- 學位論文
市場導向對新產品績效影響之研究 -以冷凍食品業為例
Effect of Market Orientation on New Product Performance - Cases study of Freezing Industry in Taiwan
摘要
隨著國人生活步調緊湊及年所得提高，與民眾生活息息相關的低溫食品，在整體零售市場的年銷售額超過2千億元，此市場已進入全面白熱化的競爭狀態。同時，現代人的購買習慣，也由傳統的集中市場，轉至大型量販店及超級市場。在新零售業態的興起下，迫使相關企業必須改變通路策略，以因應消費者購買行為的改變，而消費者對於口味求新求變的需求，也讓企業必須不斷地推出新產品，才能吸引消費者持續購買的慾望。 本研究涵蓋的冷凍食品範圍包含冰品與調理食品兩類，而新產品的持續推出，雖是維持營業額與創造利潤的不二法門，但新產品成功的機率卻低於百分之三，新產品績效的好壞，則取決於市場的接受程度，也成為本研究的重點目標。 本研究依據相關文獻分析，共列出(一)市場導向、(二)製造能力、(三)環境因素及(四)新產品績效等四個變項，以研究變相之間的影響關係，同時本研究也採取個案深入訪談方式進行，選擇在量販通路銷售績效不錯的八家個案廠商進行深度訪談，經過相關研究調查及整理後，共計有五項重要發現，本研究相關發現摘要如下： 一、企業的市場導向程度與新產品績效有正向關係，其中顧客導向的重要性更高於競爭者導向，而企業對於競爭者資訊的研究程度，高於對顧客資訊的研究，但過度仰賴市調公司的資料卻無法正確掌握消費者的需求。 二、重視製造能力的企業未必能獲得較好的市場績效，因為製造能力已是食品工業的必要條件，無論企業規模大小，都必須達到此項要求，否則必將遭到市場淘汰，因此製造能力對新產品的績效並無顯著影響，決定新產品績效好壞也不是製造成本的高低，而是製造品質與創新能力。 三、在市場激烈競爭下，冷凍食品廠商對競爭者的重視程度是無庸置疑的，但積極回應競爭者的行銷活動卻不是必要的反應，因為新產品都夾帶著新技術，新技術則通常建構在昂貴生產設備上，這是競爭廠商無法迅速跟進的部份。同時，競爭者的新策略對企業的衝擊往往只是短期的，在無法確定其衝擊的長久性而冒然回應，只會無意義地消耗企業的資源與成本。 四、為了滿足消費者口味的需求，企業必須不斷推出新產品，才能維持新舊產品在市場上的績效。大企業善用財務優勢進行長期而寬廣的Follower行銷策略，放棄短期的高利潤，追求長期穩定獲利，這已成為大型企業的經營模式。但每個不同的領域都可以創造企業的相對競爭優勢，資源有限的中小型企業則必須不斷推出新產品，創造一波又一波的銷售高峰，以形成穩定的週期性經營模式，這也成為中小型企業的生存與獲利之道。 五、在新零售業態的改變下，利潤貢獻度低的量販通路及連鎖便利商店，成了企業既愛又恨的重要通路，企業利用量販通路帶來的高銷售量可降低製造成本，並開創與致力經營多元的銷售通路，得以平衡獲利的風險，創造企業的健康獲利。 關鍵字：市場導向、製造能力、環境因素、新產品績效、通路組合。
並列摘要
As the pace of our society is getting faster and the national income is going up, frozen food has become closely related to our daily life, accounting for over 200 billion dollars in total annual retail sales. The competition hence in the market is getting severer. People used to buy food in the traditional market, but now they are buying food in the large-scale hypermarket and supermarket. In response to the rising of new retail business and follow consumers’ buying behavior, enterprises have to make a change of their distribution strategies. To meet consumers’ taste and versatile requirements, enterprises have to keep on developing new products to attract consumers. Frozen food contains ice dessert and cooked food, and the one and only way of maintaining business turnovers and making profits is to keep introducing new products to the market. However, the probability of success for a new product is less than three percent. Whether the performance of a new product is good or not relies on how the market accepts it. This research aims to manage four variables, i.e. (1). Market orientation, (2). Manufacturing capability (3). Environmental factor and (4). New product performance. The effect and linkage between these four variables have been studied. This research proceeded with cases study and interviews with eight outstanding manufacturers in the hypermarket here in Taiwan, and in-depth interviews have been respectively conducted. The findings of this research are as follows: 1. The market orientation of an enterprise is favorably related to the new product performance. The Study found that customer orientation is more important than competitor orientation. However, the enterprise makes more studies on competitor information than on customer information. It is commonly known that too much relying on the information from market survey companies is incapable of knowing consumers’ demand. 2. Since production capability has become a prerequisite for an enterprise, otherwise, no matter how big a scale of an enterprise, it may be eliminated through competition. As a result, to value production capability alone is not necessarily a sure thing to attain a better performance on the market. Consequently, production capability has no significant influence on performance of a new product. The performance of a product does not lie in production cost but lies in production quality and originality. 3. It is true that one should think highly of competitors in the frozen foods manufacturing sector, but one should not be necessary to overreact to an extent to give responses to competitors’ marketing activities. As we know, new products are usually accompanied with new technology, such as formula, processing know-how and equipments. To achieve such technology a company require high-cost production facilities to work with. Consequently, competitors may take some time to follow up and compete on the market. Competitors’ new strategies may simply bring up a short-term impact. It can be reckless one takes actions to response competitors when even one is not quite sure that whether impact is permanent or temporary. For doing so, an enterprise may consume its resources and costs without purpose. 4. To satisfy consumers’ tastes and demands, an enterprise has to launch new products one after another to keep good performance of products, new or old, on the market. With the advantage of their financial strength, big enterprises are usually good in making a comprehensive, profound and long-term “Market follower” strategy. Big enterprises may sacrifice their short-term high profits; instead they may seek long-term stable profits, which is a typical big enterprises’ management mode. On the other hand, facing relatively competitive advantages of big enterprises in very sectors, the small- and medium enterprises with limited resources have to launch new products one after another to make continuing high peaks of sales performances, forming a management with stable cycling mode. In this way, the small- and medium enterprises may be able to survive and make constant handsome profits. 5. In the transient environment of retailing operation, the lower-profit hypermarket and convenience stores (CVS) serve as important channels for enterprises who may have mixed feelings of love and hate toward such channels. They use hypermarket channels to get their high sales volume and to lower their manufacturing cost, creating and operating diverse sales channels. By doing this, they may be able to balance their risk of making profit as well as create their wholesome profit. Key Word: Market orientation、Manufacturing capability、Environmental factor、New product performance、Distribution portfolio.