咖啡業者永續策略之探討

Abstract

本研究旨在探討台灣咖啡產業的永續策略實施情形，本研究依照經營規模與商業模式將業者分為國際連鎖品牌、本土連鎖品牌、本土新創品牌與獨立咖啡店四大類，並選擇聚焦於本土咖啡店的上游、中游、下游產業鏈。研究方法方面，透過半結構深度訪談進行資料搜集，接著利用PEST總體環境分析與司徒達賢教授之策略矩陣六大構面，深入分析業者在公平貿易、碳足跡減量、環保包裝與在地採購等永續策略上的具體做法與調整歷程。研究發現：其一，內外部資源明顯影響業者策略選擇，上游業者憑藉地利與自然農法塑造差異化特色；中下游業者仰賴多元通路與消費者教育推廣循環經濟；獨立咖啡店則以直接貿易與品牌故事強化情感連結。其二，競爭優勢源自於明確的策略選擇與價值主張，透過差異化的永續策略有助於吸引目標客群。此外，消費者對永續產品的認知與接受度仍為推動永續策略的重要瓶頸，因此消費者教育與品牌推廣十分重要。同時，咖啡業者也面臨規模經濟難以實現的挑戰，尤其在成本控制上，中小型業者壓力更大。此外，政府的永續政策與法規一方面推動業者採取積極行動，另一方面卻帶來相應的合規成本負擔。

綜上所述，本研究提供台灣咖啡產業在推動永續策略上的實務參考，建議業者需充分考量內外部資源及環境前提，審慎設計永續策略，並以此創造差異化競爭優勢，方能有效提升市場競爭力並實現永續發展目標。This study aims to explore the implementation of sustainable strategies in Taiwan's coffee industry. Based on business scale and commercial models, operators are categorized into four major types: international chain brands, local chain brands, local startup brands, and independent coffee shops. The study focuses on the upstream, midstream, and downstream supply chains of local coffee shops. In terms of research methods, data was collected through semi-structured in-depth interviews. Subsequently, using PEST macro-environmental analysis and the six dimensions of strategic matrix, the study conducted an in-depth analysis of the specific practices and adjustment processes employed by businesses in sustainable strategies.The study found that, first, internal and external resources significantly influence business strategy choices. Upstream businesses leverage geographical advantages and natural farming methods to create unique characteristics. Midstream and downstream businesses rely on diverse distribution channels and consumer education to promote the circular economy. Meanwhile, independent coffee shops strengthen emotional connections through direct trade and brand storytelling. Second, competitive advantages stem from clear strategic choices and value propositions and differentiated sustainable strategies help attract target customer groups. Additionally, consumers' awareness and acceptance of sustainable products remain a significant bottleneck in promoting sustainable strategies, making consumer education and brand promotion crucial. Meanwhile, coffee businesses face challenges in achieving economies of scale, particularly in cost control, with smaller businesses bearing greater pressure. Furthermore, government sustainable policies and regulations, while encouraging businesses to take proactive actions, also impose corresponding compliance costs.

In summary, this study provides practical references for Taiwan's coffee industry in advancing sustainable strategies. It is recommended that businesses thoroughly consider internal and external resources and environmental conditions, carefully design sustainable strategies, and use these to create differentiated competitive advantages.