台灣飲料產業策略群組之競爭研究

Competitive Conducts of Strategic Groups of Beverage Industry in Taiwan

許鴻文(Hung-Wen Hsu)

指導教授 ： 嚴奇峰

中原大學/商學院/企業管理研究所/碩士(2012年)

https://doi.org/10.6840/cycu201200691

摘要

同一產業內甚至於是同一企業內的組織，在不同的時期，面對不同的環境變數與資源條件 (定位不同、競爭資源不同或競爭對手不同)，本該會採用不同的策略。在全球經濟競爭自由化及產業政策國際化的趨勢下，如何定位出各自的競爭位置，便成為一個非常重要的課題了。
本研究使用2003-2011年期間，台灣公開上市的飲料產業數據資料 (「台灣經濟新報資料庫(TEJ)」及「股市公開資訊觀測站」之數據資料)做為基礎，再藉由文獻探討、專家訪談及統計測試篩選出最有利於觀察飲料產業的四項變數 (廣告密集度、研發密集度、市場佔有率及營業毛利率)，依SCP模型方式分類，分成結構層面 (市場佔有率)、行為層面 (廣告密集度及研發密集度)與績效層面 (營業毛利率)。本文透過Co-plot分析彙整出飲料產業的策略群組分佈圖，並進行飲料產業策略與其經營績效關聯之分析，與策略群組發展變化之分析。
本研究的發現及結論如下所述：
1. 飲料產業由靜態結構分析觀之，可分為領先群及落後群兩種群組；領先群另依其表現的特性又可分成：成本領導型 (統一：相對而言，研發資源投入比率高、廣告資源投入比率最低、市場佔有率最高，但營業毛利率很低)；均衡發展型 (味全、愛之味及黑松：整體而言，廣告與研發的資源投入比率高，營業毛利率稍高但市場佔有率低)；以及利基型 (天仁：相對而言，研發資源投入比率最低、廣告資源投入比率很高，市場佔有率很最低，但營業毛利率最高)等三類。
2. 飲料產業的動態發展分析中，可看出天仁、味全、愛之味及大飲這四家公司，並無明顯的策略變化。黑松於2008-2009年可能因策略上缺乏明確作為，導致2010年市場佔有率及營業毛利率大幅衰退，2011年積極採取代理銷售策略，市場佔有率及營業毛利率才有所回升。統一的市場佔有率一直極高，雖然在2005-2009年有些微的衰減，但此期間中營業毛利率的增加非常明顯，然而自2010年起策略方面又轉向強化市場佔有率而放棄營業毛利率的增加，策略意圖非常明顯。因此，可以研判其經營策略短期是以繼續增加市場佔有率為主，長期則可能以提升營業毛利率為其目標。
本研究主要目的是期望能透過Co-plot的方法，分析整個產業內策略群組間之差異，透過探討飲料產業的策略群組，幫助企業了解其所處的競爭位置，提供業者明瞭其競爭態勢，進而提供制定決策時之參考，以建立自己的競爭優勢。

關鍵字

飲料產業 ； 策略群組 ； Co-plot分析. ； 競爭研究

並列摘要

Industries or even organizations in the same business shall adopt distinct strategies when facing the rapid-changing world, for example, environment variables and resource conditions, such as position, competitive resource or competitors of its own. It is a very crucial process to know how to position itself for the industry in order to maintain the strength of competing under the liberalization of global economic competition and the internalization of industrial policy.

This study adopts the beverage industry data, including Taiwan Economic Journal (TEJ) database and MOPS of public trading in Taiwan during 2003 to 2011. Then we discuss through the literature review, depth interview and statistical analysis to retrieve the most useful variables in observing beverage industry: advertising intensity ratio, R&D intensity ratio, market share, and gross profit margin. Classifying by SCP model, we divide them into Structure level (market share), Conduct level (advertising intensity ratio and R&D intensity ratio), and Performance level (operating margin). Through the Co-plot analysis, we sort out the strategic groups of the beverage industry. We also analyze the correlation between beverage industry strategic conduct and its operating performance, as well as the variation of strategic group’s development.

The results are as follows:
1. From the point of static structure, we have the leading groups and the laggard group. In leading groups we can see from its performing quality, we have three types of groups: “cost leadership type” (Uni-president: relatively speaking, the ratio of R&D is high and the advertising ratio is low. The market share is the highest but the gross profit margin is the lowest); “Balanced developing type” (Weichuan, AGV, and HeySong: overall, the ratios of advertising and R&D are high, and so is the gross profit margin, however, the market share ratio stands in the middle place); and “Niche type” (Tenren: R&D development resource ratio is low, and the advertising ratio is high; the market share is low but the gross profit margin is the highest one).
2. From the dynamic variation of the beverage industry, we discover that Tenren, Weichuan, AGV, and Apple Sidra have no obvious strategic variation. HeySong’s lacking of clear strategy in 2008-2009 lead it to the failure on market share and gross profit margin in 2010. Not until 2011 did it adopt wine dealer’s strategy, HeySong’s performance gradually rising up. During 2005-2009, compared to other beverage companies, Uni-president’s market share has decreased slightly; however, after it started to emphasize the strategy of gross profit margin, the market share has decreased slightly since 2010. Therefore, in conclusion, the short term strategy of Uni-president is to increase its market share; the elevation of the gross profit margin will be the target in the long term.

This study aims to analyze the differences amongst every strategic group in the whole industry through Co-plot analysis. By discussing the strategic groups in beverage industry, we can help enterprises to understand their competitive positions and provide them the references for decision-making, so that they can create their own competitive edges.

並列關鍵字

Beverage industry ； Strategic groups ； Competitive research ； Co-plot analysis.

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