本研究旨在探討農會多角化經營，在金融自由化導致信用部獲利衰退後，農會開始著重於經濟部門的發展，如何以多角化經營的做法突破困境，以何種產品及策略作為多角化發展的方向，過程中及未來所面臨的考驗與挑戰。研究對象以嘉義縣三個具有自有品牌的基層農會為個案，本研究資料蒐集為半結構式訪談及農會本身規劃多角化時之構想書為主要來源。 主要的研究發現包括：（1）以照顧農民收益及兼顧農會發展為初衷；（2）以特色農產品為核心競爭力，以與本業高度相關的進入策略為手段；（3）以農民為最大資源，以既有資源做多角化經營時之運用；（4）降低因信用部獲利衰退導致影響農會營運，因此另闢戰場，投入市場競爭，希望在不同領域追求成長的機會，以保持農會的競爭力而能永續經營。 This study aims to investigate diversified development of Farmers’ Association. After financial liberalization caused the declines of credit department in profit, Farmers’ Association began to emphasize on the development of economic department, such as how to breach the bottleneck through diversified development, use what product and strategy as the direction of diversified development, and the tests and challenges they may face with in the process or future. 3 grassroots farmers’ association with their own private labels serve as case study objects and the data collected are semi-structured interview and the main resources for diversification plans of farmers’ associations’ own idea books. The main research findings include：1. The original goal is to concern both the incomes of farmers and the development of farmers’ associations; 2. The core competitiveness is shown in characteristics of agricultural products and entrance strategies into highly related fields with our industry are applied; 3. Farmers are the greatest resource, which can act in concert with the diversification of existing resources; 4. Lower the influences caused by the profit declines of credit departments and prevent it from influencing the services provided by farmers’ association. Thus, another battlefield was chosen to undergo market competitions, and they hoped to pursue growth opportunities in different fields so as to maintain their competitiveness and sustainable development.
