台灣中小型彩妝代工業轉型初探以恒亞企業為例

Abstract

根據調查報告指出，2016年台灣美妝品出口額為6.6億美元，成長率16.1%，高於2015年台灣對全球的出口成長率，2017年1至4月成長率更達17.6%，亦高於台灣總出口總額13.56% 的成長率。諸多數據顯示，台灣美妝品製造業實力堅強，且受國際品牌及市場認可，潛力不容小覷。 然而，隨著網路科技快速演進，電子商務與實體通路發展日新月異，消費者喜好及全球市場結構變化，也都挑戰著傳統美妝 (彩妝+保養品) 產品研發、銷售服務與接單製程。此報告，筆者以彩妝專業實務經驗，將初探台灣中小型彩妝代工業如何面對此趨勢浪潮以及可行的因應措施，並將以恒亞企業為例，探討可執行的轉型策略方向。 首章為緒論，包含研究緣起、動機與目的。第二章，探討彩妝產業起源與演進，淺談產品與市場重要趨勢，並從各研究資料報告，分析中東、歐美、亞洲市場以及台灣彩妝內外銷現況。第三章，筆者研究方法採用文獻回顧法，初探台灣彩妝業產業鏈結構變化，並以恒亞為個案研究。第四章，探討中小型彩妝業者未來可能的轉型因應對策，以超過一甲子歷史的恒亞為實務案例，就市場開拓、產品研發、製程調整、組織改造以及行銷管理等層面，作較深入探討與建議，並提出三大營運轉型計畫--新研發、新製程、新市場。第五章結論，創新升級、轉型再造是企業因應變局的不二法門，唯有掌握時機啟動轉型，方能在混沌不明的賽局中勝出。 最後，期許此報告有助於台灣中小型彩妝代工企業轉型，藉筆者的探討架構與分析方式，扣緊彩妝產業發展趨勢，在變化多端的全球彩妝市場中，找到成功契機。Abstract According to the survey report, Taiwan's cosmetics exports in 2016 amounted to USD 660 million, up 16.1%, higher than Taiwan's global export growth rate in 2015. January to April of 2017, up 17.6%, which is also higher than 13.56% for Taiwan's total exports growth rate during same period. Many data show that Taiwan's cosmetics industry is sturdy, and recognized by international brands and markets - potential should not be underestimated. However, with the rapid development of internet and digital technology, the expeditious advancement of e-commerce and physical channels, ever-changing consumer preferences, and changes in the global market, sales-n-services model as well as order processing of traditional beauty (make-up and skin care products) industries are being challenged. The author, with profound knowledge and experience in make-up industry, will give preliminary exploration on what countermeasures that Taiwan's small and medium-sized cosmetics industry can take to overcome the foreseeable tides and industry changes; the author will take Heng Ya Biotechnology Co as an example, to discuss possible transformation directions and strategies. Chapter one is the introduction, including research origin, motivation and purpose. Chapter two discusses the origin and evolution of make-up industry and important trends in products and markets, and from research data reports, analyzes current cosmetics sales in the Middle East, Europe, America, Asia and Taiwan. In Chapter three, the author uses literature review method to explore changes of supply-chain structure in Taiwan make-up industry; Heng Ya Biotechnology Co. is taken as a reference study to explore possible transformation actions. In Chapter four, based on Heng Ya Biotechnology Co’s 60 years of practical experiences, further studies how to develop new market, change product R&D and production process, make organizational adjustment, as well as managing marketing activities – three major transformation strategies are proposed: new R&D, new process, and new market. Chapter five concludes, in the dynamic world, enterprises must innovate, transform and restructure, only those who seize the right timing and take action, will win. Finally, hope this report can provide preliminary guidance to Taiwan’s small and medium-sized make-up OEMs; the suggestive frameworks on whatand how to monitor trends and alternative solutions can assist seeking next wave of success in the global make-up industry.