隨著中國經濟高速成長，帶動了人民生活水平持續提升，同時也改變了人民的飲食習慣，導致其對營養保健的概念日益重視。又乳品由於能提供高價值的營養成份，故中國人民對乳品的需求隨生活水平提高而逐年上升，因此近年來乳品業在中國飛速地成長；此外，中國政府政策鼓勵乳品業的發展，再加上對外商的貿易與投資障礙逐漸解除，使得國際大型乳品企業因看到了中國乳品業巨大的成長潛力而開始展開投資與收購行動。然而乳品業已在台灣發展多年，不論就研發能力、生產技術、行銷能力、管理能力而言，均較中國當地企業發展成熟，因此本研究擬針對個案公司進行策略規劃，以期透過善用台灣企業之資源與能力優勢來發展經營中國乳品業之策略。 本研究首先探討總體環境之人口、經濟、社會文化、政治法律等變數，再以Porter之五力分析模型為架構，分析中國乳品產業之競爭情形，並歸納出外部之機會與威脅。接著以Porter之企業價值鏈為基礎，針對個案公司在價值鏈上的各環節進行描述與分析，以找出其內部之優勢與劣勢。最後透過SWOT分析來將外部之機會、威脅，以及內部之優勢、劣勢相互配對，並據此發展策略。 透過以上的分析，本研究之建議如下： 1、 在總體策略層級上，可利用集團在中國的通路優勢進行市場發展策略，將現有產品擴張到新市場中；同時向前垂直整合，自行建構區內短程冷藏物流系統，藉此將產品物流及末端通路整合，提高其掌控程度並以強化產業價值鏈下游為核心。 2、 在事業策略層級上，本研究建議該公司可採集中差異化策略，奠基於利基市場，持續打造高品質的產品形象，使之能有效地區隔出與競爭者的差異，在因產品同質化而導致中國乳品產業競爭激烈的環境中脫穎而出。 3、 在功能策略層級上，本研究建議個案公司應善用其研發及行銷兩大資源，利用研發優勢進行產品延伸，重點發展含乳量較低的品類，以抓住市場成長機會，並藉此弱化上游乳源不足的問題，同時克服人民飲乳習慣之障礙。 總言之，本研究建議個案公司透過產品及經營地區的拓展來達成規模經濟，同時藉由研發及行銷功能的輔助以擴張市場需求，支持未來華北、華東、華南地區各一生產基地，就近供應各地理區的需求，以上為本研究依上述策略而發展之未來個案公司營運藍圖。 The living conditions of Chinese are gradually improving because of high-speed economic growth in China. As a result of higher living standard, they pay more concern for health and nutrition, and therefore increase their consumption of dairy products. Furthermore, as the Chinese government encourages the development of dairying and speeds up their opening to the outside world, more and more international dairy companies extend their business to China, and then make this industry prosperous. However, the dairy industry has developed in Taiwan for a long time. The Taiwanese companies possessed remarkable advantages in R&D, manufacturing, marketing, and managerial skills over the Chinese companies. So the main purpose of this research is to formulate the operating strategies by utilizing the outstanding resources and capabilities of Taiwanese companies. This is a case study on a Taiwanese dairy company that expands business in China. First, I analyze the macro-environment situation as well as competition of dairy industry in China and understand the opportunities and threats. Also, I discover the strengths and weaknesses of the targeted company by using Michael E. Poter’s value chain model. Finally, I develop operating strategies based on the outcome of SWOT analysis. Through the analysis, the conclusions and practical suggestions are shown below. 1. In corporate strategy level, I suggest that the company adopt market-development strategy and forward vertical integration. 2. In business strategy level, the company should concentrate its efforts on niche market and adopt focus differentiation strategy. 3. In functional strategy level, the company should focus on high added value activities such as R&D and marketing.
