民以食為天，食品是人類生活所必須，食品產業一般被視為傳統性產業，雖然遭遇全球金融大海嘯湧入，各國購買力普遍衰退，但人類對食品需求卻永遠存在，而且食品產業長期居於製造業產值的第九名之列，其產業發展的重要性，毋庸置疑。近年來面臨全球化、創新、環保、併購及食品安全等嚴峻的議題，不斷考驗著食品業者的經營智慧，展望未來面對環境的衝擊與競爭，除對食品產業建構產銷管理的機制,藉以提昇企業整體競爭力,並應分析產業面臨的環境趨勢與問題，思考企業與產品因應之道，才能找到適當的發展策略與方法，因應今後全球化的激烈競爭。 / Food is what matters to the people, Food is the humanity lives must, Although this wave finance tsunami engulfs the entire world, The global economy falls into the valley booming, but Food industry demand is actually forever exists. In recent years, Not only our country food industry faced with the overseas food big plant steep competition, Original material subjects and so on price intense shake, consumer diet custom change, food security, green environmental protection, innovation and globalization, The unceasing impact test domestic food entrepreneur, The present paper because of the case deliberation, The analysis domestic food industry superior inferiority, Development present situation and the future tendency, Because of the case company's competition and the development strategy, For faced with each challenge food entrepreneur reference in accordance to the countermeasure, Finally and will suggest the domestic food industry future diligently the new direction.

Alfresco LLC is a startup business based in Managua, Nicaragua. The aim of Alfresco is to help create healthy nutrition habits in Central America’s homes by providing fresh, organic, high quality products with no sugar added and free of lactose and gluten. The salad dressing industry in Nicaragua is relatively mature and it’s characterized by a medium level of fragmentation. However, organic salad dressings are currently inexistent, therefore, this would be a disruption in the lifecycle of the industry. Moreover, since there are no competitors in the organic segment, there is a market gap that has not been covered yet; that is exactly the segment that Alfresco will target. An initial investment of $4,362 is required to start the business. As shown in the financial section, we forecast to recover the investment in year 3. One important risk is the fact that there are a lot of substitutes for salad dressings. However, the busy consumers’ lifestyle backed with the heavy advertising efforts and the high quality of our product, will help us overcome this obstacle and succeed in the industry. Overall, we believe that there is a big opportunity in this industry and we expect to break even before the forecasted time.

食品業競爭激烈，眾多業者紛紛進入生技產業，在此歷程中發現擁有充沛的資源並非讓各大食品公司不敗的原因，因此希望可以藉由本研究瞭解食品業者如何適應環境，並發展出新的能力轉向生技領域。 研究目的有三：1.瞭解台灣食品業之廠商，面臨產業環境變化的思考方向，包含轉向動機及轉向策略選擇。2.以「動態能耐」觀點探討台灣「食品業轉向生技產業發展」之廠商轉型之過程。3.歸納「食品業轉向生技產業發展」之轉型歷程，並據以提出相關措施方向建議供產、官、學、研各界參考。 本文以多角化作為轉向之定義，並以Teece et al.（1997）提出之動態能耐架構分析研究個案轉向歷程。研究方式採用個案研究法以及質化研究法，深度訪談味全、黑松、卜蜂和金車四家企業的高階經理人，獲得以下五點結論： 1.食品業轉型至生技產業之動機是具有積極的思考方向，為了為提升企業價值而轉型。且食品業轉向之腳步較為穩健，會先仔細考量市場動向與缺口，再回頭評估自有能耐與方向，決定轉向之領域與方式。 2.食品業轉型至領域類似的食品生技產業，企業選擇的路線較為保守，少有其他領域的拓展。而食品業轉型至農業生技產業，所涉及的領域較廣，也比較勇於嘗試不同類型生技產業。 3.食品業轉向至生技產業之企業重新配置和轉化的動作相當頻繁，可以視情況隨時調整，適應企業及環境需求，具有靈活性及彈性，符合動態能耐之觀點。 4.食品業轉向生技產業時，因為與本業的共通性不多，大多歸類為非相關性多角化。在轉向過程中，原企業僅轉移部分共通的資源至新的企業或事業部門，如：財務性資源與管理能力，其餘資源大多為新企業從頭開始累積。 5.新企業在建構新事業的過程中，大多利用與外界的合作關係，迅速建立企業之能力，亦可快速學習與累積知識。

