食品公司投入生物技術產業對其經營績效影響之探討

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Title:	食品公司投入生物技術產業對其經營績效影響之探討
Other Titles:	A Study on operation performance for food firms'' biotechnology investment
Authors:	張萃中 Chang, Tsuey-Jong
Contributors:	陳景榮 Chen, Jing-Jung , Ph.D. 東海大學食品科學系
Keywords:	轉型;生物技術;經營績效;資料包絡分析法 Transformation;Biotechnology;Operation;Data Envelopment Analysis (DEA)
Date:	2004
Issue Date:	2011-05-19T07:15:11Z (UTC)
Abstract:	摘要本研究最主要之研究目的，即在探討食品企業投入生物技術產業與否對經營績效之影響，以及針對食品企業相對經營績效比較，提供績效較差的企業改善方向。研究對象為國內上市、上櫃的食品公司，共二十六家，其中包括上市24家及上櫃2家，並依投入生技產業與否將食品產業分為兩組進行績效比較，所使用之研究方法為資料包絡分析法，處理多項投入、產出以衡量各評估單位之相對績效，投入、產出之選擇分別為營業成本、營業費用、營業外費用與營業收入、營業外收入，效率值檢定方法則是使用Mann-Whitney法。研究結果發現，食品產業技術成熟，因此相對經營績效彼此差異不大，效率表現較為優異者以專注本業的公司為多，市佔率及銷售力則是統一企業一家獨大，規模效率分析結果，相對表現較佳之公司大部分沒有投入生技產業，有投入生技產業之食品公司，則多處於規模報酬遞減階段，需調整投入分配。在投入生物技術產業策略評估結果，發現投入生物技術產業與否之兩群組，在效率及效果上皆有顯著差異，沒有投入生物技術群組效率表現較佳，可能因為投入生技之成本過高，且回收期限長，因此對經營效率有負面影響，而有投入生物技術群組效果表現較佳，可能原因有二，一是生物技術附加價值高，一但產品上是可創造較高的利潤，二是投入生技較高成本，僅本身獲利能力佳的企業有能力投入。此外，投入方式，本業內部轉型與多角化轉型之策略效率並無顯著差異，效果則有顯著差異，以多角化轉型之群組表現較佳，此結果之原因，和投入生技策略效果較佳之原因類似，可能多角化獲利能力較佳，或是僅本身獲利能力佳企業有能力選擇需要大筆資金之多角化策略，因此建議食品公司在選擇策略時，除須評估獲利能力外，同時衡量公司本身之狀況。 Abstract This study focuses on how investments in the biotech industry affect the business performance of food firms, gives a rank table that compares the financial performances of different food firms, and provides strategies for improvements. 26 TSE and OTC firms in the food industry, including 24 Taiwan TSE firms and 2 OTC firms, were chosen and fell into one category or the other based on whether the company invested in biotechnology. Data Envelopment Analysis (DEA) was employed to evaluate the relative performance of each DMU. The input options were operating costs, operating expenses, and non-operating expenses. Operating revenues and non-operating revenue were chosen for output. Moreover, Mann-Whitney was used as the rank statistics for determining programmatic efficiency differences in this study. As the results indicate, all the chosen companies had relatively close business efficiencies because food industries have gone through eras of significant development and now possess mature technologies; however, the few companies that worked at the best efficiency were the ones that concentrated on improving areas in which they already excelled. Notably, UNI-PRESIDENT ENTERPRISES CORP. stood out among the others as the champion in terms of market share and marketing. The analysis of scale efficiency indicates that most companies with superior performances had no investments in the biotech industry, whereas food firms that had investments in biotechnology were at the diminishing returns to scale phase, and thus needed modifications in their resource distribution. Evaluation of the strategy of having investments in the biotech industry indicated that two groups (with or without investments in biotechnology) showed significant differences in efficiency and effectiveness. The group of firms without investments in biotech industry showed better efficiency. Reasons for this finding include the high expenses required to support research and development in biotechnology, and the long term waiting period for returning profit, both of which result in a negative effect on operation efficiency. Nevertheless, there are still two reasons for companies with biotech investments to have better effectiveness. First of all, biotechnology has a higher creativity value, which is beneficial to marketing, and offers higher profits once the products are on the market. Second, only the making superior benefit businesses have the ability to afford biotechnology investments. Furthermore, in the way of investments, there are no significant differences in the efficiency of internal transformation and diversification, but in terms of effectiveness, there do indicate some differences between them: the diversification group has better effectiveness. This is either because the diversification of biotechnology investments makes for better profits, or only the businesses with better profits have the resources to devote large funds needed for diversification. Therefore, evaluation of the feedback rate and self-examination of the capability to run a new business are recommended when food firms are considering the operation of new strategies.
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