臺灣博碩士論文加值系統

台灣市場外食人口逐年增加，外食市場日益擴大。經市場分析小火鍋餐飲佔比排名為第四名，小火鍋產品發展趨勢也呈向上發展。因此個案公司A決定評估投入小火鍋市場的可行性。個案公司A的成敗關鍵為商業模式是否可行，因此本研究運用策略鑽石模型,活動範疇:我們要在那裡活動?產品類別、市場區塊、地理區域、核心技術、價值創造階段，手段:我們如何達成目標？內部發展、合資、特許/經銷、購併，發展階段:我們怎麼快速且持續的移動？擴展速度:行動順序，差異化因子:我們如何贏得市場？形象:客製化、價格、式樣、產品信賴度，經濟邏輯:我們如何獲得利潤？藉由規模優勢降低成本，藉由範疇、口碑優勢降低成本，以優異的服務來提高價格，提供優質的環境來提高價格，提供獨特的產品來提高價格。及商業模式藍圖理探討分析競爭者的策略、商業模式及競爭者的市場缺口，進而擬定個案公司A的發展策略及商業模式。個案公司A再依據研究分析結果擬於2014年底，創立一家小火鍋餐廳測試店，來檢視其商業模式，待商業模式正確後再複製形成連鎖餐飲品牌。本研究以創業觀點並運用質性研究來探討分析，期望為個案公司A及連鎖小火鍋餐飲業者提供較正確，且較有機會成功的商業模式，為餐飲業提供個人一點點貢獻。本研究訪談競爭者過程中，訪談內容涉及技術及公司機密被訪談人有些保留，因此對本研究有些微影響及限制。

Taiwan market outside eating population increases every year, expanding outside food markets. After accounting for market analysis of small hot pot restaurant ranked fourth, small pot product development also showed upward trends. A case company therefore decided to assess the feasibility of the market into a small pot. A key to the success of the case company business model is viable, so this study uses strategies diamond model, areas of activity: We want to be there activity product categories, market segments, geographic regions, core technology, value creation stages, means:? Us how achieve their goals? Internal development, joint ventures, licensing / distribution, mergers and acquisitions, development stage: how we move fast and sustained? Extended Speed: action sequence, the difference factor: How do we win the market? Image: customization, price, specifications, product reliability, economic logic: How do we make a profit? With advantages of scale to reduce costs, by category, reputation advantage to reduce costs in order to raise prices and excellent service to provide quality environment to raise prices, offer unique products to raise prices. And business model blueprint theory: Customer Segments target customers, Customer relationships Customer relationships, Channel channel, Value proposition value proposition, Key activities of key activities, Key resources critical resources, Key partnerships with key partners, Cost structure cost structures, Revenue streams revenue source; explore strategic competitor analysis, business models and competitors gap in the market, and thus the case company a proposed development strategies and business models. A further basis for the case study company intends to analyze the results by the end of 2014, the creation of a small pot restaurant test store to view their business model, the right business model to be copied and then a chain restaurant brands. Product characteristics, eat at ease, and rinse the mouth, a small pot restaurant chain value for money, very few in the Taiwan market, the use of this study in-depth understanding of consumer needs, to meet consumer demand, thus creating consumer demand positive cycle. Find a business model to assist the case company to become a leader in the Taiwan market A small pot industry. Economies of scale more than 100 stores, the interest rate was more than 10%.Through the analysis of this study to explore the gap competitor strategies and business models, and thus the company's strategy to develop the case A diamond model and business model into the market gap. And to provide differentiated value to the family, white-collar workers, such as business and younger customers.
Services: to provide excellent service to establish a standardized and customized services, differentiated advantages and competitors to form, build customer value and brand image.
Dining areas: the flagship store strategy to provide quality amplifier stylish minimalist environment of large stores (over 200 seats), with peers dining environment with differentiated advantages, build customer value and brand image.
Products: offers a unique product of modern eating habits toward products taste good healthy + happy + direction.Value proposition: the case company A company providing delicious, healthy, good dining environment and value for money products to consumers, the process of creating the overall revenue and profit growth.
In this study, entrepreneurial perspective and the use of qualitative research to explore the analysis is expected to provide more accurate and chain case company A small hot pot restaurant industry, and a better chance of a successful business model for the food and beverage industry to provide a little bit of a personal contribution. In this study, interviews competitors during interviews involving technology and corporate secrets interviewee some reservations, and therefore slightly affected and restrictions on the study.

第一章 緒論 1
第一節、研究背景與動機 1
第二節、研究目的 2
第三節、預期貢獻 2
第二章 文獻回顧 3
第一節、台灣餐飲服務業探討 3
第二節、餐飲服務業創業 12
第三節、連鎖餐飲商業模式探討 16
第一項、 鑽石模型 16
第二項、 商業模式藍圖 24
第三項、 連鎖餐飲商業模式 26



第三章 研究方法 31
第一節、個案研究方法 31
第二節、個案公司A 35
第三節、研究架構 37
第四節、研究實施與步驟 38
第四章 資料分析 43
第一節、競爭者鑽石模型之分析比較 43
第二節、競爭者商業模式之分析比較 50
第五章 個案公司A之策略擬定 61
第一節、競爭者鑽石模型之分析缺口 61
第二節、競爭者商業模式之分析缺口 66
第三節、個案公司A之策略及商業模式擬定 70
第六章 結論 78
第一節、研究結果 78
第二節、管理意涵 79
第三節、研究限制 80
第四節、未來研究建議 80
參考文獻 82
中文文獻 82
英文文獻 83