台灣中小型調味料製造業者從2011年開始計畫將事業策略朝向生產高優質產品、有市場區隔或有差異化的產品、及有健康訴求的產品發展，以加強市場競爭力。經營方面則朝多元化發展，例如結合休閒娛樂、觀光景點、餐飲、共通品牌、甚至是與觀光業及地方文化等行業結合，透過異業結盟或合作，強化經營績效。這樣的變化不是調味料製造廠家可以預料的，也難以在台灣以外的相同產業見到，這就是台灣市場的特色。 本研究以台灣某一家小型調味料製造公司進行個案研究，與企業高階主管訪談，將訪談內容歸納、彙整並應用次級資料進行分析。 本研究採策略形態分析法，探討現階段事業策略的執行與企業內部條件、外部環境之配適；並將分析結果做為未來策略調整的主要依據，同時依自身的能力及資源選擇未來發展之經營策略。依據現有策略分析提供對個案公司未來調整策略建議如下： 一、 「產品與服務串聯｣及「行銷資源整合｣是食品調味料產業最重要的策略。 二、 預防因餐飲消費市場變化速度加快，致使讓產業發生巨大的變化，造成對產 品與通路的影響。 三、 「品牌行銷｣、「服務升級｣、「掌握通路｣是產業未來的關鍵成功要素。

臺灣食品產業市場競爭激烈，許多歷史悠久的老字號品牌為維持自身的競爭優勢，必須不斷地因應外在環境改變與消費者喜好轉變，達成品牌活化之目標。本研究的食品產業指公司將食品產品製造完成並送往各通路販售，為零售業中的食品類別。而本研究以A食品公司為研究主體，A公司原先定位為藥廠，但隨著通路結構的改變促使其推出食品級產品販售於一般零售通路，故此研究主要探討的是A公司推出食品級產品後轉型成為食品公司後的具體作法。 本研究透過深度訪談法了解A食品公司在面對品牌老化的危機之下，落實哪些品牌活化的實際作法，撰寫成個案，並以策略行銷4C架構探討其成效；進一步針對四種成本提出建議，以供A食品公司制訂未來發展策略時參考。 結果發現，A食品公司在四個成本都有多項具體措施，然在專屬陷入成本這一塊目前較沒有強調，又食品產業中若能漸進地提升顧客的專屬陷入成本，有利於品牌商維繫舊顧客關係。因此，本研究在第五章個案研究分析部分針對四種成本各自提供品牌商未來發展建議，包含因應消費者生活型態調整產品與通路策略、聘請專人經營臉書粉專、將可信度納入為代言人選擇標準之一等；其中，本研究提供A食品公司兩個具體解決方案以增加顧客的專屬陷入成本，如屬於促銷相關專屬資產的「建立分級會員制」，以及加強心理層面認同的專屬資產「舉辦主題影片募集活動」，希望提升本學術研究對於實務上之貢獻。 / Lots of new brands provide similar products to the food market, making the Taiwanese food market become more competitive. Some food companies, especially for those historic brands, need to react to those external environment changes and the changes of consumer's taste to achieve the goal of brand revitalization. The food company in this paper refers to companies that produce food products and sell them in general retail stores. Food Company A is the main research target of this paper. Because of the shift in retail channels, Food Company A started to provide food products in new retail channels as opposed to traditional pharmacies. Therefore, this paper analyzed actions after Food Company A started to provide food products in the new channels. This paper conducted in-depth interviews to discuss the practical actions taken by Food Company A and then analyzed them by using the "Strategic Marketing 4C Analysis". After a complete analysis, this paper provided several recommendations to help Food Company A develop a further plan. In chapter five, this paper provided different recommendations to different costs, including constantly changing products and channels strategies bases on changes of consumer’s taste, recruiting an expert operating the Facebook page, and considering the credibility of the brand representatives. Moreover, it found that Food Company A did not put enough emphasis on the cost of addiction; therefore, this paper provided two practical plans to enhance the cost of addiction in chapter five to contribute to Food Company A; for example, the different levels of membership and the competition of theme video.