Using Value Chain Analysis to Explore the Core Competence of Tea Industry in Taiwan

• Main Authors: Sen-Tien Her, 何森田
• Other Authors: Jia-Jeng Hou Ph. D.
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/92443055510449587612

碩士 === 國立嘉義大學 === 管院碩士在職專班 === 100 === 　　Applying“value chain analysis”can help enterprises focus on the state of organizational resources and emphasize on their core competence in Strategic links. Business strategies with clear competitive advantage are essential to support long-term sustainable business development, and competitive advantage is developed by the unique“core competences”. After the market going globalization, the tea Industry in Taiwan is now experiencing fierce competition from the counterfeit and imported low-price brands. As of 2010, the price of local Taiwan tea is 5.7 times higher than imported products, as a result, the local tea become less competitive in respective of price. The objective of this study is to use value chain analysis to identify what kind of the“core competences” that we should develop in order to create our competitive advantage and wining strategies. 　　Through the“value chain analysis”, the core competitiveness is determined by how optimal the value added activities were delivered, the enterprise will be more competitive if they are more capable to either lower total costs or differentiate their products/services from competitors. By conducting in-depth competitive value chain analysis, we will be able to identify and build our core competences and eventually create value or return through establishing advantage from competition. Thus the business strategy will be able to deliver profitable results and bring the company to the next level. This study summarized“eight measurable dimensions”and “eighteen measurement index”,it is also integrated with“Analytic Hierarchy process”; questionnaire. Calculated based on pairwise comparison matrix and eigenvectors of the largest eigenvalue, then the level of consistency test（Consistency Index, CI and Consistency Ratio, CR）. The results,“key measure”is“excellent tea”and“lowest”of indicative buyer to buy tea. So the result, the“business strategy”of Taiwan tea industry is“low-cost differentiation strategies”. 　　 The“key measures”of“excellent tea”and“lowest”with“value chain analysis”,to expert interviews.Mathematical treatment to interview transcripts after the cataloged according, which“tea management”is mentioned the most times, and its effective as a for “right medication rational fertilization”. Research evidence:“Taiwan tea industry focus on the customer value of the core competencies reasonable for the proper administration of the tea garden fertilization management”. Derived from the core competencies of the“competitive advantage”in line with the basic types of strategies:“differentiation strategy advantage”and“low-cost strategic advantage”.