台灣高山茶的產業發展與競爭力研究-以春億製茶廠為例

本篇論文研究台灣製茶廠的經營策略與未來發展。茶為臺灣的高經濟作物之一，尤其是台灣地理環境多山脈的特色，在三萬六千多平方公里的土地上，就擁有高達268座海拔3,000米以上的山峰，在此獨特環境所培育出的台灣高山茶更是馳名世界。由於高山茶區平均氣溫低，日夜溫差大，有助產出高品質好茶;另一方面因為種植面積的侷限，產量有限，種種因素使得台灣高山茶具有先天的優勢，且近年來手搖料飲蓬勃發展，飲用發酵茶風潮興起，對茶葉消費不輸咖啡文化風潮，不論是在國內外茶葉的消費量皆逐漸增加。然而，由於地緣關係，大陸與東南亞國家相繼投入製造台式茶(Taiwan-type tea)銷售，成為台灣的競爭對象，台灣加入世界貿易組織(WTO) 後，已造成本土茶的產銷壓力。就國內消費茶葉市場觀察，越南為我國茶葉之最大進口國，102年以前占茶葉進口值比重逾半數，之後因加強農藥殘留管制措施，部分轉移自斯里蘭卡、日本等輸入; 我國茶葉外銷市場以中國大陸及美國為主，其餘國家較為分散。另一方面，台灣茶生產方面則受到氣候變遷加劇、農業人力老化與缺乏環境永續生產等挑戰，故生產與供應鏈成本挑戰也隨之日益增加。在小茶農居多的產業結構下，種種不利因素威脅打擊到台灣本土茶葉。台灣茶農產業可分為上游(包含茶農、茶園及茶菁批發商等)、中游(粗製茶廠及中小型茶廠)及下游(茶行、茶莊、百貨公司等)。上游小茶農限於資源及天氣因素，過去常被中盤所掌控且價格不穩定;中游製茶企業為了有穩定且足夠的貨源，必須與多位茶農採購茶葉拼配，常有品質不穩定的問題。本論文首先檢視台灣茶產業之現況與優劣，並以春億製茶廠為例，說明台灣新型態的製茶廠。春億製茶廠首創之新穎的商業模式，一方面保障上游茶農的權益，另一方面穩定提供給下游茶莊與茶行之貨源與品質，春億已成為台灣1,800~2,300米高山製茶廠龍頭;此外，春億茶廠藉由跳脫既有框架，透過獨有之技術提供高品質之高山烏龍茶及獨特高山烏龍紅茶，開拓創新通路，提高茶的售價與多元化出路，蛻變成現代化台灣新製茶典範。然而，春億製茶廠不滿於現狀，在論文最後以春億茶廠的短中期規劃，導入更多角化經營，以「技術」、「充裕之產能」、「高值」、「台灣好茶」、「多元產品」等核心能量，邁向國際，成為一個高品質與可信賴的台灣指標製茶廠商。

關鍵字

台灣高山茶；台灣茶產業；製茶廠；產業分析；商業模型；價值主張圖

並列摘要

This study explores the business strategies and future development of tea factories in Taiwan. Tea is one of the high-value crops in Taiwan, particularly, thanks to the mountainous characteristics of this region, Taiwan has 268 peaks at 3,000 meters above sea level over an area of than 36,000 square kilometers. This unique environment is ideal for tea growing, in particular, Taiwans High Mountain Tea is a highly identifiable brand around the world. The low average temperature and large temperature difference between day and night in the High Mountain Tea area help facilitate high-quality tea production. On the other hand, due to the limitation of the overall planting area, tea output is limited. Various factors have endowed Taiwan High Mountain Tea with natural advantages, and recently the hand-rolled tea leaves beverage industry has seen vigorous development, and the trend of drinking fermented tea is on the rise, competing toe-to-toe with the coffee culture trend. Tea consumption is showing a gradual upward trend both at home and abroad. However, due to geographical relations, mainland China and Southeast Asian countries have been investing in Taiwan-type tea production, becoming Taiwan’s direct competitors. Taiwan’s accession to the World Trade Organization (WTO) has put pressure on the production and sales of local tea. As for the domestic tea market, Vietnam is the largest importer of tea into Taiwan, accounting for more than half of the tea import value before 2013. Later, due to the strengthening of pesticide control measures, part of the tea import was shifted to other importers, such as, Sri Lanka, Japan and other nations. Taiwan’s tea export markets are chiefly Mainland China and the United States, and tea export to other countries are in a relatively scattering manner. Furthermore, Taiwan’s tea production is faced with challenges such as ever-intensifying climate change, aging agricultural manpower, and lack of environmentally sustainable production. Therefore, production and supply chain cost challenges are also increasing. Under an industrial structure dominated by small tea farmers, various unfavorable factors are threatening Taiwan’s tea industry. Taiwan’s tea industry can be divided into upstream (including tea growers, tea plantations, and tea leaf wholesalers), midstream (unfinished tea producers, and small and medium-sized tea factories), and downstream (tea shops, tea houses, and department stores). Small tea farmers at the upstream are subjected to the limitations of resources and weather factors, and they used to be controlled by the midstream, thereby having unstable prices. To ensure stable and sufficient supply, tea companies at the midstream must purchase tea leaf blends from multiple tea farmers, thereby often suffering from unstable quality. This study first examines the status, and pros and cons of Taiwan’s tea industry, using the Chun Yi Tea Factory as the case company to illustrate the new types of tea factories Taiwan. The innovative business model pioneered by the Chun Yi Tea Factory protects the rights and interests of upstream tea farmers as well as providing stable supply and quality to downstream tea houses and tea shops. Chun Yi has become a high mountain tea leading player in Taiwan’s market, which has about 1,800-2,300 (meters) tea factories. In addition, by breaking from the existing framework, Chun Yi provides high-quality High Mountain oolong tea and black tea through its unique technology, opening up innovative channels, increasing tea prices and tea diversification, and it becomes a role model as a modern and new-type tea factory in Taiwan. However, Chun Yi does not rest on its laurels. At the end of this study, we introduce Chun Yi’s short- to medium-term plan, featuring multifaceted operations on a higher level, with “technology”, “abundant production capacity”, “high value”, “Taiwan Quality Tea”, “product diversification” and other core competencies, showing its outlook on international expansion, in efforts to become a high-quality,reliable, and exemplary tea factory in Taiwan.