自構思創新經營模式擘劃大陸二、三線城市連鎖加盟飲料業之長期經營戰略

An Approach of Long-term Strategy Decision-making for Franchised Take-out Beverage Chain Stores in China 2nd, 3rd-tier Cities

藍屏茜(Ping-Chien Lan)

指導教授 ： 李宗政 ； 楊文華

朝陽科技大學/管理學院/企業管理系高階產業經營碩士在職專班/碩士(2014年)

摘要

預期大陸二、三線城市具有經濟快速發展潛力之前提下，台灣發展成熟的連鎖加盟飲料業者該如何進入這一片可能擁有豐沛「流奶與蜜」之地，但卻必須披荊斬棘，突破完全不同於台灣的經營環境，而更具挑戰的，則是必須以截然不同的管理思維面對大陸二、三線城市之人事時地物。換言之，任何有意新進入中國連鎖加盟飲料業者，將有下列六項經營戰略決策問題有待擬定：
一、市場後進者（follower）如何建構得以突破市場先驅者之「價值主張」；
二、市場客層定位選擇，若鎖定「90后」之個性世代，該如何面對與對應；
三、面對二三線城市，該如何適切規劃其顧客關係、通路途徑等經營戰略進路；
四、特色產品研發之須考慮物料外購或自製選擇、以及各項作業管理等4M問題；
五、「建置各項管理職能SOP」與「員工培訓期間長」等多項經營問題；
六、最後，如何評選並建立得以長長久久相互敬重倚賴的關鍵夥伴關係。
　　因此，本研究以『Big Picture』的觀點，構思面對中國二三線城市連鎖加盟飲料之創新經營模式，藉由釐清：「價值主張、顧客區隔、行銷服務通路、顧客關係、關鍵夥伴關係、關鍵活動、關鍵資源、成本結構與收入來源」之互動思考流程，據以擘劃出其長期經營戰略。

關鍵字

創新經營模式 ； 90后 ； 二三線城市 ； 連鎖加盟 ； 長期經營戰略

並列摘要

The China development is always exceeding all expectation in these 2 decades. Refer to “China’s Catering Industry Development Report 2013”, the market scale of China’s catering industry was over 23.3 trillion RMB, especially, the catering industry growth was double in every 5 years since 2001 to 2012. Besides, according to the Prospectus of Sunjuice Holding Co. Limited (a listed company in Taiwan, which main business are production and sales of fruit juices, puree, powder, etc. in China) in Q3 2013, this company provides the product for national catering chain system customers with 38 brands and 8,300 stores around all Mainland China. Most of these catering chain systems provide take-out beverage services; therefore, there will be a tremendous catering and beverage market in China. Furthermore, Joe Mullich’s article in Wall Street Journal (in 2011) had pointed out that the “2nd-tier” cities should actually be called “first-class opportunities,” given that these cities have been growth engines of the Chinese economy, boosted by huge amounts of investment, new infrastructure and an influx of new talent, furthermore, according to figures from the U.S. Commercial Service, 14 of China's 2nd-tier cities account for 54 percent of the total imports from the U.S. And many of these cities are quickly developing new industries and attention-getting enterprises. Thus, these “first-class opportunities,” and the potential consuming power from “post-90s” in the 2nd & 3rd-tier Cities in China have attracted lots of the Taiwan's catering and beverage companies. This study adopt the "Business Model Generation" which had designed by Osterwalder and Pigneur (2012) and contained 9 building blocks: value propositions, customers segments, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure to demonstrate the “Big Picture” of the innovative business model, therefore, we utilize these 9 blocks to organize the Long-term Strategy for constructing the franchised take-out beverage chain stores project in the 2nd & 3rd-tier cities in Mainland China.

並列關鍵字

post-90s ； 2nd & 3rd-tier Cities ； Franchised Chain Stores ； Innovative Business Model ； Long-term Strategy

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