買家愛戴，其中，粉圓更為台灣餐飲產業的引擎之一，帶動全球手搖飲風潮，更造就台灣及世界各餐飲品牌進入資本市場的驅動之一，從1980年起，台灣的泡沫紅茶文化漸續至今有三個不同的轉變，如今看到的手搖飲料店更是在台灣遍地開花，2019年開始更在日本市場造成珍奶之亂的現象級風潮，也在美國造成了粉圓荒的短缺衝擊。本研究選擇個案分析法探討手搖飲料及餐飲產業，以代表性企業「六角國際事業有限公司」為例。研究主要聚焦於該公司所處的餐飲產業概述、產業關鍵因素、事業組合、公司策略架構、主要競爭者分析以及主要事業競爭策略等方面。利用對這些要素的深入分析，以期揭示出該企業在餐飲產業中的競爭地位和發展策略。 本研究致力于探究手搖飲料產業在餐飲市場中的角色，從不同的角度探討其環境、現況、競爭情況以及未來產業趨勢。透過運用波特五力分析、BCG矩陣和競爭策略等工具，總結出以下幾點結論：首先，全球手搖飲料市場正在迅速增長，這主要歸因於社交媒體的普及和珍珠奶茶獨特的風味，進而促使眾多品牌將目光投向海外市場。其次，中國手搖飲料品牌正蓬勃發展並進軍國際市場，加劇了全球市場的競爭，對台灣手搖飲料產業構成了挑戰;智慧無人設備在餐飲市場中的應用越來越廣泛，解決了勞動力短缺和製作不穩定等問題，這一趨勢將對整個產業帶來深遠的影響。針對六角事業的發展策略，本研究總結出以下幾點，首先，六角事業採用了外部併購式成長策略，通過收購其他企業來擴大市場份額和業務規模。其次，六角事業同時實施產品線多角化策略，擴展產品種類以因應市場變化和激烈競爭，得調整為內部有機成長並以事業多角化方針和注意週期替補性; 六角的日出茶太為問號事業，雖為母公司代理豐沃的資金流，不過面對競爭壓力發展策略應為成本領導並維持現有市占率; 六角的天恩粉圓為明星事業，雖為該產業中市佔率最高者，但面對國際間極大的競爭壓力，發展策略得為成本領導並加強產品差異化發展; 六角的王座國際為問號事業，面對代理成本的壓力，和餐飲產業的蓬勃發展，發展策略應為成長策略，並輔佐成本領導佔領市占率; 六角於中國的轉投資事業瑞里餐飲，因面對長期中國市場的頹靡，應採取收穫策略，將其獲利了結或虧失止損，以集中資金及人力資源於其他事業發展之上。

Taiwan is renowned worldwide for its robust research and development (R&D) and manufacturing capabilities, spanning from semiconductor wafer fabrication to the production of tapioca pearls, which are highly sought after by buyers across the globe. Among these, tapioca pearls have emerged as one of the driving forces behind Taiwan's food and beverage industry, propelling the global trend of bubble tea and paving the way for Taiwanese and international food and beverage brands to enter the capital market. Since 1980, Taiwan's bubble tea culture has undergone three distinct transformations, leading to the proliferation of bubble tea shops throughout Taiwan. The phenomenon has further expanded internationally, causing a craze for bubble tea in Japan since 2019 and even shortages of tapioca pearls in the United States. This study employs a case analysis approach, focusing on the representative enterprise "Lakaffa International Co., Ltd." in the bubble tea and food and beverage industries, to explore its business environment, industry key factors, major competitors, business portfolio, and company strategies. The aim of this research is to investigate the environment, current status, competitive landscape, and future development trends of the food and beverage industry, particularly focusing on the bubble tea sector. Utilizing tools such as the Five Forces Analysis, BCG Matrix, and general competitive strategies, conclusions are drawn regarding the food and beverage industry: The bubble tea industry is experiencing rapid growth globally, driven by the prevalence of social media and the unique taste of tapioca pearls, leading to overseas markets becoming battlegrounds; The rise of Chinese bubble tea brands and their entry into the international capital market intensifies competition, posing significant challenges to Taiwan's industry; Smart unmanned equipment has been realized in the food and beverage market, addressing the instability caused by labor shortages and manual production. Regarding Lakaffa's business and development strategies, conclusions are drawn as follows: Lakaffa primarily pursues external growth through mergers and acquisitions and complements this with product diversification strategies. Adjustments are needed to transition towards internal organic growth and focus on cyclical supplementation; Lakaffa's Chatime is a question mark business, acting as a cash flow agent for the parent company. However, faced with competitive pressures, the development strategy should focus on cost leadership and maintaining existing market share; Lakaffa's Ten Ren Tapioca Pearls is a star business, although a leader in the industry, it faces potential international competition. The development strategy should focus on cost leadership and enhancing product differentiation; Lakaffa's Kingza International is a question mark business, facing cost pressures from agency operations and the booming development of the food and beverage industry. The development strategy should focus on growth and complement cost leadership to capture market share; Lakaffa's Rui Li Food and Beverage, a reinvestment business in China, should adopt a harvesting strategy due to the long-term downturn in the Chinese market, either realizing profits or stopping losses, and reallocating financial or human resources to other business developments.