| dc.description.abstract | Taiwan′s chain beverage industry has flourished, and it has become a popular beverage in Taiwanese for decades. From the statistics of the revenue of the Statistics Office of the Ministry of Economic Affairs, it shows Taiwan′s beverage market has enormous business opportunities. Even affected by the food safety, financial crisis and COVID-19 epidemic, there are still many new beverage brands joining the market, fearless of the impact of these storms. Therefore, the purpose of this study is to explore how the C company uses its management experience, adjusts and develops competitive strategies, breaks through the predicament in a highly competitive environment, occupies a place in the market of many chain beverage industry brands, maintains its competitive advantage, and achieves sustainable development. operate.
This study takes the Hsinchu cooperation zone of the Company C as the research object, and adopts the case analysis method in qualitative research. The source of data includes the collection of secondary data and interviews with relevant senior executives. According to Taylor (1919) Basic elements of micro-management: ＂five managements＂, including production, sales, personnel, development, wealth, etc., as well as the basic theory of functional management proposed by Hill, Schilling & Jones (2017), covering the contents including: 1. Production Management (such as: raw materials, production process, inventory, quality and cost management, etc.); 2. Marketing management (such as: product marketing 4P, target marketing STP, customer relationship and management, expansion and regional development, image and word of mouth promotion and other strategies ); 3. Human resource management (such as: salary and benefits, performance management, employee relations, training and development, etc.); 4. Research and development and innovation management (such as: product research and development, technological innovation and company glory, etc.); 5. Financial management (such as: budgeting, cost control, fund management, financial reporting and formulation of risk management strategies, etc.). The research tries to find out how the case company grasps its advantages and opportunities in this highly competitive environment, analyze the actual operation mode and specific practices of the company′s management and strategy, and summarize four key success factors for the case company′s regional development and stable growth, including : 1. The persistence of the founder and the high recognition of the corporate culture and mission by all employees; 2. The team has strong centripetal force and high cohesion，core senior talents ; 3. Headquarters resources usage and regional niche market; 4. Keep pace with the times and be core customer-oriented.
This study draws three conclusions on the Hsinchu Cooperation Zone, including: 1. The survival for highly competition, and customer preferences are emphasized; 2. Focus on the target customers and deepen the specific district; 3. Continually improvement and leading position. The study concludes four suggestions for the Hsinchu cooperation zone 1. The key success factors in the past do not mean that the future is feasible; 2. Overturn the existing stereotypes of customers and attract the new customers’ attention; 3. Continue to cultivate talents and activate the team; 4. Market repositioning and brand reconstruction are urgent. | en_US |