台灣日本酒代理商的創業歷程之研究

Abstract

近年來，台灣的日本酒市場在蓬勃發展。然而，針對日本酒代理商創辦人之創業歷程的相關學術研究仍相當有限。本研究旨在探討台灣的日本酒代理商創辦人，於高度不確定的跨境經營環境中，如何面對產品之高替代性、高關稅、以及通路受限（如禁止網路銷售）等結構性障礙，並運用其個人經驗、文化理解與人脈，建立商業模式。本研究採用質性研究方法，透過對三位台灣日本酒代理商創辦人的半結構式深度訪談蒐集資料並運用紮根理論進行分析。此外，為補充供應鏈上游觀點，本研究亦輔助性地對一位日本酒造（釀酒廠）代表進行了訪談。理論基礎則採用創效理論（Effectuation Theory），以探討創辦人的決策邏輯與行動模式。研究核心問題聚焦於（1）創辦人過去的生活與工作經驗中，何者成為其機會辨識的觸發契機、（2）創辦人如何動員人脈以取得關鍵資源並建立有效的銷售通路、以及（3）意外事件如何觸發創辦人重新配置其可用資源。關於研究發現，首先，創辦人運用其日本酒專業知識，在創效理論的「可承受損失原則」框架下，將此知識作為一種重要的「槓桿資源」，透過演講、教育訓練等看似低短期收益的活動，獲取市場信任與人脈，進而創造新的商業機會，此舉超越了傳統對該原則僅限於風險最小化的理解。其次，台灣日本酒代理商的角色已超越傳統的出口中介者，他們實質上同時扮演著品牌共創者、文化轉譯者與戰略中介者的多重角色。這些創辦人深度嵌入於台日雙邊的文化與經濟脈絡之中，不僅負責商品的輸入，更積極共同塑造品牌形象以及市場認知的重塑，於上游的日本酒藏與下游客群之間建立信任的橋樑。本研究的貢獻在於補充了跨境文化性商品相關之創業理論，特別是在創效理論於此脈絡下的應用，並對「可承受損失原則」提出了資源槓桿化的詮釋。同時，研究成果亦對未來有意投入日本酒代理產業之創業者，以及相關政策的推動者，提供了具體的實務參考與策略啟示，以期促進該產業在海外市場的發展。In recent years, Japanese sake market in Taiwan has witnessed remarkable growth. However, academic research on the entrepreneurial processes of founders of Japanese sake distributors remains limited. This study aims to explore how founders of Japanese sake distributors in Taiwan navigate a highly uncertain cross-border business environment, confronting structural obstacles such as high substitutability, high tariffs, and channel limitations (e.g., prohibitions on online sales), by leveraging their personal experiences, cultural understanding, and networks to build business models.This research adopts a qualitative methodology, collecting data through semi-structured in-depth interviews with three founders of Taiwanese Japanese sake distributorships. Additionally, to understand the upstream supply chain’s perspective, a supplementary interview was conducted with one representative from a Japanese sake brewery (Sakagura). The collected data was then analyzed using grounded theory. Effectuation Theory serves as the theoretical foundation to dissect the founders' decision-making logic and action patterns. The core research questions focus on: (1) which prior life and work experiences of the founders triggered their opportunity recognition; (2) how founders mobilize their networks to acquire critical resources and establish effective sales channels; and (3) how unexpected events trigger founders to reconfigure their available resources. The findings reveal, firstly, that founders leverage their professional knowledge of Japanese sake within the "affordable loss principle" framework of Effectuation Theory. They utilize this knowledge as a crucial "leveraged resource", creating new business opportunities by engaging in seemingly low short-term return activities such as lectures and educational training, thereby gaining market trust and networks. This approach transcends the traditional understanding of the principle as merely minimizing risk. Secondly, the role of Taiwanese Japanese sake distributors has surpassed that of traditional export intermediaries; they effectively act as brand co-creators, cultural translators, and strategic intermediaries. These founders are deeply embedded in the bilateral cultural and economic contexts of Taiwan and Japan, not only importing products but also actively participating in the co-creation of brand value and the reshaping of market perception, thereby building bridges of trust between upstream Japanese sake breweries (Sakagura) and downstream customer groups.This study contributes to the entrepreneurial theory related to cross-border cultural products, particularly in the application of Effectuation Theory within this context, and offers a resource-leveraging interpretation of the"affordable loss principle." Furthermore, the research findings provide concrete practical references and strategic insights for aspiring entrepreneurs in the Japanese sake distribution industry and for relevant policymakers, aiming to promote the development of this industry in overseas markets.