Coopetition in Business Model Strategy: A Case of Taiwan Tsing Beer

• Main Authors: WANG,MU-LIN, 王慕聆
• Other Authors: Meng-Yen Lin
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/xxzmsa

碩士 === 國立臺灣科技大學 === 企業管理系 === 107 === In May 2003, Ye, Feng-Rong, the second-generation successor of Sanyo Visby Group, was also the chairman of Taiwan Tsing Beer Co., Ltd., which built Taiwan Tsingtao Beer on the market and seized 10% of the Taiwan beer market within half a year. On this day, he got off work later than usual. As the elevator descended, his whole person fell to a low point like the elevator. Because just after the first half-year celebration banquet, Chairman Ye, Feng-Rong received the affair, the opponent reported to the Information Bureau by the cross-strait relations regulations, and the Information Bureau will officially ban it from creating a good-selling Taiwan Tsingtao Beer in Taiwan. Any form of advertising. In the past, for the beverage industry in Taiwan, there was no advertising to compete with the first-line brands that exited the market. Under this circumstance, how should Chairman Ye, Feng-Rong decide the development of the company? The case is divided into two phases, discussing the decision of the company's leaders in handling the company's operations and acting as a brand, and investing 3 billion to establish the first private brewery in Taiwan, due to the external political atmosphere and the negative impact of Chinese goods. The image has led to a sales volume that is not as good as before. As a company leader, how to use company resources to lead the company to re-innovate. The direction of the discussion includes brand management, marketing management, strategic management, crisis management, resource base, blue ocean strategy, business model and so on.