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    Title: 兩岸飲食文化與市場發展差異對臺灣餐飲業投資中國大陸之影響
    Other Titles: The influence of cross-strait dietary culture and market development difference on Taiwan's catering industry investment toward mainland China
    Authors: 薛宇君;Hsueh, Yu-chun
    Contributors: 淡江大學中國大陸研究所碩士班
    李志強;蔡青蓉;Li, Chi-Keung;Tsai, Ching-Jung
    Keywords: 飲食文化差異;餐飲業;飲食習慣;Dietary Culture;Catering Industry;Dietary Preferences
    Date: 2017
    Issue Date: 2018-08-03 14:33:59 (UTC+8)
    Abstract: 自2000年臺商就開始陸續進入中國大陸的連鎖加盟市場,發展至今已超過十餘年,因兩岸在風俗習慣與文化根源上相似,得以將品牌複製到中國大陸市場,同時臺灣餐飲品牌表現亮眼,飲食口味能被中國大陸消費者廣泛接受,因此臺灣餐飲業是僅次於中國大陸當地最受青睞的產業。
    兩岸之間無論從歷史、社會、政治、經濟或教育的角度來看,彼此存在著複雜性,產生既競爭又合作的關係,臺灣與中國大陸在文化的結構上雖有類似,然而兩岸雙方的餐飲特色、口味略有不同,在市場上的競爭力各有消長,赴中國大陸投資設立餐飲品牌時,應先了解飲食文化的背景、當前餐飲業的現況與城市消費特性,同時應針對兩岸飲食文化的差異性與企業自我本身的優劣勢擬定經營策略與風險評估。故本研究旨在探討兩岸飲食文化的發展過程與差異性,並透過個案間的歸納與比較後,針對未來臺灣餐飲企業進軍中國大陸投資提出研究心得。
    研究結果發現,中國大陸飲食口味偏重且有明顯的主食區分現象,臺灣特殊的背景使得飲食衛生較為嚴謹且對外來文化的接受度較高,臺灣產業結構的改變較中國大陸快,使得餐飲業規模、水準、制度亦相對較完善。2012年之後,受到歐債危機持續蔓延影響以及中國大陸節約、禁奢條款、整治浪費政策的實施,高檔餐廳紛紛轉型,平民化的餐飲趨勢漸起,消費型態有明顯地改變,現階段中國大陸火鍋連鎖的經營意識正在迅速提高,冷飲業及咖啡市場未來也具有極大的經濟規模。
    透過個案分析可知臺商赴陸投資應先建立品牌,未來二、三線城市的消費力具有發展潛力,應由沿海向內陸延伸。另,臺商應著重當地人才的培養,應將人才在地化,以及實施分紅制度、獎金以降低流動率、控制人事成本以及吸引更多人才,將能對整體營運模式發揮助益。
    臺灣餐飲業者具備語言、文化、先進的經營模式、連鎖化與國際化的經驗、快速因應巿場需求的能力,及擁有品牌、技術與產品創新等優勢,能將在臺灣成功的經營模式迅速複製到中國大陸等地區,臺商企業若能充分利用自身優勢,堅持市場導向,進行市場定位及產品創新並建立起良好的品牌形象,將能為業者帶來龐大的利潤與商機。
    Since 2000, businessmen from Taiwan began to enter the franchise market in mainland China, and it has developed more than ten years. Because of the cross-strait customs and cultural roots in similar, the brand could be copied to the market in mainland China, also the performance of Taiwan''s restaurant brand was dazzling. Food tastes can be widely accepted by consumers in mainland China, Taiwanese restaurant industry is in second place which is behind to mainland China''s most popular industries.
    There is a complex relationship between the two sides in terms of history, society, politics, economy or education, and there is a relationship of competition and cooperation. Although Taiwan and mainland China have similar cultural structures, both sides of food characteristics taste a little different in the market competitiveness of the growth and decline in investment in mainland China to set up food and beverage’s brand. First, you should understand the food culture background, the current status of the catering industry and urban consumption characteristics, which should be cross-strait diet Cultural differences and the advantages and disadvantages of the enterprise itself to develop their own business strategy and risk assessment. Therefore, the purpose of this study is to explore the development of process and differences of food culture across the Taiwan Strait. Through the induction and comparison between the two cases, this paper aims to provide suggestions for future Taiwanese catering enterprises to invest in mainland China.
    The study found that Chinese food tastes heavier and has obvious staple food discrimination. Taiwan''s special background makes food hygiene more rigorous and the acceptance of foreign culture higher. Taiwan''s industrial structure changes faster than mainland China which making catering industry scale , level, and the system is relatively perfect. After 2012, by the continued spread of the debt crisis in Europe and the Chinese mainland to saving, prohibit luxury terms, remediation waste policy implementation, high-end restaurants have transition, civilians of the catering trend gradually, and consumption patterns have changed significantly. At this stage China Continental hot pot chain of business sense is rapidly increasing, cold drinks and coffee market in the future also has a great economic scale.
    Through the case analysis, we can see that the investment of Taiwan businessmen should first establish the brand, and the consumption power of the second and third tier cities in the future will have potential of development, which should extend from coastal to inland. In addition, Taiwanese businessmen should focus on the cultivation of local talents, localize talents, implement dividend system and bonuses to reduce turnover rate, control personnel costs and attract more talents, which will help the overall business model.
    Taiwanese food and beverage companies have the language, culture, advanced business model, chain and international experience. Also the rapid response to market demand, brand, technology and product innovation and other advantages can be successful in Taiwan business model quickly copied to Taiwan and other regions. If Taiwan enterprises make full use of their advantages, adhere to market-oriented, and market positioning with product innovation and establish a good brand image, the industry bring huge profits and business opportunities.
    Appears in Collections:[中國大陸研究所] 學位論文

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