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研究生:錢偉能
研究生(外文):CHEN, WEI- NENG
論文名稱:中國傳統草藥產業升級之探討 -以馬來西亞個案為例
論文名稱(外文):Investigation of Upgrading the Traditional Chinese Herbal Industry – A Case Study in Malaysia
指導教授:江淑惠江淑惠引用關係
指導教授(外文):CHIA,SHUI -HUI
口試委員:周繼儒吳怡芳江淑惠
口試委員(外文):JOU,ROSEMARYWU,IEE-FUNGCHIA,SHUI -HUI
口試日期:2017-07-04
學位類別:碩士
校院名稱:醒吾科技大學
系所名稱:行銷與流通管理系所
學門:商業及管理學門
學類:行銷與流通學類
論文種類:學術論文
論文出版年:2017
畢業學年度:105
語文別:英文
論文頁數:116
中文關鍵詞:傳統中藥產業服務創新專家訪談個案研究
外文關鍵詞:Traditional Chinese Herbal IndustryService InnovationExpert InterviewCase Study
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近幾年來,馬來西亞的傳統中藥產業面臨許多問題,人們越來越喜歡講究速度和現代服務的西藥或保健品,不喜歡步調慢的傳統中藥,本研究以信興祥參燕行來代表馬來西亞傳統中藥產業,針對現代化、數位化,和永续化三個重心加以探索,目的是找出讓傳統中藥產業能在現代社會和環境立足的方針。研究過程面談了53位忠實顧客和4位管理階層專家,問卷題項包含了與產業相關的SWOT分析、波特五力分析和服務創新等的問題,並用SPSS Clementine 12.0 來整理資料。研究發現大約10年前,興信祥引進新產品---“箭豬棗”,這即是產品與服務的創新之一,而客人的年齡和薪資所得是購買貴重產品的重要因素。就開分行而言,大部分客人希望興信祥新開一間藥膳中餐廳。信興祥參燕行的管理階層都認為創新和品牌是非常重要的,但是目前的訓練和相關計畫是不足的,為了使興信祥現代化,我們建議信興祥參燕行引進一些新的、容易服用的中藥產品,並重新定位品牌來符合大眾的喜好。為了使興信祥數位化,我們建議興信祥專注於網路行銷,因為類似雜貨店的中藥店在網上不適合開店,但是如果興信祥成功創造出專門解決客人健康問題的產品,就非常適合在網路上賣。為了使興信祥永续化,我們強烈建議興信祥給員工創新的訓練,我們也指出靚湯餐廳(興信祥旗下的餐廳)可能是讓興信祥參燕行永续的關鍵,精益創業的方式可以應用在推出新產品,導出新的中藥產業的商業模式。最後,我們以服務創新理論說明以上的重點。

關鍵詞:傳統中藥產業、服務創新、專家訪談、個案研究

Traditional Chinese Medicine (TCM) and herbs industry has been struggling in Malaysia. More and more people prefer quick and easy modern medicine and supplement. The goal of this research is to find out what it takes for a TCM retail to be adaptable in today’s environment. We will be using Soon Hing Cheong Ginseng Sdn Bhd (SHC) as an example. We will focus on 3 main category: modernization, digitalization, and sustainability. We have interviewed 53 loyal customers and 4 directors/managers of SHC. The questionnaires and interview questions to both loyal customers and directors managers will base on SWOT analysis, Porter 5 forces analysis, and Service innovation. We used SPSS Clementine 12.0 to analyse some of the data we collected. We found that SHC innovated 10 years ago to introduce a new product called “Porcupine Date”. The most important factors for customers to buy expensive and rather new products are age and income. Most customers prefer to see a new herbal restaurant than a new herbal retail shop if SHC decided to open a new branch. The managers all agreed that innovation and branding are important. However, little training and planning were being done to do both. For modernization, we have suggested SHC to introduce some herbal products that are easy to consume and rebrand the company to fit to mass market. For digitalization, we pointed out SHC, which is a grocery store style retail, does not work well online. We suggested SHC to focus on online marketing. However, if SHC is to revamp and rebrand, specific products that solve specific problems of consumers will work well online. For sustainability, we strongly suggest SHC to provide innovation training to their staff. We pointed out Oriental Bowl (OB), a subsidiary restaurant of SHC, might be a good way to increase the sustainability of SHC. We have suggested SHC to apply lean startup principal to test their new products and new business model in the future. We further elaborate the above points using Service innovation principals.

