統一企業赴大陸投資之個案研究

A case study of Uni-President EnterprisesInvestment in China

張順從(Shun-Tsung Chang)

指導教授 ： 曾盛恕

元智大學/管理學院/管理研究所/碩士(2002年)

摘要

摘要
自政府開放大陸探親以來，兩岸交流日趨密切。而隨著台灣經營環境的變化及大陸改革開放以來經濟的高度成長，台商前往大陸之投資絡繹不絕。
早期前往大陸的投資者，大多因土地、人工、原物料等成本因素；後期則演化成為為搶佔大陸市場，許多企業都看好大陸市場未來的發展潛力。大陸近年來經濟成長率極高，因此也吸引來自全球投資者的目光，各大企業競相投入大陸市場。因大陸擁有13億的人口，對食品業而言，更是個待開發的超級大市場。因此台灣最大的食品公司—統一企業，乃將大陸視為，統一企業成為全球最大食品公司的捷徑。
雖然台灣和大陸佔有同文同種的優勢，但因大陸幅員廣闊、各地開發程度不一、市場因素複雜，統一企業如何進入大陸市場，進入大陸市場後，如何佈建通路及經營品牌，以及台灣成功的經驗能否複製到大陸，就成為有趣的課題。
本研究的資料主要來自於媒體報導、公開說明書及訪談記錄再佐以文獻理論。透過個案研究方法，將資料整理、歸納、分析。
統一企業在台灣的經營是非常成功的，但在大陸卻遇到捷足先登的強大對手--頂新集團。從統一與頂新的競爭中，研究發現，雙方不僅在通路佈建上，短兵相接；我們也發現，雙方在品牌經營上，你爭我奪，競爭極為激烈。1999年，統一與頂新本有攜手合作的機會，奈何造化弄人，使得兩大集團的競爭，至今仍持續進行中。
從統一企業赴大陸的投資經驗，本研究結論是：1.進入策略非一成不變，需配合時空環境適時調整。2.台灣的通路經驗，並不全然適用於中國大陸。3.品牌決定勝負，慎選產品發展。
關鍵詞：統一企業、康師傅、進入策略、通路策略、品牌策略

關鍵字

統一企業 ； 康師傅 ； 進入策略 ； 通路策略 ； 品牌策略

並列摘要

Abstract
Since the government liberalized relative visit to China, there has been an increasingly close communication between the Taiwan Strait. Due to the alteration of business environment in Taiwan and the economic accomplishment of revolution in China, the investment in China has become a rapid prevalence for Taiwanese businessmen.
In the early time, most investors entered China owing to the cost factors of land, manpower, and raw material. In the latter time, however, the situation had transformed into forestalling competitors and rivals towards this market. Many enterprises found future potential of development in China market. In recent years, investors from all over the world were greatly fascinated by the extraordinary economic growing rate in China. Enterprises snatch at every opportunity to be involved in China market by reason of a population of thirteen hundred millions. As far as food business is concerned, it is a gigantic market waiting to be cultivated. Therefore, Uni-President Enterprises, the largest food company will regard China as a short cut to be the largest food conglomerate in the world.
Despite the advantages of having the same culture and race between Taiwan and China, Uni-President Enterprises still encounter some obstacles such as immense territory, unevenness of development, and complexity of market. Furthermore, after entering China market, there has been an interesting topic that how to manipulate logistics and brand management, and whether or not the successful experiences in Taiwan can be copied to China.
The data of this thesis were mainly collected from media reports, published records, and personal interviews, then following by applying the literature review. Through the means of case study, all the data were systematically reorganized, analyzed, and summarized.
Admittedly, Uni-President Enterprises is a very successful business in Taiwan. Nevertheless Uni-President Enterprises come up against a market-preoccupied rival in China, namely Ting Hsin conglomerate. According to the investigation of competitors between Uni-President Enterprises and Ting Hsin conglomerate, it is discovered that both of them are immersed in a fierce battle in connection with logistics and brand management. Originally Uni-President Enterprises had a chance in collaboration with Ting Hsin conglomerate in 1999. Unfortunately the consequence got the opposite of what Uni-President Enterprises expected. So far the rivalry between two conglomerates is still happening.
From the Uni-President Enterprises’ experiences of investment in China, this thesis concludes three phases as follows:
1. Entrance strategy needs to promptly be harmonized with occasion and environment, not remaining immutability.
2. The logistic know-how in Taiwan is not completely adaptable in China.
3. Brand determines victory or defeat. Be careful in selecting product.
Key words: Uni-President Enterprises, Ting Hsin Holding Corp., Entrance Strategy, Logistic Strategy , Brand Strategy

並列關鍵字

Uni-President Enterprises ； Ting Hsin Holding Corp. ； Entrance Strategy ； Logistic Strategy ； Brand Strategy