顶新国际集团进入中国大陆，1992年推出“康师傅”方便面，迅速取得了方便面市场的领导地位，现在已经成为全球最大的方便面生产商。本报告通过实地调研和文献研究，以案例研究的形式，评述了它从一个名不见经传的台湾油脂厂发展成国际大集团的发展历程，对其竞争策略进行了总结。报告主要容包括：问题的提出；顶新国际集团介绍；发展历程概述及理论总结； “康师傅”方便面的竞争策略，包括方便面行业概况及顶新和统一的竞争；顶新国际集团的事业整合战略，包括事业水平发展（糕饼、饮品和德克士速食连锁）和垂直发展（乐购连锁超市）。最后，揭示了顶新在中国成功的经验和启示。在集团业务组合战略方面，顶新以方便食品为核心，进行横向和纵向的整合，在饮品和流通领域取得了新的成绩。在产品营销方面，顶新成功实施了产品、定价、促销和渠道策略，使“康师傅”品牌家喻户晓；特别是实施“通路精耕”策略，卓有成效地管理了经销商，缩短了产品到达消费者的时间。这些经营上的独到之处，值得国内企业借鉴。

Tingsin International Group Started its convenience noodle business in Mainland China from 1992, and now it becomes the leading brand in China and the largest noodle producer in the world. This case study report aims to review the development of Tingsin and its competitive strategy, through on-the-spot research and literature research.This report includes the following content: company profile, strategic review of Tingsin’s development; industry review and competition status; Tingsin’s business integration (lateral and vertical). The key factors of its success are also indicated.Tingsin integrates its business based on convenience noodle business, successfully expanding into soft drinks and supermarket business. Tingsin has been implementing its marketing strategy (4P), especially its “Channel Ploughing” strategy, which built up its competitive advantage and help “Mr. Kon” become one of the most famous brand in China. All these competitive strategy deserves domestic enterprises’ study and reference.