自構思創新經營模式擘劃金椿茶油工坊之長期經營戰略

An Approach of Long-term Strategy Decision-making for “TOP” Tea Oil Production

詹朝棟(Chao-Tung Chan)

指導教授 ： 李宗政

朝陽科技大學/管理學院/企業管理系/碩士(2015年)

摘要

茶油產業於中國的發展已屬於相當成熟的產業，但是，食安問題仍是籠罩兩岸食品產業的烏雲。該如何以適切、負責的作為撥開雲霧，加上繁多且大小不一的兩岸競爭業者，本文研究個案之「金椿茶油工坊」，雖已是台灣地區的領先業者之一，但如何創造邁向首屈一指、成就獨一無二的產業地位，將是得以永續經營的必經途徑。因此，面對華人世界龐大的消費市場，金椿茶油工坊必須自忖以下三項問題：
一、 我的產品與服務有何與眾不同的特色？
二、 我的產品與服務將改善顧客的生活嗎？
三、 顧客為何付錢購買我的產品與服務？
本文將以個案金椿茶油工坊之立場，思考如何藉由擘劃創新經營模式以擬定其長期經營戰略。尤其是必須面對與台灣無法自足的茶籽供應，該如何與茶籽供應者建立長期合作關係、茶籽之品質驗證系統與保鮮技術、如何建立讓消費者信服之茶油生產品管系統、以及建立恆久之顧客關係等各項經營戰略議題，希望能透過創新經營模式之擘畫與實踐，讓消費者在接觸金椿茶油工坊的產品與服務服務的一剎那間，產生無法忘懷的驚喜感受，更必須讓消費者在發生需求之際，腦中浮現的第一印象就是我們金椿茶油工坊之企業品牌，皆將是本文的思考與研究重點。

關鍵字

永續經營 ； 長期經營戰略 ； 創新經營模式 ； 茶油產業

並列摘要

Tea Oil industry has developed over hundreds of years in the Chinese market, however, the most of the Chinese are persecuted by the food safety problems, especially about the cooking oil is produced by the dishonest businessmen with the unknown raw materials. Furthermore, owing to no government has defined the quality standard of tea oil as the different quality standards of olive oils in Europe, so the consumers can’t identify which tea oil producer is qualified or not. The case of this study: “TOP” Tea Oil Production Company (hereafter: “TOP”), has been one of the leaders in Taiwan tea oil industry, however, “TOP” tries to promote the tea oil as the best cooking oil for Chinese cooking style and to be the top one leader in global Chinese tea oil industry are the objectives of “TOP” under the viewpoint of going concern. In this study, we has adopted the business model generation approach which contained 9 building blocks: value propositions, customers segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure (Osterwalder and Pigneur, 2012) to developed an innovative business model for “TOP”. Based on these 9 building blocks, this study proposed to solve the following issues to achieve the objectives of “TOP”:
1. What are competitive advantages of “TOP” than the other competitors?
2. How to improve the customers’ living standard by the products and services of “TOP”?
3. Why the customers would pay the money to enjoy the products and services of “TOP”?
Subject to the above three issues, this study has constructed a long-term Strategy via the innovative business model for “TOP” to conquer the Chinese tea oil market.

並列關鍵字

Long-term Strategy ； Innovative Business Model ； Tea Oil ； &Going Concern

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