請用此 Handle URI 來引用此文件：
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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 韓廷允 | zh_TW |
| dc.contributor.advisor | JungYun Han | en |
| dc.contributor.author | 柯偉德 | zh_TW |
| dc.contributor.author | Michael Thomas Kappler | en |
| dc.date.accessioned | 2024-02-01T16:19:35Z | - |
| dc.date.available | 2024-02-02 | - |
| dc.date.copyright | 2024-02-01 | - |
| dc.date.issued | 2023 | - |
| dc.date.submitted | 2024-01-04 | - |
| dc.identifier.citation | Albert-Deitch, C. (2023, 1/30/2023). How This $30 Million Gatorade Competitor Became an Overnight Success--After 14 Years. INC. https://www.inc.com/cameron-albert-deitch/2018-inc5000-nuun-sports-drinks.html
Another failure for Nestlé’s Nutrition Ambitions? (2011). New Nutrition Business, 16(11). Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108 Barney, J. B. (1995). Looking inside for competitive advantage. The Academy of Management Executive, 9(4), 49. https://doi.org/https://doi.org/10.5465/ame.1995.9512032192 Bouckley, B. (2014). Psychoanalyzing Nestle''s Nesfluid nightmare: ''Brand promised something for everyone, appealed to almost no-one''. Beverage Daily. https://www.beveragedaily.com/Article/2014/06/23/Nestle-s-Nesfluid-nightmare-Brand-broke-every-health-marketing-rule Brand Finance. Food & Drink 2022(August 2022). https://static.brandirectory.com/reports/brand-finance-food-and-drink-2022-preview.pdf Capron, L., & Mitchell, W. (2012). Build, borrow, or buy: Solving the growth dilemma. Harvard Business Press. Coca-Cola, C. (02-10-2017). Latest FOSHU Drink Launched in Japan: Coca‑Cola With Dietary Fiber. https://www.coca-colacompany.com/media-center/latest-foshu-drink-launched-in-japan Cordaillat-Simmons, M., Rouanet, A., & Pot, B. (2022). Chapter 2 - Food or pharma: the name does make a difference. In M. K. Dwivedi, N. Amaresan, A. Sankaranarayanan, & E. H. Kemp (Eds.), Probiotics in the Prevention and Management of Human Diseases (pp. 13-40). Academic Press. https://doi.org/https://doi.org/10.1016/B978-0-12-823733-5.00005-2 FDA. Label Claims for Conventional Foods and Dietary Supplements. https://www.fda.gov/food/food-labeling-nutrition/label-claims-conventional-foods-and-dietary-supplements#:~:text=Structure%2Ffunction%20claims%20may%20describe,a%20nutrient%20or%20dietary%20ingredient. Japan''s Ministry of Health, L. a. W. Food for Specified Health Uses (FOSHU). https://www.mhlw.go.jp/english/topics/foodsafety/fhc/02.html Koe, T. (2021). Healthy ageing: Nestle China launches company’s first set of ‘blue-hat’ certified health foods for seniors. https://www.nutraingredients-asia.com/Article/2021/07/21/Healthy-ageing-Nestle-China-launches-company-s-first-set-of-blue-hat-certified-health-foods-for-seniors# Lee, G. K., & Lieberman, M. B. (2010). Acquisition vs. internal development as modes of market entry. Strategic Management Journal, 31(2), 140-158. https://doi.org/10.1002/smj.804 Martinne Geller, S. K. (2013). Nestle sells most of Jenny Craig in slimming drive. Reuters. https://www.reuters.com/article/us-nestle-jennycraig-idUSBRE9A606X20131107 Nestle. Nestle History Timeline. https://www.nestle.com/about/history/nestle-company-history#:~:text=The%20Nestl%C3%A9%20company%20history%20begins,know%20as%20the%20Nestl%C3%A9%20Group. Nestle. (2022a). Annual Review. https://www.nestle.com/sites/default/files/2023-03/2022-annual-review-en.pdf Nestle. (2022b). Creating Shared Value and Sustainability Report 2022. Nestle. https://www.nestle.com/sites/default/files/2023-03/creating-shared-value-sustainability-report-2022-en.pdf Nestle Acquisitions and Disposals. Nestle. https://www.nestle.com/investors/overview/mergers-and-acquisitions Nestle R&D. https://www.nestle.com/about/research-development/organization Parsons, A. J. (1996). Nestle: the visions of local managers. The McKinsey Quarterly(2), 4. Rabadán, A., Nieto, R., & Bernabéu, R. (2021). Food Innovation as a Means of Developing Healthier and More Sustainable Foods. Foods, 10(9), 2069. https://www.mdpi.com/2304-8158/10/9/2069 Shimizu, M. (2019). Chapter 22 - History and current status of functional food regulations in Japan. In D. Bagchi (Ed.), Nutraceutical and Functional Food Regulations in the United States and around the World (Third Edition) (pp. 337-344). Academic Press. https://doi.org/https://doi.org/10.1016/B978-0-12-816467-9.00022-8 Vasiliki, L. (2018). Introductory Chapter: Functional Foods. In L. Vasiliki (Ed.), Functional Foods (pp. Ch. 1). IntechOpen. https://doi.org/10.5772/intechopen.82304 Wan, W. P., Hoskisson, R. E., Short, J. C., & Yiu, D. W. (2011). Resource-based theory and corporate diversification: Accomplishments and opportunities. Journal of Management, 37(5), 1335-1368. https://doi.org/10.1177/0149206310391804 White, K. (2023). Nestlé’s axe of Wunda and Garden Gourmet points to plant-based saturation. The Grocer. https://www.thegrocer.co.uk/plant-based/nestles-axe-of-wunda-and-garden-gourmet-points-to-plant-based-saturation/677358.article Yamada, K., Sato-Mito, N., Nagata, J., & Umegaki, K. (2008). Health Claim Evidence Requirements in Japan12. The Journal of Nutrition, 138(6), 1192S-1198S. https://doi.org/https://doi.org/10.1093/jn/138.6.1192S | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/91607 | - |
