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    Title: 兩岸茶飲料市場行銷競爭策略分析 : 以統一企業為例
    Other Titles: Study on the competitive strategy of the tea drinking market in the cross-strait : case study of the Uni-President
    Authors: 曾慶鈞;Tseng, Ching-Chun
    Contributors: 淡江大學中國大陸研究所碩士班
    郭建中;范錦明;Guo, Jian-Jong
    Keywords: 茶飲料;競爭策略;統一企業;軟性飲料;Tea Drinks;Copetitive Stretegy;Uni-President;Beverage;Soft Drink;Soft Beverage
    Date: 2013
    Issue Date: 2014-01-23 13:20:22 (UTC+8)
    Abstract: 茶,它以它獨特的風味和芬芳、溫潤的口感和怡人的甘甜,征服了這世界上千千萬萬人們的味蕾。在眾所皆知的茶故鄉─中國,它是日常所需,也是日常所用。而轉換成便利飲用和攜帶的「茶飲料」,是否能在軟性飲料之中脫穎而出?

    正在逐步轉型的大陸經濟,開始著重於內需消費市場。在城鎮化的機會之下,伴隨而至的龐大的消費人口,以及隨之而來成長火速的食品消費。而在這偌大的大陸消費市場,茶是所有中華民族共通的生活文化,各大軟性飲料廠商無不把握契機,摩拳擦掌進佔茶飲料市場。因此,如何才能在大陸的茶飲料市場脫穎而出?此份研究就是以檢視統一企業因跨足兩岸所處的競爭環境,試探討兩岸在茶飲料發展上面的相同和相異之處,以及在大陸茶飲料是否會逐漸的取得軟性飲料的最高市占率,成為市場的最大宗。

    本研究為兩岸茶飲料市場行銷競爭策略分析的成果,並以統一企業在兩岸的茶飲料競爭環境分析為主軸。首先對兩岸茶飲料市場發展的成長概況到目前茶飲料市場的現況,以及就當前兩岸茶飲料市場環境做分析的呈現。其次再到對於統一企業在兩岸發展的歷史進程和當前的現況以及茶飲料商品,綜觀出茶飲料競爭市場的風貌。

    再次則是應用麥可‧波特的競爭策略,藉由觀察產業間外部競爭態勢的五力分析,和尋找企業內部競爭優勢的價值鏈,以及應用較為簡明的SWOT分析,觀察並分析出統一企業在茶飲料產業的內外競爭環境及主要對手,並探討所採用的競爭策略。

    針對以上所述之研究重點,本論文歸納出來的結論為: 茶飲料已成為台灣軟性飲料市場最大宗,而在大陸軟性飲料市場當中,正漸漸攀高市占率,現已成為市占率第三的軟性飲品。其中台灣茶飲料市場以統一的茶飲料為領導品牌;在大陸的茶飲料以康師傅為茶飲料領導品牌,統一居次。
    Tea, with its unique flavor and fragrance, its gentle taste and delightful sweetness, has conquered the taste buds of innumerable people. In its native place -China- it has always been of daily need and use. And now that, for convenience, it has become a "portable tea beverage", can it still distinguish itself among other soft drinks?

    China''s economy is going through a gradual transformation which will slowly, but at a sustained pace, let the country benefit from its huge internal demand. In an environment of constant urbanization, a skyrocketing growth in food and drinks consumption and where exists a harsh competition among tea beverages producers, and in a market-the cross strait one- where tea is part of everyone''s culture, which is the way through which tea drinks can rise above other soft beverages? This paper aims at observing how Uni-president Group operates in the cross strait competitive environment. Moreover, it tries to discuss the differences and common features in the development of tea drink market on both shores of the strait, attempting to evaluate the likelihood for tea drinks to substitute in the future the others soft beverages, therefore reaching the highest market share.

    The research is the result of an analysis of the marketing competitive strategy within the cross strait tea drinks market, and its main axis is the analysis of Uni-President Co. in the cross strait competitive environment of tea drinks. First of all, I will carry out a comprehensive analysis of how the tea drinks market developed on both side of the strait so far, describing the current state of the market as well. The second part of the dissertation will deal with the evolution of Uni-President Co. in the cross strait tea drinks market, so as to obtain a comprehensive survey of the competition status in tea beverages'' market.

    The paper will then proceed with the application of Michael Porter''s competitive strategy. Through Porter''s diamond scheme, I will observe the competition environment in the sector, and try to identify the firm''s competitive advantage in its value chain. Finally, I will make use of the SWOT analysis in order to detect Uni-President''s both internal and external competitors, discussing the firm''s competitive strategy in response to the competition environment.

    Given the above-mentioned research path, the paper conclusion is as follows: tea drinks have already become the leader in Taiwan’s soft drink market, and in China they are the third soft drink by market share. As to market players, Uni-president is the leading brand in Taiwan, while in China it is second only to Master Kong (Tingyi Holding Corporation).
    Appears in Collections:[中國大陸研究所] 學位論文

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