台灣油脂產業發展策略之研究—以南僑集團為例

Abstract

台灣初期雖然民生物資缺乏，不過台灣本地油脂產業反倒蓬勃發展，後來因為政府管控大豆等原物料進口，及因應WTO外國廠商進入台灣市場等因素，致台灣油脂產業面臨價格競爭，進入紅海市場。 南僑集團成立至今已六十六年，不僅屹立不搖且其事業版圖不斷擴大，從早期之油脂產業多角化經營，由製造業(如洗劑、油脂、冰淇淋、冷凍麵糰、急凍熟麵等)，拓展至服務業(如上海寶萊納餐廳及台北點水樓餐廳)，南僑集團對於新事業之投資，秉持四大相關因素(原料、技術、文化、通路)及六大發展原則(創新、差異化、國際經驗、財務平衡、以人為本、永續經營)的發展策略，六十六年來，穩紮穩打建立起南僑集團的食品餐飲事業。 而當國內企業競相競逐國際化之同時，南僑集團亦能穩健發展、循序漸進，先在台灣培養與跨國企業合作之經驗，學習其技術與管理，待累積相關之經驗後，奠基台灣深耕經營，再進而國際化布局，首站泰國設立綜合食品廠，將米菓成功行銷全球，再將台灣油脂及餐飲事業之成功經驗，順勢複製到大陸市場，日前餐飲事業又延伸日本新市場，在開拓大陸市場後，目前正展望全球市場，南僑集團屢屢再創事業之高峰，足證南僑集團對於事業之經營確有其獨到及值得學習之處。 企業的永續經營，必受其企業文化及核心價值的指引。南僑集團在成長轉型的每一個階段裡，都能細心體察產業環境的瞬息變化，及早制定策略與全面布局，以因應國內外情勢的轉換，南僑集團透過不斷的創新與聚焦，多角化與國際化，配合企業專長與優勢能力，在競爭激烈的產業環境中脫穎而出，為傳統產業的再生提供了最好的見證。

Although Taiwan lacked of raw materials and living resources in the early stage of industrialization, local oil and fat industry stridden to develop. Nevertheless, the industry faced price competition due to rigid control of commodity importation, such as soybeans, by the government and also the opening of market to foreign enterprises under WTO's mechanism. The situation led to a pretty fierce competition market. The Namchou Group was established in 1952. It has stood firmly to operate and kept expanding territory since-mainly running oil and fat industry at the beginning, then evolving to manufacture home products(i.e., soap and detergent powder) and instant food(i.e., frozen dough, frozen noodle and cooked rice),and finally expanding to the cuisine business (i.e., the Paulaner Restaurant Chain and the Dian Shui Lou Restaurant Chain).Step by step, it has created a kingdom of fast-food and cuisine over the last 66 years, which attributing to the strategy of narrowing down on four areas(i.e., raw material, technology, culture dimension and distribution channel) and abiding by three principles(i.e., innovation, globalization and finance balance) Namchou Group adopts the 'no-haste and no tortoise-like 'strategy, when other local enterprises compete fiercely to go globalization. On the one hand, it has engaged with multinational enterprises for the purpose of learning, as well as accumulating, technologies and corporate managements from its partners. On the other hand, it has further strengthened operation and ploughed deeply in Taiwan. When time was up, Thailand has been chosen as the first beachhead of going globalization, marketing cooked rice and other fast-food products to EU, through branch factory there. Besides, it not only has duplicated the successful cuisine business in Japan but also has duplicated the successful oil and fat and cuisine businesses in China. Furthermore, both are expanding to global market gradually. That's an incredible example in term of corporate operation and makes the Group truly unique and adorable among other local enterprises. Global economy is in turmoil in recent years, traditional industry is facing tremendous challenges. Many familiar local companies not only fare poorly in domestic market, but also can't compete with global enterprises in overseas market. Whether traditional local industry may become sunset one or may evolve to new successful model through innovation, diversification and globalization, so as to prove that there possibly might have a sunset company, but never a sunset industry. And in this case, the Group really provides the best example to be scrutinized and witnessed. The everlasting operation of an enterprise is guided by it's corporate culture and core value. The Namchou Group delicately observes the imminent swing of business trend at each stage of it's up-turn transformation, deliberating strategy in advance and designing all-dimension scheme to tackle market volatility. Facilitated by expertise and advantageous edge, the Group emerges outstandingly in fierce competition to present the best witness of local-enterprise resurrection through innovation and focusing as well as diversification and globalization.