| 摘要: | 隨著時代的改變，冰品不再只是加上標準配料的平價夏日美食，而是一種延續傳統經驗與技術傳承價值的經濟商品，根據調查顯示，台灣冰品市場每年超過新臺幣40億元，並以每年3 %的速度成長。
台灣民間有句俗語 :「第一賣冰，第二做醫生(台語)。」，這句話從小就深深烙印在我腦海裡。恰巧在2018年有機會結識臺灣著名的基隆泡泡冰第三代老闆石小姐，經過一番洽談協商，我們決定成立A公司，以工廠生產與行銷基隆氣泡冰。由於傳統泡泡冰製成過程繁複且物流倉儲較困難，一直面臨銷量持續下滑和成本攀升的傳統氣泡冰，在競爭激烈的冰品市場中面臨著被淘汰的可能。
這項研究是我們新創公司的市場開發計劃。本研究首先對冰品市場進行分析，從市場形勢、經營及競爭策略、產品技術創新、組織團隊管理等多面向，對泡泡冰產品進行機會分析，然後衍生出包含企業短期、中期和長期戰略的創業戰略計劃。直接的短期作法是以現有的主要品牌做代工製造的角色。;With the passage of time, ice products are no longer just cheap summer treats with standard ingredients, but an economic commodity that continues the value of traditional experience and technical expertise. According to survey, the Frozen Dessert Market in Taiwan exceeds 4 billion NTD per year, with an annual growth of 3%.
There is a common saying in Taiwan: “the first choice is selling ice, the second choice is being a doctor.” This sentence has been deeply imprinted in my mind since I was a child. It happened that in 2018, I have a chance to meet Miss Shi, the third generation owner of Keelung′s famous bubbly ice in Taiwan. After some negotiations, we decided to started up Company A to produce and market Keelung bubbly ice with a factory. Due to the complicated production process and difficulties in logistics and storage, traditional bubbly ice, which has been challenged with continuous sales deterioration and cost escalation, is faced with possible elimination in the highly competitive ice market.
This study is a market development plan for our new startup. The study first analyzes the froze dessert market, and looks into the opportunities for the bubbly ice product, from various aspects including market situation, operation and competition strategy, product technological innovation, organization, and team management. Then, the strategic plan of the startup business, containing short, mid and long run strategies are derived. The immediate short term action is playing the outsourced manufacturer’s role for existing major brands. |