Keywords: Traditional Chinese Herbal Industry, Service Innovation, Expert Interview, Case Study

Table of Contents
摘要 I
ABSTRACT II
Acknowledgements III
Table of Contents IV
List of Figures VI
List of Tables VII
1. Introduction 1
1.1. Background of herbal shop in Malaysia 1
1.2. Possible future risk of traditional herbal shop business 2
1.3. The research purpose - Goal of changes 3
1.3.1. Modernization 3
1.3.2. Digitalization 3
1.3.3. Sustainability 4
1.3.4. Scope and limitations 4
1.3.5. The research process 5
1.3.6. The research structure 6
2. Literature reviews 7
2.1. Porter five forces analysis 7
2.1.1. The threat of substitute products or services 8
2.1.2. The threat of established rivals 10
2.1.3. The threat of new entrants 13
2.1.4. The bargaining power of suppliers 16
2.1.5. The bargaining power of customers 19
2.2. SWOT analysis 23
2.3. Service innovation 26
2.4. Lean startup 29
2.5. Organizational structure of SHC/OB 31
3. Research design/methodology 32
3.1. The research framework 32
3.2. Research method 34
3.2.1. Interview with loyal customers 34
3.2.2. Interview with directors 34
4. Results and discussion 35
4.1. Results and discussion of customer survey and interviews 36
4.2. Results and discussion of manager survey and interviews 49
4.2.1. Modernization interview/survey results and discussion 55
4.2.2. Digitalization Interview/survey results and discussion 61
4.2.3. Sustainability Interview/survey results and discussion 63
4.3. Porter 5 forces analysis of the traditional herbal business industry in aaaaaaMalaysia: SHC as an example 66
4.3.1. Threat of substitute products or services 66
4.3.2. Threat of existing rivals 67
4.3.3. Treat of new entrants 70
4.3.4. Bargaining power of suppliers 72
4.3.5. The bargaining power of buyers 74
4.4. SWOT analysis of SHC/OB 76
4.5. Den Hertog model of SHC 78
4.6. Service innovation in Soon Hing Cheong Ginseng Sdn Bhd 80
4.7. The application of lean startup 82
4.8. Demographic changes around SHC 83
5. Conclusion 84
References 87
Appendix 90
A. New product testing with lean startup – Crispy Summer 90
B. Questionnaire for loyal customers 92
C. Questionnaire for SHC managers 94
D. Photos of SHC and OB 101
E. Porcupine Date 103


List of Figures
Figure 1: The research process 5
Figure 2: Porter 5 Forces Analysis. 7
Figure 3: The 4 dimension of Service Innovation 26
Figure 4: The Lean Startup Cycle. 30
Figure 6: The Corporation relationship of SHC and OB 31
Figure 5: Research framework of this project 33
Figure 7: Age group of surveyed customers in SHC and OB 36
Figure 8: Income group of surveyed customer in SHC and OB 37
Figure 9: Product customers purchase most. 38
Figure 10: Online presence of SHC 39
Figure 11: Sample interpretation of the feedback by surveyed customers on what is aaaaaaaaaathe strength of SHC 40
Figure 12: Sample interpretation on surveyed customers’ written feedback about how aaaaaaaaaacan SHC improve 41
Figure 13: New branch customers desires. Customers seems to prefer healthy, herbal aaaaaaaaaameal the best. 42
Figure 14: An SPSS Clementine 12.0 analysis on the new branch preference of aaaaaaaaaacustomers. 43
Figure 15: Customer knowledge/acceptance about Porcupine Date 44
Figure 16: SPSS Clementine 12.0 analysis on the acceptance of Porcupine Date, using aaaaaaaaaaage and income group as the main separation. 45
Figure 17: Interpretation of surveyed customer written feedback on the question "In aaaaaaaaaawhat situation you would buy Porcupine Date". 47
Figure 18: Customer willingness to buy Porcupine Date online 48
Figure 19: Current den Hertog model for SHC. 78
Figure 20: Crispy Summer produced by SHC, selling RM 16 per box 90
Figure 21: Mini-mooncake/mochi idea found on japanese gourmet website. 91
Figure 22: The red building is where SHC and OB resides 101
Figure 23: A view of SHC 102
Figure 24: A view of OB 102
Figure 25: Different types of Porcupine Dates and its packaging 103

List of Tables
Table 1: A sample of how SWOT analysis is presented 25
Table 2: Innovation done by SHC in past 2 years 49
Table 3: Innovation outcome of SHC 49
Table 4: Effect of innovation on SHC expenses 50
Table 5: Important external innovation by SHC 50
Table 6: The effect of external innovation 51
Table 7: Revenue acquire from innovation 51
Table 8: Staffs that are constantly doing innovation 52
Table 9: Innovation training provided to staff 52
Table 10: Employment to innovate 52
Table 11: Investment for innovation 53
Table 12: Method SHC used to reward innovation 53
Table 13: GMP in SHC 55
Table 14: Importance of GMP 55
Table 15: Planning for GMP products 55
Table 16: Distributing/selling SHC products in other channels/retail spot/supermarket aaaaaaaaa 56
Table 17: Importance of being a product producer and distributor 56
Table 18: SHC business in China 56
Table 19: SHC plan in China 57
Table 20: Importance of China business to SHC 57
Table 21: Importance of starting new branch 57
Table 22: Planning for new branch 58
Table 23: Brand importance to SHC 58
Table 24: Existing brands SHC owns 59
Table 25: Online store presence of SHC 61
Table 26: Importance of selling online 61
Table 27: Importance of online marketing 61
Table 28: Importance of innovation 63
Table 29: Importance of Scientific research 63
Table 30: Entrepreneurship within SHC 64
Table 31: The SWOT analysis of SHC 76


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