2016年6月，臺灣知名飲料連鎖店貢茶在南韓的子公司韓國貢茶公司（GongCha Korea）和母公司簽署意向書，將以1,000億韓元（新台幣28.1億元）收購母公司。臺灣默默無名的貢茶品牌，居然在海外發展出中國750家店及韓國370家店，甚至演出罕見的逆向收購戲碼。
本個案為創業與危機管理的展現，個案描述現今中國貢茶品牌及臺灣統茂旅館集團施總裁，於2010年發覺本土旅館集團成長瓶頸，及臺灣內需市場戰國群雄的亂局後，開始尋易(異)地崛起的機會，2011年決定西進大陸發展，並投入手搖茶飲市場，要克服跨產業的困難、兩岸市場的差異、大陸市場的競爭、各種資源的整合，還要承擔不斷燒掉的資本。歷經一年的內部調整及外部研究觀察，並將長年的旅館管理經驗引進新事業中，施總裁萬事俱備並開始執行展店策略，在2012迅速成長至100家店。
2013年，展店間數達到150間，看似順利的狀況，但結果與施總裁心中預期尚有落差，令施總裁心中危機感萌生，重新盤點企業資源，並開始進行品牌文化導入及市場區隔，要兼顧品質、市場接受度及展店速度，施總裁是如何做到的？
2016年，中國貢茶總共開出750家店！此時，因為技術外流及品牌模仿，山寨貢茶已高達2,500家，施總裁面對後有追兵似的競爭激烈的手搖茶飲市場，及後有猛虎般的山寨品牌威脅，他如何突破重圍？？？
施總裁只說：「雖小道，必有可觀者焉，致遠恐泥，是以君子不為也。」

In June 2016, GongCha Korea, a subsidiary of the well-known bubble tea in Taiwan, have signed a letter of intent to acquire the parent company for KRW 100 billion (NT $ 2.81 billion). A Taiwan’s non-famous bubble tea brand, actually in the overseas development of 750 stores in China and South Korea 370 stores, or even a rare show reverse acquisition.
This case is to show the Entrepreneurship & Crisis management. It described Dr. Shih tried to dig out the success opportunity in other place after found out the local hotel group growth bottleneck and the chaos market in 2010. He decided to enter to China for bubble tea business. At the same time, he needs to overcome the difficulties of industries crossing, cross-strait market differences, the China market competition, all the resources integration, but also bear the burn capital. After one year of internal adjustment and external research and observation, and years of experience in hotel management into the new business, Shih President and everything is ready to implement store strategy in 2012, the rapid growth of 100 stores.。
In 2013, the number of stores reached 150, the situation seems to be smooth, but there was still be gap from what Dr. Shih expected. Meanwhile, Dr. Shih felt business crisis, so he reviewed the enterprise resources, and began to introduce the brand culture and market segmentation. How did Dr. Shih do to take into account the quality, market acceptance and expansion of shop?
In 2016, the number of shops reached to 750. Meanwhile, since the technology outflow and brand imitation, the number of cottage shop has been as high as 2,000, what will Dr. Shih do to break through the encirclement when faced to the highly competitive drinking market and the more and more cottage shops?
Dr. Shih only said: Even in inferior studies and employments there is something worth being looked at; but if it be attempted to carry them out to what is remote, there is a danger of their proving inapplicable. Therefore, the superior man does not practice them."

目錄
摘要 I
ABSTRACT IV
謝誌 VI
目錄 VII
圖目錄 IX
表目錄 XI
1 個案本文 1
1.1 中國貢茶 2
1.2 西進挑戰 4
1.2.1 綜合茶飲市場 4
1.2.2 奶茶市場 5
1.2.3 奶茶加盟成本(以貢茶為例，幣別：人民幣) 6
1.2.4 奶茶加盟品牌(抽樣數：67) 8
1.3 萌芽期之破繭而出：由4間到150間 11
1.3.1 成長瓶頸 12
1.3.2 西進抉擇 12
1.3.3 幸福方程式 14
1.3.4 水到渠成 16
1.4 成長期之枝繁葉茂：由150間到500間 21
1.4.1 加盟紅海 22
1.4.2 管理新思維 23
1.4.3 破壞式創新 23
1.5 成熟期之潛圖問鼎：競爭對手虎視眈眈 26
1.6 個案重要事蹟時間軸 27
2 教學指引 28
2.1 個案總覽 28
2.2 教學目標與適用課程 29
2.2.1 教學目標 30
2.2.2 適用課程 30
2.3 學員課前準備 31
2.4 學員問題討論 31
2.5 個案分析 32
2.6 管理議題與參考答案 32
2.7 教學建議 46
2.8 板書規劃 47
3 參考文獻 49

圖目錄
圖1：四雲奶蓋貢茶 註冊商標 3
圖2：重要品牌進駐時間 6
圖3：奶蓋貢茶歷史脈絡 15
圖4：幸福夥伴方程式 16
圖5：品質的堅持 17
圖6：供應鏈品質 18
圖7：生產鏈品質 18
圖8：服務鏈品質 19
圖9：門市效果 19
圖10：歷年店家數 20
圖11：中國展店佈局 20
圖12：歷年員工人數 21
圖13：產品創新研發 24
圖14：享樂適應 25
圖15：山寨仿冒品 26
圖16：個案重要事蹟時間軸 27
圖17：中國貢茶四階段 29
圖18：總體環境的角色 33
圖19：兩種基本競爭優勢 34
圖20：三種基本競爭策略 34
圖21：三個成長層次的定義 36
圖22：七度自由空間 38
圖23：成本與當地回應壓力象限圖 40

表目錄
表1：貢茶加盟政策 6
表2：貢茶加盟費 7
表3：貢茶利潤分析 7
表4：貢茶加盟品牌抽樣分析 8
表5：各種市場競爭特徵比較 10
表6：教學目標 30
表7：適用課程 30
表8：Porter三種基本策略的特徵 35
表9：進入模式的優缺點 41
表10：課程時間配置規劃 46

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