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研究生:曾惠萍
研究生(外文):Hui-ping Tseng
論文名稱:與顧客共創價值-以藝文咖啡館為例
論文名稱(外文):Co-creating unique value with customers--a study of the artistic coffee shof
指導教授:陳勁甫陳勁甫引用關係
指導教授(外文):Ching-fu Chen
學位類別:碩士
校院名稱:南華大學
系所名稱:旅遊事業管理學系碩士班
學門:民生學門
學類:餐旅服務學類
論文種類:學術論文
論文出版年:2007
畢業學年度:96
語文別:中文
論文頁數:89
中文關鍵詞:顧客價值體驗經濟體驗創新
外文關鍵詞:Customer valueExperience economyInnovation
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  隨著台灣經濟成長、消費及生活型態改變,使得國人愈來愈重視飲食文化及生活品質,原於歐美盛行的咖啡風已吹進台灣,喝咖啡不再只是單純的咖啡品嚐,同時亦代表著一種社交行為。尤其,藝文咖啡館經常給予顧客「點一杯咖啡就坐上一整天」的寬容與禮遇,而成為文人墨客高談闊論或激發靈感的重要空間,也因而造就一種與消費者共生共享的獨特空間(例如台北市的明星咖啡館)。因此,本研究依循Prahalad & Ramaswamy (2004)所提出與消費者共創價值的四大基石:溝通(dialogue)、取用(access)、風險評估(risk assessment)、透明(transparency)為主軸,將鎖定其藝文咖啡館進行深度探討,除立意抽樣出18位消費者(包含愛好藝文咖啡館之文人作家與一般消費者),並對其藝文咖啡館經營者進行一對一深度訪談,同時結合研究者本身之參與觀察,試圖從業者與消費者之觀點來探究藝文咖啡館如何與消費者產生互動繼而共創價值,使其營造出獨特之文化特質與消費體驗,期使從研究結果提供業者之經營方針與建議.
 
  本研究結果發現:
  1.藝文咖啡館有別於時下連鎖體制下的咖啡館,前者著重在空間情境之感官訴求,後者以標準化、客制化與便利性為主。
  2.進入體驗創新的年代,企業經營走向也朝之顧客導向為主,藝
文咖館的業者以其人文、美學為主題來部署經驗舞台並有效的進行市場區隔,有意識的引導消費者在經驗空間裡互動。
  3.藝文咖啡館經營模式,經營出小眾市場的文化主題性,其經營者自身除必備的專業素養外,在與其顧客互動頻繁之際,更要不斷的積極進取。茲因,經營者本身的總總涵養亦牽扯出主流客人對其咖啡館的忠誠度。
  Taiwan’s growing economy, increasing expenses and societal changes caused a shift towards a ‘diet culture’ that propagates a higher quality of life. Taiwanese people, having adjusted their money spending habits are placing more emphasis on proper diet and an increased quality of life. Imports such as coffee, brought to Taiwan via international trade, have helped to further bring dialogue in public relations. One such relation exists in literary art cafés and coffee shops which engender a courteous and generous reception that allows qualitative discourse between the enterprise and the customer. In such an environment a customer does not feel obliged to make multiple purchases if they are to continue enjoying their visit. Instead customers are allowed to take comfort and inspiration from shop owners’ amiability while enjoying the facility and beverage, having paid for merely one cup. Consequently, these types of cafes serve as gathering spots for social elites such as businesspeople, politicians, lawyers, entertainers and artists; furthermore, they serve as the auspicious workrooms for scholars, journalists, and writers, where the aforementioned may contemplate and draw on their inspirations.
The Artistic Cafe has been explored in this research that is based on Prahalad’s and Ramaswamy’s four principles of dialogue, access, risk assessment and transparency. A random sample of eighteen coffee shops has been examined. One-on-one interviews were conducted with shop owners,
shop managers, and customers, including writers and artists in order to present the values and prospects from the side of both the consumers and producers.
 
  It is our core objective to propose a feasible way for consumers to interact with managers and to provide more-valuable strategies for managers. Our conclusion is as follows:
  1.The Artistic Coffee Shops differ from ordinary ones by their uniqueness in décor, coziness of atmosphere, tranquility in surrounding, appropriateness for social rendezvous, and in the distinction of coffee brands. The latter, regular coffee shops are prone to serving coffee for the convenience of the public only.
  2.We are entering the new era in which enterprises are guided by consumers. The management of the Artistic Coffee Shops is based on humanity and aesthetics in order to set up the stages for experience in segregated markets to effectively and deliberately encourage consumers in the co-operation scheme.
  3.The marketing for the Artistic Coffee Shops is targeting the upper class customers in our society. Gradually, it forms the characteristic of a smaller market culture. That is, we promote customer-owner interaction as the ultimate goal, where we highly value the consumers’ feedback regarding companies’ decision making. Since constant contact with customers is vital for shop managers, it is imperative that shop managers should have not only adequate professional skills, but the articulate social skills to communicate with customers efficiently and intriguingly. Certainly to achieve this, the managers must be kept constantly informed and strike for excellence to enrich themselves with knowledge from various fields incessantly. In being able to do so, we will have our customers pay back their patronages and obligations in return.
中文摘要……………………………………………………I
英文摘要……………………………………………………III
目錄………………………………………………………VI
表目錄…………………………………………………VII
圖目錄…………………………………………………VIII
 
第一章
緒論………………………………………………1
1.1研究背景與動機…………………………………………1
1.2研究目的…………………………………………………3
1.3研究範圍與對象…………………………………………3
1.4研究流程………………………………………………3
  
第二章
文獻探討…………………………………………………5
2.1咖啡館之定義………………………………………………5
2.2體驗………………………………………………………7
2.3消費者個人化主導的時代-體驗創新…………12
2.4體驗創新能耐………………………………………………24
2.5與顧客共創價值的基石………………………………………27
  
第三章
研究方法與程序…………………………………………31
3.1研究方法………………………………………………31
3.2研究程序………………………………………………32
3.3研究工具………………………………………………36
  
第四章
研究結果與討論…………………………………………41
4.1藝文咖啡館展現部分 ……………………………41
4.2藝文咖啡館經營部分 ……………………………57
  
第五章
結論與建議………………………………………………74
5.1結論…………………………………………………74
5.2研究檢討與建議…………………………………………81
  
參考文獻………………………………………………83
  
附錄訪談大綱…………………………………………89
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