在千禧年新舊世紀更迭之際,傳統的食品產業正面臨嚴峻的考驗,產業之競爭優勢早已呈現出衰退的跡象,而當外在環境快速變動之時,企業又必須針對外部環境與公司內部條件制定一套轉型策略以求永續經營;多角化策略是企業轉型中最常見的策略模式。策略的形成是策略管理的核心議題,故瞭解促使食品業採取多角化策略的影響因素,以及背後影響因素與策略選擇之間的相關性便成為本研究主題。基於本研究動機,針對食品業轉型中多角化策略選擇之因素進行探討,發現下列之結果:一、食品本業之生命週期已邁入成熟衰退期,受到內外在環境競爭壓力下,必須思考經營方向及策略的調整,才得以延續生存。且沒有一家企業只有採取非相關多角化策略。皆先由相關多角化策略逐漸延伸至非相關多角化策略。二、外在環境影響當中以經濟成長趨勢、競爭者策略、消費者購買動機為採取相關多角化策略主要影響力。另外受到食品本業生命週期衰退、政府的法律及態度政策,及競爭者跨業經營影響許多食品業紛紛採取非相關多角化策略。三、內在環境影響因素當中,主要以主管的判斷、公司經營績效與成本為主。
In Taiwan the tradition food industry is facing a big challenge at this turning point of the bi-millennium. The competitive advantages of the traditional food industry in its macro-environment virtually do not exist. To deal with its dynamic macro- and micro- environment, the industry should develop its own strategies for sustainable management and business. Diversification is one of the strategies. This is a study of the diversification strategy of the food industry to determine its impacts. It was found that most of the food industry was at maturity or declining. Facing the competitive pressure of its macro-environment, the industry must modify its objectives and adjust its strategies. It was to be expected that the industry will develop diversification strategies, first related, then not related to its industry. The diversification strategies being considered are based on the economic trends, competitors' strategies and consumers' buying motivation of its macro-environment. Develop diversification strategies not related to its industry are based on the food product life-cycle and the policies and laws of the government. Managers' view-points on the industry's benefits and costs are treated as the micro-environment of the food industry and are impacting the success of the industry's transformation.