A Study of Entry Strategy of Craft Beer Industry in Taiwan
Date Issued
2014
Date
2014
Author(s)
Sung, Cheng-Han
Abstract
Taiwan has its unique path of beer industry development. Taiwan and Japan are both beer-importing countries with development model that beer exists before beer breweries are set. However, started in 1933, the long-term government monopoly of beer has unified the flavor of Taiwanese beer market, making it more difficult for new breweries to operate in terms of beer manufacturing, channel development and branding after deregulation of private beer-brewing in 2002 even though they possessed good brewing skill and were able to brew high quality craft beer. The number of firms that success and still operate in the craft beer industry is far less than those left the market. Therefore, the business models firms adapt are critical when entering craft beer market.
This study investigates thoroughly the influence of government monopoly of beer on the beer culture in Taiwan and develops business model for craft beer market in Taiwan based on the collection and analysis of primary data and secondary data. The business model is also evaluated by five forces analysis and value net to make sure its competitiveness. Finally this study concludes four managerial advices as references for both existing and potential entry firms. First, firms should actively cooperate with various roles in craft beer industry to create more opportunities. Second, potential firms can leverage the trend of collaborating with other breweries to brew beer instead of owning brewery itself so that firms can focus limited resources on marketing and branding. Third, firms should emphasize on channel development, including on-trade and off-trade channels. Fourth, when generating strategy, firms should focus on the value creation and delivery so that more opportunities will be took into consideration.
Subjects
精釀啤酒
商業模式
價值網
五力分析
Type
thesis
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ntu-103-R00724075-1.pdf
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