農業產銷班經營模式之系統分析：以台南市關廟區鳳梨產銷班為例

Systems Analysis of a Business Model for Marketing Agricultural Products－The Example of the Pineapple Production and Marketing Group in Guanmiao District, Tainan City

林皆興(Jie-Shin Lin) ； 邱靖蓉(Ching-Jung Chiu)

《政策與人力管理》 4卷2期 (2013/07) Pp. 55-84

https://doi.org/10.29944/PPM.201307_4(2).0002

摘要

為因應社會整體環境變遷與農業經濟活動轉型，台灣農業組織化已為趨勢。台灣於2002 年成為世界貿易組織（WTO）第144 個會員，行政院農業委員會（以下簡稱農委會）為提升農業競爭力，建立農業企業化、資訊化與制度化的共同經營方式，改善生產組織的經營管理，於是設立了農業產銷班，期能有效地降低農業生產成本，以提高農業所得。農業產銷班為政府農業施政的重要輔導對象，亦是推動產業競爭力提昇的基本單位，於是農委會更對其積極進行多項輔導措施，包括補助產銷班設施、提供優惠貸款、辦理經營管理講習、進行產銷班評鑑，以及協助產銷班開發品牌、辦理農產品促銷活動等，以增加產銷班的經營能力，以達到改善農村生活、富裕農村之目的。然而，由於外在環境的影響與內部資源的互異，加上政府政策的引導與執行單位的輔導，農業產銷經營組織產生了各種不同的經營型態，其營運績效亦各自不同，例如關廟鳳梨產銷班、玉井芒果產銷班、大園蔬菜產銷班、台中花卉產銷班等。組織在經營管理中，因資源有限而需集中運用且策略性地重點選擇，故若能找出農業產銷班經營模式之成敗關鍵因素，並投入適當組合的資源於該領域，將能有效地建立農業優勢。由於水果是行政院列為技術優勢與本土特色的輔導重點農產品，台南市關廟區的鳳梨產量亦居於台南市第一，且具自創品牌（例如由關廟區農會合法註冊的商標－金佳蒂）。故本研究將以台南市關廟區鳳梨產銷班為例，探討台南市關廟區鳳梨產銷班之特性及影響要素之間的相互關係，並以系統思維的觀點建立一個系統結構模型，以做為擬定經營策略之參考。組織在經營管理中，因資源有限而需集中運用且策略性地重點選擇，故若能找出農業產銷班經營模式之成敗關鍵因素，並投入適當組合的資源於該領域，將能有效地建立農業優勢。由於水果是行政院列為技術優勢與本土特色的輔導重點農產品，台南市關廟區的鳳梨產量亦居於台南市第一，且具自創品牌（例如由關廟區農會合法註冊的商標－金佳蒂）。故本研究將以台南市關廟區鳳梨產銷班為例，探討台南市關廟區鳳梨產銷班之特性及影響要素之間的相互關係，並以系統思維的觀點建立一個系統結構模型，以做為擬定經營策略之參考。本研究透過文獻蒐集與深度訪談之相關資料彙整，首先提出關廟鳳梨產銷班的系統特性：優質生產率、品牌經營、小型栽種面積、共同經營理念低、農會角色顯著、產期調節；以及產銷班個體戶之特性：課程輔導參與度高、技術互動交流頻繁、特定品種、標準化栽種流程、人際網絡行銷、盤商銷售、個人品牌經營等。本研究藉由系統思維的因果回饋環路概念，以模式來表達多因多果與其間相互因果的複雜系統關係，建構關廟鳳梨產銷班經營模式之系統迴路圖，詮釋系統裡的變數影響。影響關廟鳳梨最大的因素在於技術、不良率，以及農業的輔導政策。經驗累積與知識交流使技術得以提升，而技術提升將使不良率下降，進而提高銷售量，相對地增加農民利潤，因此農民更樂於栽種；而農會的輔導政策將可促成農戶間的合作，並增進知識技術之交流，亦可降低不良率，使農民與其農產品知名度增加，產生較高的栽種意願，增加農民利潤，進而又使農民們較願意提升栽種技術與維持鳳梨品質，而農會亦因農民的利潤提高，而更致力於農業政策之推行，因而形成環環相扣、複雜且緊密的系統因果回饋環路模型，以做為日後相關農業產銷班擬定經營策略之參考。

