自由化、國際化是全球發展的趨勢，為了尋求企業的永續發展，成長是企業永遠必須面對的問題。企業追求成長除了可透過內部資源外，亦可藉由併購、合資、策略聯盟等外部運作。金融風暴過後，全球食品市場已開始洗牌，品牌之間一進一退，差距正在拉大。當各國食品業在全球化浪潮下紛紛以併購提升其競爭優勢之際，台灣食品業者欲在國際市場上佔有一席之地，實需針對併購之關鍵成功因素做深入探討，以期快速提升經營綜效、創造更高的價值鏈並拉大與競爭對手之差距。

由於本論文所研究之產業別鮮少有學者投入研究，為了豐富內容的深度與廣度，本研究採以質性及量化研究併行運用，首先參酌國內外各學者專家的理論基礎及相關論文文獻、並訪談我國食品界富知名度且具併購實務經驗之業者，彙總建構出我國食品業併購之16項關鍵成功因素，然後依據上述結果發展問卷，使用層級程序分析法(Analytic Hierarchy Process, AHP)驗證質性的結果。

研究結果顯示，整體專家對於16項關鍵成功因素之重要順序前5項為「傳達保證予主要客戶，並維持服務水準」、「目標公司是否處於有利的產業趨勢」、「具有豐富處理合併經驗的專業人士」、「併購目標須符合公司長期發展策略」以及「人力資源的整合及訓練(包含：人員留任或資遺規劃)」。
本研究旨在對我國食品業於併購時提供具本土意義之建議，使業者易於掌握其關鍵成功因素以達事半功倍之效益。本文之貢獻乃是能提供給我國食品業的經營者在本身資源有限之前提下，做最有效的資源配置與投入時程，以增加併購案之成功機率。

Under the global trends of liberalization and internationalization, growth is a key issue in relation to the sustainable development of enterprises. Growth can be achieved not only through the utilization of internal resources but also by such exterior operations as mergers, equity joint ventures, strategic alliances, etc. After the economic tsunami struck in 2009, the global goods market changed, with the ranking of brands shifting. Although mergers are continuing to take place in order for companies to gain a competitive advantage in the era of globalization, the key elements for ensuring the success of mergers still need to be explored and management synergy efficiently enhanced to strengthen value chains, if Taiwan’s food companies are to secure their desired place in the global market.

The food industry, in this regard, has been little researched; in order to obtain a deeper and more comprehensive understanding, this study adopted qualitative and quantitative research, in which theories and relevant literature by local and overseas scholars and experts were first examined, followed by interviews arranged with Taiwan’s renowned and merger-experienced enterprises. A total of 16 key elements for successful mergers are listed and finally, based on a questionnaire compiled according to the above results, Analytic Hierarchy Process (AHP) was employed to examine the results of the qualitative research.

The study results show that 5 of the 16 key factors are: “assurance for the customers; maintenance of service quality”, “the competitive edge of the enterprise”, “professional personnel experienced in merger operation”, “merger goals that meet the long-term corporate development strategy”, and “integration and training of human resource (including continuing employment and lay-off arrangement).”

This study aimed to offer suggestions for ensuring successful merger particularly suited for the local food industry, so that the key success factors can be better realized in actual operations. On the premise of limited resources available among local food companies, the focal contribution of this study was to serve as reference for the most effective resource deployment and work scheduling in order to enhance the successful implementation of merger plans.

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