臺灣烘焙業的創業、創新與品牌轉型──以C公司為例

Abstract

本研究旨在探討臺灣烘焙產業在面對外部環境競爭和內部策略調整上的挑戰與應對策略。過去二十年來，隨著全球經濟的成長、消費者所得的提升及國際市場的開放，成功推動烘焙產業的轉型與升級。另一方面，數位科技的發展、網路電商平台和團購模式的崛起，也改變了消費者的購物習慣。此外，消費者需求日漸複雜，烘焙產品不僅作為日常食用，也廣泛用於節慶送禮和婚禮喜餅等特殊場合。這些因素，使烘焙企業必須重新審視商業模式，尋找轉型的契機，以從競爭中脫穎而出，成為本研究的出發點。

本研究從宏觀、中觀和微觀三個層面的管理理論，剖析外部市場與企業策略。其中包括市場演變與產業影響探討、產業整體競爭情況，並從創業管理、商業模式、持續競爭優勢與品牌經營的理論模型，對比本次研究選定的標竿企業，詳細分析各公司在不同階段應對轉型的動態策略。

另外，本研究採用個案研究法，透過訪談與網路公開資訊，以 C公司（以下稱CUPETIT）的創業歷程、策略規劃及面對市場挑戰的應對措施，並結合標竿企業的轉型案例，分析各公司自創立以來的經營模式，包括核心價值的塑造、內部組織的變革、品牌權益的建立以及面對消費模式轉變下的新策略藍圖。

研究結果顯示，企業創業初期的關鍵在於抓住商業機會，並從中權衡資源與團隊以應對挑戰。而在創業後，企業仍需靈活應對市場變化，清楚識別並妥善運用核心能力，並強化品牌權益以滿足消費者需求，在穩健的企業文化中提升競爭力。

整體而言，本研究以烘焙業出發，在深入分析後提供企業在轉型層面上的建議，幫助其在競爭激烈的市場中取得成功，並希望進一步擴大研究價值，為其他產業之創業者、管理者及未來研究者提供參考，促進企業的長期發展。

This study aims to explore the challenges and coping strategies of Taiwan's baking industry in the face of external environmental competition and internal strategic adjustments. Over the past two decades, with the growth of the global economy, the increase in consumer income, and the opening of international markets, the transformation and upgrading of the baking industry have been successfully promoted. On the other hand, the development of digital technology, the rise of online e-commerce platforms, and group buying models have also changed consumer shopping habits. Additionally, consumer demands have become increasingly complex, with bakery products not only being consumed daily but also widely used for special occasions such as festive gifts and wedding pastries. These factors necessitate that baking enterprises re-examine their business models and seek transformation opportunities to stand out from the competition, which serves as the starting point of this study.

This study analyzes the external market and corporate strategies with management theories from a macro to a micro view, including market evolution and industry impact, as well as the overall competitive landscape of the industry. By employing theories and models of entrepreneurial management, business models, sustainable competitive advantage, and brand management, this research provides a detailed comparative analysis of the benchmark enterprises selected for the study, focusing on the dynamic strategies employed by the companies at different stages of transformation.

Furthermore, this study adopts a case study approach, using interviews and publicly available online information to examine the entrepreneurial journey, strategic planning, and market challenge responses of Company C (hereafter referred to as CUPETIT). Combining this with the transformation cases of benchmark enterprises, the study analyzes the business models of various companies since their inception, including the shaping of core values, internal organizational changes, establishment of brand equity, and new strategic blueprints in response to changing consumption patterns.

The research results indicate that in the early stages of entrepreneurship, the key lies in seizing business opportunities and balancing resources and the team to meet challenges. After the initial startup phase, companies still need to flexibly respond to market changes, clearly identify and properly utilize core competencies, and strengthen brand equity to meet consumer needs, thus enhancing competitiveness within a robust corporate culture.

Overall, this study starts with the baking industry, providing suggestions for companies in terms of transformation after in-depth analysis, helping them succeed in a highly competitive market. It also hopes to further expand the research value, providing references for entrepreneurs, managers, and future researchers in other industries, and promoting long-term business development.