關鍵字

農業產銷班 ； 經營模式 ； 鳳梨 ； 系統思維

並列摘要

In response to social change and the transformation of the agricultural economy, there has been a trend towards greater organization or the agricultural sector. Production and marketing groups have been established to enhance the competitiveness of the sector, establish agricultural enterprises, bring together informationized and institutionalized joint operations, and improve the management of the production organization. It is hoped that these groups can reduce agricultural production costs, delivering increases in farming incomes. Agricultural production and marketing groups are an important target for government guidance, as well as a vital unit for increasing the competitiveness of the agricultural sector. Therefore, the Council of Agriculture has introduced a number of active assistance measures, including providing grants to establish production and marketing groups, the provision of preferential loans, the organization of business management workshops, carrying out evaluations of production and marketing groups, as well as helping production and marketing groups to develop brands and organizing agricultural marketing activities. It is hope that these measures will enhance the capabilities of production and marketing groups, ultimately improving the quality of life in rural areas and producing prosperous rural communities. However, the influence of the external environment and the different characteristics of agricultural resources, coupled with the divergent effects of government policy guidance and implementation by different departments has led to the emergence of a number of operational models for production and marketing organizations. As a result, there have also been variations in operational performance, for instance between the Guanmiao Pineapple Production and Marketing Group, the Yujing Mango Production and Marketing Group, the Dayuan Vegetable Production and Marketing Group, and the Taichung Flower Production and Marketing Group. During the process of operational management, it is necessary to focus the use of limited resources on key strategic areas. Therefore, if we can identify the key factors in the success or failure of different operational models for agricultural production and marketing groups and invest an appropriate mix resources in these areas, we will be able to effectively develop the industry. As fruit has been identified by the Executive Yuan as an area of focus due to the technical advantages and local character of fruit production in Taiwan, and Guanmiao District is the leading area for pineapple production in Tainan City, with its own brand names (for example the Jinjiadi trademark legally registered by the Guanmiao District Farmers’ Association), this study looks at the Pineapple Production and Marketing Group in Guanmiao District, Tainan City, investigating the features of this group and the relationship between different influence factors. The study uses a systems perspective to establish a system structure model, which can serve as a reference for the development of operational strategies. The study uses a review of the relevant literature together with in-depth interviews to collect data. First, we discuss the features of the Guanmiao Pineapple Production and Marketing Group. We use the concept of the causal feedback loop from system thinking to model complex systems characterized by interaction between multiple causes and effects to produce a system feedback diagram for the Guanmiao Pineapple Production and Marketing Group which can describe the effects of different variables within the system. The factors with the largest influence on pineapple production in Guanmiao are technology, the crop failure rate, and agricultural guidance policy. Accumulated experience and exchange of knowledge produce technological improvements, which reduces the crop failure rate, increasing the volume of sales, thereby delivering greater profits and increasing farmer’s willingness to grow pineapples. In addition, guidance provided by the Farmers’ Association encourages cooperation among farmers and promotes the exchange of knowledge and technology, as well as reducing the crop failure rate, enabling farmers to strengthen their knowledge of agricultural products, increasing their willingness to grow pineapples, and delivering greater profits. As a result, farmers will be more willing to improve pineapple cultivation techniques and maintain the quality of the product. In addition, due to increased farm profits, the Farmers’ Association strengthens its committed to the implementation of agricultural policies, producing a complex and closely linked causal feedback loop, which also provides a reference for the future business strategy of other agricultural production and marketing groups.

並列關鍵字

Agricultural production and marketing group ； Business model, Pineapples ； Systems thinking