A Research of Industrial Value Chain Activity and Its Business Model - A case of Confectionery Industry

• Main Authors: Lin, Nien-Ying, 林念頴
• Other Authors: Hsieh, Hui-Yuan
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/h76a5e

碩士 === 國立屏東科技大學 === 企業管理系所 === 104 === The traditional Confectionery industry encounters the pressure of transformation due to environment dynamics i.e. social structure and customer behavior change. The transformation of Confectionery industry includes changes of industrial value chain activity and business model. This research uses the Balanced Scorecard as theoretical framework of the key success factor and Analytical Hierarchical Process to measure the importance of value activities and their key success factors in this industry. Twenty experts of the academia, the government agency, and the Confectionery industry were interviewed and found that the most important value activity of Confectionery industry in Taiwan is Marketing and Channel activities accounting for 33.1%, Food Source Development activities accounting for 27.3%, Manufacturing activities accounting for 23.2%, and Consumer activities accounting for 16.5%. The capability required of Food Source Development activities is internal process (33.0%) and learning and growth (28.8%), focusing cognition and innovation. The key success factors of the Food Source Development activities are food safety, brand image, quality management, standard operating procedures, product positioning, innovation and knowledge management. Its business model is “Efficient and innovative orientation”. In the Manufacturing activities the required capability is internal process (33.3%) and customer (25.6%). The key success factors of the Manufacturing activities are market growth rate, risk response, food safety, quality management, standard operating procedures, innovation and knowledge management. Its business model is “Cost and efficient orientation”. In the Marketing and Channel activities the required ability is customer (37.0%) and internal process (24.4%). The key success factors of the Marketing and Channel activities are market growth rate, food safety, brand image, quality management, innovation and knowledge management. Its business model is “Cost and value orientation”. In the Consumer activities the required ability is customer (41.7%). The key success factors of the Consumer activities are market growth rate, food safety, brand image, quality management, innovation and knowledge management. Its business model is “Value orientation”. This research suggests the Confectionery industry should focus on food safety and develop safe and reliable food ingredients in addition to marketing activities. The capability and key success factors should comply with the focused value activity. In response to the market and consumer dynamics, the industry should continue restructuring its key success factors and capabilities to create a new business model in order to be competitive and sustaining.