| dc.description.abstract | none | zh_TW |
| dc.description.abstract | Functional food, which refers to products that offer additional health benefits beyond basic nutrition, has experienced significant growth over the past decade. By 2030, the functional food market is projected to generate global revenues exceeding $500 billion (USD). This has prompted Consumer Packaged Goods (CPG) companies to expand their product ranges, focusing on both internal developments and acquisitions within the functional product category. Despite this rapid expansion, the market remains ambiguous, with unclear regulatory guidelines and boundaries. Drawing from the Resource Based-View (RBV) literature, specifically Lee and Lieberman''s (2010) study on corporate entry mode strategies, I raise the question of whether the existing theories can be applied similarly in this emergent and ambiguous functional food market.
This study examines the success and failures of Nestlé''s market entry strategies, both through acquisitions and internal development, complemented by consumer surveys and expert interviews. My findings suggest that as opposed to producers'' view of the functional food market as an extension of the traditional food market (i.e., both functional and traditional foods are in the same domain), consumers perceive the functional food market as distinctive. Also, while Lee and Lieberman (2010) argue that acquisition is a preferred entry mode within the same business domain, I find that in the functional food market, which lacks consensus on its boundary between producers and customers, acquisitions are still the preferred entry mode but with a different rationale. This conclusion offers novel insight into RBV''s entry modes, which should be tailored to the specific market context. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-02-01T16:19:34Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2024-02-01T16:19:35Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Acknowledgment i
Abstract ii List of Figures and Tables v 1. Introduction 1 1.1 Background 2 1.2 Statement of Purpose 6 1.3 Limitations 7 1.4 Significance of Study 7 2. Literature Review 8 2.1 Resource-Based View Framework 8 2.1.1 Corporate Diversification 10 2.2 Entry Mode Strategies 10 3. Research Methodology 13 3.1 Research Approach 13 3.2 Data Collection Method 15 4. Case Analysis 15 4.1 Brief History of Nestlé 15 4.2 Nestlé: Resource Based-View 16 4.3 Overview of Nestlé’s Acquisitions 21 4.4 Case 1: Nuun 25 4.4.1. Consumer Analysis 28 4.5 Overview of Nestlé’s Internal Development 35 4.6 Case 2: Nesfluid 37 4.6.1 Entry Mode Strategy 38 5. Conclusion 43 5.1 Summary of Key Findings for Nestlé’s Acquisition of Nuun 43 5.2 Summary of Key Findings for the Internal Development of Nesfluid 44 6. Recommendations 45 1. CPG companies should continue to acquire when entering new markets 45 2. Internal developments require extensive industry and consumer insights when entering into new markets 46 7. Future Research 47 References 48 Appendix 52 Appendix A. Resource Pathways Framework 52 Appendix B. Consumer Product Relatedness Survey 53 Appendix C. Consumer Product Relatedness Survey Results 56 Appendix D. Interview Guide: Survey Respondents 61 Appendix E. Interview Transcripts: Survey Respondents 62 Appendix F. Interview Guide: Industry Expert 66 | - |
| dc.language.iso | en | - |
| dc.title | 重新審視企業多元化市場進入模式－雀巢收購案及內部產品開發策略案例分析 | zh_TW |
| dc.title | Revisiting Corporate Diversification and Entry Modes: A Case Study of Nestlé's Acquisition and Internal Product Development | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 112-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 吳政衛;謝冠雄 | zh_TW |
| dc.contributor.oralexamcommittee | Cheng-Wei Wu;Edward Hsieh | en |
| dc.subject.keyword | 收購,內部開發,產品多元化,進入模式,健康食品, | zh_TW |
| dc.subject.keyword | Acquisitions,Internal Development,Product Diversification,Entry Modes,Functional Foods, | en |
| dc.relation.page | 73 | - |
| dc.identifier.doi | 10.6342/NTU202400014 | - |
| dc.rights.note | 同意授權(全球公開) | - |
| dc.date.accepted | 2024-01-08 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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