The promoters propose to establish a new brand of beverage chain in the Indian sub-continent, which as of now is an alien idea to ninety nine percent of population in this region. We aim to take advantage of the newly opened, one of the fastest growing economy. More than 250 million middle class household and penetrating fast food culture in this region makes it a lucrative prospect. Country, where the beverage selling sector is still predominantly unorganized and consists of local vendors and juice stalls, also sees success stories with chains like the Mc Donalds, Café Coffee Day and Barista. We have developed a business model keeping in mind the purchasing capacity of mass consumer, international appeal of Asia and West to consumers, need for hygiene standards and operations of organized retail chain. We will be providing the missing link of innovative, freshly prepared ready to drink, take away concept. Our collaborative team consists of entrepreneurs of Indian and Overseas Chinese origin, who understand the potential of already super successful business model of bubble tea business in Taiwan and China. The team worked to modify the business model to suit the local flavor of the Indian sub-continent and achieve economies of scale to make it commercially viable. Not just the bubble milk tea, company aims to provide many more missing value propositions from the market such as affordable take away concept (with colorful plastic glasses, heat sealed to prevent any kind of spillage by our specially imported machine from China), Innovative mock tails, introducing green tea culture in India, provide health alternative to carbonated drinks, provide hygienic alternative to local juice stalls, provide kids friendly drinks to kids. This business model is a huge success in the far eastern countries and has been successfully implemented in USA and Western Europe. International companies like the Chatime have so far opened 4 retail stores in India but they mainly target upscale locations and are offered at premium prices. Their launch gives us the confidence that this concept has been well received by Indian customers and we can successfully market it in mass market. Plan proposes to start from one kiosk in the National Capital Region of the India with aim to open a second one by the start of summer 2014. By that time team aims to have learnt from all the teething problems and to manage all the procurement from Indian suppliers. We then aim to move in to our next major plan of franchising to different business partners across India. Our final expansion plan will be implemented in year 2015 to cover all the other 6 countries of Indian sub-continent like Pakistan, Sri Lanka, Bangladesh, Maldives, Nepal and Bhutan. The initial investment and working capital to start the business shop is estimated to be approximately USD 36,500 which will be funded by owners’ capital and bank loan. The Chill Factor Cafe has a positive NVP of USD 637,128 which indicates that project is significantly profitable and has a huge chance of expansion across the Indian sub-continent.

在追求生活精緻品質的現代社會中，產品包裝的重要性已迴異於往昔。國內學術界目 前對產品包裝作深入研究者甚為罕見，有鑑於此，本研究乃以飲料業為例，深入探討 產品包裝對產品偏好的影響程度。 研究對象以台北市居住人口具飲料消費能力的消費大眾為主，年齡分10歲至19歲、20 歲至34歲、35歲以上三個不同層次進行問卷抽樣，有效樣本總計412 份。 研究方法上，首先收集各消費者價值觀與生活型態資料，經由因素分析與集群分析後 分成不同群體，由各消費者的人口統計變數資料以MANOVA法核定各群體間所具有的消 費者特性是否不同，再由產品包裝的評估準則以ANOVA 檢定各群體間是否對飲料包裝 有不同評估準則；另外由消費者人口統計變數資料以MANOVA法檢定消費者特性對產品 包裝的知覺是否有影響；最後再用相關分析法檢定產品包裝的評估準則與附有不同包 裝材料的飲料產品的偏好是否有相關影響及產品包裝的知覺與附有不同包裝材料的飲 料產品是否有相關影響。 綜合而言，本研究目的乃在瞭解以下四個重點：ぇ不同價值觀與生活型態的人在選擇 產品時對包裝的評估準則。え不同特性的消費者對飲料包裝材料的知覺情形。ぉ不同 特性的消費者包裝評估準則對飲料產品偏好的影響程度。お不同飲料產品包裝知覺對 產品偏好的影響程度。

行銷通路經過幾年來的變革已成為產業成功的一項關鍵。誰能掌握通路，誰就能掌握產業的命脈。因此國內廠商紛紛投入通路的經營，如統一企業創立統一超商，泰山企業設立福客多超商，味全的安賓及康國行銷等，莫不以掌握通路為要務。而萬客隆量販店的設立更是對傳統通路造成極大的衝擊，亦更顯現出通路的重要性。 　　飲料業的產品特性為產品生命週期短、週轉快，先期進入往往成為領導品牌、通路是成功關鍵及流行跟隨日本腳步等。由於飲料業的這些特性，可知通路是飲料成功的命脈。往往誰有良好的通路，誰就能脫穎而出，成為優秀的製造商。故如何維持與通路良好的關係，實是飲料業界應重視的課題。 　　本論文主要研究的主題在探討通路間製造商權力、權力來源及經銷商對製造商之依賴與經銷商抗衡權與通路衝突間之關係。以了解通路間之關係並進而提出相關建議供業界參考。 　　本文重要之研究結果約如下述： 　　1.就製造商權力來源與通路衝突言，大製造商通常採用非強制權力來源，因而與經銷商的衝突會較少。反之，小製造商則採用強制權力來源則會增加通路間之衝突。故建議，若在資源許可的情況下，小製造商應盡量少運用強制權力以減少通路間的衝突，以使與經銷商間的關係衝突減少，關係更為良好。 　　2.就製造商權力與通路衝突之研究，大製造商在此向關係上不顯著，小製造商則達顯著水準。顯示出小製造商運用其權力時，易招致經銷商的負面反應，而導致通路關係之不良。故小製造商在運用其權力時，應多加考慮經銷商可能之反應，以免破壞彼此之關係。 　　3.就製造商權力與經銷商對製造商依賴言，經銷商對大製造商有較高之依賴。而對小製造商則關係不顯著。而相對應於通路衝突來分析，可發現經銷商對製造商依賴大的話，製造商應用影響力較不致引起經銷商的反抗。故對小製造商而言，如何結合有限的資源，以使經銷商能更加的依賴製造商是值得探討的關鍵所在。 　　4.在經銷商抗衡權與通路衝突方面，由研究可發現，無論大小製造商，經銷商的抗衡權都會導致通路衝突的增加。此意味製造商對於經銷商本身所具備的各項資源與條件應做適當的評估，在制定通路決策時，應考慮到經銷商抗衡能力的大小，則決策方可有效的推行。