供需面的策略管理理論與三色海洋的策略管理實務分析：以統一企業為例

本研究基於敘說策略管理理論沿革與探究統一企業策略管理實務。策略管理理論沿革，從致力於財務管理演進到不同策略管理理論觀點：強調內部的早期理論與資源基礎理論、專注介於內外部的組織經濟學理論，以及著重於外部的產業經濟學理論，均屬於供給面的策略管理思維。本文以“需求面”的藍海策略一書所主張的價值創新，來補充策略管理理論沿革的完整性。歸納統一企業的管理實務發現，灰色海域：統一企業利用經驗曲線概念來擴大經濟規模和降低成本，並強調產銷分離的專業化管理以提升績效。接著，透過事業單位組合的擴充以提升市場回應能力。之後，以組織綜效代替市場回應能力，進行食品相關行業多角化來分享資源。因此，統一從創業初期的簡單功能性組織調整至目前以群為單位的組織架構。紅海策略：早期統一企業處於寡占的食品產業結構，是故創業期採用全面低成本策略定位。進一步研發創新以提升產品品質，籍由差異化策略定位並配合通路策略的擴展，以取得食品產業領導品牌的競爭優勢，即S－C－P模式的實證。藍海策略：統一企業透過整合食品與流通雙核心發展策略，突破食品產業疆界，開創新市場空間迎向藍海，為顧客創造更多價值並善盡企業公民責任。因此，歸納供需面的策略管理理論與統一企業的三色海洋實務發現：統一企業基於高清愿董事長的領導力，整合策略管理理論的「擴充價值疆界」、「調整複雜互動關係」與「競爭動態思考」等三構面來研擬與執行策略目標。最後，期望實現統一成為世界最大食品交響王國的願景。

關鍵字

資源基礎理論；灰色海域；紅海策略；藍海策略；企業公民責任

並列摘要

This research uses narrative inquiry analysis to explain the origin of strategic management and practical aspects of Uni-President Enterprises Corp. The origin of strategic management first focused on financial budget planning then it evolved to different perspectives of strategic management. Those perspectives were separated into three parts : emphasis on internal organization with the traditional management theory and resource-based view; focus on the area between internal and external organization economics; and emphasis on external environment industries organization economics. The theories above were based on the consideration of suppliers' benefits, were called strategy thinking of supply-side. Blue Ocean Strategy provides the demand-side's thinking by creating uncontested market space for supplementing the origin strategic management completely in this research. From Uni-president practical management found, gray ocean: Uni-President used the idea of experience curve to expand economy of scale, decrease operation cost, and division of labor of production and marketing department in order to enhance the company's efficiency. In tum, the portfolio perspective was used to respond to the market's demand. Uni-President follow organizational synergy was used to replace market response. Therefore, organizational framework from function organization was modified to formulate organization framework of ＂group＂ units. Red ocean strategy: Uni-President in its food industry structure was plotted as an oligopoly market. A new creative venture period involving first cost leadership strategy position was conducted in Uni-President. Differentiation strategy position then was adopted by research innovation and improvement product quality. Channel strategy was also used to extend market share so as to gain food industry's leadership and competitive advantage, namely, S-C-P model confirmation. Blue ocean strategy: Uni-President breaks out of the food industry's boundary and creates a new market space toward blue ocean. This increases customers' value along with corporate social responsibility, by manufacturing-retailer industry alongside two core development strategy. Indication from narrative inquiry of supply-demand side theory and management practical of Enterprises Corp found that Uni-President is based on Chin-Yen Kao leadership to combine three dimensions: ＂value boundary＂, ＂adjust complex and interactive relationship＂, and ＂competitive dynamic thinking＂ in strategic management theory to formulate and implement strategic objectives. In this way, the vision of the biggest food orchestra symphony company in the world will be accomplished in Uni-President.

並列關鍵字

Resource-based perspective ； Gray ocean ； Red ocean strategy ； Blue ocean strategy ； Social responsibility

國際替代計量

供需面的策略管理理論與三色海洋的策略管理實務分析：以統一企業為例

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