風靡全球 - 食品飲料產業廠商之經營與發展策略分析：以雀巢集團為例

Abstract

雀巢創立於1867年，至今已有超過150年歷史，最初是一間生產嬰兒食品的公司，如今已成為全球最大的食品和飲料集團，截至2022年，雀巢在全球擁有354家工廠，分布在79個國家，擁有超過2000個全球性以及地區性品牌。綜觀雀巢集團的成長，除了在本業上不斷的創新，也積極朝國際化及規模化的方向邁進，並且自1922年起，雀巢積極透過併購的方式發展相關多角化，使其在20世紀末就成為了擁有多樣化產品的世界級食品與飲料公司。 本研究以個案分析法探討雀巢集團的經營與發展策略，首先，探討整體全球食品飲料產業環境，以及雀巢集團主要事業單位-粉狀與液體飲料(Powdered and Liquid Beverages)、寵物護理(Petcare)、營養與健康科學(Nutrition and Health Science)所在之細分產業概況，接著分析雀巢集團之主要競爭者，然後進一步透過五力分析了解產業結構、競爭程度以及產業關鍵指標，並分析雀巢集團及其主要競爭者在各項產業關鍵指標上的表現和匹配狀況。再者，透過剖析雀巢集團之資源及能力，了解雀巢集團是如何構築策略活動系統，為企業創造長期競爭優勢，接著以BCG矩陣解析雀巢集團主要事業單位目前在集團中扮演的角色以及未來可能的發展方向。之後，藉由觀察雀巢集團之歷史發展脈絡，了解雀巢集團在各個階段的成長策略，以及近幾年以相關多角化和本業發展為主之成長策略，然後再分析雀巢集團主要事業單位之競爭策略，了解個別事業單位是如何達到獲利成長的目標，並更好地應對未來挑戰。最後，綜合產業分析及個案公司分析之結果，提出針對雀巢集團未來經營與發展策略之建議。 本研究結果指出，雀巢集團能夠發展成為高度國際化的食品飲料巨頭並從永續經營中持續創新的主要原因包含善用集團資源以創造規模經濟及範疇經濟，並且善於透過併購及策略聯盟優化產品組合，此外，其透過動態性觀察市場趨勢消費需求，以及致力於快速創新，為自身創造差異化優勢。未來，雀巢集團應持續加強研發量能，並圍繞高階、健康化等重點方向進行創新，此外，亦應順應時代趨勢，積極部署線上通路及加強全通路行銷，並且持續優化品牌及產品組合，加碼投資展望良好的事業，以持續為集團注入成長動能。

Nestlé was founded in 1867 and has a history of over 150 years. It initially started as a company producing infant food and has now become the largest food and beverage group in the world. As of 2022, Nestle has 354 factories worldwide, located in 79 countries, and has over 2,000 global and regional brands. In addition to continuously innovating in its core business, Nestlé has actively pursued internationalization and scale, and since 1922, has developed related diversification through mergers and acquisitions, making it a world-class food and beverage company with diversified products by the end of the 20th century. This thesis uses a case analysis method to explore Nestlé's business and development strategies. First, it examines the global food and beverage industry environment as well as the sub-industry overview of Nestle's main business units: Powdered and Liquid Beverages, Petcare, and Nutrition and Health Science. It then analyzes Nestlé's main competitors and uses the Five Forces Analysis to understand the industry structure, competition level, and industry key indicators. It also analyzes the performance and matching status of Nestlé and its main competitors on various industry key indicators. Furthermore, by analyzing Nestlé's resources and capabilities, the research aims to understand how Nestle constructs a strategic activity system to create long-term competitive advantages. Then, the research uses the BCG matrix to analyze the roles and potential development directions of Nestle's main business units within the group. Subsequently, by observing Nestlé's historical development context, the research aims to understand Nestle's growth strategies at each stage, including recent growth strategies that focus on related diversification and core business development. Then, it analyzes the competitive strategies of Nestlé's main business units to understand how individual business units achieve their profit growth targets and better respond to future challenges. Finally, based on the results of industry analysis and company analysis, the research proposes suggestions for Nestle's future business and development strategies. The thesis results indicate that Nestlé's ability to develop into a highly internationalized food and beverage giant and continue to innovate from sustainable operations is due to its effective use of group resources to create economies of scale and scope, optimization of its product portfolio through mergers and acquisitions and strategic alliances, dynamic observation of market trends and consumer demand, and dedication to rapid innovation to create differentiation advantages. In the future, Nestle should continue to strengthen its research and development capabilities and focus on high-end, healthy and other key directions to achieve sustainable development. In addition, in order to continue to generate growth for the group, Nestle should also keep up with the trend of the times, actively deploy online channels and strengthen omnichannel marketing, continuously optimize brand and product portfolio, and increase investment in businesses with good prospects.