英文有句名言：「Good Food is Good Mood」，意指美食能帶來好心情。自 1970 年代台灣經濟起飛後，本土零食產業蓬勃發展，孕育多項經典品牌。然而，近年市場競爭加劇，消費需求快速變化，使新進品牌在市場切入、品牌建立與顧客關係經營上面臨更多挑戰。本研究以韓國零食公司 SC Taiwan 為個案，運用邱志聖教授提出之「策略行銷 4C 架構」分析其品牌於台灣市場的交換效率與策略邏輯。

4C 架構指出：Marketing Exchange Efficiency = F(Cost₁, Cost₂, Cost₃, Cost₄)。研究結果顯示：
 Cost₁ 外顯單位效益成本：SC Taiwan 以 Dorly 之大包裝、高 CP 值產品切入 Costco，降低消費者的價格敏感度與購買門檻。
 Cost₂ 資訊搜尋成本：SC Taiwan 透過 Costco 高信任度通路及社群平台的開箱擴散，提升新品能見度並縮短消費者的資訊搜尋過程。
 Cost₃ 道德危機成本：SC Taiwan 與具國際認證之 OEM 工廠合作，並符合 Costco 食品安全審核（如 FSSC 22000），有效提升通路與消費者的信任度。
 Cost₄ 專屬陷入成本：母公司SC Korea 具跨國供應鏈經驗並於多國 Costco 穩定上架，使台灣 Costco 降低更換供應商成本，形成通路端的專屬黏著；同時 Costco 會員對進口品接受度高，也強化消費者層面的品牌專屬性。

綜合分析，本研究證實 4C 成本架構能有效解構進口品牌於台灣市場的進入策略，並揭示 SC Taiwan 在成本管理、通路布局與消費者經營上的關鍵成功因素。本論文主要聚焦於 SC Taiwan 創始初期於 Costco 的發展策略，至於其他通路的拓展，則留待未來研究進一步探討。研究發現亦可作為其他外國零食品牌制定台灣市場策略之實務參考。

There is an English saying, “Good Food is Good Mood,” highlighting how enjoyable food can elevate one’s emotional well-being. Since Taiwan’s economic rise in the 1970s, the domestic snack industry has flourished, giving birth to numerous iconic brands. However, intensifying market competition and rapidly changing consumer preferences in recent years have posed increasing challenges for new entrants in terms of market penetration, brand building, and customer relationship management. This study examines SC Taiwan, a Korean snack company, as a case example and applies Professor Chiu Chih-Sheng’s 4C Strategic Marketing Framework to analyze its marketing exchange efficiency and strategic logic in entering the Taiwanese market.

The 4C framework states that Marketing Exchange Efficiency = F(Cost₁, Cost₂, Cost₃, Cost₄). The findings indicate the following:
 Cost₁: Explicit Unit Benefit Cost — SC Taiwan leveraged large-pack, high-value Dorly products to enter Costco, lowering consumers’ price sensitivity and purchase barriers.
 Cost₂: Information Search Cost — SC Taiwan utilized Costco’s high-trust platform and the amplification effect of social media unboxing content to increase product visibility and reduce consumers’ information search efforts.
 Cost₃: Moral Hazard Cost — SC Taiwan collaborated with internationally certified OEM manufacturers and met Costco’s stringent food safety requirements (e.g., FSSC 22000), effectively strengthening trust among both channel partners and consumers.
 Cost₄: Asset Specificity Cost — With extensive cross-border supply chain experience and stable listings across multiple Costco markets, SC Taiwan reduces the switching costs for Costco Taiwan, enhancing channel loyalty; meanwhile, Costco members’ high acceptance of imported products reinforces consumer-level brand specificity.

Overall, this study demonstrates that the 4C cost structure serves as an effective analytical tool for understanding the market entry strategies of imported snack brands in Taiwan. The findings reveal key success factors for SC Taiwan—such as cost management, channel strategy, and consumer engagement—and provide practical insights for other foreign snack brands seeking to enter the Taiwanese market.

一、中文文獻
邱志聖（2020）。《策略行銷分析：架構與實務應用》（第五版）。台北：智勝文化事業有限公司。

陳世宗（2024）。2024 台灣零售業版圖：綜合商品零售業產值突破 1.5 兆。《商業周刊》，1904，32–35。

二、英文文獻
Alderson, W., & Martin, M. W. (1965). Toward a formal theory of transactions and transvections. Journal of Marketing Research, 2(2), 117–127.

Euromonitor International. (2024). Snacks in Taiwan 2024.
（原報告引用內容：台灣零食市場於 2023 年規模約新台幣 620 億元，2024–2028 預估 CAGR 約 2–3%。）

Mobility Foresights. (2024). Taiwan Snack Packaging Market 2024–2031.
（原數據：包裝零食市場將自 2025 年 23.7 億美元成長至 2031 年 38.9 億美元，CAGR 8.6%。）

三、 參考網站
未來流通研究所（2024）。【商業數據圖解】2024 台灣「零售與電商」產業市佔率英雄榜。
（內容指出：2024 年便利商店產業規模約新台幣 4,235 億元、年增 5.4%。）
https://www.mirai.com.tw/2024-taiwan-retail-and-e-commerce-industry-market-share-rankings/