高山烏龍茶營運成本及銷售結構優化

Abstract

本案例研究調查了烏龍茶產業的策略優化。作為台灣嘉義縣高山烏龍茶業的第二代經營者，透過觀察家族經營的茶園，本研究著重於改善營運和銷售，以提升產品價值並瞄準高階市場。研究重點集中於營運優化，以及永續認證和有機耕作技術對於推廣台灣烏龍茶的影響。由於茶文化與台灣的傳統緊密相連，本研究旨在區分在保持傳統做法的同時提高獲利能力的方法。本研究旨在改善家族企業的營運結構和獲利能力，以實現永續經營。 參與者和方法包括混合模式方法，分析產業數據、市場趨勢和成功茶葉組織的研究。這些分析的結果不僅僅是數字，而是傳統企業增加收入和市場佔有率的潛在途徑。數據分析包括評估生產成本和獲利能力，並與市場價格趨勢進行比較。 本案例研究的結果顯示，對於無法提供大規模生產以達到規模經濟的小型茶農或生產商來說，改善營運和銷售的可行方法是合作。透過整合所有小型茶園和生產商，高山烏龍茶的來源、數量和品質可以由合作團體控制，從而從傳統上擁有最終定價權的經銷商手中奪回定價權。這種合作顯示了茶農和茶葉生產商實現永續性和獲利能力的潛力，並長期保存飲茶文化。

This case study investigates the strategic optimization of the Oolong Tea industry. Being a second generation of a High Mountain Oolong Tea Business in Chiayi County, Taiwan, by observing the family-owned tea farms, focusing on improving operations and sales to elevate product value and target premium market segments. Research points concentrate on operation optimization and the impact of sustainable certification and organic farming techniques for promoting Taiwanese Oolong Tea. With tea culture deeply intertwined with Taiwanese heritage, this study aims to distinguish methods for enhancing profitability while preserving traditional practices. The research aims to improve the family business’s operation structure and profitability for sustainable management. The participants and methods involve a mixed-model approach, analyzing industry data, market trends, and studies of successful tea organizations. The results from these analyses are not just numbers but potential pathways for traditional businesses to increase revenue and market share. Data analysis comprises assessments of production costs and profitability against market pricing trends. The results of this case study shows that for a tea cultivator or producer at a small scale, which cannot offer mass production to reach economy of scale, the viable way to improve operations and sales is to cooperate. By aligning all small scale tea farms and producers, the source, volume and quality of High Mountain Oolong Tea could be controlled by the cooperative group, and thus regain the pricing power from distributors, who traditionally own the final call on pricing. Such cooperation shows possibilities of sustainability and profitability for the tea farms and tea producers, and preserves the tea drinking culture in the long run.