從企業內部基礎資源與外部價值鏈活動競爭力分析進行企業價值鏈創新探討：C公司個案研究

C公司是台灣食品產業的製造商之一，主要生產台灣知名品牌產品，同時也進口知名品牌原料供應台灣餐飲業。本研究選擇以C公司作為個案分析對象，探討其在2019年至2022年的新冠疫情和國際經濟通膨壓力下，以及具有健康訴求、美食追求和高性價比需求的消費市場環境下如何持續成長。研究的重點包括：(1) 從個案公司內部資源結構和外部價值鏈活動探討企業競爭優勢；(2) 探討個案公司在產業生態系統中的角色、價值鏈主張和獲利商業模式；(3) 提出個案公司適合的第二成長曲線產品發展方向和創新價值鏈活動策略。分析結果顯示，個案公司內部資源優勢包括設備發展和原料供應的成本掌控、資訊相關人才配置，以及營業所和配送網域密集性等內部資源是公司最重要的價值資源，且具有稀缺性。良好的組織文化和價值觀，以及對顧客的感恩和誠信待人的精神，則是維繫客戶關係的重要因素。在外部價值鏈活動方面，個案公司的競爭優勢主要來自於生產原料共用性高，並透過商品銷售概念間接促進產品銷售量，進而降低成本。在商業生態系統中，個案公司垂直整合供應鏈，並積極參與行業協會和組織的橫向交流，以客戶導向的態度建立合作夥伴關係，有助其能全面掌控與因應供應鏈的變化，並在生態系統中建立主導地位。個案公司在商業模式的價值主張、關鍵資源、關鍵活動、合作夥伴和成本結構等方面具有重要性和貢獻度，與其內部資源和外部競爭優勢密切相關。綜合以上分析，個案公司在困難的環境中仍能持續成長。研究建議個案公司在面對其他競爭對手積極進入餐飲市場並投入價值活動的挑戰時，應謹慎思考並加速規劃和執行第二成長曲線產品。個案公司應利用現有的內部和外部競爭優勢，努力拉大與競爭對手之間的差距，保持持續領先的優勢。同時，加強運用優勢原料提升餐飲價值，並加深與經營夥伴的關係。

關鍵字

資源基礎觀點；價值鏈? ；價值主張? ；商業生態圈；商業九宮格? ；第二曲線?

並列摘要

Company C is one of the manufacturers in Taiwan''s food industry, producing well-known Taiwanese brand products and importing renowned brand ingredients for the local foodservice industry. This study focuses on Company C as a case analysis to explore its sustained growth amidst the challenges posed by the COVID-19 pandemic, international economic inflationary pressures, and a consumer market characterized by health consciousness, culinary pursuits, and value-for-money demands. The research objectives include: (1) examining the company''s competitive advantages through internal resource structure and external value chain activities; (2) investigating the company''s role, value chain proposition, and profit-generating business model within the industry ecosystem; (3) proposing suitable directions for second growth curve product development and innovative value chain activity strategies for the case company. The analysis reveals that Company C''s internal resource advantages lie in cost control of equipment development and raw material supply, allocation of information-related talent, as well as the density of business outlets and logistics vehicles, which are crucial and scarce internal resources for the company. A strong organizational culture and values, along with gratitude towards customers and integrity in interpersonal relationships, are important factors in maintaining customer relationships. In terms of external value chain activities, the company''s competitive advantage stems from high production material sharing and indirect promotion of product sales through the concept of merchandise sales, thereby reducing costs. Within the business ecosystem, Company C vertically integrates its supply chain, actively participates in industry associations and organizations for horizontal exchanges, and establishes cooperative partnerships with a customer-oriented approach, enabling comprehensive control and adaptation to supply chain changes and establishing a dominant position within the ecosystem. The company''s value proposition, key resources, key activities, partnerships, and cost structure in the business model are closely related to its internal resources and external competitive advantages. Based on the comprehensive analysis, the case company demonstrates sustained growth even in challenging environments. The study recommends that the case company carefully consider and accelerate the planning and execution of second growth curve products when facing the challenges of competitors actively entering the foodservice market and engaging in value activities. The company should leverage its existing internal and external competitive advantages to widen the gap with competitors and maintain a sustained competitive edge. Additionally, it should enhance the utilization of superior ingredients to enhance dining value and deepen relationships with business partners.