| dc.contributor.advisor | 巫立宇 | zh_TW |
| dc.contributor.advisor | Wu, Lei-Yu | en_US |
| dc.contributor.author (作者) | 陳又蜻 | zh_TW |
| dc.contributor.author (作者) | Chen, Yu-Ching | en_US |
| dc.creator (作者) | 陳又蜻 | zh_TW |
| dc.creator (作者) | Chen, Yu-Ching | en_US |
| dc.date (日期) | 2022 | en_US |
| dc.date.accessioned | 1-六月-2022 16:42:29 (UTC+8) | - |
| dc.date.available | 1-六月-2022 16:42:29 (UTC+8) | - |
| dc.date.issued (上傳時間) | 1-六月-2022 16:42:29 (UTC+8) | - |
| dc.identifier (其他 識別碼) | G0109363067 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/140237 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 企業管理研究所(MBA學位學程) | zh_TW |
| dc.description (描述) | 109363067 | zh_TW |
| dc.description.abstract (摘要) | 臺灣的茶產業自荷蘭時期發展至今，已是最能代表臺灣的農作物之一。臺灣也是世界上製作烏龍茶的權威專家，因為地形與氣候因素，臺灣能夠培育、種植、製作出的烏龍茶種類為世界之最。作為台灣茶產業中百年老字號的華剛茶業，源自於西元 1923 年建立的泉芳茶莊，泉芳茶莊從茶葉買賣，一路擴展業務至栽種、生產、製作、品牌，由下游至上游，再從上游往下游垂直整合並發展成精品茶葉品牌，這中間將近一百年、由五代的杜家子弟們傳承著。臺灣有許多專精於種植茶葉、製茶的專家高手，然而了解商業而能夠真正創立品牌並且不被取代的人卻不多。近年來，在臺灣政府的小農政策推廣之下，許多小農品牌紛紛誕生，然而，能夠將茶品牌做大的人卻少之又少。泉芳茶莊第三代傳人杜煥彰先生開創新局，開始研究製茶技術；第四代傳人杜西銓先生於西元 1997 年在海拔 2500 公尺的華崗創立華剛製茶廠；第五代傳人、時任華剛茶業執行長杜蒼林先生，在西元 2006 年由泉芳茶莊中創立華剛茶業品牌，期望藉著品牌提升茶葉價值。華剛茶業藉著過去豐富的製茶技術經驗，在杜蒼林執行長的帶領下，於國內外許多茶葉比賽與評鑑均獲得亮眼成績。本研究將以商業模式畫布圖(Business Model Canvas) 與 4C 策略行銷理論，分析華剛茶業的品牌轉型之路，探討華剛茶業如何在競爭激烈且市場變化劇烈的的困境下突破重圍。本研究以質化訪談方式進行，在訪談前進行文獻蒐集，並且使用訪綱作為研究工具，實際訪問華剛茶業執行長杜蒼林先生，以及執行長特助兼業務副理林鈺秀小姐。研究結果發現，華剛茶業能夠轉型成功的，並建立高品質且專業的茶葉品牌形象，關鍵原因在於他們的產品訴求緊扣著顧客所在意的效益，塑造出一種尊榮感，成功吸引位於金字塔頂端的顧客。華剛茶業相比同業而言，傑出之處在於它擁有專業的食品安全認證以及得獎佳績，降低顧客的道德危機成本以及資訊蒐集成本，捨棄過往以價格帶區分產品的分類方式，改以自創四個產品系列「水舞系列、傳誦系列、君臨系列、天地系列」，以遊戲化方式建立顧客的專屬陷入，讓喝習慣華剛茶業產品的顧客不會離開。從生產製作到品牌之路，華剛茶葉成功降低會阻礙買賣雙方交換的最終總成本，並且成功打造精品高端茶的品牌印象。 | zh_TW |
| dc.description.abstract (摘要) | The tea industry in Taiwan has always been emphasized by the leaders and has been injected relative much of resources in each duration. Taiwan is also an expert on tea plantation and manufacturing, especially on oolong tea, which surprisingly generates kinds of different flavor and aroma. HWA GUNG TEA is originated from CF Teahouse (泉芳茶莊) which was established by Mr. Fu Lai Du (杜富來), the first generation of Du family, in 1923. In the begin, CF Teahouse was a tea wholesaler and distributor, and the third generation Mr. Huan Chang Du (杜煥彰) started the R&D and manufacturing on tea cyanine in 1959. The fourth geneartion Mr. Shi Chuan Du (杜西銓) built a tea factory HWA GUNG TEA FACTORY which is at one point at the elevation of about 2,500 meters above the sea level in 1997. The fifth generation Mr. Tsang Lin Du (杜蒼林), CEO of HWA GUNG TEA, established a tea brand HWA GUNG TEA from CF Teahouse due to he realized the value of tea had to be rasied under a brand.Based on its rich experience in tea making technology, HWA GUNG TEA has achieved outstanding results in many tea competitions and evaluations domestically and abroad under the leadership of CEO Tsang Lin Du. This study will use the Business Model Canvas and 4C strategic marketing theory to analyze the brand transformation of HWA GUNG TEA and explore how HWA GUNG TEA broke through the dilemma of fierce competition and drastic market changes. This research was conducted in the form of qualitative interviews. The literature was collected before the interview, and the interview outline was used as a research tool to actually interview the CEO Tsang Lin Du and Ms. Yuxiu Lin, Special Assistant to the CEO and Deputy Business Manager.The results of the study found that the reason why HWA GUNG