Competitive Advantage of Resources Condition Illustrated by the Case of Beer in Taiwan Tobacco and Wine Board--An Application of Resource-based Theory

• Main Authors: Wen-Bing Kuo, 郭文彬
• Other Authors: Jaw-Ming Chen
• Format: Others
• Language: zh-TW
• Published: 2001
• Online Access: http://ndltd.ncl.edu.tw/handle/12081070297820457660

碩士 === 國立交通大學 === 經營管理研究所 === 89 === Under the change of monopoly system leading by government, beer industry has been changing from monopoly to perfect competition gradually in Taiwan. In the meantime Taiwan Tobacco and Wine Board (TTWB) will face the pressure of liberalization and privatization. The purpose of this study applies Resource-based Theory that establishes the relations between "resources condition" and "competitive advantage" in Taiwan beer industry, and then compares resources strength and weakness of TTWB and those of competitors. Furthermore, based on Grant’s strategic analysis framework, this study provides suggestions that how do TTWB utilize and modulate resources to form sustained competitive advantage. The research methodology in this study includes two stages. First, applying longitudinal method to study the internal and external environment of TTWB, and then establishing dimensions to measure beer competitive advantage and resource variables. The data is derived from literature investigation, observation, and interview. Second, using cross-section method to survey the strength and weakness of comparative resources condition between TTWB and competitors, which was using judgment sampling method, and then proceeding questionnaire survey aims at management level of production, marketing department, and other related personnel of beer sector in TTWB. Finally, processing data analysis by using statement statistic approach , which includes frequency distribution , percentage , the weighted averages method, and mode. Major findings which aims at beer sector of TTWB in this study are as below: 1.Identify resources: Resources advantages consist of tangible and intangible assets , however major part is intangible asset due to monopoly system and first-mover of market. The weakness of resources is organization itself and employees’capabilities due to inertia. The reflections to competitive advantage dimensions are mutual difference. 2.Affirm capabilities: Production capability is better than marketing capability. Furthermore, those intensive distribution channels are not attributed to long-lasting cooperation of partnership, but "pulling force" and "inertia" of customers. 3.Evaluate potential of rent-earning: Comparing to competitors, the resources advantage in TTWB is "uniqueness", however, the "defensibility" is relatively low in TTWB. Therefore, TTWB needs to modulate resources allocation first and enforce organization capability which can escalate " barriers of imitation". 4.Formulate strategy: First, Choosing cost strategy based on resources advantages of location and equipment is to keep market share. Second, using resources of brand name, prescription, word-to-mouth, distribution channels, and differentiation strategy can expand market share and raise profit. Third, strengthening resource of "capability" is to increase defensibility. 5.Identify resources gaps: provide suggestions of resources adjustment that fits strategic alternatives and recovers resources gaps based on company, business and function three levels.