圖目錄
圖2-1-1 外食消費市場分析 5
圖2-3-1 策略鑽石模型 17
圖2-3-2 石二鍋策略鑽石模型 21
圖2-3-3 錢都策略鑽石模型 23
圖2-3-4 商業模式藍圖 The Business Model Canvas 26
圖3-3-1 研究架構關係圖 37
圖4-1-1 石二鍋策略五要素:策略鑽石模型 46
圖4-1-2 錢都策略五要素:策略鑽石模型 49
圖4-2-1 石二鍋商業模式藍圖 53
圖4-2-2 錢都商業模式藍圖 56
圖5-3-1 個案公司A策略鑽石模型擬定 74
圖5-3-2 個案公司A商業模式擬定 77







表目錄
表 2-1-1 我國餐飲業的營運狀況 3
表2-1-2 餐飲服務店數成長統計 4
表2-1-3 2008年餐飲服務連鎖店數統計 4
表2-1-4 外食消費人口男女比率分析 6
表2-1-5 連鎖體系的定義 7
表2-1-6 連鎖體系的型態 9
表2-1-7 連鎖體系的特性 9
表2-1-8 台灣連鎖產業發展歷程 10
表2-2-1 經營者型態 13
表2-2-2 經營者特性 13
表2-2-3 P D A效益分析 14
表2-2-4 工程標準化效益分析 14
表3-1-1 質化及量化研究的差異比較 34
表3-2-1 鑽石模型來為個案公司A做分析 35
表3-2-2 受訪者基本資料 37
表3-4-1 訪談內容一覽表 40
表3-4-2 商業模式藍圖 41
表4-2-1 石二鍋及錢都公司財務分析 57
表4-2-2 石二鍋、個案A公司財務分析:損益表 59
表6-1-1 個案A公司財務分析:獲利模式 79

中文文獻
1.行政院主計處2002「家庭收支調查報告」、「財政統計月報」
2.行政院主計處2003「近年我國餐飲業營運狀況」分析統計資料
3.行政院主計處2004「近年我國餐飲業營運狀況」分析統計資料
4.經濟部統計處2005「批發、零售、餐飲業動態調查題要分析」
5.經濟部統計處「2009台灣連鎖店年鑑」及經濟部統計處
6.王品集團「對外食市場分析」
7.「連鎖體系的定義」經濟部商業司，http://gcis.nat.gov.tw/welcome.jsp。
8.中華民國連鎖店發展協會
9.日本特許加盟連鎖協會 (JFA2002)
10.李幸模，1995年，連鎖加盟店Q＆A，商周文化。
11.陳明哲 (2012)策略五要素-策略鑽石模型
12.侯勝宗. (2012). 見所未見: 詮釋性個案研究方法探索. 組織與管理, 5(1), 111-153.
13.陳萬淇，1992。個案研究法。台北: 華泰書局。
14.黃彥穆(2000)。資料蒐集方法與分析─質的分析技術探討。3-14。http://tx.liberal.ntu.edu.tw/Jx/methodology/%E8%B3%AA%E7%9A%84%E7%A0%94%E7%A9%B6%E6%B3%95.pdf

英文文獻
1.Yin, R. K. (1994). Discovering the future of the case study method in evaluation research. Evaluation Practice, 15(3), 283-290.
2.Drucker, P.F. (1985).Innovation and entrepreneurship: Practice and Principles. London : Heinemann.C.K.Prahalad ＆Gary Hamel (1990) The core competence of the corporation，HBR.
3.Drucher P. (1990) Managing the non-profit organization：principles and practices. New York：Harper Perennial.
4.JFA (2002).
5.Kotler (2001) Marketing for non-profit organization. Eenlewood cliff，New Jersey prentice hall.
6.Robbins S P (2001). organizational behavior，USA.
7.Rorert.K.Yin (1994) Case study research:design and methods.
8.Walker, T. P., SCHRAMM, D. N., ＆ OLIVES, K. A. (1991). Primordial nucleosynthesis redux.Stern ＆ El-ansary Journal of Marketing Research, Vol. 9, No. 1 (Feb., 1972), pp. 47-52.
9.Eisenhardt, 1989; Yin, (1994) Positive Research.
10.Isabella, 1990; Klein ＆ Myers, (1999) Interpretative Case Research.
11.Ashcraft, 2001; Morrow,(1994) Critical Research.
12.Pentland, 1999; Pettigrew,(1990) Process Research.
13.DiMaggio, P. J. (1995). Comments on What theory is not. Administrative Science Quarterly, 391-397.
14.Gephart.( 2006) Ethnography Research.
15.Rusaw,A.C. (1997). Reinventing local government: A case study of organizational change through community learning. Public Administration Quarterly, 419-432.Atkinson,A.B.＆Hills,J.(1998).
16.Exclusion, employment and opportunity.Hambrick ＆ Fredrickson (2005) Dimond model.
17.Osterwalder, A., ＆ Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. John Wiley ＆ Sons.