TEA was able to successfully transform and establish a high-quality and professional tea brand image was that their product appeals were closely linked to the benefits that customers wanted, creating a sense of honor and successfully attracting high-end customers. What makes HWA GUNG TEA more outstanding than its peers is that it has professional food safety certification and awards, which reduces the cost of moral crisis for customers and information collection. It abandons the past classification method of distinguishing products based on price bands and changes to four self-created products. The four product series are gamified to establish customers` exclusive entrapment, so that customers who are used to HWA GUNG TEA products will not leave.From production to branding, HWA GUNG TEA successfully reduced the final total cost that would hinder the exchange between buyers and sellers, and successfully created the brand impression of high-quality high-end tea. | en_US |
| dc.description.tableofcontents | 摘要．．．．．．．．．．．．．．．．．．IIAbstract．．．．．．．．．．．．．．．III目次．．．．．．．．．．．．．．．．．．V圖目錄．．．．．．．．．．．．．．．．．VI表目錄．．．．．．．．．．．．．．．．．VII第一章、緒論．．．．．．．．．．．．．．．．．．01 第一節、研究背景與動機．．．．．．．．．．．01 第二節、研究對象與目的．．．．．．．．．．．．03 第三節、研究方法與流程．．．．．．．．．．．．04第二章、文獻探討．．．．．．．．．．．．．．．．07 第一節、商業模式圖．．．．．．．．．．．．．．07 第二節、策略行銷 4C 架構．．．．．．．．．．．09第三章、產業與個案．．．．．．．．．．．．．．．12 第一節、臺灣茶產業概況．．．．．．．．．．．．12 第二節、華剛茶業介紹．．．．．．．．．．．．．18 第三節、華剛茶業轉型前後之商業模式．．．．．．24 第四節、華剛茶業轉型前後之策略行銷 4C 架構．．33 第五節、華剛茶業未來成長計畫與產業觀察．．．．38第四章、研究結論與建議．．．．．．．．．．．．．39 第一節、研究結論．．．．．．．．．．．．．．．39 第二節、實務建議．．．．．．．．．．．．．．．40 第三節、研究限制．．．．．．．．．．．．．．．42參考文獻．．．．．．．．．．．．．．．．．．．．43 | zh_TW |
| dc.format.extent | 1716480 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0109363067 | en_US |
| dc.subject (關鍵詞) | 華剛茶業 | zh_TW |
| dc.subject (關鍵詞) | 茶品牌 | zh_TW |
| dc.subject (關鍵詞) | 商業模式 | zh_TW |
| dc.subject (關鍵詞) | 策略行銷 4C | zh_TW |
| dc.subject (關鍵詞) | 轉型 | zh_TW |
| dc.subject (關鍵詞) | HWA GUNG TEA | en_US |
| dc.subject (關鍵詞) | Tea brand | en_US |
| dc.subject (關鍵詞) | Business Model Canvas | en_US |
| dc.subject (關鍵詞) | 4C Framework of strategic Marketing | en_US |
| dc.subject (關鍵詞) | Transformation | en_US |
| dc.title (題名) | 探討臺灣茶廠轉型茶品牌之行銷策略分析：以華剛茶業為例 | zh_TW |
| dc.title (題名) | A Marketing Strategy Analysis for the Transformation from Taiwanese Tea Factory to Tea Brand: A Case Study of HWA GUNG TEA | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 曾至賢(2007)，打開茶箱的故事 臺灣老茶店仔，清涼齋茶文化工作室出版Charles W. L. Hill, Melissa A. Schilling, Gareth R. Jones (2017). Strategic Management Theory 12th Edith巫立宇與邱志聖(2015)，銷售與顧客關係修訂版，新陸出版社。華剛茶業有限公司(2021)，華剛茶業出版品李紅曦、蔡憲宗、蔡偉皇、洪子淵、陳南宏(2019)，農政農情 326 期，邁向臺灣茶產業 3.0 之轉型契機與發展芻議何志峰、林浩鉅、何青儒 (2021)，北商學報 第 37 期，臺灣茶葉產業結構與經營模式的轉變周孟嫻(2014)，臺灣經濟研究月刊，我國茶葉加值策略分析行政院農業委員會茶業改良場，臺灣茶分類分級系統 TAGs 簡介，取自：https://www.tres.gov.tw/ws.php?id=3769行政院農業委員會茶業改良場，茶葉風味輪，取自：https://www.tres.gov.tw/ws.php?id=3727楊淑閔（2015年4月25日），農業雲 精品茶罐裝茶將分區，取自：https://www.cna.com.tw/news/afe/201504250148.aspx茶業改良場（2021年8月27日），推動國產好茶 茶改場 TAGs 分類分級評鑑登場，取自：https://howlife.cna.com.tw/local/20210827s010.aspx 行政院農業委員會茶業改良場，衛生安全製茶廠五星得獎名單，取自：https://teaquality.ttes.gov.tw/chhtml/fivestars.asp?cid=77泉芳茶莊官網，獲得農委會農業試驗所授權使用綠盾標章，取自：https://www.cftea.com.tw/index.php?module=news&mn=1&f=content&id=2685經理人雜誌，100 MVP Manager 2018 得獎名單，取自：https://edm.managertoday.com.tw/100mvp/2018mvp.html泉芳茶莊官網，泉芳軌跡，取自：https://www.cftea.com.tw/index.php?module=intro&mn=3 | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202200323 | en_US |
